Sustainability 
report
2022

Technology to 
Transform the Everyday
Our Purpose
Key figures 
311,000
Employees
15.1%
Adjusted EBITA margin
for the Industrial Businesses
€4.4 billion
Net income
€72.0 billion 
Revenue 
1	
Publicly listed subsidiary of Siemens; Siemens’ share in Siemens Healthineers: 75%.
Joint values unite us under the brand Siemens with Siemens Healthineers (SHS)
All indicators in the report are shown including Siemens Healthineers (SHS), 
unless otherwise noted. For the sake of readability, the masculine form is used; 
it is representative of people of any gender.
Siemens 
Healthineers 1
Health
SCOPE OF SUSTAINABILITY
REPORT
Siemens
Digital transformation of Industry,
Infrastructure, and Mobility
SIEMENS SUSTAINABILITY REPORT 2022 
2

Contents 
3
Foreword 
4
1
Siemens at a glance 
7
1.1 	 Our DEGREE framework  
sets clear and measurable ambitions
8
1.2 	 Company profile
10
1.3 	 Strategy
12
1.4 	 Our contribution to sustainable ­development  
of societies
15
1.5 	 175 years of Siemens – a look at history
20
1.6 	 Customers
22
1.7 	 Research and development
25
2
Our sustainability management 
29
2.1 	 Materiality assessment
30
2.2 	 Sustainability governance and organization
33
2.3 	 Partnerships and collaborations for sustainability
36
2.4 	 Sustainability ratings reflect our performance
38
3
Governance
39
3.1 	 Compliance and Ethics
40
3.2 	 Human rights
48
3.3 	 Sustainable supply chain practices
53
3.4 	 Cybersecurity and data privacy
58
4
Environment 
64
Holistic environmental protection
65
4.1 	 Climate action
68
4.2 	 Conserving resources
74
4.3 	 Product stewardship
79
4.4.	 EU taxonomy
84
Contents
5
Social
88
5.1 	 Working at Siemens
89
5.2 	 Diversity, Equity & Inclusion
95
5.3 	 Professional education and lifelong learning
98
5.4 	 Occupational health and safety management
101
5.5 	 Corporate citizenship
106
6
Our sustainability indicators
110
7
Annex 
128
7.1 	 Reporting methodology
129
7.2 	 Reporting principles for Customer  
Avoided Emissions
131
7.3 	 Task Force on Climate-Related  
Financial Disclosures (TCFD)
135
7.4 	 GRI Standards – key topics and boundaries
142
7.5 	 WEF IBC Metric
144
7.6 	 SASB – Electrical Electronic Equipment Index
148
7.7 	 United Nations CEO Water Mandate
150
7.8 	 Independent auditor’s report on a limited  
assurance engagement 
152
7.9 	 Notes and forward-looking statements
154
7.10 	Further information and  
information resources
155
SIEMENS SUSTAINABILITY REPORT 2022 
3
Contents

Multiply our impact across the backbone 
of our economies
Part of the solution – our sustainability business 
portfolio 
Siemens has been developing technology with purpose for more 
than 175 years. Our portfolio helps customers achieve their sus-
tainability targets with comprehensive, tailored solutions for 
factories, buildings and power grids as well as the transportation 
and healthcare sectors. Our technologies help customers to 
transform the industries that form the backbone of economies 
and societies.
For industrial customers, our products, systems, solutions and 
services enable customers to optimize their entire value chain – 
all the way from the design and development of sustainable 
products and processes to production and operations. Our solu-
tions target gains in energy and material efficiency and harness 
the power of digitalization to build the next level of transparency 
on CO2 and other metrics that help steer our business activities 
toward ever greater sustainability. 
To support infrastructure customers, our portfolio ensures the 
seamless integration of renewable energy into power grids, the 
deployment of electromobility, increased energy efficiency in 
buildings, and greater transparency in measuring infrastructure 
performance with digital tools and data management solutions. 
Dear Readers,
At Siemens, sustainability has been at the heart of what we do 
for a long time. We are a technology company with a portfolio 
designed to drive the digital and sustainable transformation of 
industry, infrastructure, transportation and healthcare. Through 
technology with purpose, we enable our customers and partners 
to maximize their contributions to the health of our planet. 
Sustainability is a key part of our strategy. It is deeply embedded 
in our business activities, investment decision-making and gov-
ernance. This commitment is reflected in our DEGREE 1 framework, 
a 360 degree view of Siemens’ ESG priorities.
The world is changing rapidly. Megatrends such as climate 
change, glocalization, digitalization, demographic change and 
urbanization demand that we rethink established ways of doing 
things. We firmly believe that technology is the answer to creat-
ing a sustainable future. By combining the real and the digital 
worlds, we can solve the challenges of our times and meet the 
needs of our customers. 
Foreword
1	
DEGREE is an acronym for decarbonization, ethics, governance, resource efficiency, 
equity, and employability.
Foreword
SIEMENS SUSTAINABILITY REPORT 2022 
4

Siemens contributes to sustainable transportation with its broad 
spectrum of products, solutions and services related to rail vehi-
cles, infrastructure, automation, electrification and digitalization.
Our financing solutions foster decarbonization and resource 
efficiency, such as pay-per-use or leasing solutions linked to 
­energy savings. Smart financing models are helping pave the 
way for new, clean technologies, novel business models and 
sustainable innovation. 
By constantly bringing breakthrough innovations to market, we 
help healthcare professionals to deliver high-quality care, leading 
to the best possible outcome for patients. Based on Siemens 
Healthineers’ unique strengths in patient twinning and precision 
therapy as well as in digital and data-driven approaches and 
artificial intelligence, the company is using technology to actively 
shape the transformation of healthcare.
We are also focused on measuring the impact we can achieve 
by developing digital solutions to ensure data transparency. 
Compared to the amount we generate in our own operations 
and our supply chain, our products will help reduce 13 times 
more greenhouse gas emissions at our customers: The products 
and solutions we sold in fiscal 2022 will prevent around 150 mil-
lion tons of greenhouse gas emissions during their lifetime in our 
customers’ operations, while our own operations and supply 
chain ­accounted for around 12 million tons of greenhouse gas 
emissions.
Our commitments are underpinned by a clear position on respon-
sible business conduct. Ethical behavior and compliance are 
nonnegotiable and go beyond strict adherence to rules by firmly 
placing responsible action sustainably at the core of our culture 
and business conduct. 
Ramping up our ambitions 
We drive sustainability by investing in our portfolio and by 
applying our new technologies internally. Our company has 
always been committed to its responsibility to society, to our 
communities, and to our employees. Through our DEGREE frame-
work, we are dedicated to creating a better tomorrow by doing 
more with less. DEGREE is based on six fields of action with clear 
priorities that drive our unique approach to sustainability. We 
have raised our targets again this year in several areas, including 
decarbonization and learning.
Foreword
SIEMENS SUSTAINABILITY REPORT 2022 
5

We are significantly accelerating the reduction of carbon emis-
sions from our own operations by setting ourselves a pathway 
goal for a 55% reduction in emissions by 2025, compared to 2019 
levels. In addition, and as part of our ongoing 2030 Net Zero 
operations commitment, we are setting a new and enhanced 
target of achieving a 90% emission reduction by 2030. We are 
confident that we will meet this goal by leveraging our own 
­offerings across our portfolio. 
We invest in our people by creating an environment where they 
can thrive based on our company’s commitment to lifelong learn-
ing, equity and well-being. As part of these efforts, we also 
ramped up our employability goal for annual digital learning. By 
the end of fiscal 2025, we want the people at Siemens to be 
benefiting from at least 25 hours of digital learning per year.
Rather than resting on our achievements, we are continuing to 
reevaluate our efforts with a view to further accelerating and 
increasing our impacts.
Advancing together on a long and challenging path
The sustainability challenges of our times are far too big and 
daunting for any single actor to master them. They call for us to 
work with partners, customers and organizations across business 
sectors, countries and continents. We at Siemens believe that 
working in ecosystems is the best way to jointly create seamless 
solutions for our customers and their specific sustainability chal-
lenges – thereby multiplying the impact of our own sustainable 
offerings and solutions.
We are confident that technologies that boost efficiency, produc-
tivity and transparency can pave the way to a more resilient and 
sustainable future. We have a decisive decade ahead: This is the 
time to step up and act.
Dr. Roland Busch	 	
Judith Wiese
Foreword
SIEMENS SUSTAINABILITY REPORT 2022 
6

Page 7 – 28
Siemens at  
a glance
SIEMENS SUSTAINABILITY REPORT 2022 
7

1.1
Our DEGREE framework
sets clear and measurable ambitions
A clear framework for sustainability
Sustainability is an integral part of our business – it is part of our 
DNA. We are taking our ESG commitment to the next level with 
our DEGREE framework. It constitutes a 360-degree approach 
for all stakeholders– our customers, our suppliers, our investors, 
our people, the societies we serve, and our planet. In addressing 
the three aspects of ESG, we are building a better future that 
helps us stay within the planetary boundaries, helps us foster a 
culture of trust, empowerment, and growth, supports inclusive 
economic opportunities, and ensures that our people and busi-
nesses remain resilient and relevant for whatever the future 
holds.
The DEGREE framework is based on six fields of action that drive 
sustainability and are dynamic and continuously evolving. We 
have set clear priorities and ambitions for key ESG issues, which 
we are driving within our own operations and together with our 
customers and suppliers. The DEGREE framework applies to all 
Siemens-affiliated companies excluding Siemens Healthineers 
(SHS). The sustainability concept of SHS follows the same basic 
principles, which reflects our expectations as majority shareholder.
 D  ecarbonization
support the 1.5°C target  
to fight global warming
E 	thics
foster a culture of trust, adhere to ethical standards,  
and handle data with care
G 	overnance
apply state-of-the-art systems for effective  
and responsible business conduct
R 	esource efficiency
achieve circularity  
and dematerialization
E 	quity
foster diversity, inclusion, and community development
to create a sense of belonging
E 	mployability 
enable our people to stay resilient and relevant
in a permanently changing environment
1.1  Our DEGREE framework sets clear and measurable ambitions 
SIEMENS SUSTAINABILITY REPORT 2022 
8

Baseline
Progress until end of FY22
Ambitions
Decarboni­
zation
1.	 Net Zero operations by 2030, with 55% emissions 
reduction by 2025 and 90% by 2030
2.	 Net Zero supply chain by 2050, 20% emissions 
­reduction by 2030
FY 19: 737 kt CO2e
FY 20: 8,098 kt CO2e
– 55% by 2025 
– 90% by 2030
– 20% by 2030
– 100% by 2050
Ethics
3.	 Striving to train 100% of our people on Siemens’ 
Business Conduct Guidelines every three years
From FY 20
100% by 2022
Governance
4.	 ESG-secured supply chain based on supplier 
­commitment to the Supplier Code of Conduct
5.	 Long-term incentives based on ESG criteria 1
− −
− −
Suppliers committed
ESG criteria anchored
− −
− −
Resource
efficiency
6.	 Next-level robust ecodesign for 100% of relevant 
Siemens product families by 2030
7.	 Natural resource decoupling through increased 
purchase of secondary materials for metals and 
resins 2
8.	 Circularity through waste-to-landfill reduction of 50% 
by 2025 and toward zero landfill waste by 2030
FY 21: 26% 
− −
− −
FY 21: 0%
100% by 2030
− − 
− −
– 50% by 2025 
~ 100% by 2030
Equity
9.	 30% female share in top management by 2025
10.	Access to employee share plans: maintain high 
level and expand globally to 100% 3
11.	Global commitment to the New Normal Working 
Model 4
FY 20: 22.7%
FY 21: 98%
− −
Roll-out continued
30% by 2025
100%
– –
Employability 12.	Increase digital learning hours to “25 by 25”
13.	Access to employee assistance program: maintain 
high level and expand globally to 100% by 2025
14.	30% improvement in Siemens’ globally aggregated 
LTIFR5 by 2025
FY 20: 7h
FY 20: 82%
FY 20: 0.31
25h by 2025
100% by 2025
– 30% by 2025
What are our ESG ambitions and priorities? And what progress did we make until end of fiscal 2022? 14 global ambitions and 
key figures for Siemens excluding Siemens Healthineers, whereas in fiscal 2022, we increased the ambition of our Net Zero 
operations and digital learning hours ambition.
1	
Assessment based on the Siemens internal ESG / sustainability index, based on customer satisfaction (Net Promoter Score), CO2 reduction, training hours.
2	
Product specifications for the use of secondary plastics are in development.
3	
Where legally possible and reasonable.
4	
For employees with job profiles that make this possible and reasonable. 
5	
LTIFR: Lost Time Injury Frequency Rate (Siemens employees and temporary workers).
  FURTHER INFORMATION
ON OUR AMBITIONS
+2,5%
99.9%
99%
– 46%
35%
– 12%
27.7%
– 19%
87%
21h
Metals 34%
Resins <1%
1.1  Our DEGREE framework sets clear and measurable ambitions 
SIEMENS SUSTAINABILITY REPORT 2022 
9

SIEMENS COMPANY PRESENTATION
1	
Publicly listed subsidiary of Siemens; Siemens’ share in Siemens Healthineers: 75%.
1.2
Company profile
	
– Internationally active, focused technology company 
	
– Purpose: Technology to Transform the Everyday
	
– Combining the real and digital worlds to benefit 
customers and society
A focused technology company 
Siemens AG (Berlin and Munich) is a technology company 
­focused on the fields of industry, infrastructure, mobility, and 
healthcare. 
By combining the real and digital worlds, Siemens helps its 
­customers accelerate their own digital transformation and 
achieve their sustainability targets.
In addition to its core businesses of Digital Industries, Smart 
­Infrastructure, and Mobility, Siemens is the majority shareholder 
of the exchange-listed company Siemens Healthineers AG 
(SHS)  – a globally leading provider of medical technology. 
Siemens also holds a minority interest in the exchange-listed 
company Siemens Energy AG, which operates in the field of 
Digital Industries
Portfolio 
Companies
Smart  
Infrastructure
Siemens ­Advanta
Mobility
Siemens 
Financial Services
Siemens 
Healthineers1
Siemens 
Real Estate
Global 
Business Services
Businesses and services
Industrial businesses
Services
1.2  Company profile 
SIEMENS SUSTAINABILITY REPORT 2022 
10

­energy transmission and generation. Siemens Energy AG is not 
included in this Sustainability Report. Siemens is a technology 
company that operates in nearly all countries of the world. Ever 
since it was founded in 1847, it has stood for technical perfor-
mance, innovation, quality, reliability, and internationality.
Industrial businesses
Digital Industries 
The industrial world is confronted with tremendous challenges. 
Because our planet‘s resources are finite, we must achieve more 
with less. The Siemens Digital Enterprise portfolio helps us mas-
ter this challenge by combining the real and digital worlds to 
forge a single, continuous data stream. The comprehensive 
­digital twin plays a key role in this endeavor. It collects data across 
the entire lifecycle of a product, from the initial concept to pro-
duction and use. Our technologies of the future make it possible 
to understand this data and use finite resources more efficiently. 
This is how we strive to make industry more sustainable.
Smart Infrastructure 
Smart infrastructure is sustainable infrastructure. Siemens Smart 
Infrastructure combines the real and digital worlds across energy 
systems, buildings, and industries. This is how we seek to im-
prove the way people live and work while also ensuring greater 
efficiency and sustainability. We work closely with customers 
and partners to create an ecosystem that addresses people‘s 
needs intuitively and also helps customers achieve their goals. 
It helps our customers be successful, moves communities 
­forward, and supports sustainable development to preserve our 
planet for the next generation.
Siemens Mobility 
With the aid of digitalization, we help mobility providers every-
where in the world make their trains and infrastructure smarter, 
sustainably enhance the value added in all lifecycle phases, 
­improve passenger comfort, and ensure availability.
Siemens Healthineers 
Siemens Healthineers aspires to shape the healthcare of the 
­future. As one of the world‘s leading medical technology com-
panies, it helps healthcare providers everywhere in the world 
develop precision medicine, reimagine healthcare, improve the 
patient experience, and digitalize healthcare industry. Siemens 
Healthineers is continually upgrading its portfolio of products 
and services with AI-supported applications and digital offerings 
that will play an increasingly important role in the next genera-
tion of medical technology. 
Key figures
In fiscal 2022, which ended on September 30, 2022, Siemens 
generated revenues of €72 billion and a profit after taxes of 
€4.4 billion. As of September 30, 2022, the company had 
around 311,000 employees worldwide.
 SIEMENS FINANCIAL ­REPORT FOR FISCAL 2022, COMBINED MANAGEMENT 
REPORT, CHAPTER 7, OVERALL ASSESSMENT OF THE ECONOMIC POSITION
1.2  Company profile 
SIEMENS SUSTAINABILITY REPORT 2022 
11

1.3
Strategy
	
– We advance transformation on the basis of four 
strategic priorities
	
– Sustainability is an integral part of our business:  
We apply our technologies and solutions to advance 
growth toward a sustainable future 
	
– Clear action fields and ambitions along our DEGREE 
framework
Technology that serves people
Siemens is focusing on technologies that drive the digital trans-
formation of industry, smart infrastructure, and sustainable 
mobility. We thus make a significant contribution toward achiev-
ing the UN’s Sustainable Development Goals (SDGs). We maxi-
mize customer benefit by combining the real and digital worlds, 
support customers in handling their challenges, and generate 
value for them and ourselves. 
Siemens’ unique ability to combine the real and digital worlds is 
based on three elements: Using its experts’ profound domain 
knowhow, Siemens develops digital applications for specific in-
dustries. In addition, Siemens bundles expertise to drive the core 
technologies that are used across the company. And thanks to a 
strong ecosystem including customers, partners, and startups, 
Siemens brings customer-oriented innovations fast to market. 
Digitalization, automation, and sustainability are growth engines 
for our business. In terms of sustainability, our portfolio makes 
an especially strong contribution toward decarbonization, re-
source efficiency, and circular economy. Software and hardware 
solutions will increasingly reinforce each other in the future, 
accelerating sustainable value growth. As a focused technology 
company, we want to strengthen our position in all our markets 
and enter profitable adjacent markets.
For that purpose, we’re rapidly pushing our technology portfolio 
ahead: software and automation solutions, plus core technolo-
gies in areas such as artificial intelligence (AI), digital twins, 5G, 
industrial edge, and cybersecurity. 
Our four strategic priorities:
Strengthening and 
empowering people 
We strengthen our customers, 
partners, and employees so that 
they can make the most of their 
abilities.
Value for our customers 
We identify the needs of our 
customers as early as possible – 
ideally before our customers 
themselves are aware of them.
Growth mindset 
We will continue to grow 
and learn – with curiosity, 
resilience, experimentation, 
and adaptability
Technology with sense 
and purpose 
Innovative technologies have 
been the beating heart of 
­Siemens for 175 years – and will 
be in the future as well.
1.3  Strategy
SIEMENS SUSTAINABILITY REPORT 2022 
12

In June 2022 we launched Siemens Xcelerator, an open digital 
business platform. It will accelerate the digital transformation 
and value creation. We thereby make the digital transformation 
faster, easier, and at scale for customers of all sizes in industry, 
buildings, power grids, and mobility. Furthermore, digital 
­solutions make companies more flexible, more resilient, more 
efficient, and more sustainable. This digital business platform 
has three cornerstones:
1.	A curated, modular portfolio of hardware for the Internet of 
Things (IoT), software, and services – from Siemens and 
certified partners
2.	A continuously evolving ecosystem of partners, and 
3.	A marketplace, which will grow over time, to facilitates 
­interaction, innovation, and transactions alongside a 
­community of customers, partners, and developers.
The world is continuing to change in multiple dimensions. Mega­
trends like climate change, glocalization, digitalization, demo-
graphic change, and urbanization are challenging us. And they’re 
also changing the needs of our customers and our markets. To 
meet these, we need to keep evolving constantly. Our focus on 
four strategic priorities will help us do that.
 SIEMENS COMPANY PRESENTATION
Sustainability is an integral part of our business
The challenges of our times call for clear answers – to ensure 
quality of life for everyone, today and in coming generations. 
That’s why we’ve defined a 360-degree approach to sustainabil-
ity that includes all critical action fields for Siemens. With this 
approach, we address all our stakeholders – our customers, our 
suppliers, our investors, our people, society – and our planet 
as well. Every “degree” counts when we aim to responsibly 
meet the needs of a constantly evolving society. Our DEGREE 
framework underlines the necessity to limit global warming to 
1.5 degrees Celsius.
Sustainability is integral to both our business and our own oper-
ations. Our DEGREE framework outlines the relevant action ­topics 
for Siemens.
With our technologies and solutions, we empower our customers 
to drive sustainable growth and transform industries toward a 
sustainable future. Whether in resource-efficient factories, 
­resilient supply chains, smart buildings and power grids, low-­
emission, comfortable trains, or advanced healthcare – we 
­support our customers with technologies that offer them specific 
benefits and make people’s daily lives easier. 
For sustainability in our own operations, we’ve defined 14 ambi-
tions across six action fields. We continually develop these action 
fields further in order to address central ESG aspects (E for Envi-
ronment, S for Social, and G for Governance) from the perspective 
of all our stakeholders. 
DEGREE – Clear action fields and ambitions for 
sustainability 
D for decarbonization – With our portfolio, we help our custom-
ers lower their emissions and thereby achieve their decarboniza-
tion goals. Besides aiming to reduce emissions from Siemens’ 
operations by 55% by 2025 and by 90% by 2030 compared to 
2019, we also strive to lower all emissions associated with us – 
from our supply chain to the entire use phase of our products. 
Siemens is committed to a 20% reduction in emissions in its sup-
ply chain by 2030 ­compared to 2020, and aims to achieve a 
CO2-neutral supply chain by 2050. With its commitment to 
­science-based targets, Siemens supports the goal of the Paris 
Climate Agreement to limit climate change to 1.5 degrees Celsius.1
1	
Science Based Target Initiative for Siemens including SHS.
Sustainability in own operations
Sustainable 
Business
1.3  Strategy 
SIEMENS SUSTAINABILITY REPORT 2022 
13

E for Ethics – At Siemens, we’re certain that above and beyond 
complying with the law, acting in accordance with ethical prin-
ciples is an integral part of doing business responsibly. The way 
we do business is as important as our business success. Our 
values and ethical principles are embedded in our Business Con-
duct Guidelines, which are binding throughout the company and 
on which we provide regular training to all our people. Our com-
pany is marked by a culture of trust. We were co-founders of the 
“Charter of Trust” initiative to protect data and promote cyberse-
curity in a trustworthy digital world.
G for Governance – It has been clearly shown that strong gover-
nance goes hand in hand with better, more sustainable business. 
Besides embedding these principles in our own management 
systems, we extend them to our suppliers, who are required to 
follow a comprehensive Code of Conduct. On top of that, we 
have made sustainability criteria an integral part of our long-term 
variable compensation programs2 for both the Managing Board 
and our senior management.
R for Resource Efficiency – We want to accelerate recycling and 
a circular economy. Using software and simulations, our tech-
nology offers sustainable approaches for the design phase of 
products and solutions, for both our customers and ourselves. 
We have developed a new standard for the design of environ-
mentally friendly products that incorporates clear product design 
criteria and is intended to cover 100% of relevant product fami-
lies. In addition, we promote decoupling consumption of natural 
resources from economic growth by increasing our purchases of 
secondary materials.3 Also, by 2025, we are aiming to reduce 
our landfill waste by 50% from the 2021 baseline year. 
E for Equity – Equal treatment and respect are the core of our 
corporate values. We aim to be the employer of choice and to 
foster diversity, inclusion, and community. In that way, we intend 
to create a sense of belonging and a safe environment where all 
our people can give their best. By 2025, we plan to have at least 
30% female share in our top management. We want to maintain 
access to employee share plans at a high level and expand it 
globally to 100%.4 With our hybrid “New Normal” working mod-
el, we are one of the first major players in our industry to offer 
mobile working options and workplace flexibility (2–3 days of 
mobile working per week as a standard option for our people 
globally). In that way we are fostering a culture of trust and 
empowerment.5
E for Employability – In a constantly changing world, it is critical-
ly important that we as a company and as individuals remain 
resilient and relevant. At Siemens, we continuously invest in the 
development and education of our people. We strongly focus on 
digital learning, employee assistance programs, and occupation-
al health & safety measures for our people. For example, we are 
aiming to reduce the injury rate (LTIFR) by 30% until 2025, com-
pared to the baseline year 2020.6
 ADDITIONAL INFORMATION AND FACTS ABOUT SUSTAINABILITY
The DEGREE framework applies to Siemens AG except Siemens 
Healthineers (SHS), which is an independently stock-listed com-
pany. Under the Siemens brand, we are closely connected to SHS 
via shared values, including sustainability in all its dimensions. 
These values incorporate the central aspects of ESG (E for Envi-
ronment, S for Social, G for Governance) from the perspective of 
all our stakeholders – the foundation of our DEGREE framework. 
In its sustainability concept, SHS pursues the same values, which 
represent our expectations as majority shareholder. SHS’s own 
specific sustainability approach is described in a dedicated report.
2	
Assessed on the basis of the internal Siemens ESG / Sustainability Index, based on 
customer Net Promoter Score, CO2 reduction, training hours.
3	
Product specifications for use of secondary resins are under development.
4	
Where legally possible and reasonable.
5	
For employees with job profiles that make this feasible and reasonable.
6	
LTIFR: Lost Time Injury Frequency Rate (of Siemens employees and temporary workers).
1.3  Strategy
SIEMENS SUSTAINABILITY REPORT 2022 
14

Allocation of the SDG goals to Siemens sustainability framework DEGREE
1.4
Our contribution to sustainable 
­development of societies
	
– Effective influence in achieving UN’s Sustainable 
Development Goals (SDGs)
	
– Our contribution is measured with Business to Society® 
(B2S) methodology, using six globally valid areas 
of impact 
	
– SDGs included in our DEGREE sustainability framework
The United Nations’ 17 Sustainable Development Goals (SDGs) 
and their 169 targets serve as a compass for the joint efforts for 
change that must be made by governments, businesses, cities, 
and civil society as a whole if we are to achieve a more sustain-
able future. The SDGs and their related targets address the most 
important economic, social, environmental, and governance- 
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1.4  Our contribution to sustainable ­development of societies
SIEMENS SUSTAINABILITY REPORT 2022 
15

related challenges of our times, and thus help stimulate trans-
formational change. Adopted as values, the SDGs also influence 
Siemens as a company. They are firmly associated with our 
DEGREE sustainability framework, which serves in-house to guide 
our sustainability management, and also lays down the details 
of our ambitions for sustainability. The SDGs are reflected as well 
in our Business to Society® (B2S) methodology, which exemplifies 
Siemens’ global effect on the outside world, and how we generate 
value for all our stakeholders.
The long-term priorities for Siemens as part of our sustainable 
development agenda are clear: We want to apply our engineering 
expertise and our approach to connect the real and digital worlds, 
improve people’s quality of life, and protect the planet. This is 
especially supported by our corporate purpose of “Technology 
to Transform the Everyday.” The UN’s 17 SDGs have thus become 
fixtures of our everyday business. Siemens deploys its technology 
portfolio to support the public and private sectors in the digital 
transformation of industry, building and network infrastructures, 
mobility, and healthcare, and thus can tap extensive business 
opportunities for value-enhancing growth. At the same time, we 
offer cost-effective, innovative solutions for the transition to 
carbon neutrality. These technologies support customers in 
achieving their objectives while consuming fewer resources. To 
varying extents, Siemens helps achieve most of the SDGs in the 
UN’s Agenda 2030 in four important ways:
	
→through our products and solutions,
	
→by doing business responsibly,
	
→through our expertise and thought leadership, and
	
→through our corporate citizenship activities and community 
engagement.
How we contribute to achieving the SDGs
From a global standpoint, these are the SDGs where Siemens has 
a high or medium impact:
Goal 3 – Ensure healthy lives and promote well-­
being for all at all ages 
We make a significant impact through our business portfolio, 
especially through SHS and the production technology we pro-
vide to pharmaceutical companies. In addition to the impact of 
our portfolio, we also care about the health and safety of our 
people and contract workers. Siemens without SHS sets ambi-
tious goals for access to Employee Assistance Programs, and for 
reducing employee accident rates (Lost Time Injury ­Frequency 
Rate – LTIFR). And we participate in health-­related community 
engagement activities, such as cancer awareness campaigns and 
mobile clinics.
Goal 4 – Ensure inclusive and equitable quality 
­education and promote lifelong learning opportuni-
ties for all
Lifelong learning is a basic prerequisite if we are to ensure 
­employability for our people and in the job market in general. 
We offer access to education in multiple ways, including learning 
and education opportunities for all our people, as well as voca-
tional and more advanced training through partnerships with 
schools and universities. Education for customers and suppliers 
is likewise high on our agenda. We also aim to inspire young 
people to pursue careers in STEM fields (science, technology, 
engineering, and mathematics) through numerous corporate 
citizenship activities around the world.
1.4  Our contribution to sustainable ­development of societies
SIEMENS SUSTAINABILITY REPORT 2022 
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Goal 5 – Achieve gender equality and empower all 
women and girls 
We firmly believe that promoting diversity in the workforce serves 
the interests of both society and Siemens itself. Diversity rein-
forces our innovative strength, unleashes employee potential, 
and directly contributes to our business success. Through our 
human resources management, we are also supporting a trans-
formation in top management, where there is room for improve-
ment. Here we are recruiting more women for top managerial 
positions, and including more women in networking activities, 
trainings, and mentoring programs. Siemens without SHS aims 
to have globally 30% of its top management positions filled by 
women by 2025. 
Goal 7 – Ensure access to affordable, reliable, 
­sustainable, and modern energy for all
Our business portfolio covers the entire spectrum of applications 
for modern smart grids and energy distribution systems. The 
rapid expansion of decentralized energy structures powered by 
Siemens technology creates a more diverse energy mix and 
­improves the security of energy supplies. The Internet of Energy 
and data-based technologies foster energy intelligence and lead 
the way toward a sustainable energy landscape. Our technologies 
facilitate access to clean, reliable, low-carbon energy.
Goal 8 – Promote sustained, inclusive, and sustainable 
economic growth, full and productive employment, 
and decent work for all
Siemens is committed globally to the New Normal Working 
Model. Our aim amid this new normal is for all our people around 
the world to be able to work on a mobile basis two to three days 
a week, wherever feasible and reasonable. Mobile working has 
many advantages – for the individual, but also for the company, 
for instance by ensuring that we are prepared to respond flexibly 
in future crises. Our worldwide business operations and our 
­position as a thought leader mean that in many countries we 
contribute toward the growth of gross domestic product (GDP). 
We are committed to offering attractive jobs and facilitating 
employment, and we are encouraging the uncoupling of eco-
nomic growth from energy consumption.
Goal 9 – Build resilient infrastructure, promote inclu-
sive and sustainable industrialization, and foster 
innovation
As a global technology company and innovation leader in elec-
trification, automation, and digitalization, Siemens supports 
sustainable industrialization. With our engineering and our 
knowledge of numerous sectors and digital technology, we help 
our business partners across the entire value chain, from design 
to production, and from operations to maintenance. We believe 
in international partnerships as key to innovations. A large 
percentage of our customers and suppliers are small and medi-
um-sized enterprises (SMEs). We have officially adopted sustain-
ability as an additional strategic imperative for our investment 
decisions. 
1.4  Our contribution to sustainable ­development of societies
SIEMENS SUSTAINABILITY REPORT 2022 
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Goal 11 – Make cities and human settlements inclu-
sive, safe, resilient, and sustainable
Siemens is a trusted partner for municipal governments, offering 
solutions across all infrastructure domains to make cities more 
efficient, sustainable, and resilient – for instance, with intelligent 
transportation solutions, efficient and safe buildings, and smart-
city initiatives leveraging the power of digitalization. 
Goal 12 – Ensure sustainable consumption and pro-
duction patterns
Siemens is committed to using resources responsibly and recog-
nizes that the circular economy offers highly beneficial opportu-
nities for business, the environment, and society. So by the end 
of this decade we want to evolve even further toward the circular 
economy, for example by increasing the percentages of metals 
and plastics we procure as secondary materials. We also aim to 
reduce our amount of landfill waste. Siemens has worldwide 
strategic initiatives for the design phase and end-of-life cycle for 
its products and operations, and is committed to robust, ecolog-
ically friendly design. We apply disruptive technologies and 
innovative business models to make an active contribution to the 
circular economy. 
Goal 13 – Take urgent action to combat climate 
change and its impacts
With our portfolio, we help our customers lower their emissions 
and thereby achieve their decarbonization goals. Siemens was 
one of the world’s first industrial firms to commit to making its 
own business activities carbon-neutral by 2030. Besides aiming 
to reduce emissions from Siemens’ operations without SHS by 
55% by 2025 and by 90% by 2030 compared to 2019, we also 
strive to lower all emissions associated with us – from our supply 
chain to the entire use phase of our products. Without SHS, 
Siemens is committed to a 20% reduction in emissions in its sup-
ply chain by 2030 compared to 2020 and aims to achieve a 
CO2-neutral supply chain by 2050. With its commitment to 
­science-based targets, Siemens supports the goal of the Paris 
Climate Agreement to limit climate change to 1.5 degrees Celsius 
(Science Based Target Initiative incl. SHS).
Goal 16 – Promote peaceful and inclusive societies 
for sustainable development, provide access to 
­justice for all, and build effective, accountable, and 
inclusive institutions at all levels
We anchor integrity and compliance throughout our company 
and advance the Siemens Integrity Initiative with external stake-
holders. By these means and through our activities with other 
players, we support fair competition and ensure our company’s 
long-term success. Siemens is committed to incorporating the 
requirements of the UN Global Compact, the Human Rights 
­Declaration, and all other relevant regulations into our supply 
chain and to promoting their principles through our work with 
external organizations and institutions.
Goal 17 – Strengthen the means of implementation 
and revitalize the Global Partnership for Sustainable 
Development 
As a global company and advocate of free trade, we believe part-
nerships are key to sustainable development and to our company’s 
success. In addition, we recognize the importance of digitali-
zation, project financing, and public-private partnerships for 
sustainable development. In all of these areas, we are partnering 
with international organizations, business organizations, think 
tanks, non-governmental organizations, and academia, includ-
ing the UN Global Compact, World Economic Forum (WEF), econ-
sense, Transparency International, or numerous universities.
1.4  Our contribution to sustainable ­development of societies
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Business to Society® – Measuring our social 
impact 
We measure our impact on sustainable development with our 
Business to Society ® (B2S) methodology. This approach is based 
on the Measuring Impact Framework published by the World 
Business Council for Sustainable Development (WBCSD) and 
allows us to measure in quantitative terms the social impact of 
our activities in six different action zones: advancing the economy, 
promoting skills and jobs, driving innovation, protecting the 
environment, improving quality of life, and shaping social 
change. Not only that, it also gives us an objective assessment 
of the effects (impacts) of our projects, locations, and business, 
including activities in different countries and their societies. The 
B2S approach was launched as a pilot project in fiscal 2015. By 
the end of fiscal 2022, 36 countries had completed their analy-
ses. The approach has four steps:
1.	Analyze the most relevant development priorities in a given 
context (such as global, national, project);
2.	Identify and measure our contribution to these priorities;
3.	Define strategic actions to enhance our contribution and 
help shape further development;
4.	Be transparent about our contributions by keeping external 
and internal stakeholders informed.
Customers and governments thus get useful information, for 
example in the course of large infrastructure projects. Employee 
feedback on social media posts indicates that our contribution 
to societies makes our people proud to work for Siemens. Trans-
parently contributing to society thus provides tangible business 
value to Siemens. We will continue to apply the methodology 
within customer projects and bidding procedures. Both in-house 
and for the general public, we will keep up communicating our 
impact on sustainable development and the value it brings for 
all stakeholders. 
1.4  Our contribution to sustainable ­development of societies
SIEMENS SUSTAINABILITY REPORT 2022 
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1.5
175 years of Siemens – 
a look at history
175 years ago, in a rear courtyard workshop on Schöneberger Strasse 
in Berlin, a company opened that was to change the daily lives of 
people throughout the world like few others. Starting out as a ten-man 
operation, the “Telegraphen-Bauanstalt von Siemens & Halske” 
subsequently evolved into Siemens AG – a focused technology 
company that continues to reinvent industry, infrastructure, mobility, 
and healthcare in the 21st century. 
As the company celebrates its anniversary in 2022, its history is well 
worth a look. Let’s take a brief look at some important technological 
achievements with which Siemens has decisively shaped innovations 
and technologies throughout the history of industrial revolutions. 
Siemens has been shaping industrial revolutions ever since it was 
founded. And the next change – the next industrial revolution – has 
long since begun. Digitalization is transforming the sectors that are 
the backbone of our economies: industry, infrastructures, mobility, 
and healthcare. And Siemens is once again a force for creative disrup-
tion – supporting its customers in accelerating their digital transfor-
mation and achieving sustainability goals such as decarbonization, 
energy efficiency, and resource conservation. From its very beginning, 
the company has always been driven to create technologies that 
serve people – and find ways to keep reinventing everyday life.
Our journey through time begins in the founding year 1847. 
In those days, messages could only be transmitted by tradi-
tional means, such as optical telegraphs, postal riders, or 
stagecoaches.
This changed fundamentally with the invention of the elec-
tric telegraph. Werner von Siemens made a significant con-
tribution to the development of this new technology by 
recognizing technical deficiencies in the construction of 
existing electrical telegraph equipment – and developed his 
own pointer telegraph. 
Thanks to this apparatus, and beginning in 1849, news of 
events like the election of the German Emperor could be 
transmitted quickly and reliably over great distances in Ger-
many for the first time. The electric telegraph symbolized 
the beginning of the compression of space and time. It 
brought people closer together and heralded the speedy 
­exchange of information across countries and continents. 
Electricity couldn’t be taken for granted before Werner von 
Siemens succeeded with his next invention. Buildings, pub-
lic streets, and squares were illuminated with gaslights and 
machines were powered by steam. Electric vehicles and 
electrified industrial production were unknown. 
In 1866, Werner von Siemens was the first to recognize the 
potential of the dynamo-electric principle and built the pro-
totype of a powerful dynamo machine that converted me-
chanical energy into electrical energy in an efficient way.
The dynamo ushered in the age of electricity that radically 
changed industry as well as people’s everyday lives: Electric 
motors and electric light increased the productivity of trades 
and industrial companies, light bulbs provided the desired 
brightness, and electric trains enabled ever more people 
and goods to be transported faster, helping fuel the rapid 
growth of cities like Berlin, Vienna, and Budapest at the end 
of the 19th century. The capacity of traditional transport 
means like carriages or horse-drawn trams couldn’t handle 
the increasing numbers of passengers. 
The pointer  
telegraph
1847
1866
The dynamo machine
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Passenger transport was to become one of the next big 
themes that moved Siemens in the truest sense of the word. 
The company distinguished itself as a pioneer in the field of 
electromobility, focused on the electrification of urban traffic, 
and inaugurated the first electric tramway in Berlin in 1881. 
And with great success: The tram transported some 12,000 
people in the first three months alone.
Other cities in Germany and abroad soon followed. Electric 
trams, later joined by elevated and underground railways, 
transported more and more people at increasing speeds. By 
1900, the electric motor had largely established itself as a 
reliable and safe power source for urban rail transport. With-
in just a few decades, the use of electric trains changed the 
lives of millions of people around the world.
For thousands of years, peering beneath the skin of living 
people was only possible with a scalpel. With his discovery 
of X-rays in 1895, Wilhelm Conrad Röntgen changed the 
world. 
Siemens was one of the first companies to recognize the 
potential of this new form of radiation. Backed by its pio-
neering work and experience in the field of electromedicine 
since 1847, the company was able to start developing and 
manufacturing X-ray systems shortly after the discovery of 
X-rays. Siemens played a key role in shaping the develop-
ment of medical technology with numerous innovations. 
Many diseases and disorders were now much easier to diag-
nose. Over time, X-ray machines and X-ray tubes became 
increasingly powerful, and images of the skeleton and inter-
nal organs became even clearer and more informative. This 
saved countless human lives. 
1881
1895
1960
Just as X-ray technology changed the world, the striving for 
efficiency in industrial production triggered an automation 
boom after 1945. 
With SIMATIC, Siemens made an important contribution to 
the development of industrial automation beginning in the 
1960s. The innovative transistor-operated system for con-
trolling and regulating work processes featured a space-­
saving, clear, and robust design, a high operating speed, 
and a virtually unlimited service life. 
The automation system has been continually improved and 
enlarged to this day. For decades, it has been making facto-
ries faster, more productive, efficient, and reliable. With it, 
countless products can be manufactured more cost-­
efficiently. To this day, Siemens continues to support its 
customers in becoming more efficient and competitive. 
The electric tram
SIMATIC
The X-ray machine
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1.5  175 years of Siemens – a look at history

1.6
Customers
	
– “Customer impact” guides our actions
	
– Sustainable growth through digital transformation 
	
– Top priority: customer satisfaction 
Putting customers first has a long tradition at Siemens.1 When it 
comes to technology, sustainability, and innovation, our custom-
ers are always at the heart of what we think and do: everything 
begins with them. That’s why we’ve made “customer benefit” a 
strategic priority. We listen so we can understand our customers’ 
needs as early as possible – best of all, even before our custom-
ers themselves become aware of them. 
We provide products, solutions, and services in almost every 
country in the world. Our portfolio focuses mainly on the fields 
of automation and digitalization for the discrete manufacturing 
and processing industries, along with smart infrastructure for 
buildings and energy systems, mobility solutions for rail and road 
transportation, and medical technology for the healthcare indus-
try. This broad range helps support achieving the UN’s Sustain-
able Development Goals (SDGs). 
To meet our customers’ needs and the constantly changing de-
mands of the markets, Siemens draws on a global sales force that 
takes its guidance from our regional companies. Key success 
factors are a strong customer focus, the digital transformation, 
and efficient processes, as well as collaboration with external 
partners.
Focus on customer impact 
As a technology-oriented company, we mean to be a partner for 
our customers, able to support them as they transform toward 
sustainable, digital models. The technologies we concentrate on 
are those that contribute toward transforming our customers’ 
industries.  STRATEGY
And our customers have recognized that they need solutions that 
are sustainable, able to adapt to change flexibly and fast, and 
combinable with a diverse range of products, processes, and 
infrastructures. 
Sustainable growth through digital transformation 
The pandemic has rapidly accelerated the process of digitaliza-
tion. New business models are emerging, and the importance of 
collaborative partnerships within ecosystems is increasing. We 
have to achieve more – yet do it sustainably, while consuming 
fewer resources, by increasing our efficiency with the help of 
new technologies. 
The process of combining the real and digital worlds represents 
a major leap forward – for ourselves and for our customers, as 
well as for industries, economic sectors, and markets. This will 
help shape a world in which intelligent manufacturing, smart 
energy systems, smart buildings, and connected mobility can 
make our lives easier and more sustainable. 
1	
We call any current or potential purchaser of Siemens products or services, no matter 
what the sales channel, a “customer.” Some customers who are especially significant 
for Siemens are called Key Customers
1.6  Customers
SIEMENS SUSTAINABILITY REPORT 2022 
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It is the combination of both worlds which makes the difference. 
One example is digital twins as core components of the indus-
trial metaverse. These make it possible to replicate and test ex-
isting procedures digitally in real time, so that the impacts of 
sustainability measures, for example, can be simulated before 
they are implemented. 
In our partnership with NVIDIA, a pioneer in accelerated graphics 
systems and artificial intelligence (AI), we aim to enable the 
­industrial metaverse and increase the use of AI-driven digital twin 
technology. This can leverage productivity and resource efficiency, 
since we can first simulate projects virtually before carrying them 
out in reality. 
To accelerate our customers’ digital transformation and thus 
increase their value added, we’ve also created Siemens Xcelerator, 
an open digital business platform. 
Siemens Xcelerator is intended to make the digital transformation 
easier, faster, and scalable and comprises three fundamental 
elements: 
	
→A curated portfolio of selected hardware for the Internet of 
Things (IoT), software, and digital and professional services 
from Siemens and certified third-party vendors, 
	
→A constantly evolving ecosystem of partners, and 
	
→A growing marketplace to learn, seek solutions, and 
­exchange and acquire ideas and innovations together with 
customers, partners, and developers. 
The platform is constantly growing and provides many market-­
tested solutions to enable customers to easily get started with 
their sustainability projects – whether in managing energy effi-
ciency, the integration of renewable energies, or the saving of 
resources. 
To address these challenges, at Siemens we also rely on a mature 
and structured Key Account Management approach. Key Account 
Management is the company-wide program that structures and 
drives systematic business relationships with Key Customers. 
While all our customers are served by the general Sales organi-
zation, Key Customers are attended to also in our Key Account 
Management approach. 
The main principle for successful Key Account Management is - 
beyond the basic sales approach – a special understanding of our 
customers’ vertical markets along with the collaboration among 
all customer-facing parties – across functional, organizational, 
and regional boundaries (“Go-to-market” approach).
Thanks to harmonized processes, Key Account Management 
helps us act as ONE company and serve our customers in a glob-
al, sustainably coordinated approach.
In fiscal 2022 we expanded our procedures for fulfilling our duty 
of care for human rights by adding a “customer deep-dive due 
diligence” function. This gives us a way to review established 
Siemens business partners annually for possible environmental, 
social, human-rights, or reputational risks. If irregularities are 
discovered, we can then take up focused discussions with the 
partner concerned. This process will have a pilot run in fiscal 
2023.  HUMAN RIGHTS
Key Account Management – A holistic  
approach to meeting customer needs
1.6  Customers
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Systematically measuring and improving customer 
satisfaction
We regularly measure customer satisfaction – and, by extension, 
the quality of our partnerships – using the Net Promoter Score 
(NPS). The management compensation includes long-term 
­performance bonuses based on ESG criteria and is anchored in 
the DEGREE framework under Governance. The assessment is 
based on the Siemens internal ESG / sustainability index, which 
comprises the elements of customer satisfaction (Net Promoter 
Score), CO2 reduction, and training hours.2 
 SUSTAINABILITY GOVERNANCE AND ORGANIZATION
This systematic evaluation is based on customer satisfaction 
surveys conducted annually worldwide. The score itself is based 
on a single question: “How likely is it that you would recommend 
Siemens to a colleague or business partner?” 
The survey pursues a holistic approach to customer relations 
because it follows up afterward by implementing processes and 
systems designed to help foster long-term customer loyalty.3
Regardless of the score, we initiate a follow-up process after the 
survey, both internally and externally. When a score is low and 
considered critical, we take immediate action to identify key 
­issues and determine what measures need to be taken to improve 
the relationship.
In response to areas with potential for improvement, the relevant 
business units and regional entities establish measures for 
­improvement that are reviewed on a regular basis. By making 
these adjustments, we aim to improve our customer relations 
and make Siemens the partner of choice for all our customers.
Smooth service, support, and proximity to our customers have 
always been our top priorities, even amid an environment which 
is evolving rapidly in the direction of digitalization.
We measure customer satisfaction annually at Siemens. The 
tense global situation (for instance with supply bottlenecks for 
materials and goods) is also reflected in this year’s Net Promoter 
Score, which was lower compared to the previous year. This 
­reflects the sharply changing customer needs and expectations 
in the face of new global challenges. We intend to do justice to 
our customers’ desire for even closer, partnership-based collab-
oration to meet these challenges efficiently.
We are focusing on areas where we can make a difference: 
­creating sustainable, long-term value for our customers, for the 
environment, and society – and for the people who work for 
Siemens. 
Our customers’ satisfaction  
is our top priority
2	
Siemens without SHS.
3	
In most cases, the survey questions focus on the business unit (BU) level. However, 
the overall score can be aggregated up to the business level and to the level of the 
entire company.
1.6  Customers
SIEMENS SUSTAINABILITY REPORT 2022 
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1.7
Research and development
	
– Innovations create added value for all people 
	
– Focus on core technology and innovation fields 
	
– Securing the future through patent protection 
Our purpose is to provide innovations that improve the quality 
of life and create added value for people all over the world, thus 
contributing to the attainment of various Sustainable Develop-
ment Goals (SDGs) and the implementation of the portfolio-­
related action areas Decarbonization and Resource Efficiency in 
our DEGREE framework. We also strive to deliver extensive ben-
efits with our products and applications.
Innovation strengthens Siemens and its customers 
Our research and development (R&D) activities are geared toward 
developing innovative and sustainable solutions for our custom-
ers and for Siemens businesses and toward simultaneously 
strengthening our competitiveness. This is also how we make a 
beneficial contribution to society. Our broad technology portfo-
lio supports both the public sector and the private sector with 
innovative solutions and business models in the transition to a 
carbon- neutral future. We focus on core technologies and inno-
vation fields – Company Core Technologies (CCT) (CCTs) – that 
play an essential role in the success of Siemens and its customers. 
The joint implementation of our CCTs by the company’s operating 
units and the unit Technology ensures that research activities 
and business strategies are carefully aligned and that all units 
can profit equally and quickly from technological developments. 
On October 1, 2021, the CCT portfolio was realigned after four 
years to better support the Siemens strategy of combining the 
real world with the digital world in such a way as to help our 
customers accelerate their own digital transformation and 
achieve their sustainability targets, to accommodate the changed 
market demands, and to continue making a contribution to the 
success of our company and our customers through “Technology 
with Purpose.” In this context, the following adjustments were 
made, among others: The CCT “Distributed Energy Systems” was 
broadened and renamed to “Sustainable Energy & Infrastructure.” 
New R&D activities on the subjects of lifecycle optimization (de-
sign tools, digital twin, algorithm optimization) and decarbon-
ization (tools to support the sustainability transformation and 
the “green factory,” carbon footprint transparency and optimiza-
tion) were added to this new CCT.
We focused on the following CCTs in fiscal 2022:
	
→CCT DAI: Industrial facilities and infrastructures are generating 
ever-growing amounts of data. Using methods of machine-­
based data analysis and artificial intelligence (AI), we 
support plant operators to increase availability, improve 
operational quality, and minimize the stress placed on 
­humans and the environment. AI also provides assistance in 
clinical processes, since state-of-the-art diagnostic proce-
dures are likewise generating larger and larger volumes of 
data. Here, AI enables improved decision-making thanks to 
data analysis, thus increasing our customers’ productivity.
	
→CCT CED: The Industrial Internet of Things (IIoT) is the result 
of the increasing networking of field devices. The IIoT 
­enables field devices to be equipped with additional soft-
ware-based functions during ongoing operations and makes 
it possible for the data generated by these devices to be 
evaluated in the field or in the cloud. It facilitates the devel-
opment of new operating and business models in areas such 
as predictive remote maintenance and optimized energy use. 
	
→CCT SDT: Digital twins involve the modeling and simulation 
of systems and processes, including the development and 
manufacturing of products. Digital twins make it easier to 
accelerate the commissioning of manufacturing plants, 
­improve time to market, and optimize the operation of 
­infrastructures throughout their lifecycles. 
1.7  Research and development
SIEMENS SUSTAINABILITY REPORT 2022 
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→CCT SSP: Complex, distributed industrial software systems 
that integrate the software of different providers can be 
developed only by using new methods and processes in 
software system development. 
	
→CCT PEL: Power electronics for inverters has always played a 
major role in industry. As the amount of electricity generat-
ed by renewable energy sources grows, the stable operation 
of power grids will also depend on advances in power elec-
tronics.
	
→CCT AMM: Additive manufacturing facilitates the flexible 
production of components that have completely new topol-
ogies and are important innovation drivers. Siemens is the 
developer of a digital tool chain that supports the design and 
printing of components – “error-free and from one cast.” 
Innovative materials are also needed to boost the efficiency 
of generators, switchgear, and other equipment and facili-
tate the lightweight design of railway vehicles.
	
→CCT FOA: We are shaping automation with the goal of cut-
ting engineering expenses, increasing flexibility – through 
the integration of autonomous manufacturing machines, for 
instance – and improving our customers’ productivity, while 
reducing energy consumption.
	
→CCT CYS: Industrial cybersecurity is a key technology for 
digitalization. The security of industrial facilities and the 
protection of data and intellectual property are important 
requirements not only for customers, but also for govern-
ments and societies. Confidence-building technologies such 
as blockchain are needed to document transactions between 
equal partners in a tamper-proof and transparent manner 
with no need for an additional authorization entity. Such 
technologies allow for peer-to-peer energy trading and 
­ensure a transparent CO2 footprint monitoring in multi-­
company supply chains. 
	
→CCT SEI: Energy generation is moving away from the para-
digm of large, centralized power plants toward a network of 
independently acting smaller generators. Sustainable Energy 
& Infrastructure are needed for this transformation, which 
is influenced by market deregulation, the increasing gener-
ation of energy from renewable sources, and the abandon-
ment of primary energy from fossil fuel sources.
	
→CCT ICE: The newly created CCT “Integrated Circuits & Elec-
tronics” bundles R&D activities in fields such as optimized 
circuit design and resource-efficient manufacturing, the 
testing and operation of industrial electronics, and the recy-
cling of electronics-based products.
	
→CCT UX: Users expect intuitive operation in all our products. 
The purpose of the User Experience CCT is to find out how 
customers use Siemens products, what functions they need, 
what they expect, and what is unnecessary. 
In the area of medical technology, sensor systems, and robotics 
are two further research priorities, on the basis of which increas-
ingly complex applications can be automated. These technolo-
gies enable complex medical systems to function even in remote 
areas and less-developed regions, while simultaneously improv-
ing the systems’ efficiency. Thus, they bring healthcare closer to 
people, make high-quality healthcare available everywhere, and 
reduce both the frequency and cost of medical complications. 
We are further developing technologies on the basis of our open 
innovation concept. In 2021, an externally usable platform was 
added to the initially internally oriented platform of the Siemens 
Innovation Ecosystem (SIE). This platform enables many internal 
and external teams to work together with partners, customers, 
suppliers, universities, and other experts in a global network of 
knowledge and inspiration. The internal platform’s home page 
and data structure were completely overhauled in 2022 to deliv-
er a better user experience. Content creators can now post new 
content independently. In the SIE, we also performed the Tech-
4Sustainability campaign, in which six different sustainability 
challenges from the businesses were announced. More than a 
thousand international participants submitted their ideas and 
worked them out in a hackathon. In November, the winning ideas 
were awarded and presented to the businesses. Among other 
things, one idea has been started for implementation at Siemens 
Financial Services.
We are also working closely with scientists from leading univer-
sities and research institutions, not only under bilateral research 
cooperation agreements, but also in publicly funded collective 
research projects. With the Siemens Research and Innovation 
Ecosystem (RIE) launched on October 1, 2021, Siemens wants 
to address the challenges of today with technologies of the future 
in a collaborative manner.
1.7  Research and development
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We use our core technologies in all businesses – for the long-term success of Siemens and its customers
Siemens’ global venture unit, Next47, provides capital to help 
start-ups expand and scale. It nurtures next-generation business 
for Siemens by developing, acquiring, or partnering with start-
ups at any and all stages of their development. Next47 seeks to 
anticipate the impact that technologies will have on our markets. 
This knowledge enables Siemens and its customers to grow and 
thrive in the age of digitalization. 
Continued high investment in R&D
In fiscal 2022, we reported research and development expenses 
of €5.6 billion, compared to €4.9 billion in fiscal 2021. The result-
ing R&D intensity, defined as the ratio of R&D expenses and 
revenue, was 7.8%, as in fiscal 2021. Additions to capitalized 
development expenses amounted to €0.3 billion, as in prior year. 
As of September 30, 2022, Siemens held approximately 43,600  
granted patents worldwide, respectively, in its continuing oper-
ations. On average, we had 46,900 R&D ­employees in fiscal 
2022. 
€ 5.6 billion
R&D expenditure FY 2022
Company Core Technologies
Additive Manufacturing &
Materials
Power Electronics
User Experience
Integrated Circuits &
Electronics
Software Systems &
Processes
Automation
Cybersecurity & 
Trust
Sustainable Energy & 
Infrastructure
Data Analytics & 
AI
Connectivity & 
Edge
Simulation & 
Digital Twins
1.7  Research and development
SIEMENS SUSTAINABILITY REPORT 2022 
27

Patent portfolio reflects sustainable innovation 
Sustainable innovation is reflected in a company’s patent port-
folio. The 17 defined Sustainable Development Goals (SDGs) of 
the United Nations and the corresponding 169 targets enable 
identification of patentable, novel, and innovative technologies 
in the patent data. The patent information platform LexisNexis® 
PatentSight® offers the possibility to assess sustainable innova-
tions. In Siemens’ patent portfolio already 45% of the active 
patent families relate to at least one SDG. The main activities are 
found in the categories of Good Health and Well-Being (SDG 03), 
Industry, Innovation, and Infrastructure (SDG 09), Climate Action 
(SDG 13), and Affordable and Clean Energy (SDG 07).
UN SDG-related share in Siemens’ patent portfolio  
 
Absolute figures represent patent families.
Hu
ng
er
SD
G 0
2: 
Ze
ro 
SD
G 0
3: 
Go
od
 H
eal
th 
an
d 
We
ll-
ein
g
La
nd
SD
G 1
5: 
Lif
e o
n 
wa
ter
SD
G 1
4: 
Lif
e b
elo
w 
Ac
tio
n
SD
G 1
3: 
Cli
ma
te 
Co
ns
um
pti
on
 an
d
Pro
du
cti
on
SD
G 1
2: 
Re
sp
on
sib
le
SD
G 1
1: 
Su
sta
in
ab
le
Cit
ies
 an
d C
om
mu
nit
ie
s
In
no
vat
io
n a
nd
Inf
ras
tru
ctu
re
SD
G 0
9: 
In
du
str
y,
an
d C
lea
n E
ne
rg
y
an
d S
an
ita
tio
n
SD
G 0
6: 
Cle
an
 W
ate
r
SD
G 0
5: 
Ge
nd
er
Eq
ual
ity
SD
G 0
4: 
Qu
ali
ty
Ed
uc
ati
on
6,174
4,962
751
874
1,560
274
258
22
63
33 7
1,522
Portfolio 
Size
164
SD
G 0
1: 
No
Po
ve
rty
1.7  Research and development
SIEMENS SUSTAINABILITY REPORT 2022 
28

Page 29 – 38
Our sustainability
management
SIEMENS SUSTAINABILITY REPORT 2022 
29

2.1
Materiality assessment
–	 Materiality assessment based on external frameworks 
and dialog with stakeholders 
–	 Material sustainability topics identified and grouped 
with an emphasis on shared values and responsibility 
–	 Material sustainability topics applied as guiding 
principles for the DEGREE framework 
Key topics as guiding principles
Our materiality assessment is based on external frameworks such 
as the UN Global Compact and the Standards of the Global 
­Reporting Initiative (GRI), which form the basis for our reporting. 
The key topics in our report are structured on the basis of ESG 
issues (ESG = Environment, Social, Governance). Moreover, the 
ongoing dialog with external and internal stakeholders plays a 
key role in the materiality process. These stakeholders particularly 
include investors, customers, suppliers, our people, communities, 
policymakers, media, non-governmental organizations, business 
associations, and academic institutions.
Materiality assessment
We updated our materiality assessment with an emphasis on 
Digital Industries, Smart Infrastructure, and Mobility in fiscal 
2021. The resulting topics largely match the material topics of 
SHS, which were determined as part of an independent materi-
ality assessment. The goal was to identify the key economic, 
ecological, and social topics for Siemens in accordance with the 
GRI Standards. To this end, we consulted relevant stakeholders 
and viewed the impact from an inside-out perspective. We also 
considered the outside-in impact (double materiality). With the 
aid of the materiality assessment, we were able to prioritize the 
relevant sustainability topics, which were discussed with and 
confirmed by our Siemens Sustainability Board. The material 
topics form the framework for the implementation and acceler-
ated advancement of sustainability within the company – at the 
central corporate level, in our business units, and in the countries 
where we operate. Our DEGREE framework is the visible outcome 
of this work. Siemens strives to continuously improve sustain-
ability management and understands the materiality assessment 
to be a prerequisite for process management in order to identify 
and manage potential opportunities and risks. The Siemens 
business units derive their key action areas from the requirements 
and basic conditions of their local markets.
Identification and prioritization of topics
Material topics have been selected on a step-by-step basis. The 
list of potentially relevant sustainability topics was based on 
extensive research of ratings, rankings, and peers. The subse-
quent short-listing was conducted in workshops. Afterward, 
three perspectives were evaluated in expert workshops and in 
interviews with internal and external stakeholders.
	
→Stakeholder perspective:
This perspective refers to sustainability topics that are deemed 
to be material by external stakeholders such as customers, inves-
tors, suppliers, government officials, and NGOs, as well as internal 
stakeholders (stakeholder relevance). The most material top-
ics from the perspective of our stakeholders are sustainable 
product design and lifecycle management and climate protec-
tion, and therefore also social and ecological standards in the 
supply chain, as well as corporate governance and sustainability 
leadership.
	
→Inside-out perspective:
This perspective refers to sustainability topics that can be posi-
tively or negatively influenced by the company’s business 
­activities, business relationships, and products and services 
(sustainability relevance). The most material topics in which 
Siemens can exert the greatest influence on society and the 
environment are social and ecological standards in the supply 
chain, climate protection, and sustainable product design and 
lifecycle ­management.
2.1  Materiality assessment
SIEMENS SUSTAINABILITY REPORT 2022 
30

→Outside-in perspective:
This perspective refers to sustainability topics that can be asso-
ciated with opportunities and risks of the company’s business 
activities or financial situation (business criticality). The most 
material sustainability topics from the perspective of the influ-
ence on our business activities and the generation of lasting 
value are climate protection, sustainable product design, and 
life-cycle management, and social and ecological standards in 
the supply chain.
As the result of our materiality assessment, we have identified 
15 material sustainability topics of greatest relevance to our 
stakeholder groups and of greatest importance for their sustain-
ability impact and impact on Siemens. We plan to conduct the 
materiality assessment at least every five years.
Shared-value topics and responsibility approach 
The material sustainability topics were then grouped in accor-
dance with the shared-value topics and responsibility approach. 
Shared values are associated with social progress and business 
value. Companies need to make a positive contribution to society 
in order to maintain their “social license to operate.” Shared-­value 
topics are sustainability topics for which we want to create added 
value through our activities, products, and services; our role as 
thought leaders; and our corporate citizenship activities; and by 
meeting key systemic challenges to the benefit of society. At the 
same time, we strive to seize business opportunities for Siemens. 
Responsibility refers to material topics for which we bear the 
responsibility to prevent material negative impacts on people, 
society, or the environment in our business activities. Such 
impacts could also present a potential financial or reputation risk 
for our business activities. 
Our material sustainability topics are clearly linked to the SDGs, our 
four strategic ­priorities, and our DEGREE framework. 
 STRATEGY
The linkage of the material sustainability topics to GRI can be 
found here: 
 ANNEX GRI INDEX
2.1  Materiality assessment
SIEMENS SUSTAINABILITY REPORT 2022 
31

Social and ecological standards in 
the supply chain 1
  
  
  
 
 G OVERNANCE
Cybersecurity and data management 2
  
  
  
  
 
 
 E THICS
Employee health and safety 2
  
  
  
 
   
 E MPLOYABILITY
Diversity, equity & inclusion 2
  
  
  
  
  
 E QUITY
Customer safety and product quality 2
  
  
  
 
 G OVERNANCE
Corporate governance and sustainability 
leadership 2
  
  
  
 
 
 G OVERNANCE
ESG risk management 2
  
  
  
  
  
 
 
 G OVERNANCE
 E THICS
Compliance management 2
  
  
  
  
  
 
 
 G OVERNANCE
 E THICS
Material sustainability topics are clearly linked to the Sustainability Development Goals (SDGs)
and our four strategic priorities and served as basis for our DEGREE framework. 
 STRATEGY
Shared value
Responsibility
Sustainability topics
SDGs
Strategic
priorities
DEGREE
Climate protection 1
 
 
 D ECARBONIZATION
Sustainable product design and 
life-cycle management 1
 
 
 R ESOURCE EFFICIENCY
Innovation and business model 2
 
 
 D ECARBONIZATION
R ESOURCE EFFICIENCY
Partner management and collaboration 2
 
 D ECARBONIZATION
 G OVERNANCE
Responsible governance 2
 
 G OVERNANCE
Future of work 2
 
 
 E QUITY
 E MPLOYABILITY
Sustainable handling of natural resources 
and material efficiency 2
 
 
 R ESOURCE EFFICIENCY
	
TECHNOLOGY WITH PURPOSE
	 STRENGTHENING AND EMPOWERING PEOPLE
	 CUSTOMER VALUE
	 GROWTH MINDSET
1	
Top 3 material sustainability topics.
2	
12 additional material sustainability topics.
Result of the assessment of organizational impacts (inside-out, i.e., on the environment 
and society), stakeholder relevance and business criticality (outside-in)
Dimension
 DEFINITION OF THE MATERIAL TOPICS – BUNDLED ACCORDING TO SHARED 
VALUE AND RESPONSIBILITY
2.1  Materiality assessment
SIEMENS SUSTAINABILITY REPORT 2022 
32

More detailed information on the structure and responsibilities of 
the Managing Board and Supervisory Board can be found in the
 SIEMENS FINANCIAL REPORT FOR FISCAL 2022, COMBINED MANAGEMENT 
REPORT, CORPORATE GOVERNANCE STATEMENT
Clear organizational structure and responsibilities
All strategic sustainability activities are overseen by our Chief 
Sustainability Officer (CSO). The CSO is a member of the Siemens 
Managing Board and chairs the Siemens Sustainability Board 
(SSB), which is composed of representatives of the businesses, 
countries, and units with governance responsibilities (technical 
and professional functions). 
The SSB is the central steering committee for the strategic devel-
opment of sustainability at Siemens, and makes decisions regard-
ing key sustainability matters. Where necessary, the Managing 
Board addresses sustainability-related risks and opportunities of 
strategic and company-wide importance, and adopts appropriate 
measures. For example, it was the Managing Board that adopted 
the DEGREE sustainability framework in fiscal 2021. The SSB 
motivates and supports the consideration of sustainability as-
pects when making business decisions. At quarterly meetings, 
the SSB discusses and defines strategic sustainability topics. For 
example, it assesses the progress of our DEGREE ambition, non-fi-
nancial reporting, rankings, and ratings. The SSB adopts relevant 
sustainability measures and initiatives or submits recommenda-
tions for action to the Managing Board. In addition, sustainability 
topics are regularly reported to Siemens Supervisory Board.
–	 The Sustainability Board is the central steering 
committee for the ongoing strategic development 
of sustainability 
–	 Business and country CEOs are responsible for 
implementing sustainability policies 
–	 ESG criteria are included in the compensation system 
for members of the Managing Board and senior 
managers 
Sustainability management is a company-wide effort that derives 
from our corporate purpose. It is at the heart of everything we 
do. Sustainability is firmly rooted within our organization and 
has been an integral component of management compensation 
since fiscal 2020.
Foundation: corporate governance 
The cornerstone for sustainability-based corporate management 
is compliance with recognized principles of corporate gover-
nance. Siemens AG is governed by German corporate law, under 
which it has a two-tier board structure consisting of a Managing 
Board and a Supervisory Board. As the top management body, 
the Managing Board is obligated to serve the company’s best 
interests and achieve sustainable growth in company value. The 
members of the Managing Board are jointly responsible for the 
entire management of the company and decide on basic issues 
of business policy and corporate strategy, as well as single-year 
and multi-year planning. The Supervisory Board oversees and 
advises the Managing Board in its management of the company’s 
business. At regular intervals, the Supervisory Board discusses 
business development, planning, strategy, and the implementa-
tion of that strategy.
2.2
Sustainability governance and organization
2.2  Sustainability governance and organization
SIEMENS SUSTAINABILITY REPORT 2022 
33

In the course of fiscal 2022, the SSB decided, among other things, 
to replace the environmental portfolio approach with the oblig-
atory EU-Taxonomy reporting, to adjust the methodology used 
to calculate prevented CO2 emissions by our customers, and to 
revise the DEGREE Sustainability Framework.
Overview of roles and responsibilities
Supervisory Board
Managing Board
Functional
governance
Sustainability
implementation
Sustainability
governance
Units with
governance
Businesses
Countries
Sustainability Board
Members:
	
›	 Businesses
	
›	 Countries
	
›	 Units with governance
Chair: CSO
Sustainability Department
CEOs in businesses and lead countries are responsible for anchoring sustainability in their organizations
2.2  Sustainability governance and organization
SIEMENS SUSTAINABILITY REPORT 2022 
34

The Siemens Sustainability Director heads the Sustainability 
­Department and supports the CSO in performing his or her duties. 
In this capacity, the Sustainability Director reports to the CSO and 
is a member of the SSB. The Sustainability Department monitors 
trends in sustainability, analyzes the potential impact on Siemens, 
prepares decisions for initiatives and pilot projects, provides sup-
port with their implementation, and promotes efforts by the SSB 
to anchor new sustainability topics within the company.
The CEOs of businesses and countries are responsible for imple-
menting sustainability within the Group. This responsibility in-
cludes taking sustainability aspects strategically into account all 
along the value chain within their organizations’ business activ-
ities. In all their decisions, strategies, portfolios, processes, and 
systems, they must also take account of business opportunities 
and business risks that relate to sustainability.
In their implementation work, the CEOs of the various business-
es and countries are supported by Sustainability Managers, 
whom they appoint. These Sustainability Managers maintain 
close contact with their colleagues and the Sustainability Depart-
ment. They also organize a network of sustainability experts with 
the aim of ensuring that all sustainability measures and initiatives 
are implemented within the units. All units with governance 
functions are additionally responsible for the company-wide 
implementation of sustainability aspects within their spheres of 
responsibility. They analyze new sustainability requirements 
specific to their markets and customers, and are in charge of 
implementing guidelines, management systems, and strategic 
programs, as well as long-term targets and KPIs. They report on 
their activities in the Siemens Sustainability Report.
Sustainability reflected in management 
compensation
In fiscal 2019, the compensation system for members of the 
Managing Board was reviewed in depth and revised further; it 
was then endorsed by a large majority at the Annual Shareholders’ 
Meeting in February 2020. 
Additional sustainability matters, including succession planning, 
sustainability / diversity, and employee satisfaction, are also ­defined 
as individual targets for short-term variable compensation (bonuses).
 SIEMENS FINANCIAL REPORT FOR FISCAL 2022, COMBINED MANAGEMENT 
REPORT, COMPENSATION REPORT 2022
Progress DEGREE Governance #5: 
Long-term incentives based on ESG 
criteria
Among other revisions, the share of long-term vari-
able compensation was increased with the aim of 
tying management compensation more closely to the 
company’s long-term performance. Long-term vari-
able compensation now represents at least 30% and 
at most 42% of total target compensation. In addition, 
a focus was established for sustainability aspects. As 
part of the long-term variable component of compen-
sation (Siemens Stock Awards), alongside a comparison 
of total shareholder return (TSR) against an interna-
tional sector index (the MSCI World Industrials Index), 
a second performance criterion was introduced, in 
the form of an internal ESG/Sustainability index, 
weighted at 20%, with three equally weighted indi-
cators, which is embedded in the Governance section 
of the DEGREE Framework.
The ESG indicators reflect relevant strategic and 
­sociopolitical topics. For the Stock Awards Tranche 
2022, which was awarded in November 2021, these 
indicators are reduction of CO2 emissions, digital 
learning hours per employee, and the Net Promoter 
Score (NPS) for measuring customer satisfaction. As 
well as for the members of the Managing Board, these 
criteria are applicable analogously for all senior man-
agers globally who are eligible for Stock Awards.
Progress
G
Governance
Siemens without SHS
ESG criteria anchored
2.2  Sustainability governance and organization
SIEMENS SUSTAINABILITY REPORT 2022 
35

2.3
Partnerships and collaborations  
for sustainability
–	 Close networking and cooperation with our 
­stakeholders 
–	 Partnerships are key to sustainable development 
and business success 
–	 Siemens is an active member of numerous business 
associa-tions and organizations
As a company that operates globally, we partner in a variety of 
ways with a very diverse set of players. Our efforts here are in 
line with SDG 17, which calls for a revitalized, strengthened 
global partnership that brings together governments, civil soci-
ety, the private sector, the United Nations, and other entities.
Only by collaborating closely with stakeholder groups can we 
make serious progress on complex and intertwined sustainability 
challenges such as environmental concerns. We maintain a con-
stant dialog for that purpose with investors, customers, suppliers, 
our people, communities, policymakers, media, nongovern-
mental organizations, business organizations, and academia. 
Our management and the relevant specific units with gover-
nance functions are in charge of this task. For example, overall 
responsibility for dialog with policymakers lies with the Siemens 
Managing Board. Within the various business units, the unit’s 
CEO is responsible for coordinated dialog. The Managing Board 
has tasked the Government Affairs Department with performing 
the necessary coordination duties and has given it the powers it 
needs for the purpose.
This engagement with our stakeholder groups creates value on 
all sides of the equation through exchanges of knowledge and 
information, as well as through creative partnerships. It helps us 
improve business conditions and reduce both external and 
­internal risks. Our new DEGREE sustainability framework is also 
founded on dialog with our customers, investors, suppliers, and 
our people, and with society at large, and on acknowledging the 
impact our business has on the planet. This new framework thus 
represents a 360-degree stakeholder approach.
In dialog with politics and society
As a global company, we work with our customers to find inno-
vative solutions to some of the most pressing issues facing the 
planet. For that reason, dialog with policymakers is intrinsic to 
our social responsibility and is of tremendous importance to our 
success as a company. We base the priorities of our political 
­activities on our business strategies and innovation fields.
Our advocacy activities focus on the following topics and policy 
areas, among others: cybersecurity, digitalization (including 
­Internet of Things / IoT and artificial intelligence / AI), decarbon-
ization and climate change action, energy, R&D, and trade policy, 
as well as connected and automated mobility for rail and road. 
We have joined forces with leading companies from around the 
world to establish the Charter of Trust, which aims to make the 
digital world safer and more secure.
 WWW.CHARTEROFTRUST.COM
2.3  Partnerships and collaborations for sustainability
SIEMENS SUSTAINABILITY REPORT 2022 
36

Furthermore, we support the goal of achieving a carbon-neutral 
Europe by 2050 – announced as part of the European Green 
Deal – through a variety of commitments, including our active 
memberships in the European Alliance to Save Energy  
(
 HTTPS://EUASE.NET) and the 
 EUROPEAN GREEN DIGITAL COALITION. 
As part of the European Green Deal, “fit for 55” is an important – 
and tangible – step toward the goal of reducing carbon emissions 
by 55% until 2030 and achieving complete climate neutrality by 
2050. The proposed measures establish conditions under which 
companies can now make long-term plans. A fair and reasonable 
carbon price will accelerate the embrace of low-carbon technol-
ogies, and should thus extend to as many sectors as possible so 
as to encourage the transition to a carbon-neutral economy. 
Siemens will continue to do its part here – because we have the 
necessary technologies and knowledge to reduce CO2 emissions 
and energy consumption, and to conserve resources.
Our political involvement is guided by firm principles. We are 
politically neutral and take a zero-tolerance approach to corrup-
tion, violations of fair competition principles, and other breach-
es of applicable law and internal regulations. Siemens does not 
make political donations and contributions (donations to politi-
cians, political parties, or political organizations). All contribu-
tions that support purely political purposes or the representation 
of political interests, such as election events for political cam-
paigns, are prohibited by our internal guidelines. 
Engagement in associations and organizations
In addition, Siemens is a member of numerous business associ-
ations and similar organizations, some of which advocate for 
their members’ interests in the political arena. Selected examples 
of the most important memberships in our three core markets 
(the European Union, the United States of America, and China) 
are: the International Chamber of Commerce (ICC), the VDMA 
(Verband Deutscher Maschinen- und Anlagenbau e.V.), the Ger-
man Electrical and Electronic Manufacturers’ Association (ZVEI), 
the European Round Table for Industry (ERT), the U.S. Chamber 
of Commerce, and the European Chamber of Commerce in ­China 
(EUCCC). More information on political activities at Siemens can 
be found here: 
 HTTPS://NEW.SIEMENS.COM/GLOBAL/EN/COMPANY/
ABOUT/CORPORATE-FUNCTIONS/GOVERNMENT-AFFAIRS.HTML
We also work closely with the Organization for Economic Coop-
eration and Development (OECD), the United Nations, the 
­European Union, and the World Economic Forum (WEF). We are 
­involved in various initiatives of the WEF, such as the Partnering 
Against Corruption Initiative (PACI) and the WEF CEO Climate 
Leaders Coalition.
We cooperate as well with the United Nations, for instance as 
part of our commitment to the Ten Principles of the United 
­Nations Global Compact (UNGC). When it comes to environmental 
issues, we support the United Nations Framework Convention 
on Climate Change (UNFCCC) and the UN climate conferences 
and we are actively involved in the CEO Water Mandate. Further-
more, we have joined the World Bank’s Carbon Pricing Leadership 
Coalition (CPLC), and we advocate for the global introduction of 
carbon pricing. We are additionally committed to the UNGC 
­Women’s Empowerment Principles and have signed the Diversity 
Charter, an initiative by the German government.
For years, we have supported One Young World (OYW), a 
non-profit organization that champions young business leaders 
around the globe in order to build a better world with more 
­responsible, more effective leadership. At the 2021 OYW Summit 
in Munich, we celebrated ten years of our CEO’s’ involvement 
with the organization and we supported this event again in 2022, 
when it was held in Manchester, by sending more than 40 of our 
colleagues to attend. 
2.3  Partnerships and collaborations for sustainability
SIEMENS SUSTAINABILITY REPORT 2022 
37

1	
High risk exposure is in line with the industry average.
Rating highlights
Compliance  
management system 
Environmental 
management system
Green products and 
service / ecodesign
Customer relationship 
management
Innovation 
management 
Cybersecurity 
program 
Siemens’ sustainability performance has received recognition in external ratings and rankings
2.4
Sustainability ratings  
reflect our performance 
–	 Our engagement is recognized in a number of ratings 
and rankings 
–	 This helps continuously improve our sustainability 
performance 
–	 It also strengthens the Siemens brand and enhances 
the satisfaction of our people 
Our commitment to sustainability is widely recognized in a 
variety of significant ratings and rankings. This recognition 
­corroborates the wisdom of our sustainability strategy, and at 
the same time it also provides us with a yardstick for continuous 
improvement.
We actively involve ourselves with external ratings and rankings 
as a way of measuring our performance against similar companies 
and competitors. There are four reasons why this engagement 
is important to us:
1.	Markets and customers increasingly want information about 
ratings and rankings and they have begun to require these 
assessments as part of their contract terms.
2.	Investors are increasingly developing their own ratings and 
rankings to assess companies’ sustainability performance.
3.	We want to be able to measure our performance against 
that of peers and competitors so that we can initiate the 
right steps for improvement and detect important trends in 
sustainability.
4.	Good results in relevant, acknowledged ratings strengthen 
the Siemens brand and enhance the satisfaction of our 
people.
Constant leader for 
six years (AAA/AA) 
AA
Nr. 1  
in our industry group 
PRIME
2nd in our industry,  
more than 20 years in  
the World Index (top 10 %) 
80
points
Strong EHS risk management 
score; within top 10% in our  
industry group 1
30.1 
points
Within the leading companies  
in our industry  
(Top 2%)
70
points
Constituent of the ­VigeoEiris  
EUROZONE 120 index since 2020 
59
points
Over 10 years at ­leadership level 
(A / A–) in Climate Change
A–
Part of the 
FTSE4Good Index family
2.4  Sustainability ratings reflect our performance 
SIEMENS SUSTAINABILITY REPORT 2022 
38

Page 39 – 63 
Governance  
Responsible Business 
Practices
Our key ambitions:1
	
→Striving to train 100% of our people on Siemens’ 
Business Conduct Guidelines every three years
	
Additional topics:
	
→Zero-tolerance approach to breaches of 
applicable laws and our own internal 
guidelines 
	
→A global, risk-based compliance system 
	
→Aiming for a leading role in cybersecurity
Our key ambitions:1
	
→ESG-secured supply chain based on supplier com-
mitment to the Supplier Code of Conduct
	
→Long-term incentives based on ESG criteria2
 
	
Additional topics: 
	
→Focus on human rights within supply chain: 
­climate protection, ­occupational safety, and 
­responsible sourcing of minerals 
	
→comprehensive environmental and social due 
diligence in customer business (ESG radar)
Ethics
Foster a culture of trust, adhere to ethical 
standards, and handle data with care
Governance
Apply state-of-the-art systems for effective and 
responsible business conduct
1	
Siemens without SHS.
2	
Assessment based on Siemens-internal ESG-/sustainability Index, based on customer satisfaction  
(Net Promoter Score), CO2 reduction, training hours. 
SIEMENS SUSTAINABILITY REPORT 2022 
39

3.1
Compliance and Ethics
	
– Zero-tolerance approach to breaches of applicable 
laws and our own internal guidelines 
	
– A global, risk-based compliance system
	
– Ethics and integrity form the basis for sustainable 
business practices 
At Siemens, we take a zero-tolerance approach to corruption and 
other breaches of applicable laws and of our Business Conduct 
Guidelines (BCGs). We operate on the premise that only clean 
business is Siemens business. If violations do occur, we respond 
consistently and vigorously following defined procedures, every-
where in the world and on all organizational levels.
We are also convinced that responsible business practices, in 
addition to compliance with laws and regulations, require that 
we act on the basis of ethical principles. Siemens has enshrined 
its ethical principles in its BCGs, which all employees are bound 
to follow. Our aspiration is to support the sustainable develop-
ment of Siemens and the societies in which we operate by ad-
hering to responsible business practices. We have also enshrined 
this approach in our DEGREE Framework under the letter “E” for 
Ethics.  STRATEGY 
 SIEMENS AT A GLANCE
Our compliance organization contributes in particular to the 
achievement of the UN’s Sustainable Development Goal (SDG) 
16, “Peace, Justice and Strong Institutions.” That goal includes a 
call for companies to dramatically reduce corruption and bribery 
in all their forms.
Worldwide commitment to fighting corruption
Beyond our company’s borders and in collaboration with other 
international and national organizations we are committed to 
fighting corruption and promoting fair competition in our mar-
kets. This is also reflected in our Collective Action activities. Part 
of that engagement is our commitment to the United Nations 
Global Compact (UNGC) and our involvement in the World Eco-
nomic Forum and its Partnering Against Corruption Initiative 
(PACI). In addition, we actively support the United Nations Con-
vention against Corruption and the Anti-Bribery Convention of 
the Organization for Economic Cooperation and Development 
(OECD). For years, we have been supporting the implementation 
of these Conventions as part of Business 20 (B20).
The Ten Principles of the UN Global Compact, the OECD Guide-
lines for Multinational Enterprises, and other guidelines are a 
foundation for our companywide work in this domain and are 
also enshrined in our code of conduct, the Siemens BCGs, that 
provide direction for all our activities. 
 BUSINESS CONDUCT 
­GUIDELINES
Siemens and its roughly 311,000 employees operate in many 
different countries throughout the world with customers in both 
the private and public sectors that serve a vast array of industrial 
sectors. Our global business operations are governed by numer-
ous national legal systems and a variety of political, social, and 
cultural settings, which are constantly changing. Accordingly, 
the environment where Siemens conducts its business, and 
thereby carries out its compliance activities, is correspondingly 
complex.
“We help our customers and 
partners around the world drive 
their digital and sustainable 
transformation. Without excuses  
or exceptions, we always act 
ethically, legally, and with the 
highest integrity.”
CEO Roland Busch
3.1  Compliance and Ethics
SIEMENS SUSTAINABILITY REPORT 2022 
40

The Siemens compliance system
Our BCGs contain the fundamental principles and rules for our 
conduct, both within Siemens and in our relationships with our 
customers, external partners, and the general public. They also 
serve as an expression of our values and lay the basis for detailed 
internal regulations. The BCGs are binding for all Siemens em-
ployees around the world.
The goal of compliance at Siemens is to ensure that our business 
practices worldwide comply with the BCGs and follow applicable 
laws. The areas of activity of our compliance organization in-
clude:
	
→Anti-corruption,
	
→Anti-money laundering,
	
→Antitrust,
	
→Data privacy,
	
→Export control,
	
→Collective Action,
	
→Human rights.
 HUMAN RIGHTS 
 CYBERSECURITY AND DATA PRIVACY 
Siemens maintains a comprehensive compliance system based 
on the three pillars of prevention, detection, and response to 
ensure compliance within the company.
Preventive measures include compliance risk management, the 
preparation of topic-specific guidelines and procedures, the in-
corporation of compliance requirements into our business pro-
cesses, and the provision of comprehensive training and advice 
to our people. Channels for reporting compliance violations – 
such as the “Tell Us” whistleblower system and the Ombudsper-
son as well as professional and fair investigations – are indispens-
able for recognizing and completely resolving matters of 
misconduct. Unambiguous responses and clear consequences 
serve to punish misconduct and eliminate weaknesses. To ensure 
that our compliance system is put into action and meets our 
requirements everywhere in the world, our internal audit depart-
ment continuously performs compliance controls and audits.
One of the key components of this compliance system is the 
responsibility of our management. That is why the global Legal 
and Compliance department is directly assigned to the Chairman 
Anti-Corruption
Antitrust
Data Privacy
Human Rights
Anti-Money Laundering
Collective Action
Export Control
  
 
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Activity fields
Siemens compliance system
3.1  Compliance and Ethics
SIEMENS SUSTAINABILITY REPORT 2022 
41

of the Managing Board as a governance function. Our Chief Com-
pliance Officer delivers quarterly reports directly to the Managing 
Board and Supervisory Board of Siemens AG.
The global structure of the compliance organization combines 
strong Group-level governance with the work of qualified com-
pliance officers who ensure that the compliance system is im-
plemented worldwide. They work closely with employees and 
managers, who assume personal responsibility for compliance 
within their respective business units.
The entire management team has to act on our commitment to 
compliance and ensure that all business decisions and transac-
tions that fall within their area of responsibility comply with both 
the relevant legal requirements and our own values and compa-
ny guidelines. Siemens managers demonstrate a strong commit-
ment to compliance and ethical conduct.
Compliance-related questions are included in the annual Siemens 
Global Employee Survey in order to evaluate the effectiveness of 
the compliance system within the company. We also use the 
survey to gain a better understanding of the degree to which 
ethical conduct is embedded in our corporate culture. The results 
of last year’s survey show high approval rates relative to the per-
ception and awareness of integrity, ethics, and responsible busi-
ness conduct throughout the organization. The next survey is 
scheduled for fiscal 2023.
Ethics management at Siemens
Siemens is committed to responsible and ethical business con-
duct. To this end, the Management Board mandated the compli-
ance organization to further strengthen ethics management at 
Siemens this year.
Based on the values enshrined in the BCGs, with ethics manage-
ment, we have created a framework to anchor ethics in our cor-
porate culture on a long-term basis. The compliance organization 
empowers and helps all employees to understand the ethical 
principles of Siemens and to incorporate ethical considerations 
into their daily decisions and actions.
The compliance organization develops and implements ethics 
management in cross-functional networks.
Compliance risk management 
To be effective, the Siemens compliance system needs to be 
continuously adjusted in order to meet business-specific risks 
and multiple local legal requirements. The findings from compli-
ance risk assessments, as well as compliance controls and audits, 
serve as a basis for deriving measures to further develop the 
compliance system.
The goal of compliance risk management is to detect compliance 
risks at an early stage and take appropriate steps to prevent or 
mitigate risks. Risk assessments are also integrated into individ-
ual business processes and tools that evaluate risks in any given 
business decisions and take appropriate risk mitigation steps. 
Thus, compliance can make a decisive contribution to achieving 
our corporate goals.
Compliance risk management is an integral part of the company-­
wide Siemens Enterprise Risk Management (ERM) program  
 SIEMENS FINANCIAL REPORT FOR FISCAL 2022, COMBINED MANAGEMENT­
REPORT, 8.3.1 STRATEGIC RISKS, which creates a holistic view of all 
identified risks throughout the Group. Each entity and each re-
gion assess its business risks in relation to compliance risks. 
Current developments are also systematically evaluated.
In close collaboration with the relevant business units, the early 
identification and assessment of the compliance risks involved 
in new digital business models are a core part of our risk man-
agement process.
Additional information from internal data sources is included in 
order to provide a holistic overview of compliance risks. 
Cross-functional exchange at regular meetings and an annual 
Corporate Compliance Risk Workshop also make it possible to 
identify and monitor emerging or changing risks. The results of 
the risk assessment are therefore a key starting point for the 
ongoing development of our compliance system.
3.1  Compliance and Ethics
SIEMENS SUSTAINABILITY REPORT 2022 
42

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Compliance 
Priorities 
FY 22
Compliance priorities in fiscal 2022
Our compliance priorities are the foundation for the continuous 
development and improvement of our system. We keep a close 
watch on the ever-evolving requirements in the compliance en-
vironment and strive to fulfill them. Among the challenges in 
this regard are changes in market conditions and in the compli-
ance risks of our business activities.
Our long-term compliance priorities are constantly evolving, so 
we can work from a reliable perspective when pursuing our com-
pliance activities. These priorities are supplemented by focus 
areas and specific activities for each fiscal year, and they contin-
ued to guide our work in fiscal 2022. All compliance employees 
are actively encouraged and committed to the fulfillment of our 
priorities.
Compliance training 
To ensure that compliance and integrity are deeply anchored in 
the organization, both Siemens employees and the Compliance 
Department receive targeted, group-oriented, risk-based training 
on compliance topics. 
Compliance training for the Siemens organization emphasizes 
three core aims:
1.	To impart values and raise awareness of fundamental com-
pliance issues among all employees. 
2.	To convey in-depth specialized knowledge to managers and 
specific target groups.
3.	To provide additional materials on all relevant compliance 
topics for all employees. 
Simplification and digitalization
Keep Pace with Digital Transformation through 
dedicated tech transformation initiatives  
and the continued risk-based streamlining of 
processes
People development
Build growth mindset and upskill our  
organization through learning and  
development initiatives. Foster enhanced 
collaboration with global networks 
Communication
Raise awareness for compliance and ethics, both 
internally and with relevant external stakeholders
Ethics management
Further develop and introduce the elements  
of the Ethics Management initiative as  
an integral part of our Corporate culture  
and processes – building on DEGREE,  
the Siemens BCGs, and our Compliance 
Management System
Strategic advice
Advice on new business models and 
go-to-market strategies. Provide  
assurance in rapidly changing external 
regulatory environment
Compliance priorities
3.1  Compliance and Ethics
SIEMENS SUSTAINABILITY REPORT 2022 
43

Employees learn about the compliance activity fields through 
programs such as mandatory web-based training courses on the 
contents of our BCGs. In addition, there are also additional train-
ing materials that can be used for specific target groups; these 
are available on the global learning platform. 
The BCG training was rolled out to around 106,000 employees 
worldwide, and 102,000 of them (approximately 96%) success-
fully completed the training by the end of fiscal 2022.1
In addition, Siemens employees around the world completed 
about 409,000 training programs for specific target groups in 
fiscal 2022.1
Training on Siemens Business Conduct Guidelines 
Employees who previously could not be included in Siemens 
internal IT system for training received in-person training in 
2022. Face-to-face training sessions were held at every produc-
tion site worldwide. By these means, we ensure that every employ-
ee receives training within the recurring three-year cycle, in 
keeping with the DEGREE target. The new three-year cycle will 
begin in fiscal 2023 with a new BCG web-based training course 
for all employees.
In addition, materials are regularly made available for the 
­so-called Integrity Dialogs. In this initiative, managers have an 
opportunity to discuss current compliance issues with their teams 
as well as to specifically communicate and provide information 
about selected compliance topics.
Additional learning measures are planned and initiated according 
to regional conditions. A learning management system helps 
track mandatory training courses. The completion of training 
requirements is regularly reported to the management of the 
respective unit.
Collaboration with business partners
Under certain circumstances, Siemens can be held liable for the 
illegal activities of certain third parties (such as business partners 
acting as intermediaries, resellers, and consortium partners), 
whom we refer to as business partners. That is because transac-
tions with Siemens could be misused to gain undue advantages 
for the business partner, or for Siemens.
Each Siemens unit is responsible for its own business partners. 
They must be carefully selected by the responsible operational 
unit and must undergo a risk-based compliance due diligence 
process. Business partners need to be adequately monitored for 
the duration of the business relationship; in other words, the 
need for the relationship and performance, taking into account 
remuneration and other accompanying circumstances, is regu-
larly reassessed. We have established mandatory processes and 
related tools for this purpose that are continuously refined to 
cover risks that arise.
1	
This figure includes Siemens Healthineers employees.
Progress DEGREE Ethics #3: Striving to 
train 100% of our people on Siemens’ 
Business Conduct Guidelines every 
three years
As part of the DEGREE Framework, Siemens has set 
itself the goal of training all employees on the subject 
of the BCGs in a three-year cycle. The first cycle, in 
which 99.9% of employees worldwide were trained 
on the BCGs, covered the years 2020 to 2022. Thus, 
the DEGREE target for Ethics was nearly achieved.
Progress 
E
Ethics
Siemens without SHS
From FY 20
100 % by 2022
99.9 %
102,000
employees were trained on the contents of 
our Business Conduct Guidelines in fiscal 2022
3.1  Compliance and Ethics
SIEMENS SUSTAINABILITY REPORT 2022 
44

Decisions about engaging a business partner are transparent and 
risk-oriented, and are based on the most recent compliance due 
diligence procedures. Appropriate remediation measures are 
initiated depending on the risk classification of the business 
­relationship and the risks identified.
Both business partners and suppliers are required to sign a code 
of conduct. In addition, depending on the risk classification, 
audits can be carried out at the business partners’ premises 
by the Siemens audit function or external service providers. 
 ­SUSTAINABLE SUPPLY CHAIN PRACTICES
To support the compliance experts regarding business partner 
topics, Siemens established the Business Partners Network two 
years ago. This network operates in different workstreams, some 
of which related to specific projects and others related to specific 
questions on the subject of collaboration with business partners.
Early detection of warning signs of money 
laundering
Siemens has a declared goal of doing business only with reliable 
customers, business partners, and other third parties. That’s why 
we perform risk-based checks of our business counterparts’ iden-
tity and financial backgrounds as well as the origin of their pay-
ments in order to ensure that payments come from legitimate 
sources. Where necessary, Siemens reports suspicious matters 
to the responsible authorities.
A new anti-money laundering training course is planned for the 
coming fiscal year. Certain groups of employees who typically 
encounter issues related to anti-money laundering laws will 
­receive intensive training on the subject of potential anti-­money 
laundering red flags.
The goal is to ensure that employees can identify signs of ­money 
laundering or terrorist financing at the earliest possible stage and 
when necessary initiate mitigation measures, in cooperation 
with the Compliance Department, to reduce the risk to the 
­company.
Handling of compliance cases
At Siemens, compliance cases are handled in accordance with a 
clearly structured process comprising all steps from reporting 
channels to internal investigations and responses to identified 
violations (see the diagram below).
Siemens makes different reporting channels available to all em-
ployees and outside third parties to ensure that the company is 
made aware of any compliance violations. For example, com-
plaints can be reported by way of the protected whistleblower 
system “Tell Us” or to the independent Siemens ombudsperson. 
Reports received by way of these channels are forwarded to our 
compliance organization. Complaints can also be reported 
­directly to the Compliance Officers in our business units or to the 
senior management.
Every complaint is taken seriously. If the allegations prove to be 
sufficiently plausible, the Compliance organization determines 
whether there is sufficient information to justify an internal 
­investigation. Indications of other matters are forwarded to the 
affected Siemens department or business unit for further action.
Company-wide process for the handling of compliance cases (simplified presentation)
Allegation 
received
Assessment  
carried out by 
examining or 
evaluating the 
allegation before 
mandating an 
investigation
Disciplinary 
measures and 
remediation
Mandating
Research  
and planning
Investigation
Preparation  
of the 
investigation 
report
Compliance  
investigation
3.1  Compliance and Ethics
SIEMENS SUSTAINABILITY REPORT 2022 
45

Throughout the company, internal investigations are conducted 
on the basis of binding, clearly defined standards to ensure the 
fair and respectful treatment of employees. These standards 
prohibit unlawful or disproportionate actions. If an internal 
investigation leads to the finding that employees have demon-
strably violated any laws or internal regulations, they can expect 
appropriate disciplinary consequences.
All circumstances of a given case, including the locally applicable 
legal environment, and any participation rights of the competent 
employee representative bodies are duly considered in the course 
of the proceedings.
The affected Siemens entities are obligated to implement the 
additional recommendations included in the investigation re-
ports, including measures to rectify any deficiencies, in order to 
effectively remedy the situation.
Whistleblowers at Siemens are protected by internal regulations 
that prohibit the punishment or other detrimental treatment of 
whistleblowers who report suspicious activity in good faith.
Compliance indicators and whistleblowers
Our employees make regular use of our reporting channels. In 
total, 363 compliance cases requiring additional inquiry or inves-
tigations were reported in fiscal 2022. We believe that the 
­decrease in compliance cases from the previous year falls within 
the range of normal fluctuation. The total number of disciplinary 
measures imposed for compliance violations was 212 in fiscal 
2022.
The number of disciplinary measures in a fiscal year does not 
necessarily reflect the number of compliance cases reported in 
the same period. Frequently, disciplinary action is not taken in 
the year in which the underlying cases were reported or the in-
vestigation – which follows a careful procedure – was completed. 
A compliance case may also result in multiple disciplinary actions 
or none at all.
Compliance indicators 1
Fiscal year
2022
2021
Compliance cases reported
363
394
Disciplinary sanctions
212
121
therein warnings
90
62
therein dismissals
74
49
therein other 2
48
10
1	
Continuing and discontinued operations
2	
Includes loss of variable and voluntary compensation components, transfer,  
and suspension
We believe that the evidence demonstrates that our compliance 
system is well designed and effectively implemented. Due to the 
nature of our business operations, the environments where we 
work, and geographic breadth, we do not regard the number of 
incidents as unusual.
More information on significant ongoing and future charges of 
corruption, antitrust violations, and other violations of the law 
can be found in 
 SIEMENS FINANCIAL REPORT FOR FISCAL 2022, COM­
BINED MANAGEMENT REPORT, CHAPTER 8.3.4 COMPLIANCE RISK AND NOTES 
22 LITIGATIONS  
Collective Action and  
the Siemens Integrity Initiative 
If substantial progress is to be made in combating corruption and 
fostering fair competition, large numbers of stakeholders must 
act collectively. The global Siemens Integrity Initiative earmarks 
more than US$100 million to support organizations and projects 
that combat corruption and fraud through Collective Action, 
education, and training. The Siemens Integrity Initiative focuses 
on supporting projects that have a clear impact on the business 
environment, can demonstrate objective and measurable results, 
and have the potential to be scaled up and replicated.
Building upon the Third Funding Round, we invited short-listed 
partners to submit applications for additional support, adhering 
to the published criteria for application and selection. A team of 
experts from various disciplines and regions carefully reviewed 
the projects, presented them to the Siemens Steering Committee 
for approval, and then introduced them to the World Bank for 
what is known as the “non-veto” process and to the European 
Investment Bank for information.
3.1  Compliance and Ethics
SIEMENS SUSTAINABILITY REPORT 2022 
46

In July 2021, we announced a total of up to US$20.5 million in 
funding for eight new projects with activities over three years in 
more than 27 countries.
So far we have allocated approximately US$120 million for 
85 projects in more than 50 countries across all funding rounds. 
Detailed information on this subject is provided in the annual 
reports of the Siemens Integrity Initiative.
 WWW.SIEMENS.COM/INTEGRITY-INITIATIVE
The Siemens Integrity Initiative constitutes one element of a 
2009 settlement between Siemens and the World Bank and an-
other 2013 settlement between Siemens and the European In-
vestment Bank (EIB).
Results and progress in fiscal 2022
In fiscal 2022, we again made significant progress with our 
Siemens compliance system, including:
	
→The new compliance pact for our Mobility high-speed rail 
project was presented as a prime example of the practical 
implementation of Collective Action at the Conference of 
States Parties to the UN Convention Against Corruption, 
which was held in Egypt. The compliance pact is designed 
to prevent conflicts of interest and ensure compliance with 
anti-corruption, anti-money laundering, and antitrust laws.
	
→As part of our continuous improvement measures at Com-
pliance, we have enhanced our integrated risk management 
approach to include a continuous monitoring and update 
concept that enables us to more quickly adapt to factors such 
as emerging risks, business transformation, and changing 
regulatory and geopolitical conditions.
Outlook for fiscal 2023
Our paramount goal is to provide Siemens with the highest level 
of certainty in matters of compliance and to promote a market 
environment of integrity.
We will continue our development of a compliance system tai-
lored to the individual risks and opportunities of our businesses 
and our organizational structure at Siemens.
To keep pace with the digital transformation of our company, we 
are transforming and modernizing the technology that supports 
our compliance management system. With the new cloud-based 
solutions, we will further streamline and automate our risk-based 
compliance processes and leverage for data-driven holistic risk 
management and continuous control activities.
We will also continue to implement the projects of the Siemens 
Integrity Initiative and monitor their progress.
 WWW.SIEMENS.COM/INTEGRITY-INITIATIVE
Finally, we will communicate our ethical principles more inten-
sively and embed them in training courses and internal process-
es in the current fiscal year. 
In the Siemens Global Employee Survey to be conducted in fiscal 
2023, we will again elicit feedback from our employees on the 
subject of integrity and ethics at Siemens and formulate appro-
priate measures on the basis of their responses.
“Ethical corporate governance and 
compliance are non-negotiable. Our 
approach goes beyond strict 
compliance with laws and 
regulations by placing integrity at 
the center of our corporate culture 
and business processes.” 
CEO Roland Busch
US$120 million support for  
85 projects in 50 countries 
3.1  Compliance and Ethics
SIEMENS SUSTAINABILITY REPORT 2022 
47

3.2
Human rights
	
– Respect for human rights remains in focus at all times
	
– Commitment to compliance with international standards 
	
– Inclusion of all key partners
As a global company, we are well aware of our responsibility to 
society. We are unreservedly committed to safeguarding and 
respecting human rights in every stage of the value chain. We 
understand this to be a key element of acting with integrity and 
responsible corporate governance. Our holistic approach to 
­respecting human rights is not limited to our own business loca-
tions: We also consider our supply chain and the business activ-
ities of our customers. Our goal and aspiration is to identify any 
human rights violations occurring anywhere in our value chain 
as early as possible and to mitigate identified risks responsibly. 
Our DEGREE framework consists of different components to ad-
dress the multifaceted issue of human rights in the areas of 
G (Governance), E (Ethics), and E (Equity). In the following, the 
human rights-related topics in the DEGREE framework are outlined.
Commitment to human rights and international 
standards
The principle of respect for human rights is firmly grounded in 
the United Nations 2030 Agenda for Sustainable Development. 
Siemens believes that the corresponding Sustainability Develop-
ment Goals (SDGs) can only be fully achieved if any potentially 
negative impacts within the value chains are examined in great-
er detail and effective action is taken to counter them. In these 
efforts, we are guided by international standards that help com-
panies define their approaches to human rights and continuously 
optimize them. These standards include the United Nations 
Guiding Principles on Business and Human Rights and the Guide-
lines for Multinational Enterprises published by the Organization 
for ­Economic Cooperation and Development (OECD). They high-
light the importance of a due diligence process that is able to 
proactively identify, assess, and prevent any human rights viola-
tions to protect those affected or at least mitigate their impacts as 
much as possible. 
The Business Conduct Guidelines
Our pledge to safeguard human rights is anchored in our Siemens 
Business Conduct Guidelines (BCGs)  COMPLIANCE AND ETHICS. They 
set out the fundamental principles and rules that apply to our 
actions within our company and in relation to our customers, 
external partners, and the public. The BCGs are binding on all 
employees worldwide. In addition, the Siemens Group Code of 
Conduct, which is mainly focused on rules of conduct in relation 
to human rights, applies to the company’s suppliers, third-party 
intermediaries, and business partners. 
Beyond that, Siemens AG reaffirmed its commitment to workers’ 
fundamental rights in an International Framework Agreement 
signed with trade unions and employee representatives in 2012.
Management and responsibilities 
Our actions in support of respect for human rights and our com-
mitment to implementing the UN Guiding Principles on Business 
and Human Rights are monitored by the Siemens Managing 
Board and the Siemens Sustainability Board (SSB). These bodies 
discuss both progress and challenges and identify improvement 
measures. Furthermore, the Chief Compliance Officer reports to 
the Supervisory Board and Managing Board at a regular and also 
on an ad hoc basis on topics relating to human rights. 
The SSB has assigned overall responsibility for human rights to 
the Sustainability and Compliance departments, which are 
charged with the task of proactively and systematically ensuring 
that respect for human rights is more deeply embedded in the 
company’s worldwide processes and business decisions. To this 
end, the two departments continually identify and address 
­improvement potential on the basis of the major principles of 
business conduct and human rights set out in the UN Global 
Compact. The departments Supply Chain, People and Organiza-
3.2  Human rights 
SIEMENS SUSTAINABILITY REPORT 2022 
48

tion, Environment, Health and Safety, Corporate Security, and 
Siemens Real Estate are responsible for embedding and main-
taining human rights-related due diligence obligations within 
their business processes. This responsibility also includes func-
tionally relevant training and continuing education. 
 HUMAN RIGHTS FRAMEWORK AT SIEMENS
Continuous improvement measures 
We view living up to our responsibility for human rights as a 
continuous improvement process. Siemens employs risk man-
agement programs and procedures across its value chain to 
systematically identify and assess risks of human rights violations 
at an early stage and mitigate these risks to the extent that they 
can be influenced by the company. After the rollout of our new 
due diligence approach in the area of human rights, we focused 
on target group-appropriate competence development and the 
incorporation of this approach into the risk management pro-
cesses of the individual business units in fiscal 2022.
Human rights in the supply chain 
Maintaining sustainable supply chains is one of our guiding prin-
ciples. Siemens suppliers commit to uphold the Siemens Group 
Code of Conduct for Suppliers and Third-Party Intermediaries and 
Business Partners, which affirms the fundamental human rights 
of our suppliers’ employees.
Siemens’ human rights framework
I. Periodic human rights impact review process
III. Overarching pillars
Periodic review
II. Transactional human rights due diligence process
Risk identification 
How are risks in projects  
identified?
Risk assessment  
How are risks
assessed?
Risk management 
(incl. monitoring) 
What are effective
mitigation measures?
How are the material human right aspects and human rights risk issues 
for Siemens periodically identified? 
How are effective complaint channels provided?
Grievance mechanism 
 Awareness
Policy and circulars
Training and competence building
Reporting and external
Stakeholder engagement
How is awareness about human rights issues ensured at Siemens?
How is Siemens’ commitment to respecting human rights embedded in policies and 
circulars?
How do you develop target group-specific human rights training for Siemens?
How are human rights activities and issues disclosed? 
How do you build an open dialog with external and internal stakeholders?
3.2  Human rights 
SIEMENS SUSTAINABILITY REPORT 2022 
49

This Code encompasses, but is not limited to, the following 
points:
	
→Fair working conditions (pay, working hours, vacation),
	
→Right to freedom of association,
	
→Responsibility for health and safety standards,
	
→Prohibition of discrimination,
	
→Prohibition of forced labor and child labor,
	
→Provision of anonymous grievance mechanisms.
Siemens takes a risk-based approach to identifying potential risks 
in its supply chain. This includes Corporate Responsibility Self-­
Assessments (CRSAs) by suppliers, internal quality audits with 
sustainability questions, and external sustainability audits. 
Whenever deviations are identified from the principles of the 
Code of Conduct for Siemens Suppliers, and therefore also 
­violations of the human rights principles defined in this docu-
ment, we work with the supplier to clarify how lasting corrective 
action can be taken within a reasonable time frame. 
 SUSTAINABLE SUPPLY CHAIN PRACTICES
In case of severe violations, we reserve the right to terminate the 
supplier relationship. 
 MATERIAL HUMAN RIGHTS RISK ISSUES WITHIN  
OUR VALUE CHAIN 
With regard to the new German Supply Chain Due Diligence Act 
(LkSG), which is applicable to Siemens as of January 1, 2023, we 
have established a cross-functional working group to evaluate 
the effects of the new law on Siemens and meet any new 
­requirements in a timely manner.
Human rights in the workplace 
The BCGs 
 BUSINESS CONDUCT GUIDELINES are an integral element 
of all employment contracts. Every employee is responsible for 
respecting human rights. Siemens does not tolerate discrimina-
tion, sexual harassment, or any other form of personal attack on 
individuals or groups. In addition, the principles of equal oppor-
tunity and equal treatment apply without restriction. We promote 
diversity in line with our strategic DEGREE Framework aspirations 
of Equity and Ethics. We have set ourselves the goal of having 
30% of the company’s senior management positions held by 
women by the year 2025. Another goal is for 100% of our 
­employees to receive training on the subject of our BCGs. We 
champion diversity, equal opportunity, and inclusion in the in-
terest of creating an open and appreciative work environment 
for our people. We acknowledge that we must ourselves effect 
the transformation we want and remain committed to creating 
a more equitable, more sustainable future.
Siemens launched the internal initiative “Together We Rise” in 
January 2022 to promote diversity and women’s rights in the 
workplace. The goal is for women to work on issues of common 
interest and support each other through networking, coaching, 
and mentoring. Around 250 female employees from Middle 
Eastern countries like Egypt, Qatar, Kuwait, Oman, Pakistan, 
Saudi Arabia, and the United Arab Emirates are taking part in this 
initiative.
In fiscal 2022, moreover, Siemens India conducted an impact 
assessment of human rights-related risk categories at roughly 
20 Siemens locations in India, with a particular emphasis on risk 
areas such as discrimination and working conditions. The find-
ings will be evaluated in the first quarter of fiscal 2023 and will 
serve both as the basis for the development of targeted measures 
to mitigate or preferably prevent the identified risks in the future 
and to fulfill the reporting requirements following the Business 
Responsibility and Sustainability Report (BRSR)
Fair pay, right to collective bargaining, and freedom of 
association
The principles of fair pay, right to collective bargaining, and free-
dom of association are embedded in the Siemens BCGs and in 
the International Framework Agreement  COMPLIANCE AND ETHICS. 
Fair pay is an integral aspect of appreciative and respectful rela-
tions with employees. In line with national laws and regulations, 
Siemens is guided by the principle of “equal pay for equal work”. 
In Germany, for example, the pay system according to the col-
lective bargaining agreements is determined in the course of 
collective bargaining negotiations. 78% of employees in Germany 
are ­covered by collective agreements.
Additional information can be found in the Chapters 
 WORKING 
AT SIEMENS and  DIVERSITY, EQUITY & INCLUSION
Human rights in customer related business decision  
Siemens is committed to operationalize systematic human rights 
due diligence along its value chain. This is also applicable for 
customer related business decision. 
3.2  Human rights 
SIEMENS SUSTAINABILITY REPORT 2022 
50

We operate in nearly 200 countries, including countries with a 
challenging social and political context.
Our stakeholders are increasingly asking what responsibility 
companies bear for the business activities of their customers. 
We recognize this and take action to ensure that our risk due 
diligence procedures continue to evolve and that we work to 
assess possible environmental and social risks in our operational 
business on an even more comprehensive basis and at an earlier 
stage. Material human rights risks that we have identified within 
our value chain, are summarized in the  TABLE below.
As a key element of the DEGREE framework, we have integrated 
the digital Risk Due Diligence Tool (ESG Radar) into our process-
es to a greater degree and enhanced its functionalities on the 
basis of the above-mentioned material risk areas. This helps 
Siemens identify and assess possible environmental and social 
risks, as well as the associated human rights and reputational 
risks, early and comprehensively in case of decisions in ­customer 
related business. The ESG Radar can be used to check 84 different 
risk indicators for individual business activities, including 13 
overarching risk indicators and 71 sub-­indicators. In collaboration 
with external human rights experts, targeted mitigation mea-
sures are defined depending on how pronounced the risk profile 
is and what kind of influence Siemens has. The Risk Due Diligence 
Tool will be continually refined and expanded to cover critical 
human rights issues. Our entrepreneurial responsibility requires 
not only the due diligence assessment of our own business ac-
tivities, but also the assessment and mitigation of business part-
ner risks. It must be assured that the environmental, social, and 
related human rights and reputational risks of our involved busi-
ness partners are reviewed on a regular basis. In fiscal year 2022 
the functionality has been enhanced to allow a comprehensive 
“deep dive Due Diligence” for established business partners. This 
enhancement will entail a new process which will be piloted in 
fiscal 2023.
Training and skill building 
We firmly believe that the principles of sustainability can be fully 
and effectively practiced only if they constitute a voluntary 
pledge based on core beliefs. Continuous skill building is a key 
factor in this regard. Our activities in this area are geared toward 
specific target groups. Siemens provides training for suppliers, 
interactive training formats for employees, and targeted 
skill-building activities for global and regional salespeople, as 
well as specific functions such as Compliance and Environment, 
Health, and Safety (EHS). 
Our brochures “Sustainability in the Supply Chain” and “Siemens 
Group Code of Conduct for Suppliers and Third Party Intermedi-
aries and Business Partners” 
 SUSTAINABLE SUPPLY CHAIN PRACTICES 
support and sensitize our suppliers to the importance of embed-
ding these values, as well as the sustainability requirements they 
entail, more deeply in their own supply chains. Siemens also 
offers web-based training on sustainability and human rights in 
the supply chain for all its suppliers. 
The early detection of ­environmental  
and social risks plays a key role  
in human rights due diligence.
1	
Including in the areas of coal, oil, and gas and mining, for example.
Human rights risk issues in the  
supply chain 
	
›	 Fair working conditions
	
›	 Freedom of assembly 
	
›	 Discrimination 
	
›	 Forced labor
	
›	 Child labor 
	
›	 Health and safety
Human rights risk issues in the case of  
business decisions by customers 
	
›	 Business-specific environmental and social risks1
	
›	 Country-specific risks 
	
›	 Impacts on local communities  
(e.g., Indigenous population,  
ethnic, or religious minorities)
	
›	 Fair working conditions 
	
›	 Modern slavery
	
›	 Discrimination 
	
›	 Occupied territories 
Human rights risk issues in the  
workplace 
	
›	 Health and safety 
	
›	 Fair working conditions 
	
›	 Discrimination
Material human rights risk issues within  
our value chain 
3.2  Human rights 
SIEMENS SUSTAINABILITY REPORT 2022 
51

The global web-based training program for environmental, social, 
and human rights due diligence was continued in fiscal 2022. 
Although the training program is available to all employees, 
­participation is obligatory for a defined target group consisting 
of senior managers, salespeople, and risk management profes-
sionals. Additionally to the 31,000 employees who have per-
formed the training in fiscal year 2021, another 6,546 employees 
completed the training in fiscal year 2022.
A survey of required training fields was conducted in fiscal 2022 
with the aim of promoting competence development. The target 
group participating in the survey was composed of the Sustain-
ability Managers and ESG Managers at business level as well as 
Sustainability Managers in key functions. The majority of respon-
dents stated that additional support is needed in the fields of 
“entrepreneurial responsibility in conflict regions” and “high-risk 
sectors.” Target group-appropriate training courses will be given 
on these subjects in the course of fiscal 2023 to ensure compe-
tence development.
Siemens also plans to hold moderated external and internal expert 
dialogs and regular knowledge sharing with internal experts in 
the area of environmental and social risks.
Grievance mechanism and channels 
Siemens offers all our people and outside third parties protected 
channels for reporting violations of external and internal rules. 
The reports generated by these channels are forwarded to our 
Compliance organization and followed up. The same channels 
can also be used to report human rights violations to the company. 
 COMPLIANCE AND ETHICS
In September 2022, Siemens India issued a comprehensive 
guideline defining the grievance mechanism for permanent 
­employees and temporary workers, after which the framework 
was developed in conjunction with a local benchmarking project. 
The framework defines employee grievances and assigns respon-
sibilities in accordance with the reporting requirements of the 
Business Responsibility and Sustainability Report (BRSR). 
 WWW.SIEMENS.COM/HUMANRIGHTS
Networks and coalitions
A regular dialog with peer group companies creates a platform 
founded on mutual trust for a more in-depth discussion of human 
rights. This also helps us come up with fresh ideas and harness 
past experiences for continuous improvement measures within 
our company. This kind of mutual dialog focuses on discussing 
challenges and solutions, addressing conflicts of goals, and iden-
tifying possible areas of shared action. After all, we firmly believe 
that we can achieve faster progress by concerted action than by 
acting alone. 
Siemens is a member of the Global Business Initiative on Human 
Rights (GBI). This initiative is one of the leading international 
network initiatives in the area of human rights, consisting of 
more than 23 companies from all over the world. Siemens is also 
represented in the European Business and Human Rights Peer 
Learning Group of the UN Global Compact Network. In Germany, 
Siemens is involved in the working groups of econsense 1 in the 
areas of business and human rights and human rights in the 
supply chain. 
Besides regular dialog with peer groups and think tanks, we also 
interact continually with external human rights advisors on the 
subject of training, sensitization, and due diligence. In addition, 
we communicate continually with investors, shareholders, rating 
agencies, and NGOs. 
1	
econsense is a Forum for the Sustainable Development of German Business.
3.2  Human rights 
SIEMENS SUSTAINABILITY REPORT 2022 
52

3.3
Sustainable supply chain practices
	
– Assumption of responsibility on the basis of the holistic 
approach summarized as “Prevent – Detect – Respond”
	
– Evaluation of suppliers on the basis of self-assessments 
and on-site audits
	
– Focus on human rights: climate protection, occupa­
tional safety, and responsible sourcing of minerals 
The procurement activities of Siemens are wide-ranging: The 
company purchased goods and services valued at just under 
€35 billion in fiscal 2022, equivalent to around half of our total 
revenue. We are aware that our worldwide purchasing activities 
have a major impact on local communities and the environment 
in our procurement markets. Sustainable business practices are 
therefore an integral part of the purchasing policy at Siemens. 
Our supplier network is broadly diversified. We work with about 
66,000 suppliers in around 150 countries. Since there is great 
variation in the overall conditions that apply across these coun-
tries, strict compliance with the global sustainability require-
ments that apply to our suppliers is a major challenge for our 
day-to-day purchasing activities.
Responsibility for the worldwide supplier network
At Siemens, sustainability in the supply chain is based on a 
­holistic “Prevent – Detect – Respond” approach and is designed 
to minimize risks.
We expect all suppliers to make a firm commitment to our Code 
of Conduct: The related requirements must be accepted by all 
suppliers. The Code of Conduct is based on the principles out-
lined in the United Nations Global Compact and on the Siemens 
Business Conduct Guidelines (BCGs), which set out the basic 
principles of sustainability for the entire company.
Among other things, suppliers declare their willingness to respect 
the fundamental rights of employees, establish high standards 
for health, safety, and environmental protection, and pursue a 
zero-tolerance-strategy in relation to corruption and bribery. The 
Code of Conduct also contains a section on preventing purchas-
es of conflict minerals, meaning minerals produced in certain 
countries that yield profits for armed groups in particular.
The Code of Conduct also includes provisions on preventing 
money laundering and terrorist financing, export control and 
DEGREE Goveranance #4: ESG-secured 
supply chain based on supplier commit-
ment to the Supplier Code of Conduct 
We expect our suppliers not only to contribute to the 
economic success of our company, but also to ensure 
strict compliance with our sustainability requirements, 
which are summarized in the Siemens Group Code of 
Conduct for Suppliers and Third Party Intermediaries 
(Code of Conduct). The obligation of suppliers to  
observe our Code of Conduct is an essential basis for 
fulfilling our governance ambitions bundled under “G” 
in our DEGREE framework.
Progress
G
Governance
Siemens excluding SHS
Suppliers committed
Siemens purchased goods and services  
worth €35 billion from around 150 countries
3.3  Sustainable supply chain practices 
SIEMENS SUSTAINABILITY REPORT 2022 
53

customs, and ensuring data protection. In addition, suppliers are 
also obligated to institute a protected grievance mechanism for 
their employees. An accompanying Code of Conduct brochure 
and a web-based training module are provided to aid in support-
ive communication.
Supplier management follows clear criteria
The supplier management process at Siemens includes strict 
criteria for supplier selection and qualification. On its basis, we 
can quickly identify and counteract any sustainability risks also 
when admitting new suppliers. This may apply to suppliers with 
the following risk characteristics:
	
→Locations in high-risk countries
	
→Products subject to the requirements for the responsible 
sourcing of minerals
	
→Products and services with large carbon footprints
	
→Products that fall under laws like REACh (regulation concerning 
the Registration, Evaluation, Authorization and Restriction 
of Chemicals) or RoHS (Restriction of the use of certain 
Hazardous Substances in electrical and electronic Equip-
ment) 
	
→General aspects of supplier quality management (including 
sustainability-related topics)
	
→Plant engineering (risks associated with construction 
­contractors)
To identify these risk characteristics, we categorize our suppliers 
according to several factors:
	
→Purchased material and service fields are divided among the 
abovementioned risk groups as part of our processes. This 
makes it possible to assign measures to individual suppliers 
(e.g., specific contract clauses, obtaining proof, possibly 
flagging the supplier for an on-site audit).
	
→Risk levels for individual countries are assigned to suppliers. 
The risk levels are based on sustainability indicators for key 
areas such as legal compliance, corruption and bribery, hu-
man rights in the workplace, child labor, and more. We base 
these assessments on information from internationally rec-
ognized organizations.
	
→Suppliers may be assigned to other strategic categories 
based on factors such as specific preparations for projects 
with high local purchasing volumes, for example.
In fiscal 2022, we also began to consolidate sustainability-­related 
information about our suppliers on a sustainability platform (SCM 
Sustainability Platform). We compile this information – for 
­example, the status of carbon reduction measures, Corporate 
Responsibility Self-Assessments, the results of on-site audits and 
risks regarding “conflict minerals” – from various internal and 
external data sources and enter it into an integrated tool to which 
all employees in Siemens purchasing departments have access. 
In this tool, information is assessed by means of a point system 
and visually displayed. As a result, sustainability is a uniform 
Siemens-wide assessment factor that can effectively support and 
supplement future local purchasing decisions with globally avail-
able information on the status of sustainability factors at suppliers.
Self-assessments and site audits as control 
mechanisms
We perform suitable reviews according to the risk assessment for 
suppliers based on the categories outlined above. These reviews 
range from supplier self-assessments of their own sustainability 
practices to sustainability audits conducted on-site by external 
auditors.
Corporate Responsibility Self-Assessments
Corporate Responsibility Self-Assessments (CRSA) are part of the 
supplier qualification process, which is reviewed regularly and 
updated as needed to take new standards and regulations into 
account. Accordingly, new potential suppliers undergo a binding 
qualification process, while existing suppliers are reassessed 
every three years.
1	
Conducted by Siemens auditors with integrated sustainability questions. 
2	
Conducted by external auditors.
Number of audits
4,912 
Self-Assessments
426 
External  
Sustainability 
Audits 2
321 
Quality Audits  
with integrated 
sustainability  
questions 1
3.3  Sustainable supply chain practices 
SIEMENS SUSTAINABILITY REPORT 2022 
54

The number of completed CRSAs increased by around 15% from 
4,267 self-assessments in fiscal 2021 to 4,912 in fiscal 2022. In 
contrast, the number of agreed-upon improvement measures 
decreased in fiscal 2022.
Corporate Responsibility Self-Assessments (CRSA)¹ 
Fiscal year
(Number)
2022
2021
Europe, C.I.S.,2 Africa, Middle East
1,147
1,505
Americas
654
555
Asia, Australia
3,111
2,207
Total
4,912
4,267
Fiscal year
Agreed-upon improvement measures 3
2022
2021
Legal Compliance/prohibition of corruption  
and bribery
915
1,152
Respect for the basic human rights of employees
564
773
Prohibition of child labor
80
149
Health and safety of employees
879
705
Environmental Protection
546
680
Supply Chain
125
145
Total
3,109
3,604
1	
Self-assessments completed mainly by suppliers from non-OECD countries with  
a purchasing volume of >€50,000 per year. Questionnaires that were initiatied,  
completed, and concluded in the reporting period.
2	
Commonwealth of Independent States.
3	
Improvement measures agreed upon with suppliers relate either to actual  
deviations from the Code of Conduct or to structural improvements in management 
systems and the lack of specific processes and guidelines implemented by the 
supplier.
Quality audits with sustainability questions
The quality audits of suppliers conducted by Siemens auditors 
include questions on the subject of sustainability that cover all 
aspects and requirements of the Code of Conduct. We conduct-
ed 321 on-site audits worldwide in fiscal 2022. This equals the 
amount of the previous year almost exactly.
Supplier quality audits with integrated  
sustainability questions
Fiscal year
(Number)
2022
2021
Europe, C.I.S.,1 Africa, Middle East
142
116
Americas
76
89
Asia, Australia
103
114
Total
321
319
1	
Commonwealth of Independent States.
External sustainability audits
From our point of view, external sustainability audits are the most 
effective method of assessing the sustainability performance of 
our suppliers. They are conducted by our external audit service 
provider and serve as a control mechanism for suppliers with a 
high risk assessment.
External sustainability audits (ESA)
Fiscal year
(Number)
2022
2021
Europe, C.I.S.,1 Africa, Middle East
113
123
Americas
50
44
Asia, Australia
263
227
Total2
426
394
Fiscal year
(Agreed upon improvement measures) 3
2022
2021
Legal Compliance/prohibition of corruption
and bribery
1,101
1,141
Respect for the basic human rights of employees
2,717
2,446
Prohibition of child labor
82
89
Health and safety of employees
2,802
2,430
Environmental Protection
271
227
Supply Chain
302
284
Total2
7,275
6,617
1	
Commonwealth of Independent States.
2	
Includes audits conducted virtually as well as audits carried out by third parties at 
our suppliers based on the same standards and are accepted by Siemens.
3	
Improvement measures agreed upon with suppliers relate either to actual  
deviations from the Code of Conduct or to structural improvements in management 
systems and the lack of specific processes and guidelines implemented by the 
supplier.
We slightly increased the number of external sustainability audits 
compared to fiscal 2021: in 2022, the figure rose by about 8% 
to 426 audits. This figure includes 37 audits that we conducted 
virtually due to the COVID-19 pandemic, where the auditor in-
spected the supplier’s facility by a remote video link. It also in-
cludes 12 audits verified by our auditor that were conducted on 
behalf of third parties at companies that are also in a supplier re-
lationship with Siemens. These audit reports fully comply with 
Siemens requirements and were provided to us with the approval 
of the audited companies.
3.3  Sustainable supply chain practices 
SIEMENS SUSTAINABILITY REPORT 2022 
55

For monitoring purposes, audits can be repeated or follow-up 
audits can be conducted by our external audit service provider. 
It is also possible for the responsible purchasing departments at 
Siemens to agree on a series of optimization measures with the 
supplier. During this process, we remain committed to our part-
nerships with our suppliers and help them to improve. However, 
if problems continue or a supplier does not show a willingness 
to take necessary remedial action, we remove that supplier from 
our list.
In addition, our central warning message process is intended to 
ensure even faster, more efficient responses to violations of the 
requirements set out in the Code of Conduct. In this process, 
suppliers can be blocked in local systems around the world 
through central messaging.
Sustainability topics with a specific need for action
Three focus topics play an important role in responsible supply 
chain practices due to their strong connection with other Siemens 
sustainability activities. These include safeguarding human 
rights, including responsible sourcing of minerals, lowering CO2 
emissions in our supply chain, and ensuring health and safety, 
especially on project construction sites.
Responsible sourcing of minerals
Siemens is working hard to prevent the use of minerals from 
areas of conflict and high-risk areas in the supply chain that are 
covered by the risk definition set out in Annex 2 to the OECD’s 
Due Diligence Guidance for Responsible Supply Chains of Miner-
als from Conflict-Affected and High-Risk Areas.
To this end, we have developed principles for the responsible 
sourcing of minerals (Responsible Minerals Sourcing Policy) and 
integrated them into our purchasing process. These principles 
offer a uniform, company-wide standard for Supply Chain Man-
agement in this area. Our approach to these topics is geared 
toward the risk-based requirements of the OECD’s Due Diligence 
Guidance. To determine the use, sources, and origins of these 
minerals within our supply chains, we investigate the smelting 
plants involved. Siemens is a member of the Responsible Minerals 
Initiative (RMI), an organization of more than 400 industrial 
companies that provides auditing programs for smelting.
We use the Conflict Minerals Reporting Template (CMRT) pub-
lished by the RMI to survey our more than 2,400 relevant 
­suppliers and elicit the information we need about smelters in 
our supply chain that are associated with the production of tin, 
tantalum, tungsten, and gold (3TG). We share our findings 
­regarding identified smelters with our ­RMI partners. The initiative 
then reviews whether the smelters are certified. Siemens is an 
active member of the Responsible Minerals Assurance Process 
and urges the decision-makers of smelters that are not yet certified 
to participate in audit programs.
In this process, Siemens supports the smelters as they move toward 
the final audit and certification. Individual results are communi-
cated on the RMI website: 
 WWW.RESPONSIBLEMINERALSINITIATIVE.ORG. 
Based on the European Commission’s risk definitions relating to 
“armed conflict,” “regions with weak or no governance,” and 
“regions where human and people’s rights are systematically 
violated,” Siemens also applies its established risk assessment 
system to evaluate further minerals beyond the 3TG grouping. 
Cobalt and mica are two of the minerals or metals that have been 
incorporated into the Siemens due diligence process following 
RMI’s development of an auditing standard and reporting spec-
ifications (EMRT) for cobalt and mica in addition to its 3TG due 
diligence process specifications. Siemens now also conducts 
supplier audits for cobalt and mica, focusing on battery manu-
facturers. 
Further information and the text of our Responsible Minerals 
Sourcing Policy can be found at 
 WWW.SIEMENS.COM/RESPONSIBLEMINERALS. 
Program to reduce CO2 in the supply chain 
As part of the Siemens Carbon Neutral Program and our report-
ing to the CDP, we publish the upstream greenhouse gas emis-
sions caused by our suppliers. In our Carbon Reduction@Suppliers 
approach, which is implemented with an external partner, we 
prepare analyses based on economic data to model the carbon 
footprint for each one of our suppliers.
In this connection, we attempt to use the most up-to-date factors 
for our CO2-modeling and -calculation available. This also means 
that we sometimes have to adjust our models and tools in order 
to continuously increase the effectiveness and precision of our 
calculations. 
3.3  Sustainable supply chain practices 
SIEMENS SUSTAINABILITY REPORT 2022 
56

For this reason, we have decided to use our external partner’s 
further developed version of the tool for for the comparable 
calculation of fiscal years 2021 and 2022. According to the 
Greenhouse Gas (GHG) protocol framework, the DEGREE base-
line had not been changed.
Detailed information on this development and the CWA is pro-
vided at 
 WWW.SIEMENS.COM/CARBON-SUPPLIERS.
Since the start of the program in fiscal 2021, we invited more 
than 8,000 suppliers to the CWA and have received almost 3,000 
replies, thereof, around 1,200 in fiscal 2022. On the basis of 
answers received and calculated in fiscal 2022, the CO2 emissions 
previously calculated for the suppliers declined on average by 
9.3% or, in absolute terms, by 359,000 t CO2 e. In comparison to 
the 104,000 t CO2 e of the previous year, it is visible that our 
suppliers supported us more on our efforts to reduce our supply 
chain CO2 footprint. This shows us that our CWA integrated in 
our ­“Carbon Reduction@Suppliers” program accelerated already 
in its second year of the rollout. Unfortunately, these efforts were 
not enough to compensate the negative CO2 effects caused by 
the strong increase of the procurement volume and its conse-
quential increase of CO2-emissions we faced in 2022. But we 
know that only an absolute reduction of CO2 – independent from 
variation of our purchasing volume – can have a positive effect 
on climate change. Therefore, our focus will remain on the re-
duction of absolute amounts of CO2 e in our supply chain.
Enforcing occupational safety at construction sites
Our supply chain management and EHS experts have jointly es-
tablished a selection process for suppliers that primarily perform 
construction services for Siemens. Before these contractors can 
be added to our supplier pool and used, EHS experts review and 
confirm the responses given by potential contractors to occupa-
tional health and safety questions. We also regularly review the 
risk potential associated with the relevant service categories and 
update our review methodology. More information is available 
in the chapter  OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT.
Description of the “Carbon Reduction@Suppliers” 
program
We use a web-based tool known as the “Carbon Web Assessment 
(CWA)” that shows our suppliers the most important CO2 emitters 
and explains how their carbon footprint can be sustainably 
­reduced. After the learning stage has been completed, we 
­retrieve the supplier’s so-called primary data in the CWA.
The CWA is based on the following methodology:
	
→The basis is the model calculation of our external partner, 
which divides our suppliers into product and service categories 
and country of origin and assigns an industry average for CO2.
	
→We ask our suppliers to provide information via the CWA 
about their implemented CO2 reduction measures and their 
general CO2 management. Based on their answers, we 
­calculate the resulting emission reduction and the supplier’s 
remaining carbon footprint.
DEGREE Decarbonization #2: Net Zero-­ 
Emissions in the Supply Chain by 2050, 
20% emissions reduction by 2030: 
Compared to the baseline year 2020, the supply chain 
emissions for the implementation of our DEGREE 
ambitions have been increased in fiscal 2022 by 2.5% 
to 8,301 kt CO2 e whereby the carbon reduction 
­measures that suppliers have already implemented 
are taken into account. If the increase in purchasing 
volume of around 16% is included, CO2 emissions 
were however reduced in relation to the purchasing 
volume.
Progress
D
Decarbonization
FY 20: 8,098 kt CO2e
+2.5%
– 20% to 2030
– 100% to 2050
Siemens without SHS.
3.3  Sustainable supply chain practices 
SIEMENS SUSTAINABILITY REPORT 2022 
57

3.4
Cybersecurity and data privacy
	
– Leading role in cybersecurity 
	
– Global expertise and governance structures
	
– Data protection is part of the compliance system
Cybersecurity is rapidly gaining in importance
Digitalization is involved in so many aspects of our lives. Digital 
systems have become indispensable in many sectors of the econ-
omy, including hospitals, factories, power plants, smart build-
ings, e-mobility and connected mobility. Wherever large volumes 
of data are stored, potential security threats are never far away. 
That makes cybersecurity one of today’s most relevant issues – 
not just for companies but for society as a whole. And its rele-
vance is expected to increase over the coming years. It will be a 
crucial instrument for helping businesses safeguard critical 
infrastructures, protect sensitive information, and ensure their 
business continuity.
It’s easy to see why secure digital systems are so necessary: The 
Internet of Things (IoT) is one of the driving technologies behind 
the digitalization of industry, just as it also drives nearly all 
Siemens business fields. And as one of Siemens’ strategic goals, 
this digital transformation will only succeed if Siemens can be 
certain that connected systems and the data contained within 
them will remain secure. That is why Siemens places the highest 
priority on cybersecurity.
An approach that simultaneously covers all levels at our custom-
ers and at Siemens is absolutely essential to comprehensively 
protecting the entirety of solutions for industry and society 
against internal and external cyberattacks. Having recognized 
early on that cybersecurity is an integral part of the digital revo-
lution, Siemens built up a cybersecurity organization both at 
headquarters and in the business units and countries. The com-
pany has developed a holistic approach to cybersecurity to pro-
vide the best possible protection for its products, solutions, and 
services, as well as the underlying IT and OT infrastructures.
Our DEGREE framework addresses the topic of cybersecurity 
under “E” for Ethics. That commitment is further reinforced by 
Siemens’ participation in founding the “Charter of Trust” initiative 
to protect data and promote cybersecurity within a trustworthy 
digital world. During the reporting period, 17 industrial partners 
and 11 associated partners worked together to implement 10 
principles to ensure the security of digital technologies. Another 
point of emphasis is cybersecurity in the use of trustworthy 
­artificial intelligence.
We’re a recognized industry leader in cybersecurity. Our cyber-
security performance is highly regarded, as evidenced by 
­sustainability ratings and rankings. For example, Dow Jones 
Sustainability Index (DJSI) has ranked us as a leading company 
relative to our peers.
Our Corporate Cybersecurity Department and the Cybersecurity 
Departments of our business units work to be trusted partners 
in the digital world for our society, our customers, and Siemens 
business units themselves. Siemens can draw on decades of 
expertise: The company’s small IT security team back in 1986 has 
grown to a staff of about 1,300 cybersecurity experts at corpo-
rate headquarters and in the business units. They develop and 
adopt leading technologies, leverage our internal network, and 
maintain a dialog with other companies. We want to continu-
ously improve resilience through clear, holistic accountability and 
ownership. We rely on a culture of ownership for all aspects of 
cybersecurity. All of which gives Siemens a very broad foundation 
for protecting itself, its customers, and society at large. 
Around 1,300
cybersecurity experts are 
employed at Siemens
3.4  Cybersecurity and data privacy
SIEMENS SUSTAINABILITY REPORT 2022 
58

Siemens products, solutions, and services are 
equipped with high levels of cybersecurity
Siemens products, solutions, and services contain a significant 
amount of software and IT-related components, which in many 
cases are used in the context of critical infrastructures and could 
become more exposed to cyberthreats. Regulatory and customer-­
specific security requirements are increasing and need to be 
addressed by Siemens. Siemens is implementing a company-wide 
Product and Solution Security (PSS) initiative to formulate 
­recommendations and binding requirements for PSS and to drive 
and continuously improve them within the business units.
This is managed, among other things, by means of the so-called 
PSS Maturity. PSS Maturity stands for a proprietary, standards-­
based maturity model, which shows the extent to which the 
established business and design processes are being expanded 
and constantly improved with respect to security activities and 
requirements. The maturity model covers several subject areas, 
which are measured at various levels and is adaptable to respec-
tive business. Evaluation is performed annually at the organiza-
tional level, the results are discussed with the unit management, 
and corresponding improvement programs are initiated. 
Continuous improvement and continuous learning are funda-
mental prerequisites for the proactive implementation of 
security-­by-design and security-by-default.
To further strengthen the cybersecurity business for Siemens, 
the Corporate Cybersecurity Department offers highly mature 
security services selected with and by the business units to 
­external customers. Resulting from the go-to-market strategy 
(“sell-through approach”), these cybersecurity services have been 
used internally for many years already and are offered to the 
external market exclusively by our business units.
Thanks to this approach, Siemens achieved its first sales successes 
in fiscal 2022. We plan to further expand the external portfolio 
with additional attractive cybersecurity services.1
Clearly defined responsibilities
The Cybersecurity Board (CSB) is responsible for the implemen-
tation and coordination of cybersecurity throughout the Siemens 
organization. It is chaired by the Global Chief Cybersecurity 
Officer. The goal is to effectively manage the company’s overall 
cybersecurity approach. The business units are represented on 
the CSB by their Chief Cybersecurity Officers. The Board provides 
a collaborative platform for advancing strategic initiatives 
throughout Siemens and its affiliated companies in order to 
­address security issues and establish cybersecurity requirements 
and recommendations. Collaboration agreements have also 
­enabled the Chief Cybersecurity Officers at Siemens Healthineers 
and our minority holding Siemens Energy to participate in the 
CSB.
Given the importance of cybersecurity for the senior manage-
ment, the Global Chief Cybersecurity Officer reports directly to 
the responsible member of the Managing Board, quarterly to the 
entire Managing Board, and annually to the Supervisory Board.
The Corporate Cybersecurity Department and the cybersecurity 
organizations in the business units are addressing the following 
topics or performing the following activities:
	
→Development and implementation of proactive cybersecurity 
strategies adapted to the business,
	
→Proactive and reactive measures for product and solution 
security, as well as information technology and operational 
technology,
	
→Risk management,
	
→Monitoring and reporting on the status and progress of 
­cybersecurity measures and checks,
	
→Cyber readiness and second line of defense assessments,2
	
→Mandatory global cybersecurity awareness measures and 
annual IT cybersecurity global awareness trainings, specific 
cybersecurity expertise, 
	
→Coordination of joint committees, tasks, and topics of the 
centralized and decentralized cybersecurity organizations in 
the business units and countries, 
	
→Strengthening cybersecurity at a global level in different 
industries beyond company boundaries through the activi-
ties of the Charter of Trust3, for example through its Board 
of Directors, management forum, and various task forces. 
The Corporate Cybersecurity Department is also a service 
provider for the entire Siemens cybersecurity ecosystem.
1	
https://new.siemens.com/global/en/products/services/cybersecurity.html.
2	
https://new.siemens.com/global/en/products/services/cybersecurity/assessments-­for-
operational-technology.html
3	
https://www.charteroftrust.com/
3.4  Cybersecurity and data privacy
SIEMENS SUSTAINABILITY REPORT 2022 
59

The cybersecurity organization was developed:
	
→To protect Siemens products, solutions, and services, as well 
as IT infrastructure, against cyberattacks, both proactively 
and reactively,
	
→To monitor the threat landscape and initiate the necessary 
measures to ensure cyber resilience,
	
→To identify, assess, and call attention to cybersecurity risks 
and actively manage them,
	
→To apply country-specific laws and regulations that affect 
our products, solutions, and infrastructure and act accord-
ingly,
	
→To reduce the risk of harm to customers,
	
→To reduce the risk of business interruptions,
	
→To prevent a loss of reputation and market shares, and
	
→To minimize risk of penalties.
Ensuring cybersecurity calls for an effort from all of our people, 
both to protect the products, solutions, and services we offer and 
to safeguard our own IT/ OT infrastructure. This lays the ground-
work for our customers to be able to buy products and solutions 
that meet their security requirements, and with which they can 
run their own systems reliably and securely.
Continuing education and young talent 
development
We train all Siemens employees on the subject of cybersecurity 
on an annual basis: 83% of employees underwent online cyber-
security training to protect the company in 2021. The training 
courses have been offered without barriers since fiscal 2021. The 
online training program for fiscal 2022 began in June 2022 and 
will run until the end of December. The participation rate reached 
90% already at September 30, 2022.
In addition to this mandatory online training course for all 
Siemens employees, another training course, titled “Driver’s 
­License,” has been offered already since 2020. The target group 
comprising approximately 8,000 employees are trained to apply 
all Siemens IT/OT security guidelines. Upon successfully complet-
ing this course, participants receive a certificate that remains 
valid for two years.
In addition, continually updated training courses and learning 
opportunities on the subject of product and solution security are 
made available to all Siemens employees.
In view of the growing demand for cybersecurity experts, a pro-
gram to develop young talents into cybersecurity specialists, the 
CyberMinds Academy, was launched in 2022 to meet our own 
hiring needs. This is a global, one-year program combining learn-
ing modules with professional experience designed to impart 
advanced cybersecurity knowledge to participants who had 
previously lacked cyber experience.
Cybersecurity insurance and risk analysis
To protect the company even more and reduce the potential 
­financial impact of cyber incidents, options for risk transfer have 
been explored in detail. After an international call for bids for 
insurance, the currently insurable cyber risks were transferred in 
fiscal 2021 to a consortium of insurers. The coverage emphasiz-
es losses caused by incidents such as breaches of information 
security and data privacy within Siemens or by third parties. 
Cyber insurance also supports Siemens’ businesses, because our 
customers often ­require confirmation of cybersecurity risk cov-
erage. The scope and limits of the risk transfer to the insurance 
market are ­reviewed annually.
The Siemens Cybersecurity organization has also taken steps to 
further mitigate risk. These initiatives heighten our cyber resil-
ience by helping us better prepare for possible cyberattacks, 
respond to them more effectively, and recover from them more 
rapidly.
Here are some of the activities that aim to reduce these risks’ 
probability and impact:
	
→As industrial environments become increasingly digitalized, 
the share of software and with that the number of vulnera-
bilities are growing significantly. Therefore, Siemens is 
­working to guarantee end-to-end security for customers by 
automating information about vulnerabilities, including 
through its collaboration in the CSAF 2.0 (Common Security 
Advisory Framework ) of the OASIS Consortium.
	
→Since 2022, Siemens has been working intensively on the 
effective encryption of the most important data in the 
post-quantum era. As part of this work, the previous crypto 
algorithms must be completely replaced with new methods. 
It is our expectation that crypto algorithms will need to be 
updated much more frequently in the future because algo-
rithms will become ineffective within considerably shorter 
periods of time. For this reason, the project also addresses 
3.4  Cybersecurity and data privacy
SIEMENS SUSTAINABILITY REPORT 2022 
60

the encryption life cycle in the form of an expiration date for 
the classification of documents.
	
→Two years ago, Siemens launched a two-year Zero Trust ini-
tiative, which has been extended by an additional fiscal year, 
in the spirit of the motto “never trust, always verify.” The 
objective is to check every connection in real time and only 
permit trustworthy communications. The Siemens rollout is 
also being monitored and reported as part of this program.
	
→The threat landscape is ever-changing and ever-expanding, 
so it’s important to keep a constant eye on it and set up new 
initiatives and programs to ensure that we keep adapting 
and improving. 
Proactive approach to dealing with threats and 
vulnerabilities, reactive approach to incidents
Siemens CERT4 and Siemens ProductCERT are dedicated teams 
of experienced security experts who can provide an immediate 
response to security threats and incidents affecting Siemens 
products, solutions, services, or infrastructure.
Siemens CERT secures our internal infrastructure, continuously 
monitors cyberthreats, and evaluates the potential impact on the 
company. When security incidents occur, our experts analyze the 
causes and initiate countermeasures to minimize harmful im-
pact. Appropriate interest groups (and the authorities, if required) 
are also informed. The insights into the security status of assets 
(accounts, systems, cloud instances, etc.) gained in this process 
are conveyed to the Zero Trust infrastructure, where they are 
applied to broaden the knowledge required to make decisions 
about access rights (permit or forbid). Under the Special Vulner-
ability Handling program, CERT also takes proactive steps, 
­depending on the threat situation in every case, to guarantee a 
consistently high level of protection by addressing potential 
vulnerabilities before any damage occurs. In this endeavor, the 
team reacts to recently announced vulnerabilities for which 
patches may not yet be available. Taking the gravity log4Shell 
vulnerability5 as an example, the team took proactive steps to 
identify the affected systems, provide information and instruc-
tions to the operators of these systems, and remedy the vulner-
ability on a prioritized basis in the first few hours after it was 
made known in order to avert any damage for Siemens. By this 
means, most of the vulnerable systems were protected against 
breaches and greater losses for Siemens were averted.
The ProductCERT team addresses security issues affecting 
Siemens products and solutions. It is the central point of contact 
for reports of security gaps in Siemens products. As the partner 
of the Siemens business units, the ProductCERT team supports 
the process from identification to resolution of vulnerabilities 
and provides crucial information to customers, as in the case of 
Log4Shell. New security bulletins are published on a monthly 
basis to ensure the desired level of transparency, instill confi-
dence among customers, and make it possible to plan with cer-
tainty. Among industrial enterprises, our CSAF format is the 
leading standard for the automated distribution of information 
about vulnerabilities.
In addition, the Security Vulnerability Monitoring service contin-
ually searches for information about vulnerabilities using the 
software and hardware components in Siemens products and 
infrastructures. This information forms the basis for subsequent 
training measures. This service also provides the basis for exter-
nal services offered to a larger group of customers under the 
brand name “Vilocify.”6 Moreover, product security must be fi-
nally guaranteed by means of verification tests. To this end, we 
have developed the Siemens Extensible Security Testing Appli-
cation (SiESTA7), which allows for the dedicated identification of 
vulnerabilities in infrastructures, products, and solutions.
Siemens CERT and ProductCERT together are also available to 
advise Siemens customers on security incidents, helping them 
correct and adjust complex installations during operation. This 
service is known as CustomerCERT. 
Protection of personal data
For Siemens, protecting the personal data of our customers, our 
people, and partners is an expression of responsible interaction. 
As digitalization advances, handling personal data is also becom-
ing an increasingly important success factor. That’s why process-
ing personal data in compliance with applicable data protection 
laws, including the General Data Protection Regulation (GDPR), 
is of utmost importance to Siemens. Our DEGREE framework 
prioritizes handling data carefully – under “E” for “Ethics.”
4	
Computer Emergency Response Team
5	
https://www.bsi.bund.de/DE/Service-Navi/Presse/Pressemitteilungen/Presse2021/ 
211211_log4Shell_WarnstufeRot.html
6	
https://vilocify.com
7	
https://new.siemens.com/global/en/products/services/cybersecurity/siesta.html
3.4  Cybersecurity and data privacy
SIEMENS SUSTAINABILITY REPORT 2022 
61

Implementation of data privacy requirements within 
the Group: the data privacy management system
To put data privacy into action throughout the Group, Siemens 
has made it an integral part of the Siemens compliance system. 
The company has put a data privacy management system into 
place to ensure that all our business activities comply with data 
privacy requirements, and that personal data is processed trans-
parently for all concerned in compliance with the applicable law.
The data privacy management system is composed of the fol-
lowing components that will effectively protect the personal data 
of our customers, business partners, and our people.
Transparency and rights of data subjects
We believe transparency about processing is a key component 
of effective data protection. Our websites and digital products 
and solutions include data privacy policy statements that inform 
users about processing steps and data subject rights. The appli-
cable data protection law focuses on protecting the people 
whose data is processed and grants them comprehensive data 
protection rights (including the right of access to processed per-
sonal data). To comply, Siemens has introduced a global process 
that provides a centralized hub where data subjects can assert 
their rights and get answers.
Our people are committed to data protection and 
regular training
Continuously keeping up with data protection requirements isn’t 
just a task for IT – it also involves our people and processes. That’s 
why internal regulations such as our Business Conduct Guidelines 
require every employee to comply with data protection require-
ments.
Siemens employees also receive regular trainings on how to 
handle personal data that are tailored to specific functions and 
target groups. For this purpose, Siemens developed a new web-
based data protection training program composed of an “Essen-
tials” level that’s mandatory for all employees who process per-
sonal data as part of their job, and specialized “Nuggets” designed 
for specific fields and target groups.
Data transfers
Transfers of personal data within the Group are covered by bind-
ing internal data protection regulations: the Siemens Binding 
Corporate Rules on Data Protection (BCR). With the BCR, Siemens 
Group companies around the world have an obligation to process 
personal data from data subjects in the European Union in 
­accordance with European data protection standards.
Data protection at our suppliers and partners
A holistic approach to data protection only works if data protec-
tion requirements are consistently observed and implemented 
within the Group and also by our external suppliers and partners. 
Our suppliers and partners undergo a preliminary data protection 
audit and are required by contract to adhere to data protection 
standards.
Data protection in our products and solutions 
(privacy by design)
Siemens wants to ensure that its products and solutions can be 
used in compliance with all relevant data protection rules. So for 
Siemens, privacy by design means that compliance with the law, 
transparency, informational self-determination, data minimiza-
tion, and data security are already applied when functions and 
services are developed, and that they’re incorporated into the 
design. This approach means that privacy by design is securely 
integrated into our product development processes.
We are well aware that using our products and services may lead 
customers to entrust Siemens with processing one of their most 
precious assets: their data. If Siemens processes personal data 
for a customer, it does so under contractual terms that govern 
how the data is handled, including transfers to third parties.
Data privacy management system to ensure 
compliance with data protection 
­requirements in all business processes
3.4  Cybersecurity and data privacy
SIEMENS SUSTAINABILITY REPORT 2022 
62

Documentation
Siemens documents the purpose, risk, and security standards 
applied to all of the Group’s processing activities in a central 
database: the Register of Processing Activities. This register 
serves as a place to evaluate whether data protection law permits 
a given processing activity and to document compliance with the 
applicable laws.
Controls
All data protection requirements and measures at Siemens are 
subject to regular controls. To this end, Siemens conducts risk-
based data protection audits of its processing activities, products, 
and services. Auditing data protection agreements with the goal 
of ensuring that all products and services are covered by ade-
quate data protection clauses was a point of emphasis in fiscal 
2022. Another goal was to identify international transfers occa-
sioned by data processing and to assess the adequacy of the 
current data protection concept.
Treatment of data protection violations
A fast response is essential in the event of a data protection vio-
lation. This is the only way to ensure that these violations are 
terminated swiftly and that all involved parties both in-house 
and external (such as the data subjects and the regulatory author-
ities) are informed immediately. To facilitate this, Siemens has 
established a global Data Privacy Incident Process that uses cen-
tral reporting channels and includes the relevant stakeholders.
3.4  Cybersecurity and data privacy
SIEMENS SUSTAINABILITY REPORT 2022 
63

Decarbonization
support the 1.5°C target to fight  
global warming
Resource efficiency
achieve circularity and  
dematerialization
Our key ambitions: 1
	
→Net Zero operations by 2030, with 55% reduction 
by 2025 and 90% by 2030 
	
→Net Zero supply chain by 2050, 20% emissions 
reduction by 2030
	
Additional topics: 
	
→Joining the EP100, EV100, and RE100 initiative 2
	
→Portfolio to support customers in climate pro-
tection
	
→Disclosure of taxonomy-eligible revenues, 
­capital expenditures, and operating expenses 
for the first time
Our key ambitions: 1
	
→Next-level Robust Eco Design for 100% of relevant 
Siemens product families by 2030
	
→Natural resource decoupling through increased 
purchase of secondary materials for metals and 
resins
	
→Circularity through waste-to-landfill reduction of 
50% by 2025 and toward zero landfill waste by 
2030
 
	
Additional topics: 
	
→Improving energy efficiency by 10% by 2030 
	
→Continuous increase in share of material 
recycling of total waste 
	
→Phasing out single-use plastics at our sites 
worldwide
Page 64 – 87 
Environment 
Conservation of nature 
and resources
1	
Siemens without SHS.
2	
Improving energy productivity (EP), use of electric vehicles (EV), and 
use of renewable energy (RE).
SIEMENS SUSTAINABILITY REPORT 2022 
64

Holistic environmental protection 
Siemens is a corporation that operates internationally, with 
­locations all over the world. We are active in a wide range of mar-
kets. At the same time, we are aware that our actions have an 
impact on our environment, whether in the production of raw 
materials for our products, in our supply chain and our own pro-
duction operations, or in the use, recycling, or disposal of those 
products.
In managing the environmental impact of our business activities 
throughout the value chain, we strive to go beyond what is re-
quired by law. We are working on making what we do more 
compatible with economic, ecological, and social requirements. 
We thus increase our customers’ competitiveness and lay the 
groundwork for our own business future in harmony with our 
environment. In collaboration with our business partners, we 
aim to steadily reduce the environmental impact of using our 
products by creating options for repair, reuse, recycling and re-
furbishment, as well as minimizing our own use or consumption 
of energy, materials, and supplies, while likewise minimizing 
emissions.
All ecological aspects that are relevant for Siemens are governed 
by our environmental policies, which we published in fiscal 2022 
on our redesigned 
 WEBSITE on environmental protection. These 
policies guide and improve our environmental management at 
our own locations, and also include our suppliers, service pro-
viders, and contracting partners by way of our Siemens Group 
Code of Conduct for Suppliers and Third Party Intermediaries. In 
this way we extend environmental protection beyond our own 
business operations. Our environmental policies also include a 
commitment to increasingly mitigate the environmental impact 
of our products, solutions, systems, and services. Evaluating 
­sustainability aspects is an integral part of our due diligence 
guidance. That means that we take environmental protection 
into account when making decisions on corporate mergers and 
­acquisitions. Our environmental policies require our locations to 
avoid activities with an adverse impact on local biodiversity, to 
perform water risk analyses, and to take steps to protect water 
bodies. That is especially the case in particularly vulnerable areas. 
The policies furthermore include mandatory rules for handling 
and reducing CO2 emissions and waste, with special attention to 
landfill waste. 
A member of the Managing Board has been appointed to ensure 
that we operate in compliance with our environmental guide-
lines. This is governed by the EHS Principles, an internal Manag-
ing Board guideline. 
Siemens has established a number of panels of experts to ensure 
that environmental aspects are always an integral part of our 
business decisions. The Global Board EHS, composed of experts 
in their fields, develops environmental protection measures and 
programs, and advises the Managing Board member responsible 
for environmental protection, with additional consultation of the 
Siemens Sustainability Board. Managers in charge of operations 
oversee the implementation of environmental guidelines and 
programs, drawing on the advice of EHS experts and the various 
business segments’ sustainability officers. 
The Environmental Council is composed of the environmental 
experts from our businesses and countries, along with experts 
in corporate governance, environmental protection, supply 
chains, sustainability, finance, technology, real estate, and insur-
ance. It assesses the company’s environmental risks and oppor-
tunities according to uniform criteria, and reports to the Siemens 
Enterprise Risk Management system. 
Holistic environmental protection 
SIEMENS SUSTAINABILITY REPORT 2022 
65

Operational environmental management is based on the 
ISO 14001 and 50001 standards for energy-intensive units and 
on the IEC 62430 norm for the environmentally compatible de-
sign of products, systems, solutions, and services. These norms 
are implemented by way of our own binding standard.
Our environmental objectives and ambitions are embedded in 
our Eco Efficiency @ Siemens environmental program, the 
DEGREE sustainability framework, and individual environmental 
initiatives. 
Our Eco Efficiency @ Siemens program addresses environmental 
aspects specific to our products and production. It also defines 
objectives for improving our environmental management, for 
instance by encouraging a circular economy and generally 
­dematerializing our business processes.
The program has three components. At the center of the 
­"Responsible Product Development" program item is our Robust 
Eco Design approach. Its main objective is the introduction of 
methods and rules for dematerialization along the entire value 
chain. Our ambition is to apply Robust Eco Design in all relevant 
product families by 2030, while taking all stakeholder needs duly 
into account. The second component of the program, a Clean 
Supply Chain, aims to increase the percentage of secondary ma-
terials we use, and to reduce regulated substances by 2030. The 
third component, Efficient Own Operations, aims to reduce the 
environmental ­impact of our own sites. Even before the supply 
situation in the energy market became so acute, we had adopted 
the objective of increasing our energy efficiency 10% by 2030. 
We also aim to improve our waste management by cutting our 
landfill waste in half by 2025. By 2030 we want to push our waste 
management in the direction of preventing landfill waste entire-
ly, and to ­increase the percentage of material recycling. 
Several points of the Eco Efficiency @ Siemens program – Robust 
Eco Design, increasing the percentage of secondary materials, 
and reducing landfill waste – are incorporated into Siemens’ 
DEGREE sustainability framework, under R for Resource Efficiency. 
Additionally, the framework pools our ambitions for reducing 
greenhouse gas emissions under D for Decarbonization. 
Responsible Product 
Development
 
Clean Supply Chain
Efficient Own  
Operations
Eco Efficiency @ Siemens
Products and solutions are at the core 
of business. Evaluating our portfolio 
and applying an eco-design approach 
to relevant product families supports 
us in selling eco-efficient products and 
solutions.
A clean supply chain is central on the 
path to decoupling natural resource 
use. Which is why we will be sourcing 
more secondary materials and take 
continuous action to initiate the 
­replacement of regulated substances 
according to IEC 62474.
Efficiently managing our own  
production sites and offices continues  
to be key in our environmental  
approach, particularly by enhancing 
waste management practices and  
using clean energy effectively.
DEGREE, Eco Efficiency @ Siemens,  
and our environmental initiatives  
give Siemens a broad range of  
instruments to guide its objectives in 
environmental protection
Holistic environmental protection 
SIEMENS SUSTAINABILITY REPORT 2022 
66

As part of the same effort, our commitment to the Science Based 
Target Initiative (SBTi) supports achieving the Paris Climate 
­Accords’ 1.5ºC target to limit global warming.
By joining the SBTi, Siemens has pledged to further reduce all 
greenhosuse gas emissions generated along the entire value 
chain. Our goal is to reduce the CO2 emissions from our business 
operations to the point that under the terms of the recognized 
climate models, our business segments’ output is compatible 
with the 1.5ºC target. Measures within our own business pro-
cesses – like electrifying our vehicle fleet, converting to green 
electricity, and optimizing our buildings – as well as in the supply 
chain and the expanded value chain will play an important role 
in achieving our targets. 
In addition to our long-term Eco Efficiency @ Siemens environ-
mental program and the DEGREE framework, Siemens has other 
environmental initiatives that give it flexibly timed, focused tools 
for managing and improving its environmental impact. At pres-
ent, our initiatives have set targets for water and biodiversity. 
Development of environmental protection
In a rapidly expanding global economy characterized by ongoing 
urbanization and world population growth, environmental pro-
tection is becoming more and more important. 
In this connection, Siemens is an advocate of the global Green 
Deal initiatives, such as the European Green Deal, which has 
adopted the objective of transitioning to a circular economy, 
restoring biodiversity, reducing the release of pollutants into the 
environment, and achieving climate neutrality by 2050. As part 
of the New Circular Economy Action Plan, in March 2022 the 
European Commission proposed an Ecodesign Regulation for 
sustainable products. It aims to address the most harmful impacts 
on the environment and to transition away from a linear approach 
to a circular way of doing business. 
To evaluate the European Union’s Green Deal policy and similar 
developments around the world, and to implement the associ-
ated requirements, the Green Deals @ Siemens project has been 
pursued further. Specialized project groups are working to ensure 
that the legal requirements are implemented smoothly.
We are constantly at work to expand and improve our employees' 
knowledge and awareness of environmental protection. For 
­instance, we have developed an internal white paper and the 
­two-part Circular Design learning program that explains the 
­requirements Siemens must currently meet for our products’ 
sustainability, and links those requirements with our Robust Eco 
Design approach. This program has been available online to all 
Siemens employees1 since fiscal 2022. Informational campaigns 
for World Environment Day and Earth Overshoot Day raise aware-
ness of environmental protection in a global context. And in our 
“Thank You” campaign, we honor employees’ special achieve-
ments in environmental protection, and publish these achievers’ 
portraits and success stories on our in-house information plat-
form “Siemens World.”
1	
Siemens without SHS
Holistic environmental protection 
SIEMENS SUSTAINABILITY REPORT 2022 
67

4.1
Climate action
	
– Our pledge: We are making a contribution to limiting 
global warming to 1.5 degrees Celsius
	
– Our targets: To reduce emissions from business 
operations of Siemens without SHS by 55% by 2025 
and 90% by 2030 
	
– Net Zero operations by 2030 and supply chain by 2050
	
– Our path: Continuous reduction of emissions from 
business operations, collaboration with suppliers, and 
a portfolio that helps our customers protect the 
environment 
We have pledged to make an important contribution to the de-
carbonization of the global economy, which scientists say must 
be achieved well before the end of the 21st century. We will reach 
this goal with the aid of an appropriate governance structure, 
including strategy and risk management, and by acting in accor-
dance with the recommendations of the Task Force on Climate-­
Related Financial Disclosures (TCFD). In addition, our products 
and solutions are making an important contribution to decar-
bonization at our customers – something that also creates addi-
tional business opportunities for Siemens.
We have further strengthened our climate protection strategy 
with our validated 1.5 degree Celsius Science Based Target. 
­Joining the initiatives 
 RE100 (COMPLETE CONVERSION TO GREEN ELEC­
TRICITY), 
 EV100 (CONVERSION OF THE VEHICLE FLEET TO ELECTRIC VEHI­
CLES), and 
 EP100 (NET-ZERO EMISSION BUILDINGS) contributes to 
achieving our decarbonization targets. As key elements of our 
management approach, the reduction of CO2 emissions in the 
company’s own operations is embedded in the Long-term Incen-
tive (LTI) compensation component of the senior management 
of Siemens (excluding SHS), and our business units are charged 
with the responsibility of reducing their respective emissions. 
 SUSTAINABILITY REFLECTED IN MANAGEMENT COMPENSATION
Our approaches to reducing emissions target the entire value 
chain. During the use phase of our products, the main source of 
CO2 emissions is the use of electrical energy. Consequently, the 
key levers for lowering emissions during the product use phase 
aim to boost energy efficiency and promote digitalization. We 
report CO2 avoidance through the use of Siemens products and 
solutions in the section “Our contribution to climate protection 
at customers.”
Our binding climate protection targets and measures are grouped 
within the “D” (Decarbonization) category of our DEGREE frame-
work for sustainability at Siemens.
Transparency on greenhouse gas emissions
We report our greenhouse gas emissions on the basis of the 
Greenhouse Gas (GHG) Protocol corporate standard published 
by the World Resources Institute (WRI) and the World Business 
Council for Sustainable Development (WBCSD). Direct green-
house gas emissions (Scope 1) arise from sources that are in the 
company’s possession or under its control. Indirect greenhouse 
gas emissions (Scope 2) arise from the use of purchased electric-
ity and district heating. Since fiscal 2016, we have also reported 
upstream Scope 3 emissions arising within our supply chain, from 
sources such as business travel, capital goods, fuels and energy-­
relevant activities, and shipments. Scope 3 emissions from our 
supply chain have been calculated using a cross-regional, macro­
economic input-output model based on our volume of purchased 
goods and services. We also report downstream Scope 3 emis-
sions, including those arising from the use of our products, our 
investments, employee commuting, and work-from-home activities.
4.1  Climate action
SIEMENS SUSTAINABILITY REPORT 2022 
68

Greenhouse gas emissions
(Siemens incl. SHS, 
in 1,000 metric tons of CO2 equivalents)
Fiscal year
2022
2021
Scope 1
393
386
Scope 21
189
208
Sum Scope 1 and 2
582
595
Scope 3
Purchased goods & services4
9,557
8,530
Capital goods4
458
423
Fuel and energy-related activities4
137
127
Waste in operations4
25
24
Transportation upstream4
1,118
830
Business travel
122
63
Employee commuting2
98
94
Sum Scope 3 upstream
11,515
10,091
Use of sold products5
442,175
467,424
Investments3
3,915
4,198
Sum Scope 3 downstream
446,090
471,622
Total Scope 3
457,606
481,713
1	
We calculate our emissions from electricity consumption on the basis of the  
CO2 emission factors of local sites according to the market-based approach.
2	
Not part of supply chain emissions reduction.
3	
Calculation method further developed in fiscal year 2022 to take account of  
equity capital of entire project financing according to GHG Protocol
4	
Amendment of last year’s figures due to updated calculation methodology
5	
Amendment of last year’s figure due to updated calculation methodology
Climate protection targets within the value chain
By joining the Science Based Targets Initiative, Siemens has 
pledged to reduce emissions from its own operations (Scope 1 
and 2) by 50% by 2030 and its Scope 3 emissions (upstream and 
downstream) by 15% compared to 2019. These targets 
­underscore our commitment to making a contribution to limiting 
global warming to 1.5 degrees Celsius and to containing climate 
change.
By extending the Carbon-Neutral-2030 program that was first 
launched in 2015, we are applying our Science Based Target to 
the entire value chain and driving the physical reduction of 
greenhouse gas emissions in our business operations.
Our pledge to reduce greenhouse gas emissions is a key part of 
our DEGREE sustainability framework and is supported by the 
framework’s KPI “Net Zero operations by 2030” valid for Siemens 
without SHS. We have accelerated our reduction target for our 
business operations (Scopes 1 and 2) for Siemens without SHS 
by introducing an interim target of 55% reduction by 2025 (from 
2030) compared to 2019. Our target for 2025 creates addition-
al transparency along the reduction pathway towards 2030. By 
2030, we aim to reduce emissions from our business operations 
for Siemens without SHS by 90% instead of 50% compared to 
2019. We will then offset the remaining greenhouse gas emis-
sions with CO2 certificates that meet established standards in 
order to keep our Net Zero 2030 pledge. We have also issued an 
internal guideline defining parameters for the subsequently nec-
essary procurement of CO2 certificates, with an emphasis on 
high-quality CO2 certificates that meet established standards and 
make a positive contribution to the achievement of our Sustain-
able Development Goals, including those that are not related to 
climate protection.
By joining the RE100 initiative in 2021, we underscored our 
pledge to obtain all our electricity from renewable sources by 
2030 at the latest. As part of our commitment to EV100, we are 
striving to convert our motor vehicle fleet completely to electric 
vehicles by 2030. Our EP100 pledge bolsters our commitment 
to owning or leasing only buildings with no net CO2 emissions 
by 2030.
With regard to Scope 3 emissions, we are particularly focused on 
reducing emissions within our supply chain. Therefore, our am-
bition is to reduce our supply chain emissions for Siemens with-
out SHS 20% by 2030 and eliminate them completely by 2050. 
This ambition is also part of our DEGREE sustainability framework.
4.1  Climate action
SIEMENS SUSTAINABILITY REPORT 2022 
69

Progress DEGREE Decarbonization #1: 
Net Zero operations for ­Siemens with 
55% ­reduction by 2025 and 90% by 2030.
Compared to fiscal 2021, we reduced our Scope 1 and 
Scope 2 emissions in 2022 by 48 thousand metric tons 
of CO2 or 11%. We have reduced our Scope  1 and 
Scope 2 emissions by a total of 46% since fiscal 2019. 
This reduction is due primarily to the rigorous imple-
mentation of our energy procurement policies as well 
as to a number of other measures and initiatives, which 
are briefly described below.
RE100: 76% green electricity for Siemens without SHS
EV100: 4% electric vehicles for Siemens without SHS
EP100: Currently 37 Siemens sites with no net emissions 
during regular operations without SHS
Progress
Net Zero 2030: Moving toward CO2 neutrality
D
Decarbonization
Use of renewable energy
Even before we joined the RE100 Initiative, we worked continu-
ously to increase the share of electricity we obtain from renew-
able sources. Our goal is to use 100% green electricity by 2030 
at the latest. In fiscal 2022, more than 77% of our purchased 
electricity consisted of electricity from renewable sources. As a 
result, we reduced emissions by a total of 465 thousand metric 
tons of CO2 per year compared to the average electricity mix.
Due to regulatory restrictions in some countries, the complete 
conversion to green electricity is not yet possible at this time. 
Through our membership in RE100, we are attempting to have 
these regulations amended to make this conversion possible.
In purchasing green electricity, we follow the purchasing guide-
lines of the WWF’s Next Generation Green Electricity initiative.
Enovos Energie Deutschland and Siemens have concluded a 
power purchasing agreement (PPA). A total of 11 photovoltaic 
systems with a total capacity of about 200 GWh a year will be 
constructed in Germany’s South Eifel region over the next few 
months. Südeifel GmbH & Co KG will be responsible for the 
­planning, construction, and operation of the systems and for 
marketing the green electricity. Siemens will purchase 39.1 GWh 
of electricity a year.
The use of biogas is another component of our decarbonization 
strategy, with which we have reduced our annual emissions by 
19.6  thousand metric tons of CO2 compared to the use of 
­conventional natural gas. 
Reduction of motor fleet emissions
We are working to reduce the emissions from our motor vehicle 
fleet, which comprises around 42,000 vehicles, and are striving 
to electrify it completely by 2030 as part of our EV100 commit-
ment. In fiscal 2022, these emissions totaled around 213 thou-
sand metric tons of CO2.
We have increased the number of electric vehicles to around 
1,360, and charging points to around 2,200. About 3% of our 
vehicles are exclusively electric vehicles. 
In the UK, we have already made a great deal of progress in 
creating an exclusively electric motor fleet. As a result, 10% of 
the company fleet is now exclusively electric, and electric vehicles 
account for 37% of all new vehicle orders. 
Siemens without SHS
– 46%
FY 19: 737 kt CO2e
– 55% to 2025 
– 90% to 2030
  Emissions   
  Carbon offsets
737
450
402
332
75
–75
Emission reduction as part of the  
Net Zero 2030 program
(in 1,000 metric tons of CO2e for Siemens without SHS)
FY 
2019
FY 
2021
FY 
2022
FY 
2025
FY 
2030
e
to  
2019
– 46%
to  
2019
– 55% 
to  
2019
– 90% 
4.1  Climate action
SIEMENS SUSTAINABILITY REPORT 2022 
70

We have also been successful in Germany, where the more than 
1,000 electric vehicles that we have recently ordered comprise 
about 30% of our new vehicle orders.
Reduction of building emissions
With regard to building emissions, we want to own or lease only 
buildings with no net CO2 emissions by the year 2030 as part of 
our EP100 pledge. We intend to achieve this goal by means of 
various measures such as building new CO2-neutral buildings, 
modernizing existing buildings, and leasing office space with the 
lowest possible emissions. When all other measures have been 
exhausted, we will purchase high-quality CO2 certificates to off-
set the remaining emissions. Currently, 41 locations have no net 
CO2 emissions during regular operations.
We have issued a guideline defining the criteria for the CO2-neu-
tral operation of new buildings and setting maximum permissible 
emissions in the supply chain and in construction activities. 
Our New Normal Working Model is enabling us to reduce emis-
sions from the use of our buildings and from daily commutes, 
while increasing the emissions generated by people working 
from home. According to our calculations, the emissions gener-
ated in Category 3.7 “Employee Commuting” total 98 thousand 
metric tons of CO2, while the emissions created by working from 
home come to 24 thousand metric tons of CO2 (use of IT equip-
ment). For more details, see the chapter  WORKING AT SIEMENS.
Use of an internal CO2 price
In the UK and Brazil, we are currently using an internal CO2 price 
to manage our decarbonization activities. In the UK, we raised 
the price per ton of CO2e to GBP40 from GBP31 in fiscal 2022 in 
order to follow a clear path towards increasing CO2 costs. A ma-
jor part of the proceeds is used to expand the charging infrastruc-
ture for electric vehicles as, for example, at our new office loca-
tion in Farnborough. In Brazil, a so-called shadow price of US$240 
per ton of CO2e has been established in order to encourage in-
vestments in lower carbon alternatives and, for example, to drive 
the electrification of the motor vehicle fleet. 
Upstream emissions
Our upstream emissions total roughly 11.5 million metric tons 
of CO2 equivalents (million metric tons CO2e) and are therefore 
considerably higher than the emissions in our own business op-
erations. This is due to the fact that the operations in our supply 
chain are usually more energy-intensive than our own, primarily 
because they process raw materials. In our supply chain, as part 
of our upstream emissions, we have set the target for Siemens 
excluding SHS of reducing the CO2 emissions generated in our 
supply chain 20% by 2030 compared to 2020 and, in the long 
term, of achieving CO2-neutrality in the supply chain by 2050. 
A detailed description of our efforts to reduce CO2 emissions in 
our supply chain is available in the chapter 
 SUSTAINABLE SUPPLY 
CHAIN PRACTICES.
CO2 emissions produced in the use phase of our 
products
Due to our strategic focus on electrification, automation, and 
digitalization, we offer our customers highly efficient and long-
lived products that fulfill their function over a long period of time 
and are especially dependent on electricity for their operation. 
Our electric motors, which are efficient and long-lived, are an 
important factor in use phase emissions.
Emissions produced in the use phase of our products will contin-
uously decrease over time due to new product generations and 
to the ongoing conversion to renewable energies in users’ markets. 
Through the use of our products sold in fiscal 2022, 442.2 million 
metric tons of CO2e are generated. This is largely due to the use 
of electricity and their long lifetime. We have reported these 
emissions in fiscal 2022, since, in accordance with the Green-
house Gas (GHG) Protocol, emissions generated over a product’s 
entire assumed lifetime must be reported in the year of its sale. 
For calculating such emissions, we apply the global power mix 
emissions factor defined by the International Energy Agency 
(IEA). For calculations in the case of end products and key com-
ponents of end products (intermediate products), we apply the 
4.1  Climate action
SIEMENS SUSTAINABILITY REPORT 2022 
71

so-called “final product approach” set out in the GHG Protocol. 
This means that in the case of motors, for example, we take into 
account their power loss as well as their effective power. If we 
applied the “intermediate product approach” to all intermediate 
products – an approach that in the case of motors, for instance, 
takes into account only their power loss – the reported emissions 
would be lower. As part of our Science Based Targets, we have 
pledged to reduce the Scope 3 emissions (upstream and down-
stream) generated during the use phase of our products by 15% 
by 2030 compared to 2019. These Scope 3 emissions also include 
the use phase of our products (Scope 3.11 “Use Phase Emis-
sions”).
Our Blue "Blue GIS"-Portfolio is a prime example of our efforts to 
reduce emissions. The portfolio combines the advantages of 
gas-insulated switchgear with climate-friendly technology. The 
use of the fluorine-gas-free, non-toxic insulating gas reduces the 
CO2 emissions of medium-voltage switchgear throughout their 
entire service lives.
Our contribution to climate protection at 
customers
Focused on automation and digitalization, smart infrastructure 
for buildings and decentralized energy systems, and intelligent 
transportation solutions, the Siemens portfolio is making a key 
contribution to the transition to a low-carbon economy.
For 15 years, we reported the revenue from the elements of our 
Environmental Portfolio and also calculated the volume of the 
emissions our products and solutions avoided at customers. In 
2022, the EU Taxonomy introduced a classification system for 
sustainable business activities. Therefore, we have decided to 
terminate the current Environmental Portfolio of Siemens AG. 
From now on, we will report our revenue in connection with 
sustainable business activities in accordance with the EU Taxon-
omy reporting categories.  EU TAXONOMY
In order to make our portfolio’s contribution to limiting climate 
change transparent, we report how much greenhouse gas (called 
CO2 emissions in what follows) our products and solutions avoid 
compared to reference solutions and thus help our customers 
drive their decarbonization activities.
Many companies already report the reductions in CO2 emissions 
in the use phase at customers. But there is still no generally ac-
cepted standard for calculating these reductions – a standard 
that can supplement, for example, the GHG Protocol Corporate 
Accounting and Reporting Standard. As a result, each company 
defines for itself how it will measure emission avoidance at its 
customers. Due to the difference in definitions and product port-
folios, these approaches and results are generally not compara-
ble. In order to contribute to the standardization of the calcula-
tion and reporting of customer-related CO2 emissions, we are 
participating in a variety of working groups and associations.
To collect data on the avoided CO2 emissions at our customers, 
we have defined our own method, one that meets our require-
ment for high-quality, comprehensible KPIs. From now on, we 
will calculate the avoided emissions for all products and services 
sold in a fiscal year over the course of their entire use phase at 
customers. In this connection, we will apply the same logic for 
calculating Scope 3 emissions (Scope 3.11 “Use Phase Emis-
sions”) that we use to calculate and report in accordance with 
the GHG Protocol.
Emissions from the value chain and avoided CO2 emissions  
at customers
(in Million t CO2-equivalent)
Upstream 
Emissions
Own operations
Cradle to gate
Use phase and 
investments
Avoided 
emissions at 
customers 
11.5
0.6
153.2
12.1
446.1
∼ 37x
4.1  Climate action
SIEMENS SUSTAINABILITY REPORT 2022 
72

In fiscal 2022, we helped our customers avoid 153 million met-
ric tons of CO2e emissions. Due to the adjustment of our method 
of calculation, this figure is not comparable with the prior-year 
figures from the former Environmental Portfolio. The Siemens 
technologies that make the largest contribution to the avoidance 
of CO2 emissions at our customers are frequency converters, 
railbound passenger and freight transport, and building systems.
Avoided CO2-emissions at our customers
Fiscal year
(in million t CO2-equivalent)
2022
2021
Siemens
153
138
The avoidance of customer-related CO2 emissions in the use 
phase is a KPI for our contribution to decarbonization. On its own, 
however, this KPI does not reflect all of our portfolio’s positive 
effects at partners and customers. For example, there are still no 
robust calculation methods for quantifying the decarbonization 
effect of all solutions and products such as software and auto-
mation. Direct emission avoidance cannot currently be attribut-
ed to some of the products in the area of electrification and 
digitalization, which, as enabling technologies, are relevant 
forerunners of a sustainability economy. Nonetheless, these 
products play a role in achieving global environmental targets 
because they provide systems for the conversion to a climate-neu-
tral economy. They include, for example, smart products for in-
tegrating renewable energies, charging infrastructure for electric 
transport, and digital simulation environments.
Further details on our reporting principles are available in the 
 ANNEX.
Investment-related emissions
The financing solutions provided by Siemens Financial Services 
(SFS) enable infrastructure projects and technologies that make 
a significant contribution to decarbonization. Specifically, SFS 
provides equity and debt financing solutions to support projects 
with a total installed capacity of more than 22,400 MW of wind 
energy, 12,000 MW of solar energy, and 1,500 MW of other 
­renewable energy production (including battery storage) 
­worldwide.
Where SFS agreed to finance fossil power generation projects in 
fiscal 2022, its financial contributions corresponded to about 
3.9 million metric tons of CO2e over the duration of the projects 
(Scope 3.15 “Investments”).
Shaping climate policy frameworks
Beyond its own measures and activities, Siemens participates in 
committees and associations where it advocates further chang-
es in climate policy frameworks to support the following aspects:
	
→Accelerating decarbonation in all sectors through efficient 
energy use and electrification and increasing the share of 
energy from renewable sources
	
→Redesigning energy markets to ensure that adequate invest-
ments are made in sustainable, secure, and efficient energy 
systems
	
→Driving the development of local energy production from 
renewable sources, local energy markets, and sector coupling
	
→Accelerating the digitalization of the energy system in order 
to enable the integration of renewable energies, continuous 
grid optimization, and the integration of prosumers while 
guaranteeing grid stability
	
→Implementing a CO2 price that enables actual emissions-re-
lated costs to be integrated into business decision-making. 
The price should be high enough to trigger a shift to low-car-
bon technologies in line with the pledges made in the Paris 
Agreement (COP 21).
4.1  Climate action
SIEMENS SUSTAINABILITY REPORT 2022 
73

4.2
Conserving resources
	
– Progress toward DEGREE ambition to reduce the 
volume of landfill waste
	
– Improvement of energy efficiency as part of our Eco 
Efficiency @ Siemens target
	
– New water categories introduced
The environmentally sensitive and responsible use of limited 
resources is an integral part of environmental protection at 
Siemens. The “R” in our DEGREE sustainability framework stands 
for resource efficiency. In the Eco Efficiency @ Siemens environ-
mental program, dematerialization and the circular economy in 
our own operations are combined in the category Efficient Own 
Operations. Here we focus in particular on reducing the environ-
mental impact of the waste we produce and on improving our 
energy efficiency.
While many types of waste can be recycled or reprocessed in a 
functioning circular economy, the production of landfill waste 
has a particularly negative impact on the environment. Landfill 
waste takes up space, generates greenhouse gas emissions, in-
fluences local biodiversity, and causes health problems for people 
and ecosystems. That’s why we want our landfill waste, which 
has already been reduced through numerous reduction initia-
tives, to be reduced by 50% by 2025 compared to fiscal 2021 and 
progress towards zero landfill by 2030. We also want to contin-
uously increase the percentage of material recycling by 2030.1
Where the environmentally sensitive use of energy is concerned, 
we deliberately go beyond the avoidance of emissions from 
power generation. Because even the generation of green elec-
tricity – for example, through the use of wind turbines or photo-
voltaics – has a negative impact on the environment since these 
systems have first to be manufactured, they change the local 
landscape when in operation, and they have to be disposed of 
at the end of their lifecycles. For this reason, we aim to improve 
our entire energy efficiency by 10% by 2030 compared to 20211.
In addition to the goals of the Eco Efficiency @ Siemens program, 
we are actively pursuing resource conservation in other areas as 
well: For example, it is also vital for Siemens to identify and mit-
igate water risks, to reduce emissions of volatile organic com-
pounds (VOCs), and to foster biodiversity. 
Efficiently managing global protection of the 
environment and resources
The global goals of the Eco Efficiency @ Siemens program are 
converted into local targets and measures with the use of our 
locations‘ environmental and energy management systems. All 
our sites have an environmental management system in place. 
At least 184 of our locations, of which 181 have been audited 
by external auditors, now have environmental management 
systems that comply with the ISO 14001 norm. Such compliance 
requires, among other things, the training of all the employees 
at these locations in personnel- and location-specific environ-
mental protection topics. Another 38 Siemens locations have 
implemented energy management systems compliant with 
ISO 50001.
In collecting data on waste, we not only account for our own 
activities, we also analyze our entire supply chain.
We take a holistic approach to air pollution by analyzing our 
emissions locally at our office and production facilities. We also 
pay close attention to emissions of volatile organic compounds 
(VOCs), pollutants from combustion processes, and where still 
present, ozone-depleting substances (ODSs) at our environmen-
tally relevant locations. In our internal environmental standard, 
these principles and procedures are now implemented on a 
binding basis. 
1	
Siemens without SHS.
4.2  Conserving resources
SIEMENS SUSTAINABILITY REPORT 2022 
74

Water is one of humanity’s most important resources. For this 
reason, our company has been analyzing water scarcity, water 
pollution, and climate change as well as the development of 
flooding and precipitation patterns at our locations for several 
years. We consider these analyses in our business decisions – 
when, for example, we select the site for a location or implement 
precautionary measures. 
Energy efficiency enhanced
By 2030, we want to improve our energy efficiency compared to 
the basis year 2021 by 10%. To calculate energy efficiency, we 
compare our sales development in relation to energy consump-
tion. Due to reduced energy usage and a growth in sales, we 
enhanced our energy efficiency by 13% within the first year of 
the implementation of our Eco Efficiency @ Siemens program1. 
With the aid of global workshops, we are fostering, among other 
things, the exchange of best practices and knowledge transfers 
in this area at Siemens.
Looking at the individual categories of energy consumption, our 
use of primary energy declined 6% in fiscal 2022. Our consump-
tion of natural gas and liquid petroleum gas – which was a par-
ticular focus in fiscal 2022 due to gas shortages – declined 6% 
year-over-year. Our electricity consumption now stands at 
5.6 million gigajoules (GJ). Overall, the consumption of second-
ary energy rose by 2% in comparison to previous year.
To determine energy consumption by our company vehicles, we 
calculated the consumption of all cars used by employees and 
for services as well as our trucks. In fiscal 2022, the company 
fleet consumed about 2.92 million GJ of fuel. The figure from 
the previous year was 2.66 million GJ. The increase of 10% can 
be traced back to the resumption of business travel after the first 
wave of the COVID-19 pandemic. 
1	
Siemens without SHS.
Natural gas /  
liquid petroleum gas
Electricity
Fuel oil,   
gasoline / diesel
District heating
FY 2021
FY 2021
FY 2021
FY 2021
FY 2022
FY 2022
FY 2022
FY 2022
2,927
5,629
63
1,163
3,118
5,329
62
1,337
Primary energy
(1,000 gigajoules)
Secondary energy
(1,000 gigajoules)
Total
Total
FY 2021
FY 2021
3,198
6,792
FY 2022
FY 2022
3,010
6,665
13 %1
improvement of efficiency in primary  
energy use compared to 2021
4.2  Conserving resources
SIEMENS SUSTAINABILITY REPORT 2022 
75

Emissions of air pollutants
In addition to greenhouse gas emissions, Siemens also gathers 
data on volatile organic compounds, which are used as solvents 
in paints and adhesives and for impregnation and surface clean-
ing processes. These compounds are precursors of ground-level 
ozone and therefore contribute to what is known as “summer 
smog.” 
Atmospheric pollutant emissions
Fiscal year
(in metric tons)
2022
2021
Volatile organic compounds1
274
276
Ozone-depleting substances in metric tons 
of R11 equivalent2
0.036
0.030
1	
Change in last year’s data caused by subsequent adjustment
2	
The R11 equivalent is a measure of ozone depletion potential
We reduced our emissions of volatile organic compounds by 
another 1% from the previous year to 274 metric tons. Total 
emission of ozone-depleting substances increased slightly ­and 
now amounts to 0.036 t.
We determined the quantity of nitrogen oxides in our relevant 
thermal processes with the aid of computational procedures, 
assuming typical combustion conditions. For fiscal 2022, this 
yielded a figure of 58 metric tons for our environmentally rele-
vant locations, compared to 69 metric tons 2 the year before. This 
figure includes nitrogen oxides that are released in burning the 
fuels listed under primary energy.
Efficient waste management
The environmental relevance of waste depends on the type of 
waste and the method used for its disposal. We distinguish 
between hazardous and non-hazardous waste, and between 
construction and demolition waste. The treatment of hazardous 
and non-hazardous waste is further subdivided into material 
recycling, thermal recovery, thermal disposal, and landfill. Waste 
flows from construction or demolition work are reported sepa-
rately because these types of waste are created independent of 
production.
Progress DEGREE Resource efficiency # 8: 
Reduction of waste-to-landfill of 50% by 
2025
Landfill waste is the type of waste with the greatest 
environmental impact. That’s why we want to reduce 
both our hazardous and our non-hazardous landfill 
waste by 50% by fiscal 2025 compared to fiscal 2021 
and have included these ambitions in our DEGREE 
framework as well as the Eco Efficiency @ Siemens 
program. With the aid of worldwide workshops, we 
have developed and implemented measures to im-
prove our waste management. Compared to the base 
year 2021, we reduced our landfill waste by 12.4%. 
Progress
R
Resource efficiency
Siemens without SHS.
The volume of non-hazardous waste declined 5% compared to 
the previous year whereas the volume of hazardous waste in-
creased. Construction waste decreased 37% in the same period. 
Compared to fiscal 2021, the total waste volume was reduced 
by 7%.
2	
Adjustment of the previous year’s value due to changed emission factors
– 12 %
FY 21: 0%
50 % by 2025 
~100 % by 2030
15
Hazardous waste
224  
Non-hazardous 
waste
FY 2022
257
total
18 
Construction waste
Waste
(in 1,000 metric tons)
4.2  Conserving resources
SIEMENS SUSTAINABILITY REPORT 2022 
76

Excluding construction waste, the amount of recycling and re-
covery from waste as a percentage of total waste came to 93%, 
which includes material recycling. At Siemens without SHS, we 
want to increase the amount of material recycling in the years 
ahead as part of the Eco Efficiency @ Siemens program. In fiscal 
2022, the amount totalled 84%. 
Water risk analysis
The aim of our water strategy is to minimize the adverse local 
effects of our water consumption and use. Here we take account 
of such factors as water scarcity, water pollution, flooding, local 
fire risks, and the consequences of climate change. In 2021, we 
transferred our water strategy to our standard regulatory frame-
work, the Environmental Protection Standard, after it had been 
successfully implemented worldwide by 2020 via our last envi-
ronmental program, Serve the Environment. The necessary 
­analytic process begins with an assessment of our environmen-
tally relevant locations using the Aqueduct Water Risk Atlas from 
the World Resources Institute (WRI). With the aid of an addition-
al, specially developed internal analytical tool, Siemens assesses 
the risks that result on the local level from our locations’ activities 
and sets them in relation to regional water risks. Locations with 
a high-risk assessment must define targets to reduce it. In fiscal 
2022, 93% of our locations implemented this water strategy.
Due to the increasing political importance of water and the im-
pact of climate change, we expanded the analysis of our wa-
ter-related risks in 2022 to include our supply chain. On the basis 
of this analysis, we want to derive further measures for sustain-
able water use in the future.
In fiscal 2022, we also updated the categories we use for water 
reporting in order to monitor the impact of our water use more 
efficiently and shape our water use more sustainably. The new 
categories enable us to contrast water withdrawal and water 
discharge.
Our total water use decreased 14% from the previous year and 
is now 12.9 million m3. The largest share of our water use is for 
cooling processes. These processes leave the water’s chemical 
quality largely unchanged, so that the water can be returned 
directly to the receiving water body or groundwater.
Water consumption is a water substream with a major environ-
mental impact since it withdraws water from the catchment 
area – in our case, mostly by evaporation. At 0.45 million m3, the 
share is relatively small. Of this amount, 0.07 million m3 is 
­accounted for by water consumption in water stress areas.
93 %
of our locations have  
implemented a water strategy
Recycling and recovery
(in %)
92
Total
93 
Total
Share of recycling and
recovery in total waste1
FY 2021
FY 2022
1	
Excluding construction waste, including thermal recovery.
0.45
Water consumption
1.07
Surface water
7.73
Groundwater
3.56 
3rd-party water
Water discharge / -consumption 
(in million m3)
4.2  Conserving resources
SIEMENS SUSTAINABILITY REPORT 2022 
77

Initiatives for greater biodiversity 
The aim of Siemens’ environmental management system is to 
foster the preservation of a diverse natural environment. Bio­
diversity and conservation are defined in our environmental 
policies as environmental aspects at the company level that must 
be assessed locally. The aim here is to ensure that the business 
­activities in our factories and offices do not reduce species diver-
sity beyond an unavoidable minimum. This approach is part of 
our location planning, includes concepts for nurturing both 
plants and animals, and has already generated a large number 
of projects – ranging from the planting of flowering meadows 
and the installation of nesting places for animals and birds to the 
creation of a 45 km2 nature reserve (complete with a learning 
trail) in the Atlantic rainforest at our location in Anhangüera, 
Brazil. 
To further develop our approach to biodiversity, we have entered 
a strategic partnership with a consulting firm specializing in 
­biodiversity – experts who will help us scientifically assess our 
biodiversity footprint and expand our commitment to sustain-
ability.
Incidents relevant to the environment and fines 
Siemens uses a worldwide reporting system to document envi-
ronmental incidents. In fiscal 2022 we recorded 41 incidents, of 
which one incurred a fine. Out of these incidents, 34 were minor 
environmental spills or gas losses with low impacts. They in-
volved spills of chemicals, diesel, hydraulic oils, or resins and 
losses of coolants gases.
For more information about the methods used, environmental 
reporting, and environmental data collection, see the chapter 
 REPORTING METHODOLOGY. 
4.2  Conserving resources
SIEMENS SUSTAINABILITY REPORT 2022 
78

4.3
Product stewardship 
	
– Strive for sustainable growth by decoupling  
the creation of economic value from resource  
consumption 
	
– Aim to increase the share of secondary materials, 
reduce the number of declarable substances, and take 
circularity into account in product design
	
– Update the Ecodesign requirements in the Siemens 
standard for the design of environmentally compatible 
products, systems, solutions, and services 
Environmentally compatible product design based 
on established standards
Society’s rising expectations for corporate environmental respon-
sibility have not only led to stricter legal regulations, but have 
also opened up new business opportunities, such as take back 
and recycling of products. This trend has also increased the 
­strategic importance of Ecodesign – the consideration of envi-
ronmental aspects of products, systems, solutions, and services 
throughout their life cycle.
Up to 80% of the environmental impact of products, systems, 
solutions, and services is already determined when the design 
requirements are defined. Fundamental Ecodesign approaches 
at Siemens include increased resource efficiency and decarbon-
ization during production, higher productivity and efficiency 
during use, and product designs that support circularity. In ac-
cordance with the international standards IEC 62430, ISO 14006, 
and ISO 14009, Siemens follows an Ecodesign approach that 
introduces global methods and rules for the environmentally 
compatible design to determine the environmental impact of its 
products, systems, solutions, and services in all life cycle phases. 
Implementation of this standard is the responsibility of the heads 
of the operating business units and is an integral part of the 
company’s annual environmental review according to ISO 14001. 
The strategic focus of our Ecodesign approach is primarily on 
increasing the resource productivity of our portfolio used by our 
customers by ensuring optimal interactions of the products, sys-
tems, solutions, and services in all their life cycle phases. In 
particular, we currently see an increased resource productivity 
and the management of substances as effective levers for reduc-
ing potential environmental impacts, since these factors have a 
direct effect on climate as well as on biodiversity. Other strategic 
­aspects of our environmentally compatible product design relate 
to specifying requirements for the production and material com-
position of products, systems, solutions, and services in order to 
improve their circularity and continuously optimize material 
efficiency throughout their life cycle. 
This approach is embedded as “R” for Resource efficiency in our 
Siemens DEGREE framework. Its main objective is the introduc-
tion of methods and rules for dematerialization along the entire 
­value chain. Our intensified use of life cycle assessments and 
environmental product declarations enables us to identify envi-
ronmentally compatible design alternatives that take circularity 
into account and can be integrated into product specifications. 
Among other things, we will be applying the “Robust Eco Design” 
approach to all relevant 1 products, systems, solutions, and ser-
vices by 2030. This should also entail a steady increase in the 
number of life cycle assessments and environmental product 
declarations. As a result, we are continuously expanding our 
database for monitoring and communicating the environmental 
performance of our products.
1	
Relevant: All products, systems, solutions, and services whose sales are not 
­negligible, that will not be discontinued in the foreseeable future, or are not part  
of a confirmed spin-off. 
We focus on resource efficiency 
over a product’s entire life cycle 
4.3  Product stewardship 
SIEMENS SUSTAINABILITY REPORT 2022 
79

Practicing product stewardship with the  
Eco Efficiency @ Siemens environmental program
To exercise product stewardship regarding environmental pro-
tection, the comprehensive environmental program Eco Efficiency 
@ Siemens has defined special environmental protection priorities 
in the categories “Robust Eco Design” and “Clean Supply Chain.”
“Robust Eco Design” (RED) pursues the vision of a product life 
cycle that is as environmentally compatible as possible (see illus-
tration page 81), and in which all materials are recycled. At the 
same time, material and energy flows and losses are to be 
reduced to a necessary minimum. To achieve this, it is crucially 
important to begin addressing, as early as possible, the environ-
mental impacts expected in each of the product’s life cycle 
phases.
The RED approach is based on the international standard 
IEC 62430 “Environmentally Conscious Design for Electrical and 
Electronic Products” and our internal standard. They ensure that 
we meet all requirements for an environmentally compatible 
product design. This approach consists of three phases:
In the first phase, we use an “application perspective” in order to 
systematically identify the environmental requirements for rele-
vant product families from the perspective of the market and 
customers. At the same time, we homogenize our product fam-
ilies in terms of stakeholder requirements and demands. This is 
done on the basis of the underlying technology or design, when 
it can be assumed that the environmental impacts are dependent 
on specific physical characteristics, such as performance or 
weight, that are scalable across the product family.
In the next phase, “solid foundation”, we quantitatively assess 
the environmental impacts of relevant product families using 
­comprehensive life cycle assessments based on ISO standards. 
Environmental product declarations are used to communicate 
the environmental impact and additional environmental param-
eters for circularity. Quantification of the environmental impact 
provides a basis for evaluating ecological improvement measures 
that consider factors such as function, quality, performance, 
safety, ethical and social standards, technical and business risks, 
and their integration into relevant processes. 
In the “dematerialization” phase, these measures are incorporated 
into the design specifications, insofar as they are feasible, and, 
in a subsequent phase, implemented in perspective and marketed. 
Benefits and effects can be optimized in this phase by applying 
various Ecodesign strategies. These strategies include, above all, 
increasing the use of secondary materials (recyclates), and con-
sidering service aspects like repairability and upgradeability, or 
the product’s suitability for refurbishment, remanufacturing, and 
recycling. The evaluation of new business models that ensure 
take backs after a product’s use could also be part of this phase. 
The aim here is to realize the maximum value and benefit from 
the products, components, and materials used, such as through 
“as a Service” models. 
4.3  Product stewardship 
SIEMENS SUSTAINABILITY REPORT 2022 
80

For the integration and specific application of RED in the business 
units, suitable individual processes must be implemented, or 
existing processes adapted. 
To track RED coverage, one calculates the percentage of 
Third-party revenue (excluding supporting businesses such as 
Real Estate and SHS) of the entire product portfolio that has been 
identified as an effective lever for increasing environmental per-
formance and where RED is already applied (“relevant product 
families”). The completed implementation of the individual RED 
phases achieved within the relevant product families is then 
aggregated and presented as the RED implementation level for 
the relevant product families. If a criterion is completely fulfilled, 
all revenue generated by the product is attributed to fulfillment; 
if it is only partially fulfilled, only 25% of the revenue is classified 
as such; if it is not fulfilled at all, the corresponding revenue is 
disregarded. Based on the degrees of fulfillment of the individ-
ual RED criteria, the average value is applied as the RED imple-
mentation degree of the given product family. The revenue share 
of the RED-conformant portfolio is then calculated by multiplying 
Progress DEGREE Resource efficiency #6: 
Next-level Robust Eco Design for 100%  
of relevant Siemens product families  
by 2030 
In fiscal 2022, 57% of our revenue has been identified 
as RED-relevant. The degree of implementation of our 
RED specifications in the relevant product families is 
35% compared to 26% in the base year 2021. Only 
when the degree of implementation reaches 100% 
it can be assumed that all relevant product families 
have completed each individual phase.
Progress
R
e
f
u
r
b
i
s
h
m
e
n
t 
a
n
d
r
e
m
a
n
u
f
a
c
t
u
ri
n
g
R
e
p
ai
r 
a
n
d
 r
e
u
s
e
R
e
c
yc
li
n
g
Waste recovery
Raw material  
extraction
Ecodesign
Production
Manufacturing
Use
Life Cycle (as completely closed as possible) as the vision of the Robust Eco Design approach
R
Resource efficiency
Siemens without SHS
FY 21: 26%
100% to 2030
35%
4.3  Product stewardship 
SIEMENS SUSTAINABILITY REPORT 2022 
81

Progress DEGREE Resource efficiency #7:  
Natural resource decoupling through 
increased purchase of secondary  
materials for metals and resins 
We want to increase the procurement of recycled 
materials – so-called secondary materials, metals and 
resins – and implement a circular economy. In fiscal 
2022, we purchased 34% of the metals – ­primarily 
iron, copper, and aluminum used in the manufacture 
of our products – from recycled sources. This percent-
age is the weighted average of the ­secondary mate-
rial proportions of the three metals on the basis of 
average regional or global values from literature 
values and supplier information. Last year this share 
was 38%. The decline in the proportion of secondary 
metals is primarily due to a shift in the ratio of the 
volumes of the various purchased metals. Moreover, 
in fiscal 2022 we again sourced less than 1% of the 
resins used to make our products from recycled sources. 
We continue to work with the recycling chains for 
technical plastics currently being established, and on 
further developing product specifications as well as 
material standards in this context.
Progress
R
Resource efficiency
the RED implementation degree by the revenues of the given 
product families. The implementation degree KPI for “Robust 
Eco Design” is calculated as the ratio of the total RED-confor-
mant revenue shares to the total revenues of the relevant 
product families. 
Within RED, coverage with full-scale life cycle assessments and 
environmental product declarations at the level of the relevant 
product families play an important role and are part of the RED goal.
The tasks in the Eco Efficiency @ Siemens program category 
“Clean Supply Chain” are derived directly from the RED criterion 
“dematerialization”. We want to proportionately increase our 
procurement of secondary metal and plastic materials by 2030. 
In doing so, we are concentrating on suppliers of raw materials 
and semifinished products that can be directly influenced by our 
own specifications. At the same time, we want to continuously 
reduce the share of our revenue that is generated from products, 
systems, solutions, and services that contain declarable substances.
Expand use of secondary materials
Siemens without SHS
Metals 34 %
Resins <1 %
4.3  Product stewardship 
SIEMENS SUSTAINABILITY REPORT 2022 
82

Risk-aware handling of declarable substances 
Another essential aspect of product stewardship is the responsi-
ble handling of substances that are potentially hazardous for the 
environment or health, such as those regulated by the EU REACh 
regulation. We work continuously on maximizing the degree of 
use of the digital industrial substance database BOMcheck by our 
suppliers. We are adapting internal IT procedures and material 
compliance processes with the aim of making the use of sub-
stances safer and are working proactively to substitute them. We 
comply fully with the declaration requirements according to 
­i­nternational legislation and IEC 62474, and optimize our inter-
faces and automated workflows constantly. 
Currently, up to 49% of our revenue (Siemens without SHS) is still 
generated with products, systems, solutions, and services that 
contain substances or groups of substances listed among those 
regulated by IEC 62474. This transparency enables us to continu-
ously seek ways to replace these substances whenever this is tech-
nically possible and reasonable. 
With the systematic application of our approaches to environ-
mentally compatible product design – designs that are transpar-
ent, resilient, compatible with the environment and climate 
protection over the product’s entire life cycle, and are thus future-­
proof – we want to comprehensibly support the replacement of 
declarable substances and decouple economic developments 
from resource consumption. We are undertaking this in close 
cooperation with our business partners.
Designed for longevity and ease 
of maintenance, with license-­
based individual upgrades as well 
as retrofit solutions, the Smart 
Infrastructure (SI) ACB is the core 
element of decentralized, renew-
able and transparent power sys-
tems while supporting resource 
conservation.
Siemens Mobility (SMO) is 
­developing the next generation 
of hydrogen-powered trains. 
Equipped with a fuel cell drive 
and a lithium-ion battery, the 
Mireo Plus H ensures local, emis-
sion-free mobility. 
By replacing the steam turbine 
drive with an electric drive from 
Large Drives Applications (LDA), it 
is possible to reduce local drive-­
related CO₂ and NOx emissions to 
zero. 
The innovative solution from Dig-
ital Industries (DI) enables large 
amounts of energy data to be re-
corded and analyzed. Thanks to 
the investment in efficiency and 
productivity, industrial customers 
can save significant amounts of 
energy and CO₂ emissions.
3WA Circuit 
Breakers
Air circuit breaker 
(ACB)
Mireo Plus H 
Hydrogen
trains 
Steam Turbine 
Replacement 
(STR)
Electric
drive train
SIMATIC  
Energy  
Manager PRO
Energy  
management 
system
Examples of solutions to increase resource efficiency at Siemens
4.3  Product stewardship 
SIEMENS SUSTAINABILITY REPORT 2022 
83

4.4
EU taxonomy
The EU taxonomy for sustainable activities, which took effect on 
July 12, 2020, is intended to direct investments toward sustain-
able projects and activities so as to achieve the EU’s decarbon-
ization and environmental objectives for 2030 and to make 
­Europe the world’s first climate-neutral continent by 2050.
Siemens supports the EU agenda’s general objectives for financ-
ing the transition to a sustainable economy. In this regard it also 
supports the EU taxonomy as the cornerstone for improving the 
requisite transparency and helping to steer investments toward 
sustainable activities that are needed in order to achieve the 
Union’s decarbonization and environmental objectives.
As a technology corporation with the businesses Digital Indus-
tries, Smart Infrastructure, Siemens Mobility, and Siemens 
Healthineers, all reported together as an Industrial Business – 
Siemens is developing a wide range of solutions for a path to a 
sustainable future. Among them are resource-efficient factories 
using digital technologies; smarter, more efficient buildings; 
stable, reliable power grids; integrating renewable energy sourc-
es and distributed energy resources; electrifying transportation 
with electric vehicles and rail cars; and advanced healthcare 
solutions.
Not all of the technologies that enable and support the EU’s de-
carbonization and environmental objectives are currently classi-
fied in the EU taxonomy. The reason is that many enabling 
­economic activities’ contribution to carbon reduction can only 
be derived indirectly. For that reason, we advocate expanding 
the EU taxonomy to include enabling economic activities that 
form important components of our portfolio, such as:
	
→Energy-efficient drive systems and electric motors 
	
→Industry software and IT/OT data-controlled solutions
	
→Technologies for low and medium-voltage power distribu-
tion and equipment for electrical installation. 
Taxonomy-eligible activities for climate change 
mitigation and climate change adaptation for 
fiscal 2022
In compliance with the EU Taxonomy Regulation and the supple-
menting Delegated Regulations, for the first time our Manage-
ment Report includes the proportion of our taxonomy-eligible 
revenues, capital expenditures, and operating expenses for fiscal 
2022 that relate to the environmental objectives of climate 
change mitigation and climate change adaptation as currently 
laid down in the EU taxonomy.
Taxonomy eligibility presupposes that an economic activity is 
mentioned and further described in the Delegated Acts. More-
over, for the current reporting period only the first two environ-
mental objectives (climate change mitigation and climate change 
adaptation) are relevant; these are the ones for which descrip-
tions of relevant activities and technical screening criteria are 
already available in the Delegated Acts.
EU taxonomy in the Management Report
The key performance indicators in this section were determined 
based on Commission Delegated Regulation (EU) 2021/2178 in 
conjunction with the International Financial Reporting Standards 
applicable for the Consolidated Financial Statements. Thereby, 
revenue, capital expenditures and operating expenses were pre-
dominantly directly allocated to an economic activity listed in 
Delegated Regulation (EU) 2020/852; in determining capital 
expenditures and operating expenses, allocations were also 
made based on the revenue of the taxonomy-eligible activities. 
To avoid double counting, the allocation was always made to one 
economic activity only. Taxonomy-eligible revenue accounted 
for 20% of revenue according to the Consolidated Statement of 
Income in the reporting year. In the reporting year, taxonomy-el-
igible capital expenditures accounted for 40% of additions (in-
cluding additions from business combinations) to other intangi-
ble assets and property, plant and equipment in accordance with 
4.4  EU taxonomy
SIEMENS SUSTAINABILITY REPORT 2022 
84

Note 13 to the Consolidated Financial Statements. Taxonomy-­
eligible operating expenses accounted for 14% of the corre-
sponding expenses recognized in the Consolidated Financial 
Statements in the reporting year. The remaining portions of the 
key performance indicators are not taxonomy-eligible. Our main 
taxonomy-eligible economic activities are derived from the man-
ufacture of low-carbon transport and energy-efficient building 
technologies (mainly from Mobility and Smart Infrastructure 
operations), transport infrastructure (from Mobility operations) 
and the service of energy-efficient building technologies (from 
Smart Infrastructure operations), as well as the Group’s own real 
estate portfolio. The majority of taxonomy-eligible capital expen-
ditures result from the latter economic activity. The above-­
mentioned economic activities refer to chapters 3, 6 and 7 of 
Annex I of Delegated Regulation (EU) 2020/852. 
 SIEMENS FINANCIAL REPORT FOR FISCAL 2022, COMBINED MANAGEMENT 
REPORT
The EU taxonomy in the context of our business
Digital Industries offers a comprehensive portfolio of products 
and system solutions for automation to be used in discrete and 
processing industries. It thus enables customers to optimize their 
entire value chain – from product design and development to 
production and after-sales service.
Only a very small portion of our portfolio in process automation 
and PLM life-cycle collaboration software comes under the current 
definition of eligibility in the EU taxonomy (climate change mit-
igation or climate change adaptation objectives), even though 
our portfolio of solutions make it possible to enhance efficiency, 
conserve resources, and thus reduce the emission of greenhouse 
gases. 
At present, the EU taxonomy does not cover energy-efficient 
drives and motors, even though they help mitigate emissions. 
Simulation software enables companies to evaluate designs 
­digitally before implementing them in reality, thus conserving 
resources (including energy) and reducing the associated emis-
sions. Our solutions include real-time monitoring, control, and 
modeling for production facilities, thus helping to optimize re-
source and energy consumption. By joining the real and digital 
worlds together in industry, we provide industrial vendors with the 
data transparency they need in order to optimize their business. 
The Smart Infrastructure portfolio from Siemens includes a broad 
range of products, services, solutions and software for all aspects 
of network management, electrical products, building automa-
tion, fire protection and security, e-mobility charging infrastruc-
ture, and energy efficiency. It delivers smart connections for 
energy systems, buildings, and industries. 
An important portion of its portfolio is devoted to integrating 
renewable energy into the power grid, employing electromobil-
ity, enhancing energy efficiency in buildings, and improving 
transparency in measuring infrastructure performance through 
the use of digital tools and data management solutions. 
A variety of business areas offer taxonomy-eligible components 
of the Siemens Smart Infrastructure portfolio: solutions and ser-
vices for installation, maintenance, and repair of energy-efficient 
systems, along with equipment for measuring and controlling 
buildings’ energy efficiency – especially building management 
systems. Energy performance contracts and installations for 
­renewable energy, such as photovoltaic systems, are likewise 
included in the EU taxonomy. Digital Services, which allow greater 
transparency and control, besides reducing maintenance expenses, 
are also eligible. Among the other eligible activities are the man-
ufacture of energy-efficiency equipment for buildings, such as 
building automation and control systems and energy manage-
ment systems; assisting with the transmission and distribution 
of electricity, for instance with control and automation systems 
for integrating distributed energy systems; producing e-mobility 
systems and solutions that open the way for low-carbon road 
transport; and creating data-driven solutions for reducing emis-
sions, such as building and network management software. 
But the Smart Infrastructure portfolio also includes key technol-
ogies that are not currently included in the EU taxonomy. Among 
these are equipment for electrical installation and technologies 
for low and medium-voltage power distribution that help with 
electrification and thus provide a lever for the overall decarbon-
ization of the economy. 
The Siemens Mobility portfolio comprises products, services, and 
solutions for all aspects of our core business areas: rail infrastruc-
ture automation and electrification, along with rail vehicles. 
4.4  EU taxonomy
SIEMENS SUSTAINABILITY REPORT 2022 
85

The portfolio includes streetcar systems, light rail and subway 
systems, local public transportation, regional trains, and 
­high-speed trains. It includes turnkey systems as well, and is 
supplemented with digital solutions, not only for mobility service 
providers and operators but for travelers. Travelers can draw on 
the support of intermodal route planning even before they leave 
home, as well as booking, ticketing, and payment, and up-to-date 
information delivered while they’re in transit. Mobility service 
providers and operators can optimize their rail networks and 
railway administration with features like trip planning and 
­reservations, train and network capacity planning, fleet and 
­infrastructure operation and maintenance, and all-inclusive life-
cycle asset management.
The Siemens Mobility portfolio includes eligible components 
from every business area. Our portfolio is very extensively aligned 
with the taxonomy thanks to our activities in the manufacture 
of low-carbon technologies for transport – rail vehicles especially. 
There is also very extensive alignment for our activities in the 
categories of infrastructure for rail transport and infrastructure 
enabling low-carbon road transport and public transport, which 
relate to our solutions for automating and electrifying railroad 
infrastructure. In addition to our products and solutions, these 
taxonomy-eligible activities also include our rail service business, 
with which we ensure the availability of railway infrastructure 
and vehicles through maintenance, technical support, qualifica-
tion, and training, among other things.
In its analysis of activities contributing to revenues, Siemens 
Healthineers concluded that the current EU Taxonomy Regula-
tion, with its focus on the objectives of climate change mitigation 
and climate change adaptation, is not applicable to the manu-
facture of medical products, which is Siemens Healthineers’ 
primary activity. Siemens Healthineers products and services do 
not serve primarily for reducing greenhouse gases, but rather help 
ensure the best possible healthcare delivery for society globally. 
4.4  EU taxonomy
SIEMENS SUSTAINABILITY REPORT 2022 
86

Examples of eligible and non-eligible Siemens 
portfolio in fiscal 2022
Not all of the technologies that enable and support the EU’s 
­decarbonization and environmental objectives are currently 
­classified in the EU taxonomy. The reason is that many enabling 
economic activities’ contribution to carbon reduction can only 
be derived indirectly. For that reason, we advocate expanding 
the EU taxonomy to include enabling economic activities that 
form important components of our portfolio.
Examples of eligible items in  
Siemens portfolio  
(fiscal 2022)
Examples of non-eligible items in  
Siemens portfolio  
(fiscal 2022)
Digital Industries
	
→Process automation portfolio
	
→PLM life-cycle collaboration software
	
→Automation products, systems, and services 
such as sensors, control technology, 
energy-efficient drives, and motors 
	
→Industry software and IT/OT data-controlled 
solutions 
Smart Infrastructure
	
→Solutions and services for the installation, 
maintenance, and repair of energy-efficient 
systems 
	
→Equipment for measuring and controlling 
energy efficiency of buildings, especially 
building management systems
	
→Energy performance contracts and  
installations for renewable energy
	
→Digital services that improve transparency 
and control and reduce maintenance 
expenses
	
→Manufacture of energy efficiency  
equipment for buildings 
	
→Transmission and distribution of electricity
	
→E-mobility systems and solutions 
	
→Data-controlled solutions for emission 
reduction, such as building and network 
management software 
	
→Technologies for low and medium-voltage 
power distribution
	
→Equipment for electrical installation 
	
→Fire protection portfolio
	
→Security portfolio
Siemens Mobility
	
→Rail vehicles
	
→Railway infrastructure, automation,  
and electrification
	
→Digital solutions for mobility service 
providers and operators
	
→Turnkey rail solutions
	
→Railway services
	
→Road traffic technology
Siemens Healthineers
	
→Entire portfolio
4.4  EU taxonomy
SIEMENS SUSTAINABILITY REPORT 2022 
87

SIEMENS SUSTAINABILITY REPORT 2022 
88
Page 88 – 109 
Social  
Contribution to  
people and society
Our key ambitions:1
	
→30% female share in top management by 2025
	
→Access to employee assistance program: maintain 
high level and expand globally to 100% 2
	
→Global commitment to the New Normal Work-
ing Model 3
	
Additional topics: 
	
→Supporting our people by offering attractive 
benefits
	
→“Diversity Charter” reinforces respect for Diversity 4
	
→Social engagement with three strategic ­priorities
Our key ambitions:1
	
→25 digital learning hours by 2025
	
→Access to employee assistance program: maintain 
high level and expand globally to 100% by 2025
	
→30% improvement in Siemens’ globally aggregat-
ed LTIFR 5 by 2025
	
Additional topics: 
	
→“MyGrowth” program to foster individual 
growth and performance at scale
	
→Wide range of opportunities for career entry 
and qualification
	
→Continued rollout of the Healthy and Safe @ 
Siemens program 
Equity
foster diversity, inclusion, and community 
development to create a sense of belonging
Employability
enable our people to stay resilient and relevant in 
a permanently changing environment
1	
Siemens without SHS.
2	
Where legally possible and reasonable.
3	
For employees with job profiles that make this possible and reasonable.
4	
Siemens AG Germany.
5	
LTIFR: Lost Time Injury Frequency Rate (of Siemens employees and temporary workers) baseline FY 2020.

SIEMENS SUSTAINABILITY REPORT 2022 
89
5.1 
Working at Siemens
	
– Global values and global corporate culture
	
– 311,0001 employees worldwide
	
– Supporting our people by offering attractive benefits 
For many years now, human capital has become more and more 
of a defining factor for sustainable growth, and thus for compa-
nies’ business success. Demographic change and the rising de-
mand for jobs with digital profiles, combined with the shrinking 
half-life of knowledge, are the principal structural challenges that 
we address in the People & Organization (P&O) unit (formerly 
Human Resources) at Siemens. The COVID-19 pandemic exacer-
bated the challenging situation in the job market even further.
To do full justice to our aspiration to #TransformTheEveryday2 in 
the face of these challenges both today and in the future, at 
Siemens we rely on a holistic strategy that focuses on people and 
their individual needs, interests, and abilities. As a technology 
company, we believe it is our mission to assist our people in 
handling the exponentially rapid development of technology, 
and to empower them for the digital age. We also want to rein-
force our position as an attractive employer so we can attract 
talented new staff and keep them with our company in the long 
term.
Our aim is to establish an integrating, empowering culture of 
growth and transformation that ensures both sustainable busi-
ness success and our people’s employability – an ambition that we 
are also pursuing with our four strategic priorities, 
 STRATEGY two 
of which are especially relevant to People & Organization (P&O): 
Empowered People and a Growth Mindset.2
Empowering people and fostering a growth 
mindset 
To overcome the current challenges, it’s indispensable to be able 
to respond fast and fully – both as a company, and as individuals. 
So at Siemens, we specifically promote a growth mindset and 
encourage all our employees to experiment, ask questions, and 
do what will help our company and our customers best.
Our innovative products and solutions are backed by highly qual-
ified people who apply their passion and expertise to develop 
technologies like our open Siemens Xcelerator2 business plat-
form – technologies that help our customers speed up their 
digital transformation, completely reinvent their companies and 
entire industries, and become more sustainable themselves.
We constantly invest in all levels of training for our people, and 
support them in remaining resilient as people and relevant as 
skilled workers. We also want to encourage their awareness of 
the importance of lifelong learning and enable them to cope 
better with change – and ultimately, to surpass their own previ-
ous levels of performance.
We have adopted ambitious, specific goals with our DEGREE 
sustainability framework. The three “E”s – Ethics, Equity, and 
­Employability – are the areas with the highest priority for the 
P&O function at Siemens.2  DEGREE
1	
All employee figures in this chapter refer to the headcount.
2	
Siemens excluding SHS.
5.1  Working at Siemens

SIEMENS SUSTAINABILITY REPORT 2022 
90
Establishing a culture of trust in the real and 
digital world
Our values and ethical standards for doing business are anchored 
in our Business Conduct Guidelines (BCGs). The BCGs define the 
basic principles and rules for our conduct both inside and outside 
the company, and are binding for all our employees, managers, 
and top management alike, worldwide. 
 COMPLIANCE AND ETHICS
Based on this culture of trust, we place fair treatment and respect 
at the heart of our value system. Our aim is to treat everyone 
fairly and respectfully, regardless of skin color, ethnic or social 
background, religion, age, disability, sexual identity and orienta-
tion, world view, or gender.  HUMAN RIGHTS Our goal is to be the 
employer of choice – a status confirmed by our ranking as a top 
employer by various organizations worldwide, and reflecting our 
commitment to diversity, inclusion, and a sense of belonging.
To highlight our culture of trust and empowerment, we are pur-
suing two initiatives in particular that concentrate on under-
standing and taking account of our people’s experiences, and on 
recognizing their achievements:
	
→We use the results of our Siemens Global Engagement Sur-
vey (SGES)2 at regular intervals to assess the efficacy and 
success of our actions, and to derive any necessary steps for 
improvement. In January 2022, we had a response rate for 
the SGES of 69% (up about 2 percentage points from the 
year before). Our People Net Promoter Score (pNPS) was 36 
(+9 from the prior year).
	
→The Werner von Siemens Award2 is given in six different 
categories to honor achievements that have had a positive 
impact on Siemens and beyond. Elements of our DEGREE 
framework are an integral part of the Werner von Siemens 
Award. In 2022, the trophies were presented to teams that 
enabled our customers to transform their industries, con-
tributed to technological innovation, served as a role model 
in digitization, or participated in an initiative involving inge-
nuity and social responsibility. Around 9,500 employees took 
part in this competition in 2022 and submitted 337 entries.
Progress DEGREE Equity #10:  
Access to employee share plans – 
maintain high level and expand  
globally to 100%1
Siemens employee share program strengthens 
identification with the company
Employee share ownership is an integral part of the 
Siemens DEGREE framework: We aim to maintain 
access to our employee share program at the 98% 
level and expand it globally to 100%.2 Owning a stake 
in the company is intended to motivate our people to 
take personal responsibility for their own actions. This 
ownership culture has a long tradition at Siemens: 
Our first profit-sharing program was introduced back 
in 1858. Today, the global Siemens share program, 
which has been offered annually since 2008, is one 
of the largest employee share programs in the world. 
More than 102,000 employees invested in their com-
pany in 2022, which means that almost 45% of all 
eligible employees participated.3 In addition, 
Siemens AG distributed around 573,000 free bonus 
shares to employees in the past fiscal year as part of 
the global share program.  DEGREE
Siemens Healthineers has its own share program that 
it offers to its employees.
Progress
E
Equity
1	 The DEGREE ambition applies for Siemens excluding SHS.
2	 Where legally possible and reasonable.
3	 Participation is open to all employees who were employee by a participating 
Siemens subsidiary on October 1 of the previous calendar year and continue to 
be employed at a participating Siemens subsidiary at least until the last day of 
the applicable offer period. Members of the Managing Board are excluded.
2	
Siemens excluding SHS.
99%
FY 21: 98%
100%
5.1  Working at Siemens

SIEMENS SUSTAINABILITY REPORT 2022 
91
Hires and exits
The number of new hires increased by approximately 38% com-
pared to fiscal 2021, while the number of exits increased by 25%.
The percentage of dismissals – as a percentage of all employee 
exits – was 10% in the reporting period, compared to 11% for 
the previous year. All other differences result from changes in 
the basis of consolidation and other changes. 
Siemens employee hires
Fiscal year
(in thousands)
2022
2021
Siemens
47.3
34.4
Europe, C.I.S.,¹ Africa, Middle East 
19.3
13.7
Americas 
13.7
10.6
Asia, Australia 
14.3
10.1
1	
Commonwealth of Independent States.
Women hired
Fiscal year
(as a percentage of new hires)
2022
2021
Siemens
30
30
Europe, C.I.S.,¹ Africa, Middle East 
28
29
Americas 
33
34
Asia, Australia 
30
29
1	
Commonwealth of Independent States.
Employee turnover rate ¹
Fiscal year
(in %)
2022
2021
Employee decision
6.6
4.7
Other reasons for exit
5.0
5.0
Total
11.6
9.7
1	
Employee turnover is defined as the ratio of voluntary and involuntary exits from 
Siemens during the fiscal year to the average number of employees.
Employee structure and change 
As of September 30, 2022, Siemens employed 311,000 people 
around the world. That represents an increase of about 8,000 
employees from September 30, 2021. 55% of all employees were 
in Europe, the Commonwealth of Independent States (CIS), 
­Africa, and the Middle East, 21% were in North America, Central 
America, and South America, and 24% in Asia and Australia. 94% 
have permanent contracts. In Asia and Australia, around one-fifth 
of the contracts are temporary, while in the other regions more 
than 95% of our employees have permanent employment 
­contracts.
The percentage of women in the total workforce is 27%.
27%
Women as a 
percentage of total 
employees
21%
Americas
55%  
Europe, C.I.S.,1  
Africa,  
Middle East
24% 
Asia, 
Australia
Siemens employees
(in % of total number of employees)
September 30, 2022
311,000
Total
1	
Commonwealth of Independent States.
5.1  Working at Siemens

SIEMENS SUSTAINABILITY REPORT 2022 
92
Commitment to fair pay
We want to guarantee fair pay (coverage of basic needs) that at 
least conforms to the national statutory minimum wage. Subject 
to national regulations, Siemens adheres to the principle of 
“equal pay for equal work” – for instance, equity in wages for 
women and men with the same job profile or same role.
We also review pay parity at regular intervals, so as to eliminate 
unjustified differences (with the same job profile, role, compe-
tencies, experience, performance, etc.), as further testimony of 
our unwavering commitment to fair payment for employees. 
In 2022 we reviewed our 21 largest companies in different 
­countries2 (selected by revenue) on the basis of our defined, 
market-based pay parity methodology. We are working with 
these companies to establish a long-term cultural change in sup-
port of our targets.
Employee benefits and opportunities for today 
and tomorrow
In a constantly changing world, we continuously compare and 
revise the employee benefits and opportunities we provide. We 
offer flexible benefits programs that support our people’s phys-
ical, mental, financial, and social well-being, both today and 
tomorrow. The Siemens benefits programs2 are intended to enable 
our people to realize their full potential and strengthen their resil-
ience with a variety of insurance policies, support benefits, retire-
ment arrangements, and elective plans. To understand the con-
stantly changing, diverse needs of our global team and their families, 
we watch the external market and track the latest trends and in-
novations in our industry, and we keep an eye on sustainability. 
 SIEMENS FINANCIAL REPORT FOR FISCAL 2022, COMBINED MANAGEMENT 
REPORT, PENSIONS
Working hours and working time arrangements
Average standard weekly working hours ¹
September 30,
(in hours)
2022
2021
Siemens
39.5
39.5
Europe, C.I.S.,2 Africa, Middle East 
38.0
38.0
Americas 
41.0
41.0
Asia, Australia 
41.8
41.9
1	
Contractual weekly working hours.
2	
Commonwealth of Independent States.
Use of working hour programs at Siemens
September 30,
(in thousands)
2022
2021
Part-time
13.8
13.8
Employees on leave or absence
  6.2
  6.3
Changes in age distribution
The distribution of employees by age group remained almost 
unchanged from the previous year. The average age in the re-
porting period was 42 years.
1	
Commonwealth of Independent States.
2	
Siemens excluding SHS.
Age structure
(as a percentage of total employees)
September 30, 2022
Siemens
Europe, C.I.S.,1 Africa, 
Middle East
Americas 
Asia, Australia 
26 %
23 %
44 %
30 %
30 %
28 %
24 %
38 %
23 %
26 %
26 %
15 %
17 %
20 %
27 %
3 %
< 35
35 – 44
45 – 54
> 54
5.1  Working at Siemens

SIEMENS SUSTAINABILITY REPORT 2022 
93
DEGREE Equity #11: Global commitment 
to the New Normal Working Model1
At Siemens, mobile working and flexibility of work 
location of the established hybrid New Normal Work-
ing Model (2–3 days of mobile work per week as a 
standard offering for our people worldwide) also 
strengthen our ability to attract and retain the best 
talent. Our DEGREE ambition of a global commitment 
to the New Normal Working Model supports this aim 
worldwide.  DEGREE
Progress
E
Equity
We also encourage balance between work and providing care for 
relatives. We are well aware that this topic is growing in impor-
tance, and we support our people in Germany who provide care 
for family members. We offer these people various support op-
tions through the Elder Care program. This program is based on 
four pillars: time off work and flexible working, communication, 
counseling, and training in health matters.
Childcare at Siemens
As part of its family-friendly corporate policy, for fiscal year 2022 
Siemens AG supported its people in Germany with a general 
tax-free childcare allowance of up to €100 per calendar month 
per child for the care of preschool-age children at a kindergarten 
or similar establishment. In addition, Siemens AG grants its part-
time employees in Germany a further tax-free childcare allow-
ance during parental leave. For fiscal 2022, this amounted to up 
to €500 per child per calendar month for childcare at a kinder-
garten or similar establishment, for children up to 14 months 
of age.
For our people in Germany, there are also further options, such 
as around 1,5002 childcare places, a summer vacation childcare 
program, and parent-child health retreats.
The FutureOfWork@SIEMENS initiative
As a future-oriented company, at Siemens we have a responsi-
bility to actively consider and shape the influence of current and 
future trends on our people, our work, and our working environ-
ment. This is what lies at the heart of the #FutureOfWork initia-
tive. In order to tackle structural change, it engages with two 
essential questions: HOW we will work in the future (#NewWork), 
and WHAT we will work on in the future (#NextWork).
Work-life balance
There is an increasing desire for more flexibility and more indi-
vidual solutions depending on phase of life when it comes to 
organizing working hours and work location. For this reason, we 
offer our people flexible working models, which are structured 
according to the local requirements in their various countries, 
and in ways compatible with the employees’ roles. Examples 
include mobile working, part-time hours, sabbaticals, time-outs, 
parental leave, and partial early retirement.
Mobile working will establish itself as the core element of a New 
Normal and promote a sustainable work culture and working 
environment. With mobile working within this New Normal, we 
want to motivate our people, improve our company’s perfor-
mance, and strengthen Siemens’ profile as a flexible, and 
­attractive employer.
2	
Siemens excluding SHS.
1	 For employees with job profiles that make this possible and reasonable. The 
Siemens New Normal Working Model and DEGREE ambition applies for Siemens 
excluding SHS.
Rollout continued
5.1  Working at Siemens

SIEMENS SUSTAINABILITY REPORT 2022 
94
The Siemens CEO* Program2 is an opportunity for outstanding 
candidates in the field of general management. By specifically 
developing their leadership skills and their global networks, the 
program prepares participants for future management respon-
sibilities.
The Siemens Finance Excellence Program (FEP) is a finance lead-
ership program and a stepping stone for future commercial 
leaders with a digital mindset. All program participants benefit 
from being assigned a personal mentor from among Siemens’ 
finance leadership team, accompanied by individually custom-
ized development measures.
The Siemens Graduate Program (SGP) is an international trainee 
program that has been in existence for more than 100 years for 
high-potential candidates with a master’s degree. It offers a cus-
tomized development journey and excellent networking oppor-
tunities throughout the company.
#NewWork includes making organizations more flexible and 
developing individual and organizational adaptability, such as 
agile forms of organization and new forms of collaboration, 
­leadership, and flexible working conditions. The #NewWork 
methodology was launched at the end of 2021 and is currently 
being applied by a variety of teams around the world.
#NextWork addresses the existential question of our future jobs, 
namely which activities and roles will exist tomorrow and be-
yond – both inside and outside our company. In this context, we 
identify the capabilities needed to enable an organization as a 
whole, but also our individual people, to prepare for the work of 
tomorrow. The #NextWork methodology was launched back in 
2020. We are currently scaling it up globally to support our var-
ious business units in identifying impact on the quality and quan-
tity of employment.
Our talent programs for individual career paths
Through a focused integration and development of the next 
generation of leaders, we make a sustainable contribution to-
ward a diverse, agile management team, and thus to the trans-
formation of Siemens. Our communities are linked by a strong 
growth mindset, as well as a sense of cohesion and dedication 
that extends above and beyond the program itself, and even 
beyond the individuals’ time at Siemens.
2	
Siemens excluding SHS.
5.1  Working at Siemens

5.2 
Diversity, Equity & Inclusion 
	
– Focus on strengthening sense of belonging 
	
– “Diversity Charter” reinforces respect for diversity1
	
– One of our DEGREE ambitions: 30% female share in 
Top Management by 2025 2
At Siemens, we transform the everyday – for our customers, our 
people, and society at large. This transformation also means 
committing to diversity, equity, and inclusion. To us, diver-
sity stands for the inclusion and interaction of different ways of 
thinking, backgrounds, experiences, skills, and individual quali-
ties across all levels and dimensions of the company. Equity is an 
integral part of our corporate culture. Inclusion enables every 
voice to be heard and get involved. Through a sense of belonging 
we empower our people and find untapped opportunities for 
everyone’s growth. This principle is reflected in the motto 
#BelongingTransforms.2
We actively promote diversity, equity, and inclusion by creating 
a working environment that is open and appreciative for all. Our 
commitment to human rights is anchored in our Siemens Busi-
ness Conduct Guidelines (BCGs). We do not tolerate discrimina-
tion of any kind. The guidelines clearly state: “We respect the 
personal dignity, privacy, and rights of each individual.” They also 
make it clear that Siemens is committed to maintaining a work-
place that is open to everybody regardless of ethnic origin, 
­culture, religion, age, disability, skin color, gender, sexual iden-
tity and orientation, or world view. 
 HUMAN RIGHTS
Global strategy with local implementation 2
We have been working for years now to build a diverse, equitable, 
inclusive corporate culture – and have had measurable success, 
including in our efforts to increase the global share of manage-
ment positions held by women by the year 2025. Over the past 
years, we have established a global Diversity, Equity & Inclusion 
(DEI) network, which is active in many regions of the world. 
Working with our Chief Diversity Officer (CDO), the global Diver-
sity, ­Equity & Inclusion Office provides support and assistance 
for a great many activities. Siemens Healthineers has its own 
Diversity, Equity & Inclusion (DEI) organization. 
Working on the basis of the Diversity Charter, Siemens and the 
company’s General Works Council have initiated various projects 
such as “Respect and Appreciation,” which sponsors local projects 
aimed at making these values come alive for our people working 
in different locations.1
Through sponsorships and strategic partnerships, we are also 
involved in other formats and initiatives such as the Diversity 
Charter initiative.1
In fiscal year 2022, Siemens received many diversity prizes and 
awards all over the world, including the “#Work human certified 
Enterprise” in the United States and the “Best Place to work for 
LGBTQ+ Equality – Human Rights Campaign (HRC)” in Mexico.2
1	
Siemens AG Germany.
2	
Siemens excluding SHS.
5.2  Diversity, Equity & Inclusion
SIEMENS SUSTAINABILITY REPORT 2022 
95

Pride@SIEMENS: Network of the 
LGBTQIA+3-Community
Siemens supports the UN Initiative for Global LGBTQIA+3-­
Standards of Conduct for Companies.2 
Our people throughout the world can come together to share 
their thoughts and feelings and support each other in our Pride 
Networks. People on the LGBTQIA+3-spectrum and straight ­allies4 
are equally welcome.
We also offer collegial counselling. The German model project 
“Trans* at work” was launched this year to support employees 
before, during, and after their transition.2 Based on this project, 
relevant guidelines were developed for employees and managers 
and “Trans Advocates” were named to serve as the first point of 
contact.2
Women in the workforce 
The percentage of women in the workforce at Siemens was 27% 
in 2022.
Progress DEGREE Equity #9:  
30% female share in Top Management 
by 20251
We aim to increase the percentage of top manage-
ment positions held by women globally to 30% by 
September 30, 2025.2 As of September 30, 2022, 
27.7% of top management positions were held by 
women (+0.2%-points compared to previous year). 
 DEGREE
Progress
E
Equity
We are also pursuing a variety of initiatives, programs, and mea-
sures to foster a cultural change toward gender parity, diversity, 
and integration. Among the many different women’s networks 
around the world are the following:
	
→Global Leadership of Women@Technology & Innovation 
(GLOW@TI):5 This in-house network for women with a back-
ground in science aims to promote careers for women. Wom-
en from this network were appointed to technology field and 
research group management positions in 2022.
	
→GROW2GLOW:5 The “GROW2GLOW” network provides busi-
ness coaching for women as a way of helping them realize 
their full potential. The network comprises around 
130 coaches in 13 countries.
2	
Siemens excluding SHS.
3	
Lesbian, Gay, Bisexual, Trans, Queer, Intersexual, and Asexual.
4	
“Straight allies” are persons who identify as heterosexual and cisgender, who support 
the LGBTQIA+ movement and also speak out against homophobia, lesbophobia, and 
transphobia.
5	
Applies for Siemens excluding SHS.
1	 This DEGREE ambition applies for Siemens excluding SHS.
2	 This does not affect local or company-specific diversity targets and requirements 
set by law or regulation. More details about the targets and staffing requirements 
that apply to Siemens AG, as well as the diversity concepts that are being pursued 
for the Supervisory Board and Managing Board of Siemens AG, can be found in 
the annual Corporate Governance Statement available on the Siemens Investor 
Relations website under the Corporate Governance heading.
We aim to keep expanding gender equality. Our commitment to 
advancing women at all levels of the company is not limited to 
complying with statutory or regulatory requirements.
27.7 %
FY 20: 22.7 %
30 % by 2025
1	
Employees in management positions include all managers with  
disciplinary responsibility.
Employees in management positions 1

September 30, 2022
20.6 %
Employees in  
management positions
Percentage of female employees 
in management positions
30,900
5.2  Diversity, Equity & Inclusion
SIEMENS SUSTAINABILITY REPORT 2022 
96

Inclusion of people with disabilities
Siemens strives to ensure equity for people with disabilities, their 
inclusion in society and the workplace, and their self-determined 
participation and right to be treated with respect. What counts 
for us is the person – disabilities should have no relevance at all. 
For that reason, we also aim for a barrier-free work environment. 
But at Siemens, inclusion means more than just accessibility: It 
is a holistic way of thinking and acting that eliminates both ­visible 
and invisible barriers and encourages a culture of conscious, 
equitable participation and understanding as a way of supporting 
and enabling people with disabilities.
The Ability@Siemens5 initiative aims to promote a culture of in-
tegration for approximately 4,800 disabled employees currently 
working at Siemens in Germany. It is based on a groundbreaking 
inclusion agreement with the General Representative Board for 
disabled employees.6
Siemens also supports the worldwide #PurpleLightUp move-
ment, which honors the economic contribution of working per-
sons with disabilities all over the world, as a signal of respect for 
the International Day of Persons with Disabilities (IDPD)7 
­proclaimed by the United Nations, celebrated on December 3 
each year. We honored this day by hosting a global online event 
to raise the awareness of our people. An “Allyship Challenge” was 
organized in advance to prepare for this event.5
In addition, Siemens joined the Valuable 500 – an initiative 
launched by the World Economic Forum to place the concerns 
of persons with disabilities on companies’ management agen-
das – first at the local level in 2020 and then at the global level 
in 2021.5
5	
Applies for Siemens excluding SHS.
6	
Inclusion Agreement for Siemens AG Germany.
7	
International Day of Persons with Disabilities.
5.2  Diversity, Equity & Inclusion
SIEMENS SUSTAINABILITY REPORT 2022 
97

5.3 
Professional education and 
lifelong learning
	
– Broad portfolio for vocational education and training 
(VET) and lifelong learning 
	
– “MyGrowth” program to foster individual growth and 
performance at scale
	
– One of our DEGREE ambitions: 25 digital learning 
hours by 20251
Our company’s success depends on having highly qualified and 
skilled people: The right people with the right skills are crucial to 
our growth. That’s why we invested approximately €375 million 
in employee education and training in fiscal 2022.
Vocational training to start your career
Through its educational institution Siemens Professional Educa-
tion (SPE) Siemens is one of the largest companies in Germany 
for secondary school graduates. Currently the company has 
4,321 apprentices and students in dual study programs in Ger-
many, 834 of them coming in from other companies and 3,487 
employed at Siemens. In autumn 2022, 1,136 school graduates 
began an apprenticeship or dual study program with our com-
pany. In addition to these learners in Germany, we train more 
than 2,000 young people all over the world. Our SPE program 
includes apprenticeships and dual study programs in technical, 
IT, and commercial fields and also offers development opportu-
nities for disadvantaged young people.
International Tech Development Programs: Our international 
programs are intended for members of the upcoming generation 
from Europe and beyond. In a format tailored to the needs of 
international business, we teach core components of dual voca-
tional education and training, which helps foster employability 
wherever the participants reside. At present, our programs have 
30 young workers from 16 countries.
Lifelong learning is crucial to success
In the past fiscal year, Siemens spent €205 million on employee 
training, which corresponds to an average of €667 per employee. 
We have a wide range of learning content and formats to help 
our people enhance their qualifications.
€205 million
invested in employee training.
This equaled to an average of €667 per  
employee in fiscal 2022.
Global Learning and Growth (GLG) is an in-house learning and 
growth ecosystem that offers ongoing development opportunities 
for our people around the globe. We provide a broad range of 
trainings. Along with content in technology and other specialties, 
they also include developmental courses for social skills such as 
team leadership and team building. On average, each employee 
spent about 26 hours in digital learning or on-site trainings 
during the fiscal year.
1	
Siemens excluding SHS.
5.3  Professional education and lifelong learning
SIEMENS SUSTAINABILITY REPORT 2022 
98

Management compensation as well includes a component for 
lifelong learning. It incorporates long-term performance incen-
tives based on ESG criteria and is defined under Governance in 
our DEGREE framework. Assessments are based on the internal 
ESG/Sustainability index, which in addition to training hours also 
includes reduction of CO2 emissions and the Net Promoter Score 
(NPS) for measuring customer satisfaction.
 SUSTAINABILITY GOVERNANCE AND ORGANIZATION
People development programs customized for 
global or local use
Our range of options in people development includes the follow-
ing programs:
	
→The Siemens Core Learning Paths (CLP) are specifically 
­designed for areas such as Sales, Project Management, 
­Procurement, Production, and Software Architecture. They 
provide the target group with self-guided learning content 
and trainer-supported virtual training sessions. In fiscal 2022, 
a total of 29 CLP were made available to the relevant target 
groups around the world. The earned qualifications are inter-
nationally comparable within Siemens and create career op-
portunities for our people throughout the company, thus 
supporting and promoting systematic personnel development.
	
→The Siemens Potential Development Programs (PDP)2 com-
prise more than 30 development programs for selected 
employees with potential for further tasks. The emphasis is 
on professional development, preparing for future roles, and 
personal growth. In addition to targeted development mea-
sures such as trainings, mentoring, shadowing, and assign-
ments abroad, participants benefit by expanding their pro-
fessional networks and becoming more visible to 
management. This is how the programs also make a signif-
icant contribution to strategic succession planning. Some of 
the PDP are specifically designed for the advancement of 
women.
	
→The GLOW@TI (Global Leadership of Women@Technology & 
Innovation)2 initiative focuses on attracting, developing, and 
retaining talented women with a background in STEM or 
innovation fields. It supports women in realizing their full 
potential and aims to promote a culture of innovation 
through strong networks between departments and organi-
zations.
	
→The Siemens Leadership Excellence (SLE) programs are 
aimed at high-ranking executives on various levels with the 
goal of strategically strengthening succession planning and 
promoting the corporate culture. These programs support 
participants in identifying sustainable, effective solutions for 
their business challenges and provide a shared understand-
ing of core competencies needed for management and 
transformation. The programs also support us in building a 
strong global network of managers, both within the company 
and beyond.
Progress DEGREE employability #12:  
25 digital learning hours by 20251
In terms of our DEGREE ambitions, each employee 
completed about 21 hours of digital learning (up 
14 hours from fiscal 2020, the basis year – a 200% 
increase).  DEGREE
Progress
E
Employability
1	 The DEGREE ambition applies to Siemens excluding SHS.
2	
Siemens excluding SHS.
21 h
FY 20: 7 h
25 h by 2025
5.3  Professional education and lifelong learning
SIEMENS SUSTAINABILITY REPORT 2022 
99

Future-oriented learning and career development 
instruments
The MyGrowth program combines our learning and career de-
velopment tools and content, and is intended to promote con-
tinuous growth. MyGrowth has three components: 
	
→MyGrowth Self-Reflection: To build a successful career, it’s 
essential to know one’s own strengths and weaknesses and 
to be aware of one’s personal stage of development. A 
variety of tools and services are offered with content such 
as identifying strengths (Strengthscope®), perception by 
others (feedback tool), and coaching (Peer2Peer).
	
→MyGrowth Learning: Our online learning platform offers 
more than 115,000 learning resources that aim to meet our 
people’s different interests and requirements. Our people 
can benefit from a large number of learning formats here, 
including videos, e-learning modules, virtual training courses, 
technical literature, podcasts, and e-books. Through the use 
of artificial intelligence, users also receive customized 
­recommendations for learning content based on their usage 
behavior.
	
→MyGrowth Career: This concept allows our people to shape 
their own career development; it’s integrated into a holistic 
concept and is based on the individual’s current situation. 
The core components are the open markets reflected in the 
Open Job Market and People Profile. These are supported 
with further options like Job Tagging (showing interest in a 
particular department), along with Job Shadowing and Men-
toring to encourage personal growth.
Siemens Growth Talks have replaced the company’s former Per-
formance Management Process (PMP). Growth Talks are regular, 
forward-looking, strength-based conversations that support both 
individual and organizational growth, performance, and well-­
being. Support materials such as discussion guidelines, questions 
for reflection, and workshop templates help our people, teams, 
and managers maintain an ongoing, respectful, and encouraging 
dialog about individual development and learning.
Future Fund supports transition to a new work 
world
Siemens AG and its Central Works Council intend to proactively 
shape the structural transformation. We’re working together to 
create a learning organization that is able to master structural 
transformation while also optimizing opportunities for change 
that can benefit our people. A Future Fund has been created for 
this purpose. It encourages development programs intended to 
support our people in staying oriented in a disruptive employ-
ment environment and enabling them to qualify and learn 
­beyond their previous limits. It finances projects relating to 
structural change that go beyond site boundaries, with support 
from site management and Works Councils.
A total of €100 million has been made available for the Future 
Fund of Siemens AG in Germany for four fiscal years starting in 
January 2019.3 The term of the Future Fund has now been 
­extended to 2025. More than €14 million was approved for 
­Future Fund projects in fiscal 2022, about €6 million more than 
in the previous year.4
3	
The fund included Siemens Energy until that company was spun off.
4	
Siemens excluding Siemens Energy and SHS.
5.3  Professional education and lifelong learning
SIEMENS SUSTAINABILITY REPORT 2022 
100

5.4 
Occupational health and  
safety management
	
– Resilience and well-being are the core of occupational 
health and safety management 
	
– The Healthy & Safe @ Siemens program will continue 
to be rolled out worldwide 
	
– Further reduction of the accident rate
Disruptions caused by a variety of ecological and social crises in 
our global environment are growing in number. Digitalization is 
also changing the way we work. The core challenge and task for 
the company’s occupational health and safety is therefore to 
maintain and further improve the resilience, adaptability, and 
well-being of our employees. 
One of the DEGREE action fields is sustainable employability: 
­the ability of our employees to successfully master continually 
changing requirements. In addition to continuous professional 
development (“lifelong learning”), individual resilience is also a 
decisive factor, making it possible to successfully adapt to difficult 
or challenging life events and work situations.
By continuously monitoring and evaluating potential risks and 
deriving appropriate measures, we work to ensure the design of 
healthy and safe working conditions. This is our mission and our 
commitment. By doing so, we aim to enable our people to 
achieve a balanced state of well-being, be better able to handle 
stress factors, and use energy resources with greater awareness. 
They are also given the opportunity to grow personally, work 
more productively, and make important contributions to the 
company’s success.  WORKING AT SIEMENS To achieve this, we pro-
vide a broad variety of resilience-focused activities, such as 
­training or curated learning paths on our learning platform.
To foster health and safety, we dedicate ourselves with two com-
plementary approaches:
Clear rules, obligations, and expectations 
Based on our Business Conduct Guidelines (BCGs), we have 
­established internal monitoring systems and a company-wide 
risk management and control process. The Siemens EHS Princi-
ples provide the binding anchor point for our actions here. They 
also include an obligation for all operating units to demonstrate 
a management system certifiable to ISO 45001. The effective-
ness of these management systems is subject to an annual 
internal review which checks, among other things, whether 
processes for risk assessments and emergency management are 
implemented in accordance with internal and external regula-
tions, inspections and reviews have been carried out, significant 
risks and opportunities have been identified, and whether they 
are reflected in measurable goals and measures. In addition, the 
management system is externally certified according to market 
requirements in the respective operating unit.
Psychosocial risks are assessed once a year via the employee 
survey and then discussed and documented by the teams in a 
follow-up process.
Active participation by our workforce 
The Siemens-wide strategic priority of having “empowered people” 
also guides our actions regarding safety and health. Safety, 
health, resilience, and well-being are intangible assets of our 
company. All employees contribute here every day as part of their 
work. For the implementation there is no one-size-fits-all solu-
tion, since requirements, tasks, and work situations differ 
throughout the company. Recognizing this diversity, we want to 
involve our employees in the design of the work. Our company-­
wide as well as country- or business-specific initiatives and 
­programs thrive from the active participation of all employees.
5.4  Occupational health and safety management
SIEMENS SUSTAINABILITY REPORT 2022 
101

The Environmental Protection, Health Management, and Safety 
(EHS) function at Siemens plays a central role in both approach-
es. It is organized locally, integrated into each business unit and 
each regional company, and reports directly to the respective 
business manager. The EHS Officers coordinate the collaboration 
of experts across the various fields of action. The main task of 
this expert function is to advise managers and teams and support 
them in managing their respective areas of responsibility.
The function’s profile has changed significantly in recent years: 
Rather than monitoring compliance with rules and work flows 
as in the past, the focus is now on supporting our people in 
dealing safely with dynamically changing requirements.
Health and safety committees have been established in the 
­relevant country organizations and on location levels. Here, 
­management and employee representatives jointly coordinate 
the specific measures and initiatives needed for a healthy and 
safe working environment.
One example of this is the development and introduction of the 
hybrid New Normal Working Model, which allows a high degree 
of flexibility in terms of space and time and encourages a self-­
determined way of working.  WORKING AT SIEMENS However, since 
changing working environments always have an impact on 
health, safety and well-being, the conception and implementa-
tion of the New Normal Working Model was accompanied by 
EHS experts and the health and safety committees. The focus 
here is on promoting interaction, intensifying communication, 
and offering targeted learning opportunities. It is crucially im-
portant to involve the teams as much as possible in the design 
of their work.
The company-wide Healthy and Safe @ Siemens 
program1
Following its successful piloting in the past fiscal year, the 
­company-wide Healthy and Safe @ Siemens program went into 
a more extensive rollout.
The program aims to invite employees to help shape leadership, 
learn from each other, increase well-being at work, and promote 
innovations and improvements in occupational health and safety.
The program is based on five principles: 
We care for our own and each other’s well-being. 
We speak up and take part in making the workplace 
healthy and safe.
We are inclusive and invite a diverse range of views on 
health and safety.
We are engaged in learning and sharing how we can work 
better, safer, and healthier. 
We prepare for and adapt well to changing circumstances.
Elements of Healthy and Safe @ Siemens
1	
Siemens excluding SHS.
K
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O
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 B
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B
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Principles
5.4  Occupational health and safety management
SIEMENS SUSTAINABILITY REPORT 2022 
102

These principles guide the process. The first step involves a 
self-assessment – the reality check. Various aspects in the cate-
gories “work climate”, “leadership“, “learning”, and “processes 
and resources” are reviewed and potential for improvement is 
identified.
In the second step, measures are defined and agreed upon for a 
resilient health & safety (HS) management. The results are then 
evaluated in the third step. Materials for implementing the 
­process are available in a toolbox. 
The program is designed to run until 2030. Individual priorities 
and objectives may be adjusted over time. Key results are 
­currently defined for the areas of “mental health” and “occupa-
tional health and safety management.” Two of them have also 
been included in the DEGREE sustainability framework:
Health and occupational safety management still 
in high demand 
Maintaining and strengthening individual and organizational 
resilience – and by the same token, the sustainability of our busi-
ness operations – became even more important during the 
COVID-19 pandemic. Our health and safety management con-
tinued to prove its resilience and reliability during this crisis.
In fiscal 2022 as well, some of our locations, notably in China, 
were impacted by longer lockdowns. However, thanks to our 
protection concepts, we were largely able to maintain business 
continuity worldwide. 
The war in Ukraine presented an additional challenge. We ended 
our business activities in Russia and had to largely limit our 
­activities in Ukraine. We support our employees in finding safe 
places to stay and in coping as best as possible with their radi-
cally changed life situation. In particular, our employees in Poland 
have provided excellent assistance here. 
Progress DEGREE Employability #13: 
Access to Employee Assistance Program: 
Maintain high level and expand to 
100% globally by 2025 
100% access to the Employee Assistance Program 
(EAP) by 2025 – As an integral part of our psychoso-
cial risk management, the EAP anonymously supports 
individual employees in coping with psychosocial 
personal stress through individual consultations. In 
2022, 87% 1 of all our colleagues worldwide had 
­access to EAP. This not only enables us to support all 
our people worldwide in developing health-promoting 
behaviors, but shall also help raise general awareness 
of psychosocial issues in society as a whole. 
Progress
Progress DEGREE Employability #14: 
Improve the global aggregated LTIFR at 
Siemens by 30% by 2025
30% improvement in the global accident rate (LTIFR) 
by 2025 (base year: 2020) – compared to the refer-
ence value of 0.31 from fiscal 2020, we have achieved 
an improvement of 19%1 to date. 
Progress
E
E
Employability
Employability
1	 Siemens excluding SHS
1	 Siemens excluding SHS
87%
FY 20: 82%
100% by 2025
– 19%
FY 20: 0.31
– 30% to 2025
5.4  Occupational health and safety management
SIEMENS SUSTAINABILITY REPORT 2022 
103

During the year, the focus was increasingly on the topic of ­mental 
health. In addition to offering professional support – from EHS 
experts, our internal social counseling service or external EAP 
providers – a climate of attentiveness among all employees is 
crucially important. In China and India, for example, continuous 
personal contact was maintained with employees affected by 
lockdowns via counseling sessions that offered individual sup-
port and advice. It extended all the way to delivering care pack-
ages with items for everyday use.
The challenging overall situation also presented an opportunity 
to focus on solidarity and help us make the pledge of our EHS 
function: “One world, one life – we care” a reality. 
On the company side, we reinforce this commitment in many 
ways. 
	
→In addition to providing topic-specific health and safety train-
ing, we have expanded the scope of learning and exchange 
opportunities, particularly with regard to resilience, psycho-
logical safety, and psychosocial risk management.
	
→Managers and employees can take advantage of continu-
ously updated digital learning opportunities for self-­
determined learning. In the Siemens Learning World, these 
offerings are tailored to different target groups and are 
bundled according to topic.
	
→Managers and team members engage in ongoing commu-
nication about health, safety, and well-being at work. This 
is visible, for example, in the “Walk & Talk 2.0” workshops 
and team dialogs that discuss the regular employee surveys, 
and in exchanges on the company’s internal social networks. 
	
→In addition, Siemens’ regional companies and business units 
have developed a variety of initiatives, such as regular 
“Health Talks”, learning and action weeks, and the “EHS Month”. 
The annual “World Days” with a focus on health and safety 
or mental health, for example, are also the platform for 
­various events and campaigns.
We are continuously expanding our spectrum of health services 
to maintain and strengthen the resilience and health of our peo-
ple – at work and beyond. Some 89%1 of our employees have 
access to company medical services. These include preventing 
health problems and identifying them early on, such as through 
health checks, screenings, and vaccinations. We treat health 
­issues appropriately and in a timely manner, such as through 
telemedicine consultations or referrals to experts. Moreover, we 
facilitate successful returns to work, by providing support with 
reintegration measures or ergonomics advice.
Many of our employees (85%1) can take advantage of a wide 
range of health education offers designed to strengthen their 
health literacy. These offerings have a holistic approach that 
covers physical, mental and social health issues.
Accident numbers at low level
The number of work-related accidents further decreased, also 
resulting in the global accident rate (LTIFR) reduction in the past 
fiscal year. Characteristics of the accidents remained comparable 
to the previous year: 
	
→81% of the reported incidents were assigned to the “minor” 
category (minority injuries such as scratches and abrasions). 
Finger injuries continued to account for the majority of 
­incidents.
Two fatalities occurred in fiscal 2022. In one case, an employee 
in India was fatally injured in a traffic accident while on a business 
trip. In the other case, a contractor suffered serious injuries during 
installation work on a lifting platform and died a few days later. 
Each accident is a source of grief for the people concerned and 
their families, friends, and colleagues. And each incident is a 
renewed call for us to keep ensuring and improving a safe and 
healthy work environment for our people and partners.
1	
Siemens excluding SHS.
5.4  Occupational health and safety management
SIEMENS SUSTAINABILITY REPORT 2022 
104

LTIFR Employees and Temporary Workers¹
Fiscal year
2022
20213
Employees²
0.25
0.27
Temporary Workers
0.38
0.43
Total
0.26
0.29
1	
Lost Time Injury Frequency Rate (LTIFR): number of lost-time cases (LTC) ×  
200,000 / work hours; LTC are accidents that result in at least one lost day of work.
2	
As a globally operating company, Siemens isn’t always authorized or able to obtain 
sensitive information about contract workers‘ health and occupational safety or 
complete figures on their work hours. As a result, the Temporary Worker LTIFR for 
Siemens includes only temporary workers hired by a temporary employment agency 
or under a contract for work and services. 
3	
Due to system change and data quality improvement adjusted prior year figures SHS.
Fatalities (work-related)
Fiscal year
2022
2021
Employees
1
–
Temporary Workers
–
2
Contractors
1
2
Total
2
4
5.4  Occupational health and safety management
SIEMENS SUSTAINABILITY REPORT 2022 
105

– Improving people’s living conditions
	
– Giving societies access to knowledge and technologies
	
– A variety of projects with three strategic priorities 
Corporate citizenship is Siemens’ voluntary commitment to de-
livering benefits for society in every country where we operate. 
As defined by Werner von Siemens over 170 years ago, the com-
pany’s mission is to provide technologies that improve quality of 
life and create lasting value for society. Based on the UN’s Sus-
tainable Development Goals, we identify topics that are relevant 
for the development of a country and illustrate how we are 
making a positive contribution to achieving them. The goal of 
this approach is not to reduce the risks associated with the com-
pany’s business activities, but to give something back to the 
societies where the company operates. Thus, corporate citizen-
ship is an important element of our company’s sustainability 
strategy, one that is embedded in our DEGREE framework. Spe-
cifically, the main focus here is on “Equity,” which strengthens 
the identification of different target groups with the company, 
and on “Employability,” which is achieved through a range of 
training measures covering all phases of life.
Based on our core business and our competencies, we have de-
fined three strategic focus areas for our corporate citizenship 
activities: access to technology, access to education, and sustain-
ing communities. Our corporate citizenship activities extend 
beyond traditional philanthropy – we also harness our techno-
logical expertise and leverage our capabilities and products to 
contribute.
5.5 
Corporate citizenship 
With the aid of our core competencies in 
digitalization, automation, and electrifica-
tion, as well as scientific research, we strive 
to give as many people as possible the 
chance to use the latest technologies.
Knowledge is a resource on which our 
­future depends. Therefore, improving 
­educational prospects and allowing broad 
access to education are critically important 
challenges for all societies everywhere in 
the world. 
Our goals are to establish stable living 
conditions, protect values, unleash cre-
ativity, improve intercultural understand-
ing, and contribute to progress.
Our Core Areas
Access to 
technology
Access to 
education
Sustaining 
communities
5.5  Corporate citizenship 
SIEMENS SUSTAINABILITY REPORT 2022 
106

The Siemens Stiftung, along with six other Siemens foundations 
and Siemens Caring Hands e.V, complement our corporate 
­citizenship initiatives. 
 WWW.SIEMENS-STIFTUNG.ORG/EN
Creating lasting value with a shared-value 
approach
In accordance with our corporate strategy, 
 SIEMENS AT A GLANCE 
responsibility for the selection and management of nonprofit 
and socially innovative activities lies with the local units or local 
management in each country. This approach is designed to make 
sure that we provide support and create value where it is needed 
most. In the process, we combine in-depth local knowledge with 
the need for a long-term commitment to overcome social chal-
lenges that may vary from region to region. 
Our goal in each society is to help improve general living and 
healthcare conditions (access to technology), enhance educa-
tional and training opportunities for the labor market (access to 
education), and strengthen social cohesion and cultural identi-
fication (sustaining communities). At the same time, we enhance 
the reputation of Siemens, strengthen its local footprint, create 
a wider understanding of its technologies, position ourselves as 
an attractive employer, and lay the foundation for future inno-
vation. We measure the achievement of these goals on the basis 
of the individual underlying targets.
With our principles on sponsorship activities, donations, charita-
ble contributions, and memberships, we have also created a 
global framework that provides guidance for local activities. The 
guidance outlines how all kinds of potential contributions can 
be employed correctly and in a targeted manner while ensuring 
transparency regarding all activities worldwide.
Corporate volunteering is an important lever and driver of the 
corporate citizenship activities of Siemens. Our own Corporate 
Volunteering Standard outlines a common global concept and a 
framework for Siemens AG. Corporate volunteering is an efficient 
way for individuals to make a difference in society and helps to 
enhance employee satisfaction and retention. Among the many 
examples are the different initiatives offered by the regional 
department for our people in the Nuremberg Metropolitan 
­Region. Besides classic on-site support for charitable institutions 
for children, seniors, and the disabled, these also include projects 
in sustainability and aid for refugees. Furthermore there are dig-
ital services that offer virtual aid for those in need. 
Another significant factor of corporate responsibility at Siemens 
is our employee donation programs, which combine the compa-
ny’s commitment to society with our people’s wish to get more 
engaged on a personal level. Along with the Cents4Sense 
program, the charitable organization Siemens Caring Hands e.V. 
has evolved into a global platform where employees can pro-
vide support after natural disasters around the world and in 
unforeseen events like the war in Ukraine. 
 SIEMENS- 
CARING-HANDS.ORG/EN
Impactful corporate citizenship – Siemens Stiftung 
The international Siemens Stiftung is a foundation established 
by Siemens in 2008 as an independent nonprofit organization. 
The foundation uses the income from its €390 million endow-
ment to support international projects in three working areas: 
education, culture, and cooperation for sustainable social devel-
opment. 
A reliable basic income, high-quality education, and a shared 
understanding of culture are essential for that purpose. So in its 
international project work, the foundation supports people in 
addressing these challenges of our times responsibly and on their 
own initiative.
The foundation’s geographic focus is on regions in Africa and 
Latin America, along with Germany and other European coun-
tries. Here it and its partners develop and carry out solutions and 
programs in which technological and social innovation plays a 
key role. The foundation’s operations are based on transparency 
and an outcome orientation.
Siemens and its employees supported the Siemens Stiftung’s 
work with a number of donation campaigns during the fiscal 
year. 
One example is the COVID-19 Aid Fund, administered by Siemens 
Caring Hands e.V. The fund was in its second year and managed 
the digital “STEM Education for Innovation” initiative to advance 
innovative educational formats in Latin American countries. To 
date it has spent €0.5 million on projects that included producing 
almost 350 digital and analog instructional media for the entire 
educational chain, and providing further training for almost 
200,000 STEM teachers and other interested participants in more 
than 180 trainings, workshops, and webinars. 
5.5  Corporate citizenship 
SIEMENS SUSTAINABILITY REPORT 2022 
107

For the fourth time now, through the Cents4Sense program em-
ployee shareholders around the world donated the dividend from 
one of their Siemens shares, with Siemens itself matching every 
donation. Since the program began in 2018, it has raised almost 
€850,000 for selected Siemens Stiftung social projects in Africa 
and Latin America. 
In the “GraDItitude” campaign, Digital Industries provided dona-
tions for a STEM education project in Mexico especially oriented 
to girls, and for an initiative in Ghana to provide Internet access 
for rural communities. At the same time, this effort is focusing 
on connecting schools and furnishing high-quality digital teach-
ing content. 
Along with the Siemens Stiftung, there are six more foundations 
in Europe, Latin America, and the USA that exchange information 
and cooperate on projects as part of the Global Alliance of 
Siemens Foundations.
We join the international community in condemning the war in 
Ukraine, and are concentrating on supporting our Ukrainian 
employees and delivering humanitarian aid. Mainly through 
Siemens Caring Hands e.V. we have helped raise more than 
€12 million in donations for more than 60 projects, which were 
selected in close cooperation with the regional companies 
­concerned so as to ensure direct support consistent with needs. 
In addition to immediate aid in the form of food, medications, 
and emergency housing, the projects also included providing 
laptops and mobile phones, integrative educational services, and 
even custom-made prosthetics and psychosocial counseling. 
Siemens has also developed two proprietary software platforms 
through which employees can support their Ukrainian colleagues 
directly with donations in kind and offers of housing. And 
Siemens business segments have furnished key technical solu-
tions worth €3 million as a donation in kind to maintain or ­rebuild 
civilian infrastructure in Ukraine. 
Access to education is relevant for societies 
around the world 
The promotion of education can take different forms and pursue 
different objectives, but the overriding goal is always to enhance 
future opportunities and give young people the tools to master 
future challenges. Thanks to its breadth and depth, the Siemens 
portfolio offers a variety of opportunities for tackling problems 
that vary from region to region and for finding the best possible 
solutions in close cooperation with local partners. In doing so, 
Siemens also improves market access for qualified and urgently 
needed young professionals, thereby positioning itself as a reli-
able partner for the public sector. 
Our commitment to education ranges from enabling STEM- ori-
ented training and promoting excellence through competition 
to providing free software licenses and setting up new institu-
tional education paths, such as dual education and apprentice-
ship systems. 
Coding skills are increasingly relevant for overcoming the chal-
lenges of handling digitalization. For that reason, Siemens sup-
ports a diverse range of programming-oriented learning pro-
grams and projects that are especially designed for children, for 
instance in Portugal (UBBU), Germany (Hacker School), and India. 
Many of these programs are also assisted by volunteers from 
Siemens staff.
The Indian Scholarship Program, 50% of whose participants are 
women, not only encourages training of qualified and urgently 
needed skilled workers for industry, but also puts a clear focus 
on socially disadvantaged families. To date it has helped more 
than 1,100 students, and on average, their income has tripled. 
5.5  Corporate citizenship 
SIEMENS SUSTAINABILITY REPORT 2022 
108

Access to technology on the basis of our core 
competencies
Access to modern, reliable infrastructure, for example by secur-
ing the energy supply, delivering clean water, or also providing 
basic medical care, is a fundamental prerequisite, especially in 
developing countries, for improving the quality of life of many 
people and securing prospects for their future. 
Additionally, by outfitting research laboratories with control and 
automation equipment, for instance in Hungary, Turkey, and 
Latvia, Siemens helps improve educational opportunities and 
thus prospects for making a living. 
Promotion of social cohesion 
Local identification with cultural heritage is also important for 
social cohesion. That is why we have a philosophy of supporting 
cultural and social activities as well. The Siemens Arts Program 
in particular goes a long way toward helping us live up to this 
objective through a diverse range of projects, such as the Siemens 
Conductors’ Scholarship for the Karajan Academy of the Berliner 
Philharmoniker. This fellowship provides two years of training, 
including an appointment as assistant to the Chief Conductor. 
Protecting the environment and conserving natural resources are 
two goals that are also of the utmost importance for sustaining 
communities. For instance, Siemens UK conducted a systematic 
campaign to train almost 50,000 grade school students, espe-
cially from more socially disadvantaged communities, in what 
can be done to improve sustainability.
1	
Community investment includes donations as well as sponsoring activities in the 
areas of education, science, and the arts and culture. Varian is not included in 
sponsoring figures.
2	
Commonwealth of Independent States.
30%
Americas
54% 
Europe, C.I.S.,2
Africa, Middle  
East
FY 2022
€45.6 million 
Total
16% 
Asia, Australia
Community Investment1
5.5  Corporate citizenship 
SIEMENS SUSTAINABILITY REPORT 2022 
109

Page 110 – 128 
Our sustainability
indicators
SIEMENS SUSTAINABILITY REPORT 2022 
110

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
SIEMENS AT A GLANCE
Total revenue
Total
Fiscal Year
Billion €
72.0
62.3
15.6%
GRI 201-1, WEF
Net Income
Total
Fiscal Year
Billion €
4.4
6.7
−34.4%
GRI 201-1, WEF
Adjusted EBITA Margin for the 
­Industrial Business
Total
Fiscal Year
%
15.1%
15.0%
0.7%
GRI 201-1, WEF
Research and development 1
R&D expenses
Total
Fiscal Year
Billion €
5.6
4.9
15.1%
WEF
R&D intensity
Total
Fiscal Year
% of revenue
7.8%
7.8%
−0.5%
WEF
Additions to capitalized 
­development expenses
Total
Fiscal Year
Billion €
0.3
0.3
5.4%
WEF
Average number of R&D employees
Total
Fiscal Year
No. (rounded)
46,900
42,500
10.4%
Patents granted
Total
Sept. 30th
No. (rounded)
43,600
41,900 2
4.1%
WEF
Share of patentfamilies with 
­SDG-relevance
Total
Sept. 30th
% of total 
­patentfamilies
44.8%
n.a.
WEF
GOVERNANCE 
Compliance (continuing and discontinued operations)
Compliance cases reported
Total
Fiscal Year
No.
363
394
−7.9%
GRI 205-3, 206-1, 
307-1, 406-1, 
419-1, WEF
Allegations of bribery 3
Fiscal Year
No.
12
9
33.3%
GRI 205-3, 206-1, 
307-1, 406-1, 
419-1, WEF
Allegations of bribery 
related to actual year
Fiscal Year
No.
7
5
40.0%
GRI 205-3, 206-1, 
307-1, 406-1, 
419-1, WEF
Allegations of bribery 
related to previous 
years
Fiscal Year
No.
5
5
0.0%
GRI 205-3, 206-1, 
307-1, 406-1, 
419-1, WEF
Disciplinary sanctions
Total
Fiscal Year
No.
212
121
75.2%
GRI 205-3, WEF
Warnings
Fiscal Year
No.
90
62
45.2%
GRI 205-3, WEF
Dismissals
Fiscal Year
No.
74
49
51.0%
GRI 205-3, WEF
Others 4
Fiscal Year
No.
48
10
380.0%
GRI 205-3, WEF
Business Conduct Guideline 
­Training – graduating quote  
current year
Total
Fiscal Year
% of invitated  
employees
96.3%
92.6%
3.9%
GRI 205-2, WEF
1	
Continuing Operation (Last year with Varian / without Flender)
2	
Realignment of LY data due to exclusion of utility models
3	
Does also include allegations of granting benefits (but not taking bribes); time of the alleged misconduct may be in more than one period or may be unspecified. Therefore it can 
be included in both categories
4	
Includes loss of variable and voluntary compensation elements, transfer and suspension
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
111

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Business Conduct Guideline 
­Training – persons graduating 
­current year
Total
Fiscal Year
No. (rounded)
102,000
72,000
41.7%
GRI 205-2, WEF
EMEA
Fiscal Year
No. (rounded)
50,000
34,000
47.1%
GRI 205-2, WEF
Americas
Fiscal Year
No. (rounded)
19,000
19,000
0.0%
GRI 205-2, WEF
Asia, Australia
Fiscal Year
No. (rounded)
20,000
19,000
5.3%
GRI 205-2, WEF
Graduated other specific Compliance 
trainings for employees
Total
Fiscal Year
No. (rounded)
409,000
374,000
9.4%
GRI 205-2, WEF
Integrity Initiative – Projects 
Total
up to 
Sept. 30th
No.
85
85
0.0%
GRI 102-12, WEF
Integrity Initiative – Finance budget 
provided
Total
up to 
Sept. 30th
Million US $ 
(rounded)
120
120
0.0%
GRI 102-12, WEF
Supply chain management
Purchasing Volume (PVO) / Procure-
ment volume
Total
Fiscal Year
Billion €
34.6
27.8
24.6%
GRI 102-9
Number of relevant (>  € 10,000 
annual volume) suppliers
Total
Fiscal Year
No. (rounded)
66,000
63,000
4.8%
GRI 102-9
Sustainability self-assessments 5
Total
Fiscal Year
No.
4,912
4,267
15.1%
GRI 308-2, 407-1, 
408-1, 409-1, 
414-2
EMEA
Fiscal Year
No.
1,147
1,505
−23.8%
GRI 308-2, 407-1, 
408-1, 409-1, 
414-2
Americas
Fiscal Year
No.
654
555
17.8%
GRI 308-2, 407-1, 
408-1, 409-1, 
414-2
Asia, Australia
Fiscal Year
No.
3,111
2,207
41.0%
GRI 308-2, 407-1, 
408-1, 409-1, 
414-2
Agreed improvement measures out 
of Sustainability self-assesments
Total
Fiscal Year
No.
3,109
3,604
−13.7%
GRI 308-2, 414-2
Supplier quality audits with 
­sustainability questions
Total
Fiscal Year
No.
321
319
0.6%
GRI 308-2, 407-1, 
408-1, 409-1, 
414-2
EMEA
Fiscal Year
No.
142
116
22.4%
GRI 308-2, 407-1, 
408-1, 409-1, 
414-2
Americas
Fiscal Year
No.
76
89
−14.6%
GRI 308-2, 407-1, 
408-1, 409-1, 
414-2
Asia, Australia
Fiscal Year
No.
103
114
−9.6%
GRI 308-2, 407-1, 
408-1, 409-1, 
414-2
5	
To be conducted mainly by suppliers from non-OECD countries with a purchasing volume > € 50,000 p.a.. Questionnaires initiated and completed in the year under review.
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
112

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
External sustainability audits
Total
Fiscal Year
No.
426
394
8.1%
GRI 308-2, 407-1, 
408-1, 409-1, 
414-2, WEF
EMEA
Fiscal Year
No.
113
123
−8.1%
GRI 308-2, 407-1, 
408-1, 409-1, 
414-2, WEF
Americas
Fiscal Year
No.
50
44
13.6%
GRI 308-2, 407-1, 
408-1, 409-1, 
414-2, WEF
Asia, Australia
Fiscal Year
No.
263
227
15.9%
GRI 308-2, 407-1, 
408-1, 409-1, 
414-2, WEF
Agreed improvement measures out 
of external sustainability audits
Total
Fiscal Year
No.
7,275
6,617
9.9%
GRI 308-2, 
414-2, WEF
ENVIRONMENT 
Climate Action
Greenhouse Gas Emissions 
Scope 1
Total
Fiscal Year
1,000 metric tons 
of CO2 equivalents
393
386
1.8%
GRI 305-1, WEF
CO2 emissions
Fiscal Year
1,000 metric tons 
of CO2 equivalents
357
352
1.6%
GRI 305-1, WEF
CO2 emissions  
from gas
Fiscal Year
1,000 metric tons 
of CO2 equivalents
138
n.a.
GRI 305-1, WEF
CO2 emissions  
from LPG
Fiscal Year
1,000 metric tons 
of CO2 equivalents
1
n.a.
GRI 305-1, WEF
CO2 emissions  
from heating oil
Fiscal Year
1,000 metric tons 
of CO2 equivalents
2
n.a.
GRI 305-1, WEF
CO2 emissions  
from fleet fuel
Fiscal Year
1,000 metric tons 
of CO2 equivalents
213
194
9.8%
GRI 305-1, WEF
CO2 emissions 
from site fuel
Fiscal Year
1,000 metric tons 
of CO2 equivalents
3
n.a.
GRI 305-1, WEF
CO2 emissions  
from coal
Fiscal Year
1,000 metric tons 
of CO2 equivalents
0
n.a.
GRI 305-1, WEF
CO2 emissions  
from technical CO2
Fiscal Year
1,000 metric tons 
of CO2 equivalents
0.1
n.a.
GRI 305-1, WEF
SF6 emissions
Fiscal Year
1,000 metric tons 
of CO2 equivalents
23
17
29.6%
GRI 305-1, WEF
CH4 emissions
Fiscal Year
1,000 metric tons 
of CO2 equivalents
< 0.1
< 0.1
GRI 305-1, WEF
N2O emissions
Fiscal Year
1,000 metric tons 
of CO2 equivalents
0.2
0.9
−80.4%
GRI 305-1, WEF
HFC-gas emissions
Fiscal Year
1,000 metric tons 
of CO2 equivalents
12
16
−23.8%
GRI 305-1, WEF
NF3 emissions
Fiscal Year
1,000 metric tons 
of CO2 equivalents
< 0.1
n.a.
GRI 305-1, WEF
Acetylen gas 
­emissions
Fiscal Year
1,000 metric tons 
of CO2 equivalents
0.8
n.a.
GRI 305-1, WEF
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
113

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Scope 2
Total (market based)
Fiscal Year
1,000 metric tons 
of CO2 equivalents
189
208
−9.5%
GRI 305-2, WEF
Market based  
from electricity
Fiscal Year
1,000 metric tons 
of CO2 equivalents
164
159
3.5%
GRI 305-2, WEF
Market based  
from heating
Fiscal Year
1,000 metric tons 
of CO2 equivalents
24
50
−51.3%
GRI 305-2, WEF
Total (location based)
Fiscal Year
1,000 metric tons 
of CO2 equivalents
670
755
−11.3%
GRI 305-2, WEF
Location based  
from electricity
Fiscal Year
1,000 metric tons 
of CO2 equivalents
633
688
−8.0%
GRI 305-2, WEF
Location based  
from heating
Fiscal Year
1,000 metric tons 
of CO2 equivalents
37
67
−45.0%
GRI 305-2, WEF
Scope 1+2 
Total
Fiscal Year
1,000 metric tons 
of CO2 equivalents
582
595
−2.2%
GRI 305-1, 
305-2, WEF
Scope 1+2 intensity
Total
Fiscal Year
metric ton of CO2 
equivalents per 
million revenue
8
10
−15.4%
GRI 305-1, 
305-2, WEF
Scope 1+2 Reduction to LY 
Total
Fiscal Year
1,000 metric tons 
of CO2 equivalents
13
83
−84.3%
GRI 305-5, WEF
Reduced emissions through energy 
from renewable sources
Total (Scope 1+2)
Fiscal Year
1,000 metric tons 
of CO2 equivalents
484
541
−10.5%
GRI 305-5, WEF
Gas from renewable 
sources (Scope 1)
Fiscal Year
1,000 metric tons 
of CO2 equivalents
20
22
−12.8%
GRI 305-5, WEF
Electricity from renew­
able sources (Scope 2)
Fiscal Year
1,000 metric tons 
of CO2 equivalents
465
518
−10.4%
GRI 305-5, WEF
Scope 3
Total
Fiscal Year
1,000 metric tons 
of CO2 equivalents
457,606
481,713
−5.0%
GRI 305-3, WEF
Scope 3 Upstream
Total
Fiscal Year
1,000 metric tons 
of CO2 equivalents
11,515
10,091 6
14.1%
GRI 305-3, WEF
Purchased goods & 
services
Fiscal Year
1,000 metric tons 
of CO2 equivalents
9,557
8,530 6
12.0%
GRI 305-3, WEF
Capital goods
Fiscal Year
1,000 metric tons 
of CO2 equivalents
458
423 6
8.3%
GRI 305-3, WEF
Fuel & energy-related 
activities
Fiscal Year
1,000 metric tons 
of CO2 equivalents
137
127 6
7.9%
GRI 305-3, WEF
Waste in operations
Fiscal Year
1,000 metric tons 
of CO2 equivalents
25
24 6
4.2%
GRI 305-3, WEF
Transportation 
­upstream
Fiscal Year
1,000 metric tons 
of CO2 equivalents
1,118
830 6
34.7%
GRI 305-3, WEF
Business travel
Fiscal Year
1,000 metric tons 
of CO2 equivalents
122
63
93.7%
GRI 305-3, WEF
Employee commuting
Fiscal Year
1,000 metric tons 
of CO2 equivalents
98
94
4.3%
GRI 305-3, WEF
6	
Realingment of LY data due to adjustment of calculation method
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
114

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Scope 3 Downstream
Total
Fiscal Year
1,000 metric tons 
of CO2 equivalents
446,090
471,622 8
−5.4%
GRI 305-3, WEF
Use phase emission
Fiscal Year
1,000 metric tons 
of CO2 equivalents
442,175
467,424 8
−5.4%
GRI 305-3, WEF
Investment SFS 7
Fiscal Year
1,000 metric tons 
of CO2 equivalents
3,915
4,198 8
−6.7%
GRI 305-3, WEF
Scope 3 Downstream intensity
Total
Fiscal Year
metric ton of CO2 
equivalents per 
million revenue
6,198
7,574
−18.2%
GRI 305-3, WEF
GHG Emissions Scope 1+2+3 
­Upstream (“Cradle to gate”)
Total
Fiscal Year
1,000 metric tons 
of CO2 equivalents
12,097
10,686
13.2%
GRI 305-3, WEF
Greenhouse Gas – Fleet and Real Estate Management
Siemens fleet (owned or leased 
­vehicles)
Total number
Sept. 30th
No. (rounded)
42,000
43,000
−2.3%
Electrical vehicles
Sept. 30th
No. (rounded)
1,350
650
107.7%
Hybrid vehicles
Sept. 30th
No. (rounded)
3,150
2,700
16.7%
Electrical and  
hybrid vehicles
Sept. 30th
No. (rounded)
4,500
3,350
34.3%
Rate of electrical and 
hybrid vehicles
Sept. 30th
% of total fleet
11%
8%
38.8%
Rate of electrical 
­vehicles
Sept. 30th
% of total fleet
3%
2%
114.7%
Fleet emissions (part 
of Scope 1 emission)
Fiscal Year
1,000 metric tons 
of CO2 equivalents
213
194
9.8%
GRI 305-1, WEF
Fuel consumption 
fleet
Fiscal Year
1,000 gigajoule
2,920
2,658
9.8%
WEF
Siemens sites with Net Zero CO2 
emissions
Total
Sept. 30th
No.
41
32
28.1%
GRI 305-5, WEF
Charging poles on company ground 
for electrical vehicles
Total
Sept. 30th
No. (rounded)
2,200
1,450
51.7%
Use Phase Impact at customers
Greenhouse gas reductions achieved 
by our customers through products 
of the Siemens Portfolio 9
Total
Fiscal Year
Mt CO2e
153.2
137.7
11.2%
GRI 305-5, WEF
EU Taxonomy 
Share eligible Turnover
Total
Fiscal Year
% of Turnover
20%
n.a.
Share eligible Operating 
­Expenditure
Total
Fiscal Year
% of  
relevant OPEX
14%
n.a.
Share eligible Capital Expenditure
Total
Fiscal Year
% of  
relevant CAPEX
40%
n.a.
Conservation of Resources
7	
Emissions out of Siemens Financial Services (SFS) activities in financing fossile energy production projects
8	
Change in LY data caused by new calculation method
9	
Calculated over the entire use phase, analogue Scope 3.11 “Use Phase Emissions”
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
115

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Energy Consumption: Primary & 
Secondary Energy
Total
Fiscal Year
1,000 gigajoule
9,802
9,863
−0.6%
GRI 302-1, SASB 
RT-EE-130a.1
Share of renewable 
energy sources
Fiscal Year
% of total energy 
consumption
47.8%
46.4%
3.0%
GRI 302-1, SASB 
RT-EE-130a.1
Share of grid 
­electricity
Fiscal Year
% of total energy 
consumption
57.4%
54.0%
6.3%
GRI 302-1, SASB 
RT-EE-130a.1
Primary & Secondary Energy 
­intensity
Total
Fiscal Year
1,000 gigajoule 
per million revenue
0.136
0.158
−14.0%
GRI 302-1, SASB 
RT-EE-130a.1
Energy Consumption: Primary 
­Energy
Total
Fiscal Year
1,000 gigajoule
3,010
3,198
−5.9%
GRI 302-1, SASB 
RT-EE-130a.1
Natural gas & liquid 
gas
Fiscal Year
1,000 gigajoule
2,927
3,118
−6.1%
GRI 302-1, SASB 
RT-EE-130a.1
Gas from renewable 
sources
Fiscal Year
1,000 gigajoule
334
399
−16.2%
GRI 302-1, SASB 
RT-EE-130a.1
Gas share from 
­renewable sources
Fiscal Year
% of total gas used
11%
13%
−10.8%
GRI 302-1, SASB 
RT-EE-130a.1
Fuel oil, gasoline, 
­diesel
Fiscal Year
1,000 gigajoule
63
62
1.0%
GRI 302-1, SASB 
RT-EE-130a.1
Energy consumption: Secondary 
Energy
Total
Fiscal Year
1,000 gigajoule
6,792
6,665
1.9%
GRI 302-1, SASB 
RT-EE-130a.1
Electricity (total)
Fiscal Year
1,000 gigajoule
5,629
5,329
5.6%
GRI 302-1, SASB 
RT-EE-130a.1
Electricity (renewable 
sources)
Fiscal Year
1,000 gigajoule
4,347
4,173
4.2%
GRI 302-1, SASB 
RT-EE-130a.1
Electricity Share of 
renewable energy 
sources
Fiscal Year
% of total 
­electricity used
77%
78%
−1.4%
GRI 302-1, SASB 
RT-EE-130a.1
District heating
Fiscal Year
1,000 gigajoule
1,163
1,337
−13.0%
GRI 302-1, SASB 
RT-EE-130a.1
Efficiency in energy
Total (w/o SHS)
Fiscal Year
% revenue 
­weighted to base 
year (2021)
13.0%
n.a.
SASB RT-EE-
130a.1
Waste 
Waste
Total
Fiscal Year
1,000 tons
257.5
275.5
−6.6%
GRI 306-3
Non-hazardous waste
Fiscal Year
1,000 tons
224.4
235.2
−4.6%
GRI 306-3
Hazardous waste
Fiscal Year
1,000 tons
15.0
11.8
27.1%
GRI 306-3, SASB 
RT-EE-150a.1
Construction waste
Fiscal Year
1,000 tons
18.0
28.5
−36.7%
GRI 306-3
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
116

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Non-hazardous waste
Total
Fiscal Year
1,000 tons
224.4
235.2
−4.6%
GRI 306-3
Recycling and 
­Recovery
Fiscal Year
1,000 tons
213.5
222.3
−4.0%
GRI 306-3
Recycling (material)
Fiscal Year
1,000 tons
186.2
n.a.
GRI 306-3
Recovery (thermal)
Fiscal Year
1,000 tons
27.2
n.a.
GRI 306-3
Landfill and other 
­disposal
Fiscal Year
1,000 tons
11.0
12.9
−15.1%
GRI 306-3
Landfill
Fiscal Year
1,000 tons
8.9
n.a.
GRI 306-3
Other disposal 
­(thermal / chemical / 
physical)
Fiscal Year
1,000 tons
2.1
n.a.
GRI 306-3
Hazardous waste
Total
Fiscal Year
1,000 tons
15.0
11.8
27.1%
GRI 306-3, SASB 
RT-EE-150a.1
Recycling and 
­Recovery
Fiscal Year
1,000 tons
10.0
6.1
63.4%
GRI 306-3, SASB 
RT-EE-150a.1
Recycling (material)
Fiscal Year
1,000 tons
8.6
n.a.
GRI 306-3, SASB 
RT-EE-150a.1
Recovery (thermal)
Fiscal Year
1,000 tons
1.5
n.a.
GRI 306-3, SASB 
RT-EE-150a.1
Landfill and other 
­disposal
Fiscal Year
1,000 tons
5.0
5.7
−12.1%
GRI 306-3, SASB 
RT-EE-150a.1
Landfill
Fiscal Year
1,000 tons
0.7
n.a.
GRI 306-3, SASB 
RT-EE-150a.1
Other disposal 
­(thermal / chemical / 
physical)
Fiscal Year
1,000 tons
4.3
n.a.
GRI 306-3, SASB 
RT-EE-150a.1
Construction waste
Total
Fiscal Year
1,000 tons
18.0
28.5
−36.7%
GRI 306-3
Recycling and 
­Recovery
Fiscal Year
1,000 tons
17.4
13.3
31.5%
GRI 306-3
Landfill and other 
­disposal
Fiscal Year
1,000 tons
0.6
15.2
−96.1%
GRI 306-3
Total Waste  
(w/o construction waste)
Total
Fiscal Year
1,000 tons
239.4
247.0
−3.1%
GRI 306-3
Recycling and 
­Recovery
Fiscal Year
1,000 tons
223.5
228.4
−2.2%
GRI 306-4
Recycling (material)
Fiscal Year
1,000 tons
194.8
n.a.
GRI 306-3
Recovery (thermal)
Fiscal Year
1,000 tons
28.7
n.a.
GRI 306-3
Landfill and other 
­disposal
Fiscal Year
1,000 tons
15.9
18.6
−14.2%
GRI 306-3
Landfill
Fiscal Year
1,000 tons
9.6
n.a.
GRI 306-3
Other disposal 
­(thermal / chemical / 
physical)
Fiscal Year
1,000 tons
6.4
n.a.
GRI 306-3
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
117

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Recycling & Recovery rate
Total  
(w/o construction)
Fiscal Year
% of total waste 
(w/o construction)
93%
92%
0.9%
GRI 306-4
Hazardous waste
Fiscal Year
% of total 
­hazardous waste
67%
52%
28.5%
GRI 306-4
Non hazardous waste
Fiscal Year
% of total non 
­hazardous waste
95%
95%
0.6%
GRI 306-4
Construction waste
Fiscal Year
% of construction 
waste
97%
47%
107.9%
GRI 306-4
Upstream Waste 10
Upstream Waste
Total
Fiscal Year
1,000 tons
1,776
n.a.
GRI 306-1
Non-hazardous waste
Fiscal Year
1,000 tons
1,707
n.a.
GRI 306-1
Hazardous waste
Fiscal Year
1,000 tons
69
n.a.
GRI 306-1
Water
Water withdrawal
Total
Fiscal Year
Million cubic meter
12.93
15.05
−14.0%
GRI 303-3, WEF
Surfacewater
Fiscal Year
Million cubic meter
1.03
n.a.
GRI 303-3, WEF
Groundwater
Fiscal Year
Million cubic meter
7.94
n.a.
GRI 303-3, WEF
3rd party water
Fiscal Year
Million cubic meter
3.91
n.a.
GRI 303-3, WEF
Other sources
Fiscal Year
Million cubic meter
0.04
n.a.
GRI 303-3, WEF
Water withdrawal intensity
Total
Fiscal Year
Cubic meter per 
million revenue
179.71
241.65
−25.6%
GRI 303-3, WEF
Water withdrawal in  
water-stressed areas
Total
Fiscal Year
Million cubic meter
1.65
n.a.
GRI 303-3, WEF
Share of withdrawal
Fiscal Year
% of total 
­withdrawal
13%
n.a.
GRI 303-3, WEF
Water consumption
Total
Fiscal Year
Million cubic meter
0.45
n.a.
GRI 303-5
Water consumption intensity
Total
Fiscal Year
Cubic meter per 
million revenue
6.22
n.a.
GRI 303-5
Water consumption in 
­water-stressed areas
Total
Fiscal Year
Million cubic meter
0.07
n.a.
GRI 303-5
Consumption share
Fiscal Year
% of total 
­consumption
16%
n.a.
GRI 303-5
Discharge 
Total
Fiscal Year
Million cubic meter
12.36
15.05
−17.9%
GRI 303-4
Surface water
Fiscal Year
Million cubic meter
1.07
n.a.
GRI 303-4
Groundwater
Fiscal Year
Million cubic meter
7.73
n.a.
GRI 303-4
3rd party water
Fiscal Year
Million cubic meter
3.56
n.a.
GRI 303-4
10	 Analysis of our supply chain based on purchase data by using of a macroeconomic input-output-model.
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
118

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Discharge usage
Total
Fiscal Year
Million cubic meter
12.36
15.05
−17.9%
GRI 303-4
Sanitary wastewater
Fiscal Year
Million cubic meter
2.90
2.95
−1.7%
GRI 303-4
Manufacturing 
­processes
Fiscal Year
Million cubic meter
0.55
0.69
−21.0%
GRI 303-4
Other  
(including ­losses)
Fiscal Year
Million cubic meter
0.33
0.82
−60.4%
GRI 303-4
Cooling water 
­discharged as 
­wastewater
Fiscal Year
Million cubic meter
0.13
0.09
51.7%
GRI 303-4
Chemically 
­unchanged cooling 
water (returned to 
receiving water  
body chemically 
­unchanged, but 
­warmed)
Fiscal Year
Million cubic meter 
8.49
10.51
− 19.2 %
GRI 303-4
Rate of sites with implemented 
­water strategy
Total
Sept. 30th
% of sites
93%
84% 11
10.6%
GRI 303-1, WEF
Atmospheric pollutant emissions 
Volatile Organic Compounds
Total
Fiscal Year
metric tons
274.4
276.4 12
−0.7%
GRI 305-7
Ozone-depleting substances
Total
Fiscal Year
metric tons  
(R11 equivalent) 13
0.036
0.030
17.1%
GRI 305-6
Nitrogen oxides
Total
Fiscal Year
metric tons
57.6
69.4 14
−17.0%
GRI 305-7
Sulphur oxides
Total
Fiscal Year
metric tons
0.94
n.a.
GRI 305-7
Respirable dust
Total
Fiscal Year
metric tons
0.08
n.a.
GRI 305-7
Additional environmental topics 
Environment-related incidents
Total
Fiscal Year
No.
41
14
192.9%
GRI 307-1, SASB 
RT-EE-150a2
Reportable spills
Total
Fiscal Year
No.
7
7
0.0%
GRI 307-1, SASB 
RT-EE-150a2
Quantity reportable 
spills
Fiscal Year
kg
2,562
380
574.2%
GRI 307-1, SASB 
RT-EE-150a2
Quantity recovered 
spills
Fiscal Year
kg
342
346
−1.2%
GRI 307-1, SASB 
RT-EE-150a2
Sites with EHS management system 
ISO 14001:2015
Total
Sept. 30th
No.
184
185
−0.5%
Sites with EHS management system 
ISO 50001:2018
Total
Sept. 30th
No.
38
27
40.7%
Sites in or adjacent to protected 
areas
Total
Sept. 30th
No.
20
n.a.
WEF
Area of sites in or adjacent to 
­protected areas
Total
Sept. 30th
Hectare
184 15
n.a.
WEF
11	 Last year: Siemens without SHS
12	 Change in LY data caused by subsequent adjustment
13	 R11 equivalent measures ozone depletion potential
14	 Change of emission factors to LY
15	 Therein 55 hectare of an office location without production in Erlangen/Germany
6  Our sustainability indicators
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119

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Product Stewardship
Life Cycle Assessments (LCA) 16
Total
Sept. 30th
No.
92
158
−41.8%
Environmental Product Declarations 
(EPD)
Total
Sept. 30th
No.
1,346
1,240
8.5%
Share of Life Cycle Assessment 
(LCA) revenue 16
Total
Fiscal Year
% of total revenue 
(Sales to 3rd. 
­parties) 17
19%
n.a.
Share of Environmental Product 
Declarations (EPD) revenue
Total
Fiscal Year
% of total revenue 
(Sales to 3rd. 
­parties) 17
15%
n.a.
Rate of products by revenue that 
contain IEC 62474-declarable 
­substances
Total
Fiscal Year
% of total revenue 
(Sales to 3rd. 
­parties) 17
49%
n.a.
SASB RT-EE-
410a1
SOCIAL 
Working for Siemens 18
Siemens employees
Total
Sept. 30th
No. (rounded)
311,000
303,000
2.6%
GRI 102-7, SASB 
RT-EE_000B
Employee structure
EMEA
Sept. 30th
% of total 
­employees
55.3%
56.4%
−2.0%
GRI 102-8
Americas
Sept. 30th
% of total 
­employees
20.6%
20.5%
0.5%
GRI 102-8
Asia, Australia
Sept. 30th
% of total 
­employees
24.1%
23.2%
3.9%
GRI 102-8
Age group < 35
Sept. 30th
% of total 
­employees
30.3%
29.6%
2.4%
GRI 102-8, WEF
Age group 35 – 44
Sept. 30th
% of total 
­employees
30.1%
29.9%
0.6%
GRI 102-8, WEF
Age group 45 – 54
Sept. 30th
% of total 
­employees
22.8%
23.5%
−2.9%
GRI 102-8, WEF
Age group > 54
Sept. 30th
% of total 
­employees
16.7%
17.0%
−1.8%
GRI 102-8, WEF
Blue-collar workers
Sept. 30th
% of total 
­employees
17.3%
17.4%
−0.6%
GRI 102-8, WEF
White-collar workers
Sept. 30th
% of total 
­employees
82.7%
82.6%
0.1%
GRI 102-8, WEF
Average number of employees
Total
Fiscal Year
No.
307,717
295,582
4.1%
GRI 102-7, WEF
Average age of employees
Total
Sept. 30th
Years
42
42
0.0%
GRI 102-8, WEF
16	 Full-scale
17	 Siemens without SHS
18	 All employee data in this section are based on headcount. FY 2021 includes Varian.
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
120

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Employee nationalities
Total
Sept. 30th
No.
168
167
0.6%
GRI 405-1
Female employees
Total
Sept. 30th
% of total 
­employees
27.2%
26.7%
1.9%
GRI 102-8, WEF
EMEA
Sept. 30th
% of total 
­employees
26.2%
25.8%
1.6%
GRI 102-8, WEF
Americas
Sept. 30th
% of total 
­employees
29.0%
28.2%
2.8%
GRI 102-8, WEF
Asia, Australia
Sept. 30th
% of total 
­employees
28.1%
27.7%
1.4%
GRI 102-8, WEF
Employees in management 
­positions 19
Total
Sept. 30th
No. (rounded)
30,900
29,900
3.3%
Women
Sept. 30th
% of total manage-
ment positions
20.6%
19.6%
5.1%
GRI 102-8, WEF
Employees with permanent 
­working contract
Total
Sept. 30th
% of total 
­employees
93.7%
94.0%
−0.3%
GRI 102-8, WEF
Hirings
Total
Fiscal Year
No. (rounded)
47,300
34,400
37.5%
GRI 401-1, WEF
EMEA
Fiscal Year
No. (rounded)
19,300
13,700
40.9%
GRI 401-1, WEF
Americas
Fiscal Year
No. (rounded)
13,700
10,600
29.2%
GRI 401-1, WEF
Asia, Australia
Fiscal Year
No. (rounded)
14,300
10,100
41.6%
GRI 401-1, WEF
Women
Fiscal Year
No. (rounded)
14,100
10,200
38.2%
GRI 401-1, WEF
No / other gender 
­entry (miscellaneous)
Fiscal Year
No.
50
12
316.7%
GRI 401-1, WEF
19	 Employees in management positions include all managers with disciplinary responsibility.
6  Our sustainability indicators
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121

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Hiring rate 
Total
Fiscal Year
% of average 
­number of 
­employees
15.4%
11.6%
32.8%
GRI 401-1, WEF
EMEA
Fiscal Year
% of average 
­number of employ-
ees in region
11.2%
8.0%
40.0%
GRI 401-1, WEF
Americas
Fiscal Year
% of average 
­number of employ-
ees in region
21.9%
18.1%
21.0%
GRI 401-1, WEF
Asia, Australia
Fiscal Year
% of average 
­number of employ-
ees in region
19.7%
15.4%
27.9%
GRI 401-1, WEF
Women
Fiscal Year
% of average 
­number of female 
employees
17.1%
13.2%
29.5%
GRI 401-1, WEF
Men
Fiscal Year
% of average 
­number of male 
employees
14.7%
11.0%
33.6%
GRI 401-1, WEF
Age group < 35
Fiscal Year
% of average 
­number employees 
in age group
33.7%
26.8%
25.7%
GRI 401-1, WEF
Age group 35 – 44
Fiscal Year
% of average 
­number employees 
in age group
11.0%
7.8%
41.0%
GRI 401-1, WEF
Age group 45 – 54
Fiscal Year
% of average 
­number employees 
in age group
6.0%
4.4%
36.4%
GRI 401-1, WEF
Age group > 54
Fiscal Year
% of average 
­number employees 
in age group
3.1%
2.3%
34.8%
GRI 401-1, WEF
6  Our sustainability indicators
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122

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Female employees new hired
Total
Fiscal Year
% of new hires
30.0%
30.2%
−0.7%
GRI 401-1, WEF
EMEA
Fiscal Year
% of new hires
27.9%
28.6%
−2.4%
GRI 401-1, WEF
Americas
Fiscal Year
% of new hires
33.2%
33.5%
−0.9%
GRI 401-1, WEF
Asia, Australia
Fiscal Year
% of new hires
29.8%
28.9%
3.1%
GRI 401-1, WEF
Disabled employees
Germany
Sept. 30th
No. (rounded)
4,800
5,000
−4.0%
GRI 405-1, WEF
Germany
Sept. 30th
% of employees 
Germany
5.7%
5.9%
−3.4%
GRI 405-1, WEF
Turnover rate 20
Total
Fiscal Year
% of average num-
ber of employees
11.6%
9.7%
19.6%
GRI 401-1, WEF
Decision employee
Fiscal Year
% of average num-
ber of employees
6.6%
4.7%
40.4%
GRI 401-1, WEF
Other reasons  
(not decision empl.)
Fiscal Year
% of average num-
ber of employees
5.0%
5.0%
0.0%
GRI 401-1, WEF
Dismissals
Fiscal Year
% of number of 
total exits
10.1%
11.3%
−10.6%
GRI 401-1, WEF
Retiring expected 
within next 5 years 21
Sept. 30th
% of total number 
employees
10.3%
10.3%
0.0%
Employees – use of working hour 
programs
Part-time
Sept. 30th
No. (rounded)
13,800
13,800
0.0%
GRI 102-8
On leave of absence
Sept. 30th
No. (rounded)
6,200
6,300
−1.6%
Employees represented by an inde-
pendent trade union or covered by 
collective bargaining agreements
Germany
Sept. 30th
No. (rounded)
78,400
83,600
−6.2%
Germany
Sept. 30th
% of total German 
employees
97.8
97.7
0.1%
GRI 102-41
Average weekly standard working 
hours 22
Total
Sept. 30th
Hours
39.5
39.5
0.0%
EMEA
Sept. 30th
Hours
38.0
38.0
0.0%
Americas
Sept. 30th
Hours
41.0
41.0
0.0%
Asia, Australia
Sept. 30th
Hours
41.8
41.9
−0.2%
20	 Turnover rate is defined as the ratio of voluntary and involuntary exits from Siemens during the fiscal year to the average number of employees.
21	 Estimated retiring age 63 years.
22	 Contractually agreed weekly working hours at the end of the fiscal year.
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
123

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Talent-Entry-Programs 
Siemens CEO* Program
Community Total
Sept. 30th
No.
22
26
−15.4%
GRI 404-2, WEF
Active participants 
(w/o SHS)
Sept. 30th
No.
2
5
−60.0%
GRI 404-2, WEF
Siemens Finance Excellence  
Program (FEP)
Community Total
Sept. 30th
No.
68
68
0.0%
GRI 404-2, WEF
Active participants
Sept. 30th
No.
9
7
28.6%
GRI 404-2, WEF
Siemens Graduate Program (SGP)
Community Total
Sept. 30th
No.
913
910
0.3%
GRI 404-2, WEF
Active participants
Sept. 30th
No.
99
76
30.3%
GRI 404-2, WEF
Employee Share Programs 
Employees participating in the 
Siemens employee share plans
Total (w/o SHS)
Fiscal Year
No. (rounded)
103,000
100,700
2.3%
GRI 401-2
Participation rate of employee 
share plans 23
Total (w/o SHS)
Fiscal Year
% of employees
44.5%
44.6%
−0.2%
GRI 401-2
Siemens 
­Healthineers AG
Fiscal Year
% of Siemens 
Healthineers AG 
employees
42.5%
52.0%
−18.4%
GRI 401-2
Training and development
Apprentices and dual students
Total
Sept. 30th
No. (rounded)
6,400
6,700
−4.5%
GRI 404-2
Outside of Germany
Sept. 30th
No. (rounded)
2,000
2,000
0.0%
GRI 404-2
Germany
Sept. 30th
No. (rounded)
4,300
4,700
−8.5%
GRI 404-2
Germany – internals
Sept. 30th
No. (rounded)
3,500
3,700
−5.4%
GRI 404-2
Germany – for third 
parties
Sept. 30th
No. (rounded)
800
1,000
−20.0%
GRI 404-2
Germany – new 
­internals starting  
in fiscal year
Fiscal Year
No. (rounded)
1,100
1,100
0.0%
GRI 404-2
Average number of interns /  
(doctoral) students with an 
­educational /learning target  
(e.g. mandatory internships)
Total
Fiscal Year
No. (rounded)
1,000
800
25.0%
GRI 404-2
International tech development 
programs
Participants
Fiscal Year
No.
30
45
−33.3%
GRI 404-2, WEF
Number of home 
countries of 
­participants
Fiscal Year
No.
16
17
−5.9%
GRI 404-2, WEF
Spend on education 
­(apprenticeship)
Total
Fiscal Year
Million €
169.3
157.5
7.5%
GRI 404-2, WEF
Spend on employee training
Total
Fiscal Year
Million €
205.4
164.8
24.6%
GRI 404-2, WEF
23	 Based on employees with eligibility to share plans.
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
124

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Spend on employee education  
and training
Total
Fiscal Year
Million €
374.6
322.2
16.3%
GRI 404-2, WEF
Spend on employee training  
per employee
Total
Fiscal Year
€
667
573
16.4%
GRI 404-2, WEF
Spend on employee training  
per full time employee
Total
Fiscal Year
€
676
581
16.4%
GRI 404-2, WEF
Average training hours per 
­employee
Total
Fiscal Year
No.
26
22
21.1%
GRI 404-1, WEF
Digital learning
Fiscal Year
No.
21
19
12.8%
GRI 404-1, WEF
On-site training
Fiscal Year
No.
5
3
73.3%
GRI 404-1, WEF
Women
Fiscal Year
No.
26
22
15.9%
GRI 404-1, WEF
Men
Fiscal Year
No.
27
22
21.8%
GRI 404-1, WEF
Blue-collar workers
Fiscal Year
No.
20
12
69.5%
GRI 404-1, WEF
White-collar workers
Fiscal Year
No.
28
24
16.3%
GRI 404-1, WEF
Modules in Siemens digital global 
learning platform My Learning 
World
Total
Fiscal Year
No. (rounded)
115,000
100,000
15.0%
GRI 404-2, WEF
Siemens Core Learning Paths (CLP)
Total
Fiscal Year
No.
29
28
3.6%
GRI 404-2, WEF
Siemens Potential Development 
Programs (PDP)
Total
Fiscal Year
No. 
36
34
5.9%
GRI 404-2, WEF
Occupational health & safety 24
Fatalities – work related
Total
Fiscal Year
No.
2
4
−50.0%
GRI 403-9, WEF
Temporary Workers
Fiscal Year
No.
0
2
−100.0%
GRI 403-9, WEF
Employees
Fiscal Year
No.
1
0
GRI 403-9, WEF
Contractors
Fiscal Year
No.
1
2
−50.0%
GRI 403-9, WEF
Fatality Rate – work related 25
Total 26
Fiscal Year
No.
0.001
0.002
GRI 403-9, WEF
Temporary Workers
Fiscal Year
No.
0
0.0076
−100.0%
GRI 403-9, WEF
Employees
Fiscal Year
No.
0.0003
0
GRI 403-9, WEF
High-consequence work-related 
injuries (excluding fatalities)
Total
Fiscal Year
No.
68
22
209.1%
GRI 403-9, WEF
Temporary Workers
Fiscal Year
No.
1
1
0.0%
GRI 403-9, WEF
Employees
Fiscal Year
No.
67
21
219.0%
GRI 403-9, WEF
High-consequence injuries rate 27
Total
Fiscal Year
No.
0.021
0.007
186.6%
GRI 403-9, WEF
Temporary Workers
Fiscal Year
No.
0.003
0.004
−10.5%
GRI 403-9, WEF
Employees
Fiscal Year
No.
0.022
0.008
196.8%
GRI 403-9, WEF
Recordable injuries
Total
Fiscal Year
No.
1,518
1,601
−5.2%
GRI 403-9, WEF
Temporary Workers
Fiscal Year
No.
210
247
−15.0%
GRI 403-9, WEF
Employees
Fiscal Year
No.
1,308
1,354
−3.4%
GRI 403-9, WEF
Total recordable injuries rate 28
Total
Fiscal Year
No.
0.46
0.52
−12.1%
GRI 403-9, WEF
Temporary Workers
Fiscal Year
No.
0.71
0.93
−23.9%
GRI 403-9, WEF
Employees
Fiscal Year
No.
0.44
0.48
−10.1%
GRI 403-9, WEF
24	 Due to system change and data quality improvement adjusted prior year figures SHS
25	 Number of Fatalities x 200,000 / working hours
26	 Fatality Rate w/o contractors
27	 Number of High-consequence injuries x 200,000 / working hours
28	 Number of Recordable injuries x 200,000 / working hours
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
125

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
Lost time injuries (LTI)
Total
Fiscal Year
No.
853
875
−2.5%
GRI 403-9, WEF
Temporary Workers
Fiscal Year
No.
112
114
−1.8%
GRI 403-9, WEF
Employees
Fiscal Year
No.
741
761
−2.6%
GRI 403-9, WEF
Lost time injury frequency rate  
(LTIFR ) 29
Total
Fiscal Year
No.
0.26
0.29
−9.6%
GRI 403-9, WEF
Temporary Workers
Fiscal Year
No.
0.38
0.43
−12.0%
GRI 403-9, WEF
Employees
Fiscal Year
No.
0.25
0.27
−9.4%
GRI 403-9, WEF
Occupational Illness cases
Total
Fiscal Year
No.
66
81
−18.5%
GRI 403-10, WEF
Occupational Illness frequency rate 
(OIFR)
Total
Fiscal Year
No.
0.02
n.a.
GRI 403-10, WEF
Fatalities due to occupational  
illness
Total
Fiscal Year
No.
6
9
−33.3%
GRI 403-10
Rate employees covered with  
OHS MS certificate
Total
Sept. 30th
% of total number 
employees
59%
53%
11.1%
GRI 403-8, WEF
Rate of access to medical care
Total (w/o SHS)
Sept. 30th
% of total number 
employees
89%
n.a.
GRI 403-5
Rate of access to Health Education
Total (w/o SHS)
Sept. 30th
% of total number 
employees
85%
n.a.
GRI 403-5
Corporate Citizenship 
Donations
Total
Fiscal Year
Million €
32.1
28.5
12.6%
GRI 201-1, WEF
Total
Fiscal Year
% of Net Income
0.7%
0.4%
71.7%
GRI 201-1, WEF
EMEA
Fiscal Year
Million €
16.7
12.4
34.5%
GRI 201-1, WEF
Americas
Fiscal Year
Million €
9.4
7.1
32.1%
GRI 201-1, WEF
Asia, Australia
Fiscal Year
Million €
6.0
9.0
−33.4%
GRI 201-1, WEF
Sponsoring Social programs  
(e.g. Arts and education) 30
Total
Fiscal Year
Million €
13.5
12.1
11.8%
GRI 201-1, WEF
EMEA
Fiscal Year
Million €
7.8
7.3
7.8%
GRI 201-1, WEF
Americas
Fiscal Year
Million €
4.2
3.3
25.5%
GRI 201-1, WEF
Asia, Australia
Fiscal Year
Million €
1.5
1.5
0.9%
GRI 201-1, WEF
Community investment total
Total
Fiscal Year
Million €
45.6
40.6
12.4%
GRI 201-1, WEF
Total
Fiscal Year
% of Net Income
1.0%
0.6%
71.3%
GRI 201-1, WEF
EMEA
Fiscal Year
Million €
24.5
19.7
24.7%
GRI 201-1, WEF
Americas
Fiscal Year
Million €
13.6
10.5
30.0%
GRI 201-1, WEF
Asia, Australia
Fiscal Year
Million €
7.5
10.5
−28.4%
GRI 201-1, WEF
Volunteering hours
Total
Fiscal Year
No.
32,650
n.a.
GRI 201-1, WEF
29	 Number of Lost Time Cases (LTC) x 200,000 / working hours. LTC are accidents that results in at least one lost working day
30	 Without Varian
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
126

Sustainability Key Performance Indicators 
(KPIs)
Fiscal Year / 
September 
30th
Unit
FY 2022
FY 2021
+ / –
Standards
DEGREE FRAMEWORK – KPI OVERVIEW (FIGURES WITHOUT SIEMENS HEALTHINEERS) 
Decarbonisation
Scope 1+2: Emission reduction  
to base year 
Total (w/o SHS)
Fiscal Year
% to base year 
(2019)
−46%
–39%
16,8%
Supply Chain: Emission reduction 
to base year
Total (w/o SHS)
Fiscal Year
% to base year 
(2020) 31
2.5%
–6.6% 32
−138.1%
Ethics
Quota of participants of Business 
conduct guideline training (since 
FY 2020)
Total (w/o SHS)
up to Sept. 
30th
% of total number 
of employees
99.9%
76.0%
31.4%
Governance
Resource efficiency
Quota of product families with  
robust eco design
Total (w/o SHS)
Fiscal Year
% of relevant 
­revenue 33
35%
26%
37.4%
Purchase Quota – Secondary 
­material for metals
Total (w/o SHS)
Fiscal Year
% of relevant 
­purchase volume
34%
38%
−10.5%
Purchase Quota – Secondary 
­material for resins
Total (w/o SHS)
Fiscal Year
% of relevant 
­purchase volume
< 1%
< 1%
Reduction waste-to-landfill to base 
year (without construction waste)
Total (w/o SHS)
Fiscal Year
% to base year 
(2021)
–12%
0.0%
Equity
Female share in top management
Total (w/o SHS)
Sept. 30th
% of employees in 
top management
27.7%
27.5%
0.7%
Share of employees with access to 
Siemens employee share plans
Total (w/o SHS)
Fiscal Year
% of total number 
of employees 34
98.6%
97.5%
1.1%
Employability
Digital learning hours per employee
Total (w/o SHS)
Fiscal Year
No.
21
17
23.5%
Level of access to employee assis-
tance program
Total (w/o SHS)
Sept. 30th
% of total number 
of employees
87%
87%
0.0%
Improvement in global LTIFR 35 to 
base year
Total (w/o SHS)
Fiscal Year
% to base year 
(2020)
–19%
–13%
48.8%
31	 Base year 2020 is calculated w/o individual supplier emission data
32	 Last year data changed due to method adaption
33	 In FY 2022 the share of relevant revenue was 57% of total revenue Siemens w/o SHS.
34	 Where legally possible and reasonable.
35	 Number of recordable injuries x 200,000 / working hours.
6  Our sustainability indicators
SIEMENS SUSTAINABILITY REPORT 2022 
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Page 128 – 155
Annex 
SIEMENS SUSTAINABILITY REPORT 2022 
128

Sustainability is a fundamental principle that guides our every 
action. The Sustainability Report 2022 (below, the “Report”)­ 
­supplements our financial reporting for fiscal 2022. The present 
chapter describes the key elements of our sustainability reporting. 
Reporting approach
The Report explains the strategy, organization, initiatives, pro-
grams, management systems, measures, and goals of sustainable 
corporate governance. It supplements the financial reporting 
provided in the current Annual Report and updates the financial 
reporting from the previous year. It also documents the progress 
we have made in implementing the Ten Principles of the United 
Nations Global Compact, as well as the United Nations CEO 
­Water Mandate and the Task Force on Climate-Related ­Financial 
Disclosures. 
This Report has been prepared in accordance with the GRI 
­Standards Comprehensive Option, as well as the anti-corruption 
reporting recommendations of the Global Compact and of Trans-
parency International. Our reporting of human rights activities 
is based on the UN Guiding Principles (UN GP) Reporting Frame-
work and the corresponding guidelines. 
Reporting period and Report boundaries  
This Report refers to the Siemens 2022 fiscal year (Octo-
ber 1, 2021, to September 30, 2022). Any exceptions are indicated 
as such. In general, the Report covers all our fully consolidated 
companies. Varian Medical Systems Inc., acquired in April 2021, 
was included for the first time starting with fiscal 2022. As a 
general rule, minority interests are not included in the Report. 
Unless otherwise noted, the key indicators and information 
­reported below relate to the company’s continuing operations. 
Some management approaches do not cover all Siemens entities 
or parts of the organization. Some parts of the Siemens organi-
zation may have introduced specific programs or initiatives that 
differ from the general approaches described in this Report. 
Nonetheless, they are consistent with the DEGREE framework 
and the global nonfinancial programs and initiatives of Siemens.
Data collection 
Given the size and worldwide presence of Siemens, data collec-
tion poses a logistical challenge. Moreover, our companies 
throughout the world must comply with national regulations 
concerning the compilation and definition of their key figures, 
which means that the generated data is not always comparable. 
Where applicable, we point out any significant limitations in the 
information presented in the Report. 
The data presented in this Report is collected via various internal 
reporting systems which for the most part are different from 
those used to collect the financial information presented in our 
consolidated financial statements. In particular, the internal re-
porting systems used to collect the information presented in this 
Report may be subject to less stringent internal requirements for 
documentation, data generation, and auditing, including with 
respect to the IT systems and controls employed. We reserve the 
right to change the internal guidelines applicable to the collection 
of the data published in this Report without prior notice. Due to 
rounding, some of the numbers presented in this Report may not 
add up exactly to the presented totals, and percentages may not 
exactly reflect the absolute figures to which they refer. 
Methodology, environmental reporting, and 
collection of environmental data 
Within our environmental information system, in fiscal 2022 we 
evaluated 254 reports from locations in all relevant countries in 
which defined threshold values for environmental management 
parameters such as energy usage, resource usage, and emissions 
were exceeded. We use absolute values such as energy consump-
tion in gigajoules to measure and monitor our environmental 
7.1
Reporting methodology 
7.1  Reporting methodology
SIEMENS SUSTAINABILITY REPORT 2022 
129

impacts. We report environmental data for continued operations. 
Values have been extrapolated to 100% coverage in order to 
reflect total consumption. The extrapolation is performed on the 
basis of the area not covered in the reporting system. The differ-
ence represents a share of approximately 20% for the reporting 
period. We monitor our environmental impacts for all environ-
mentally relevant office and production sites on the basis of 
environmental data collected on a quarterly basis. 
In fiscal 2022 we applied the updated version of the tool from 
our external partner for calculating upstream Scope 3 emissions, 
so as to enhance the calculations’ effectiveness and accuracy. 
The previous year’s figures were adjusted to ensure comparability.
Further reporting principles on the figure for “customer avoided 
emissions” can be found in the annex on  REPORTING PRINCIPLES 
FOR CUSTOMER AVOIDED EMISSIONS.
Independent assurance 
Our sustainability reporting is subject to high quality standards. 
As in the previous years, therefore, we commissioned an inde-
pendent audit firm to conduct a limited assurance of our Sustain-
ability Report 2022. The results of the assurance conducted by 
Ernst & Young GmbH Wirtschaftsprüfungsgesellschaft are 
­presented in the chapter titled “Independent auditor’s limited 
assurance report.”
Editor’s note 
An effort has been made to use gender-neutral language 
throughout. Nevertheless, if on occasion the masculine form is 
used for easier readability, it stands for persons of all genders.
7.1  Reporting methodology
SIEMENS SUSTAINABILITY REPORT 2022 
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For 15 years (until fiscal 2021), we reported the revenue gener-
ated from our Environmental Portfolio and the resulting annual 
reduction of greenhouse gas emissions (GHG) achieved by our 
customers on the basis of the internal regulations defined in our 
Environmental Portfolio Guideline. Starting in fiscal 2022, key 
figures on sustainable activities, including revenue, will be 
­reported in accordance with the new EU Taxonomy. Additionally, 
the calculation and reporting of Customer Avoided Emissions will 
be continued with a modified methodology.
CO2 Use Phase Impact Reporting Guideline
The Siemens CO2 Use Phase Impact Reporting Guideline sets out 
basic requirements and guidelines to calculate and report emis-
sions related to the use of products, systems, solutions, and 
services sold and investments made by Siemens. It covers:
	
→Scope 3 downstream GHG emissions resulting from the use 
of sold products (Category 11) and investments (Category 
15) according to the GHG Protocol Corporate Value Chain 
(Scope 3) Standard (GHG Protocol Standard)
	
→Customer Avoided Emissions (according to Siemens’ own 
methodology as a modification of former Environmental 
Portfolio methodology)
The following summary will focus on the second part, the calcu-
lation and reporting of Customer Avoided Emissions. Customer 
Avoided Emissions result either from products, systems, solu-
tions, and/or services sold by Siemens or from investments made 
by Siemens Financial Services (SFS).
Customer Avoided Emissions
A company’s carbon footprint does not measure the company’s 
contribution to decarbonization by its partners and customers. 
Although the carbon footprint can indeed reflect emissions 
­reduction resulting from the use of its solutions (Scope 3 down-
stream emissions) over time, it does not indicate whether these 
solutions have enabled the customer to achieve lower emissions 
than an alternative solution (reference scenario) would have 
done. Quantifying the decarbonization impact resulting from the 
use of the company’s products and solutions (avoided emissions) 
helps to convey a full picture of the company’s contribution to 
global decarbonization.
The term “Customer Avoided Emissions” refers to the “positive” 
impact when determined by comparing the GHG emissions of 
two different solutions or scenarios. Avoided emissions are emis-
sions that are saved or avoided during the customer use phase 
from the use of our products or financing compared to a baseline.
The guideline applied for calculating and reporting Customer 
Avoided Emissions is based on a methodology defined by 
Siemens itself due to the lack of a commonly used external defi-
nition or standard. It is derived from the approach based on the 
former Siemens Environmental Portfolio (applied from 2006 to 
2021), which has been modified to align it with the GHG Scope 3 
downstream reporting according to the GHG Protocol Standard.
Calculation principles
The calculation principles are derived from the standards “A Cor-
porate Accounting and Reporting Standard – Revised Edition” 
and “GHG Protocol for Project Accounting”, both published by the 
Greenhouse Gas Protocol Initiative. These principles are rele-
vance, completeness, consistency, transparency, accuracy, and 
conservativeness.
All Siemens Businesses and SFS are required to apply these prin-
ciples in order to enable the integrity and credibility of the data 
and a true and fair presentation of Siemens Customer Avoided 
Emissions.
Accounting boundaries
The accounting boundaries for data on Customer Avoided Emis-
sions only encompass the phase during which a product, system, 
solution, or service is used by the customer or the term of an 
investment. Therefore, GHG emissions occurring during other 
phases of the life-cycle, such as in the supply chain, in production, 
7.2 
Reporting principles for  
Customer Avoided Emissions 
7.2  Reporting principles for Customer Avoided Emissions 
SIEMENS SUSTAINABILITY REPORT 2022 
131

or upon end-of-life disposal are not included in the calculation. 
Customer Avoided Emissions are calculated for the entire life-cycle 
of a Siemens offering. 
Accounting for Customer Avoided Emissions
All Siemens Businesses and SFS are required to report the 
­Customer Avoided Emissions for all products, systems, solutions, 
services, or investments that lead to the avoidance of GHG 
­emissions during the customer use phase. 
Customer Avoided Emissions represent the difference between 
the GHG emissions of a Siemens offering and the GHG emissions 
of a baseline or reference scenario.
Siemens Businesses and SFS must account for and report the 
annual Customer Avoided Emissions from the use of Siemens 
offerings sold or investments made in the reporting year over 
their entire use phase (“future impact of today’s revenue” similar 
to Scope 3 customer use phase emissions according to the GHG 
Protocol Standard).
Exclusion criteria:
Before calculating Customer Avoided Emissions, all Siemens 
products, systems, solutions, services, and investments must be 
checked against the following exclusion criteria:
	
→Field of application: No Customer Avoided Emissions may be 
accounted for and reported in the application fields of 
­military use or nuclear power.
	
→Objections and concerns of external stakeholders: If stake-
holders express concerns or objections, internal or external 
information is evaluated and appropriate measures are taken. 
	
→Adverse effects: If evidence comes to Siemens’ attention that 
a Siemens product, system, solution, service, or investment 
causes considerably greater adverse environmental effects 
elsewhere in the element’s life-cycle, Customer Avoided 
Emissions are not calculated.
Greenhouse gases considered 
The accounting for Customer Avoided Emissions includes, where 
appropriate, all six greenhouse gases defined in the Kyoto Pro-
tocol (so-called Kyoto gases), including: carbon dioxide (CO2), 
methane (CH4), nitrous oxide (N2O), sulfur hexafluoride (SF6), 
hydrofluorocarbons (HFCs), and perfluorocarbons (PFCs). 
To assess the relevance of GHG emissions other than CO2, they 
are converted into metric tons of CO2 equivalents (CO2e). This 
number is based on the global warming potential over 100 years 
of the respective greenhouse gas compared to the global warm-
ing potential of CO2.
Baseline methodology 
The baseline methodology defined in the guideline refers to the 
specific comparison of a Siemens product, system, solution, 
­service, or investment with a reference situation in the absence 
of the Siemens offering. To enable credibility and avoid over-
stating the positive effect, the reference scenario must represent 
as best as possible the situation that would have occurred with-
out the Siemens solution.
	
→Before-and-after comparison: Refers to the difference 
between an initial situation at the customer and the situation 
after the implementation of a Siemens offering to improve 
or substitute certain characteristics. This comparison may 
be applied, for example, to cases in which a Siemens solution 
optimizes the energy consumption of a building.
	
→Direct comparison with a reference technology: Refers 
to the difference between the Siemens offering and a 
­comparable other single technology or predecessor with a 
similar purpose. This comparison may be applied, for example, 
to new product generations or the electrification of fossil-­
fuel technologies.
	
→Comparison with the installed base: Refers to the differ-
ence between the Siemens offering and an average market 
solution used for the same or a similar purpose (market 
standard). This comparison may be applied, for example, to 
renewable energy projects by drawing a comparison with 
the average global greenhouse gas emission factor for 
­electricity generation.
Recognition of Customer Avoided Emissions
In general, Customer Avoided Emissions are recognized for prod-
ucts, systems, solutions, services, or investments. In many cases, 
however, Siemens only delivers components of a complete prod-
uct, system, solution, service, or investment. In such cases, it is 
often not possible to directly determine the avoided emissions 
attributable to such components during the use phase with the 
customer.
7.2  Reporting principles for Customer Avoided Emissions 
SIEMENS SUSTAINABILITY REPORT 2022 
132

Therefore, Siemens Businesses and SFS must apply the following 
rules when accounting for and reporting Customer Avoided Emis-
sions:
	
→Siemens supplies the entire product, system, solution, ser-
vice, or investment: Siemens accounts for 100% of the Cus-
tomer Avoided Emissions during the customer use phase.
	
→Siemens provides all core component(s), even if they only 
represent intermediate products of an end application: 
Siemens accounts for 100% of the Customer Avoided Emis-
sions during the customer use phase.
	
→Siemens provides some core component(s): In the first step, 
all core components that lead to Customer Avoided Emis-
sions are identified. In the second step, the Siemens share 
of the total Customer Avoided Emissions of the end applica-
tion is determined by calculating the ratio of Siemens com-
ponents to the total net delivery price of all core compo-
nents.
	
→Siemens does not provide a core component of a product, 
system, solution, service, or investment: Siemens reports no 
Customer Avoided Emissions.
So far, there are not robust calculation approaches for all portfo-
lio elements to quantify their decarbonization effect, such as 
software and automation technology. Some of these products 
play a relevant role for a sustainable economy as “enabling tech-
nologies” (system enablers), in particular from the field of elec-
trification and digitization, but no direct emission avoidance can 
currently be assigned. However, they are key in achieving global 
environmental goals. We are working on developing calculation 
methods for such products and solutions.
Calculation
Siemens Businesses and SFS are required, where applicable, to 
report Customer Avoided Emissions associated with all products, 
systems, solutions, services, or investments that lead to the 
avoidance of emissions in the customer use phase. The amount 
of Customer Avoided Emissions is the difference between the 
GHG emissions of the given Siemens offering and the reference 
scenario defined above.
Technical parameters and assumptions
The calculation of Customer Avoided Emissions is based on dif-
ferent parameters in order to best reflect the amount of avoided 
emissions during the entire lifespan of a Siemens offering, sim-
ilar to the calculation of downstream Scope 3 emissions. The 
calculation parameters (e.g., emission factors or expected lifes-
pan) should be reviewed and updated regularly in order to reflect 
the most current status of these numbers. The calculation ap-
proach should be consistent with the calculation of downstream 
Scope 3 emissions (Categories 11 and 15). 
In some cases, the actual parameters such as the operating time 
or intended intensity of use with the customer cannot be deter-
mined reliably. Under these circumstances, conservative esti-
mates should be applied and documented appropriately.
In general, the emissions of the reference scenario and the 
Siemens offering should include the potential development of 
the situation over time. The calculation of the future emissions 
of products with long lifetimes is subject to a high degree of 
uncertainty. Using an energy scenario to describe a changing 
emission factor would lead to incomparable calculation results 
whenever the scenario is updated. Therefore, we have decided 
to use the annually updated emission factors, which incorporate 
the changes in the global energy mix from year to year, in a 
manner consistent with the calculation of our downstream 
Scope 3 emissions. 
The source of the emission factors applied in the 2022 reporting 
year is the “IEA Emission Factors 2021” published by the Interna-
tional Energy Agency. For example, the global CO2e emission 
factor used for electricity generation only is 477 g CO2e/kWh.
If regional calculations are available, local emission factors 
should be used.
Offerings with no material Customer Avoided Emissions impact 
or in cases where the calculation cannot be determined reliably 
under reasonable cost-benefit considerations, are not considered 
within the accounting.
7.2  Reporting principles for Customer Avoided Emissions 
SIEMENS SUSTAINABILITY REPORT 2022 
133

Recalculation
To enable consistency, especially over time, Siemens Businesses 
and SFS should recalculate the Customer Avoided Emissions in 
accordance with the guideline.
Events that lead to relevant changes in the data on Customer 
Avoided Emissions typically include corporate mergers, acquisi-
tions, and divestments, mistakes in previous calculations, chang-
es in external standards or in the Siemens calculation method-
ology, significant changes in the parameters and assumptions 
applied in the calculation, and any other events that lead to 
material changes in calculation estimates.
7.2  Reporting principles for Customer Avoided Emissions 
SIEMENS SUSTAINABILITY REPORT 2022 
134

The Task Force on Climate-Related Financial Disclosure of the 
G20 Financial Stability Board has provided a uniform framework 
that companies may voluntarily use to report their climate-relat-
ed risks and opportunities and disclose the corresponding infor-
mation to investors, lenders, insurers, and other stakeholders. 
This Annex provides an overview of Siemens’ activities based on 
these recommendations and provides references to other sources 
of relevant information.
Our governance in the area of climate protection 
Governance at the Managing Board level 
All strategic sustainability activities are overseen by our Chief 
Sustainability Officer (CSO). The CSO is a member of the Siemens 
Managing Board and chairs the Siemens Sustainability Board 
(SSB), which is composed of representatives of the businesses, 
countries, and units with governance responsibilities (technical 
and professional functions). The SSB is the central steering com-
mittee for the strategic development of sustainability at Siemens, 
and makes decisions regarding key sustainability matters. Where 
necessary, the Managing Board addresses sustainability-related 
risks and opportunities of strategic and company-wide impor-
tance, and adopts appropriate measures. For example, it was the 
Managing Board that adopted the DEGREE sustainability frame-
work in fiscal 2021. The SSB motivates and supports the consid-
eration of sustainability aspects when making business decisions. 
At quarterly meetings, the SSB discusses and defines strategic 
sustainability topics. For example, it assesses the progress of our 
DEGREE ambition, nonfinancial reporting, rankings and ratings. 
The SSB adopts relevant sustainability measures and initiatives 
or submits recommendations for action to the Managing Board.
Topics relating to climate change were regularly on the agenda 
of SSB meetings in fiscal 2022. During the year, the SSB made 
decisions regarding, for example, the replacement of the revenue 
reporting in our Environmental Portfolio by the binding EU Tax-
onomy reporting as well as the modification of the approach to 
calculating avoided GHG (greenhouse gas) emissions at our 
customers. From now on, we will report our revenue in connec-
tion with sustainable business activities in accordance with the 
EU Taxonomy reporting categories. In order to make our portfo-
lio’s contribution to limiting climate change transparent, we 
­report how much GHG emissions our products and solutions 
avoid compared to reference solutions and thus help our 
­customers drive their decarbonization activities.
In addition to strategic sustainability activities, the Managing 
Board is also responsible for operational environmental protec-
tion. The responsibility for the implementation of environmental 
guidelines is defined in the EHS Principles, an internal Managing 
Board guideline. The Global Board EHS, which comprises special-
ized experts, develops environmental protection measures and 
programs and advises the Managing Board member responsible 
for environmental protection, in consultation with the SBB.
 SUSTAINABILITY GOVERNANCE AND ORGANIZATION, 
 CDP 2022 C1, 
 DEGREE
Governance at business and management level 
The Siemens Sustainability Director heads the Sustainability 
­Department and supports the CSO in performing his or her 
­duties. In this capacity, the Sustainability Director reports to the 
CSO and is a member of the SSB. The Sustainability Department 
monitors trends in sustainability, analyzes the potential impact 
on Siemens, prepares decisions for initiatives and pilot projects, 
provides support with their implementation, and promotes 
­efforts by the SSB to anchor new sustainability topics within the 
company. The CEOs of the businesses and countries are respon-
sible for implementing sustainability within the Siemens Group. 
This responsibility includes taking sustainability aspects strate-
gically into account all along the value chain of their organiza-
tions’ business activities. In all their decisions, strategies, 
­processes and systems, they must also take account of business 
opportunities and business risks that relate to sustainability. In 
their implementation work, the CEOs of the various businesses 
and countries are supported by Sustainability Managers, whom 
they appoint. These Sustainability Managers maintain close con-
tact with their colleagues and the Sustainability Department. 
They also organize a network of sustainability experts. This 
­sustainability network includes specialist functions such as the 
7.3 
Task Force on Climate-Related Financial 
Disclosures (TCFD) 
7.3  Task Force on Climate-Related Financial Disclosures (TCFD)
SIEMENS SUSTAINABILITY REPORT 2022 
135

Environment, Health, and Safety (EHS) Department. The EHS 
Department develops and supports the Eco Efficiency @ Siemens 
program introduced in 2021, which strives to promote the 
­circular economy by means of responsible product design, 
­environmental protection, and resource conservation. The EHS 
Department also supports the businesses in their efforts to 
­reduce GHG emissions in the company’s own operations. The 
Supply Chain Management department helps our business units 
promote decarbonization in the supply chain. 
 SUSTAINABILITY GOVERNANCE AND ORGANIZATION,  SUSTAINABLE SUPPLY 
CHAIN PRACTICES, 
 ENVIRONMENT and 
 CONSERVING RESOURCES,  
 CDP 2022 C1, 
 DEGREE
Our strategic response to climate-related  
opportunities and risks 
The DEGREE sustainability framework includes the sustainability-­
related topics important for Siemens, including decarbonization 
and resource efficiency, for which we have set ambitious targets 
(see section “Metrics and targets“). These targets apply to 
Siemens’ own operations as well as to our supply chain.
We have embedded sustainability as a strategic imperative in all 
our investment decisions – from company acquisitions and cus-
tomer projects to the assessment of suppliers.
Focused on the technologies that are driving the digital transfor-
mation of industry, intelligent infrastructure and sustainable 
transportation, the Siemens portfolio is making a key contribu-
tion to the transition to a low-carbon economy. Our growth 
engines are digitalization, automation, and sustainability. With 
regard to sustainability, our portfolio’s contribution in the areas 
of decarbonization, resource efficiency and the circular economy 
is particularly strong. In the future, software and hardware will 
positively influence each other more and more strongly and 
­accelerate value-creating growth. As a focused technology com-
pany, we want to expand our position in all our markets and tap 
additional profitable markets.
In June 2022, we launched Siemens Xcelerator, an open digital 
business platform that will accelerate the digital transformation 
and drive innovation more rapidly. For example, the digital trans-
formation will become faster, simpler, and scalable for customers 
of every size in the areas of industry, buildings, power grids, and 
transportation, while digital solutions will make their companies 
more flexible, more resilient, more efficient, and more sustain-
able.  STRATEGY, 
 DEGREE
Climate-related opportunities and risks
Climate-related opportunities and risks are integrated into our 
company-wide Enterprise Risk Management (ERM) process. ERM 
at Siemens is based on a net risk approach in which the risks and 
opportunities are addressed that remain after the implementa-
tion of existing, effective measures and controls. As a global 
technology company and innovation leader in the fields of elec-
trification, automation, and digitalization, Siemens supports 
sustainable industrialization. These topics are becoming increas-
ingly important in the transition to a low-carbon economy – a 
development that confirms our company strategy. Although the 
impact of climate-related changes is connected with uncertain-
ties, we consider the transition to a low-carbon economy to be 
basically an opportunity. A favorable political and regulatory 
environment including the transition towards a low-carbon 
­economy could restore a more positive industrial investment 
sentiment that supports the growth of our markets. By enabling 
our customers to reduce their GHG emissions using our portfolio 
and by reducing CO2 emissions in our own operations, Siemens 
strives to support the transition towards a low-carbon economy. 
Siemens also welcomes and supports recent legislative and 
­governmental measures to accelerate the mitigation of climate 
change, especially in Europe such as through the Green Deal or 
sustainable finance initiatives. 
 SIEMENS FINANCIAL REPORT FOR 
­FISCAL 2022, COMBINED MANAGEMENT REPORT, CHAPTER 8.4 OPPORTUNITIES, 
 CDP 2022 C2.4
To leverage these climate-related opportunities, we have included 
sustainability and decarbonization in this year’s strategy ­review, 
where we drew up concrete action plans for our business units, 
in order to support our customers in achieving their sustainabil-
ity and decarbonization goals in an even more targeted fashion.
Potential transition risks (for example, regulation, market, tech-
nology) and physical climate-related risks are assessed in our risk 
process. In this process, we have generally identified the risk of 
an increasing focus on sustainability. The increasing environmen-
tal, social, and governance (ESG) requirements from ­governments, 
investors, and customers as well as financing ­restrictions for GHG 
emitting technologies could ­result in additional costs. The grow-
ing requirements in the ­regulatory environment, but also the 
self-commitment to own sustainability and climate protection 
targets, bear further liability risks. Additionally, business involve-
ment in areas of public debate regarding sustainability might be 
negatively perceived and ­trigger adverse media attention. This 
could lead to reputational damage and have an impact on 
7.3  Task Force on Climate-Related Financial Disclosures (TCFD)
SIEMENS SUSTAINABILITY REPORT 2022 
136

achievement of our business goals. We ­address these risks, 
among other things, in the context of our sustainability frame-
work DEGREE, in which we have also set ourselves ambitious 
sustainability targets. Measures to reduce climate-­related risks 
include, for example, our decarbonization strategy (incl. Science 
Based Target), as well as our engagement in the supply chain. In 
fiscal 2021, we introduced an ESG risk framework along with an 
optimized ESG due diligence process. This supports Siemens 
businesses with due diligence in the customer-­oriented environ-
ment with a view to possible environmental and social risks as 
well as related human rights and reputational risks.
 SIEMENS FINANCIAL REPORT FOR FISCAL 2022, COMBINED MANAGEMENT 
REPORT, CHAPTER 8.3. RISK MANAGEMENT, 
 CDP 2022 C2.3
Management of climate-related risks
Climate-related risks and opportunities are embedded in the 
Siemens-wide ERM approach. All identified climate risks are 
­assessed, and measures for risk prevention, transfer, or mitigation 
are devised for all relevant risks. 
 SIEMENS FINANCIAL REPORT FOR FISCAL 2022, COMBINED MANAGEMENT 
REPORT, CHAPTER 8 , 
 CDP 2022 C 2
Management of climate risks in our own operations
The reduction of GHG emissions has been integrated into the 
Long-term Incentive (LTI) compensation as part of a Siemens- 
internal ESG/Sustainability index, applicable for members of the 
Managing Board and Senior Management (Siemens without 
SHS). The anchoring of the reduction of GHG emissions in this 
system and the responsibility of each of our businesses for the 
reduction of its pro-rated emissions are key elements of our man-
agement approach and require regular monitoring.
 SUSTAINABILITY GOVERNANCE AND ORGANIZATION
By joining the Science Based Targets initiative, Siemens has 
pledged to reduce emissions from its own operations (Scope 1 
and 2) by 50% by 2030 and its Scope 3 emissions (upstream and 
downstream) by 15% compared to 2019. These targets 
­underscore our commitment to contributing to limiting global 
warming to 1.5 degrees Celsius and to containing climate 
change. In addition, our pledge to reduce GHG ­emissions in our 
own operations is a key part of our DEGREE sustainability frame-
work and is embedded in the KPI “Net Zero operations by 2030” 
for Siemens without SHS. We have accelerated our reduction 
target for our business operations (Scopes 1 and 2) for Siemens 
without SHS to – 55% by 2025 compared to 2019. By 2030, we 
aim to reduce emissions by 90% instead of 50% compared 
to 2019. We have reduced our Scope 1 and Scope 2 emissions 
for Siemens without SHS by a total of 46% since fiscal 2019.
Our ambitious decarbonization measures and targets in our own 
operations and along our value chain are helping eliminate po-
tential transitional climate risks and increase our resilience and 
the energy independence of our production facilities.
 CLIMATE ACTION, 
 CDP 2022 C4 AND C6
As a key element of our DEGREE framework, we have successful-
ly implemented the rollout of our new digital Risk Due Diligence 
Tool (ESG Radar) in the governance area on the basis of material 
risk fields. This tool supports business decisions on the customer 
side via the early risk identification and assessment of possible 
environmental and social risks. The Risk Due Diligence Tool is 
also continuously further developed with regard to climate-­
related risks. 
Our ongoing analyses of insurance-related physical risks are based 
on the latest assessments of external suppliers and on internally 
collected data. According to these analyses, the risks at Siemens 
locations are extremely low. According to a TÜV Süd analysis 
(Global Risk Consultants, status October 2022), our locations 
have – from the insurance perspective – considerably better risk 
protection than the industry average (industry average: about 70; 
Siemens: about 80). We regularly conduct local risk assessments 
worldwide and continuously adjust our protection concepts. In 
this connection, we also coordinate recommendations regarding 
physical and organizational measures with our local fire protec-
tion officers, EHS officers, and site managers. The goal is to meet 
the objectively assessed risks with functioning protection concepts.
In 2022, we again improved our process for assessing physical 
risks. Together with our insurers and other external risk data 
providers, we annually assessed about 80% of our insured values 
with regard to fire protection but also to natural catastrophes 
such as storms, flooding, and hurricanes. In addition and in line 
with our EHS management system, we defined measures – such 
as the installation of highwater barriers and roof reinforcement – 
for locations where risks had been identified. Where necessary, 
crisis managers are appointed to continuously analyze, docu-
ment, and further develop crisis plans and measures.
7.3  Task Force on Climate-Related Financial Disclosures (TCFD)
SIEMENS SUSTAINABILITY REPORT 2022 
137

A risk analysis with a particular focus on natural hazards influ-
ences the selection process for new locations and the develop-
ment of adequate and long-term protection measures. For 
­example, our location in Regensburg, Germany, has implement-
ed structural adjustments as a precautionary measure to protect 
against the occurrence of heavy rainfall. We analyze and model 
both current risk parameters and future climate scenarios and 
develop preventive measures.
Climate change is also having an impact on water supply. With 
our water strategy, we want to minimize the negative local im-
pact of water consumption and use. We also take into account, 
among other things, factors such as water scarcity, water pollu-
tion, flooding, ambient fire risk, and the results of climate 
change. In 2021, we incorporated our water strategy into our 
standard guidelines, the EP Standard, after we had successfully 
implemented it worldwide by 2020 with the aid of Serve the 
Environment, our most recent environmental program. The nec-
essary process of analysis begins with an assessment of the en-
vironmentally relevant locations using the Aqueduct Water Risk 
Atlas of the World Resources Institute (WRI). With the aid of an 
additional, specially developed internal analytic tool, Siemens 
assesses the risks that originate from a location’s activities at the 
local level and places them in relation to regional water risks. 
Locations with a high risk assessment must define targets to 
reduce it. In fiscal 2022, 93% of our locations implemented this 
water strategy.
 CONSERVING RESOURCES, 
 CDP 2022 C2, 
 CDP 2022 WATER SECURITY
Management of climate risks along our value chain
With the aid of external risk data providers, we analyze potential 
risks in our supply chain, including environmental risks. Up until 
now, we have given climate-related risks that have an acute im-
pact on our supply chain a low ranking. However, we analyze 
possible interruptions in the supply chain with the aid of proven 
risk indicators and have been able to ensure the resilience of our 
supply chain in times of major crisis (for example, COVID-19).
In addition to our Science Based Target, we have defined a target 
in the DEGREE framework for our upstream Scope 3 emissions: 
we want to reduce the emissions in our entire supply chain 20% 
by 2030 (Siemens without SHS). Details regarding our upstream 
Scope 3 emissions in fiscal 2022 can be found in the chapter 
 SUSTAINABLE SUPPLY CHAIN PRACTICES.
In our Carbon Reduction@Suppliers approach, which is imple-
mented with an external partner, we prepare analyses based on 
economic data to model the carbon footprint for each one of our 
suppliers. In a first step, we model our suppliers’ upstream GHG 
emissions. In a second step, we attempt – jointly with our sup-
pliers – to verify the values calculated in this model. For this 
purpose, we use a web-based tool, the Carbon Web Assessment 
(CWA), that shows our suppliers the most important causes of 
CO₂ and explains how emissions can be sustainably reduced. 
After the leaning phase has been completed, we retrieve the 
suppliers’ so-called primary data in the CWA. This step enables 
us to calculate both the CO2 savings that suppliers have already 
achieved and the further CO2 savings that they plan for the 
­future. The CWA enables our suppliers to plan and implement 
their own path toward Net Zero emissions.
 CONSERVING RESOURCES and 
 SUSTAINABLE SUPPLY CHAIN PRACTICES
We also enable our customers to reduce their GHG emissions by 
offering them low-carbon, energy-efficient products, solutions, 
and services. To make our portfolio’s contribution to mitigating 
climate change transparent, we report how much GHG emissions 
our products and solutions avoid compared to reference solutions 
and thus help our customers drive their decarbonization. In fiscal 
2022, we helped our customers avoid 153 million metric tons of 
GHG emissions. Due to the adjustment of our method of calcu-
lation (see Annex, 
 REPORTING PRINCIPLES FOR ­CUSTOMER AVOIDED 
EMISSIONS), this figure is not comparable to the prior-year figures 
set out in the former Environmental Portfolio. The Siemens tech-
nologies that make the largest contribution to the avoidance of 
GHG emissions at our customers are frequency converters, rail-
bound passenger, and freight transport and building systems. 
 CLIMATE ACTION and 
 EU TAXONOMY
We also invested €5.6 billion (compared to €4.9 billion in fiscal 
2021) in research and development activities that are geared 
toward developing innovative and sustainable solutions for our 
customers and for Siemens businesses and toward simultane-
ously strengthening our competitiveness. This is also how we 
make a beneficial contribution to society. Our broad technology 
portfolio supports both the public sector and the private sector 
with innovative solutions and business models in the transition 
to a carbon-neutral future.  RESEARCH AND DEVELOPMENT
7.3  Task Force on Climate-Related Financial Disclosures (TCFD)
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Our company-wide strategy to mitigate and adapt to climate 
change is supported by regional measures. In fiscal 2022, 
Siemens PLC in the UK, for example, began to systematically 
identify the climate-relevant opportunities and risks in their re-
gion and markets and assess the risks’ financial implications. 
Represented in this project are experts from a variety of units – 
including Sustainability, Risk Management, and Finance. The 
project’s findings will help Siemens PLC in the UK adjust to the 
impact of climate change at an early stage and strategically lever-
age the resulting opportunities. 
Analysis of climate-related scenarios
Different climate scenarios are used at Siemens for different 
purposes, such as the business strategy, the decarbonization 
strategy, and the identification of opportunities and risks. Our 
decarbonization target, which is approved by the Science Based 
Targets initiative, is aligned with the 1.5 degrees Celsius target 
and therefore the Paris Agreement. Decarbonization will change 
the entire energy value chain in the coming decades. By provid-
ing innovative technologies, we see ourselves as a leading de-
carbonization partner to our customers and society in general. 
To fulfill this role, we must have an exact understanding of the 
technological changes that must be made in the next few de-
cades and beyond. We mainly rely on the scenarios of S&P Glob-
al (formerly IHS Markit), IEA, and BloombergNEF for planning our 
business strategy and identifying company-wide risks and op-
portunities. These scenarios help us, for example, to identify 
trends in the energy and mobility markets. For business planning 
purposes, we apply different scenarios such as IHS Inflections 
and Green Rules, IEA STEPS, SDS, NZE and BloombergNEF New 
Energy Outlook ­(Economic Transition Scenario, three Net Zero 
scenarios – green, gray, and red). These scenarios help us predict 
market developments, assess the implications of different sce-
narios, and make business decisions on this basis. With a view to 
our own business, the analysis of climate-related scenarios en-
ables us to predict the potential consequences in terms of regu-
latory requirements, R&D, and customer trends and require-
ments. Our business units also conduct business-specific 
scenario analyses. We regularly review the robustness of our 
program to reduce our GHG emissions with reference to external 
energy price scenarios and the real development of energy prices 
and adjust our measures as necessary. 
 CDP 2022 C3.2
Our risk management approach to climate-related 
opportunities and risks
Risk management at Siemens builds on a comprehensive, inter-
active and management-oriented Enterprise Risk Management 
(ERM) approach that is integrated into the organization and that 
addresses both risks and opportunities. Our ERM process aims 
for early identification and evaluation of, and response regard-
ing, risks and opportunities that could materially affect the 
achievement of our strategic, operational, financial, and compli-
ance objectives. The time horizon is typically three years, and we 
take a net risk approach, addressing risks and opportunities 
­remaining after the execution of existing and effective measures 
and controls. A detailed description of our enterprise risk 
­management basic principles and process can be found in our 
combined management report, chapter 8.2 Risk management.
 SIEMENS FINANCIAL REPORT FOR FISCAL 2022, COMBINED MANAGEMENT
REPORT, CHAPTER 8, 
 CDP 2022 C2
Climate risks within the risk management system
Climate-related risks and opportunities are embedded in the 
Siemens-wide ERM approach, which takes into account both risks 
and opportunities. The consideration of sustainability and, in 
particular, climate-related risks and opportunities are an integral 
part of the regular top-down process in which material issues 
and trends are communicated at risk workshops to the relevant 
company units for the identification of risks and opportunities. 
As a result, issue-related recommendations are available to all 
businesses at their quarterly reviews. In fiscal 2022, physical 
climate risks, CO2 pricing, the product carbon footprint, and the 
circular business model were among the items on the agenda of 
the top-down process and thus provided input for the annual 
ERM process. In fiscal 2022, we also conducted a so-called cli-
mate impact information session at which we discussed with 
various internal stakeholders the ways in which we are impacted 
by climate change (regulatory, customer requirements, reputa-
tion, etc.) and what we can do to help mitigate climate change. 
The goal of the session was to strengthen a joint understanding 
and interdisciplinary cooperation regarding climate change mit-
igation and adaptation.
7.3  Task Force on Climate-Related Financial Disclosures (TCFD)
SIEMENS SUSTAINABILITY REPORT 2022 
139

Together with the bottom-up approach, these measures enable 
a comprehensive overview of our business activities and the 
related risks and opportunities.
Climate change is not treated as a separate category within the 
ERM approach, but is considered within the four topic areas of 
strategic, operational, financial, and compliance-related risks. 
Risk processes have been implemented upstream throughout the 
company to assess potential climate-related net risks for ERM 
reporting. 
Material opportunities and risks are disclosed on an aggregated 
basis within the above-mentioned four topic areas in the Siemens 
annual report. 
 SIEMENS FINANCIAL REPORT FOR FISCAL 2022, COMBINED 
MANAGEMENT REPORT, CHAPTER 8, 
 CDP 2022 C2.1 AND C2.2
Metrics and targets
Siemens considers climate-related risks and opportunities along 
the entire value chain. Accordingly, we define metrics for the 
reduction of greenhouse gas emissions in the supply chain, in 
the company’s own operations, and for the goods and services 
we provide to our customers. 
In 2015, Siemens made a pledge to achieve climate neutrality. 
We were the first global industrial company to take this step. By 
joining the Science Based Targets initiative and committing to 
decarbonization targets under the DEGREE framework, we have 
reinforced our existing decarbonization activities along the entire 
value chain. Our validated 1.5-degree Celsius Science Based 
­Target, coupled with our membership of the RE100, EV100, and 
EP100 initiatives, is strengthening our climate protection strategy.
By joining the Science Based Targets initiative, Siemens has 
pledged to reduce emissions from its own operations (Scopes 1 
and 2) by 50% by 2030 and its Scope 3 emissions (upstream and 
downstream) by 15%, compared to 2019. A number of ongoing 
activities will contribute to this GHG reduction, including the 
reduction of building emissions, the electrification of the com-
pany’s motor vehicle fleet, and our Carbon Reduction @ Suppliers 
approach.
At Siemens, we bundle our binding targets and measures relating 
to climate protection under “D” (Decarbonization) in our DEGREE 
sustainability framework. For our KPI “Net Zero operations by 
2030,” we have accelerated our reduction target for our business 
operations (Scopes 1 and 2) for Siemens without SHS to – 55% 
by 2025 compared to 2019. By 2030, we aim to reduce emissions 
by 90% instead of 50% compared to 2019. As set out in the 
DEGREE framework, we also aim to reduce upstream supply chain 
emissions 20% by 2030 (compared to base year 2020) and then 
reduce them to Net Zero by 2050. 
After 2030, we will continue to focus on implementing carbon 
reduction measures in our operations. We will then offset the 
remaining GHG emissions with CO2 certificates that meet estab-
lished standards in order to keep our Net Zero 2030 pledge. An 
internal offsetting guidance has laid the basis for purchasing CO2 
certificates. This guidance is meant to ensure the consistency 
and quality of offset programs.
 CLIMATE ACTION, 
 CDP 2022 C3, C4, C6, C7, C9 AND C12
The “R” in our DEGREE sustainability framework stands for re-
source efficiency. To exercise product stewardship regarding 
environmental protection, the comprehensive environmental 
program Eco Efficiency @ Siemens has defined special environ-
mental protection priorities in the categories “Robust Eco Design” 
and “Clean Supply Chain.”
“Robust Eco Design” (RED) pursues the vision of a product life 
cycle that is as environmentally compatible as possible, and in 
which all materials are recycled. At the same time, material and 
energy flows and losses are to be reduced to a necessary mini-
mum. To achieve this, it is crucially important to begin address-
ing, as early as possible, the environmental impacts expected in 
each of the product’s life-cycle phases.
The RED approach is based on the international standard 
IEC 62430 “Environmentally Conscious Design for Electrical and 
Electronic Products” and our internal EP standard. They ensure 
that we meet all requirements for an environmentally compatible 
product design.
7.3  Task Force on Climate-Related Financial Disclosures (TCFD)
SIEMENS SUSTAINABILITY REPORT 2022 
140

In fiscal 2022, 57% of our revenue has been identified as RED 
relevant. The degree of implementation of our RED specifications 
in the relevant product families is 35%, compared to 26% in the 
base year 2021. Only when the degree of implementation reach-
es 100% can it be assumed that all relevant product families have 
completed each individual phase.
By 2030, we want to improve our energy efficiency compared to 
the base year 2021 by 10%. To calculate energy efficiency, we 
set our sales development in relation to energy consumption. 
Due to reduced energy usage and a growth in sales, we enhanced 
our energy efficiency by 13% within the first year of the imple-
mentation of our Eco Efficiency @ Siemens program (Siemens 
without SHS).
 CONSERVING RESOURCES, 
 PRODUCT STEWARDSHIP
7.3  Task Force on Climate-Related Financial Disclosures (TCFD)
SIEMENS SUSTAINABILITY REPORT 2022 
141

7.4
GRI Standards – key topics and boundaries 
Shared Value
Sustainability 
topics
SDGs
DEGREE
GRI Standard
Climate protection1
 D ECARBONIZATION
GRI Standard 305
Emissions
Sustainable product
design and life cycle
management1
 R ESOURCE EFFICIENCY
GRI Standard 204
Procurement Practices
Innovation and
businessmodel2
 D ECARBONIZATION
 R ESOURCE EFFICIENCY
GRI Standard 201 
Economic Performance
Partner management
and collaboration2
 G OVERNANCE
GRI Standard 203
Indirect Economic Impacts
Responsible
governance2
 G OVERNANCE
GRI Standard 201 
Economic Performance
GRI Standard 202 
Market Presence 
Future of work2
 E QUITY
 E MPLOYABILITY
GRI Standard 401
Employment
GRI Standard 403
Occupational Health and
Safety (2018)
GRI Standard 404
Training and Education
GRI Standard 405
Diversity and Equal Opportunity
GRI Standard 406
Non Discrimination
Sustainable  
handling of natural 
resources and 
material efficiency2
 R ESOURCE EFFICIENCY
GRI Standard 301
Materials 
GRI Standard 302
Energy
GRI Standard 303
Water and Effluents (2018)
GRI Standard 306
Waste (2020)
Dimension
1	
Top 3 material sustainability topics
2	
12 additional material sustainability topics
Result of the assessment of organizational impacts (inside-out, i.e., on the environment 
and society), stakeholder relevance and business criticality (outside-in)
The detailed GRI Standard Index – Comprehensive Option is available on our Sustainability 
website.
7.4  GRI Standards – key topics and boundaries
SIEMENS SUSTAINABILITY REPORT 2022 
142

Sustainability topics
SDGs
DEGREE
GRI Standard
Social and ecological
standards in the supply
chain1
  
  
  
 G OVERNANCE
GRI Standard 414
Supplier Social Assessment
GRI Standard 308
Supplier Environmental
Assessment
Cyber-security and data 
management2
  
  
  
  
 E THICS
Employee health and 
safety2
  
  
  
 E MPLOYABILITY
GRI Standard 403
Occupational Health and
Safety (2018)
Diversity, equity and 
inclusion2
  
  
  
  
  
 E QUITY
GRI Standard 405
Diversity and Equal Opportunity
GRI Standard 406
Non-Discrimination
Customer safety and
product quality2
  
  
  
 G OVERNANCE
Corporate governance and
sustainability leadership2
  
  
  
 G OVERNANCE
GRI Standard 413
Local communities
ESG risk management2
  
  
  
  
  
 G OVERNANCE
 E THICS
GRI Standard 201
Economic Performance 
Compliance Management2
  
  
  
  
  
 G OVERNANCE
 E THICS
GRI Standard 205
Anti-Corruption
GRI Standard 206
Anti-Competitive Behavior
GRI Standard 307
Environmental Compliance
GRI Standard 408
Child Labor
GRI Standard 409
Forced or Compulsory Labor
GRI Standard 412
Human Rights Assessment
GRI Standard 419
Socioeconomic Compliance
Responsibility
Dimension
1	
Top 3 material sustainability topics
2	
12 additional material sustainability topics
Result of the assessment of organizational impacts (inside-out, i.e., on the environment 
and society), stakeholder relevance and business criticality (outside-in)
The detailed GRI Standard Index – Comprehensive Option is available on our Sustainability 
website.
7.4  GRI Standards – key topics and boundaries
SIEMENS SUSTAINABILITY REPORT 2022 
143

Pillars
Theme
Core metrics 
Reference
Omission
Principles 
of Gover­
nance
Governing 
purpose
Setting purpose 
The company’s stated purpose, as the expression of the means by 
which a business proposes solutions to eco-nomic, environmental 
and social issues. Corporate purpose should create value for all 
stakeholders, includ-ing shareholders.
Sustainability Report
2022
Siemens at a glance
p. 7 ff
 
Quality of 
governing 
body
Governance body composition 
Composition of the highest governance body and its committees by: 
competencies relating to economic, environmental and social 
topics; 
executive or non-executive; 
independence; 
tenure on the governance body; 
number of each individual’s other significantpositions and 
­commitments, and the nature of the commit-ments; 
gender; 
membership of under-represented social groups;
stakeholder representation.
Annual Financial Report
2022
Annual Financial Statements
6. Notes 30 Members of 
the Managing Board and 
­Supervisory Board p. 125 f
 WWW.SIEMENS.COM/ 
GLOBAL/EN/COMPANY/ABOUT/
MANAGEMENT.HTML 
 WWW.SIEMENS.COM/ 
GLOBAL/EN/COMPANY/ABOUT/ 
SUPERVISORYBOARD/COMMITTEES. 
HTML 
 
Stakeholder 
engage-
ment
Material issues impacting stakeholders 
A list of the topics that are material to key stakeholders and the 
company, how the topics were identified and how the stakeholders 
were engaged.
Sustainability Report
2022
Materiality assessment
p. 30 ff
 
Ethical 
behaviour
Anti-corruption 
1. Total percentage of governance body members, employees  
and business partners who have received training on the  
organization’s anti-corruption policies and procedures, broken 
down by region.
a) Total number and nature of incidents of corruption confirmed 
during the current year, but related to previous years; and
b) Total number and nature of incidents of corruption confirmed 
during the current year, related to this year.
2. Discussion of initiatives and stakeholder engagement to improve 
the broader operating environment and culture, in order to 
combat corruption.
Sustainability Report
2022
Compliance p. 40 ff
Our sustainability indicators 
p. 110 ff
Protected ethics advice and reporting mechanisms 
A description of internal and external mechanisms for:
1. Seeking advice about ethical and lawful behaviour and 
­organizational integrity; 
2. Reporting concerns about unethical or unlawful behaviour and 
lack of organizational integrity.
Sustainability Report
2022
Compliance p. 40 ff 
Our sustainability indicators 
p. 110 ff
Risk and 
opportunity 
oversight
Integrating risk and opportunity into business process 
Company risk factor and opportunity disclosures that clearly 
­identify the principal material risks and opportunities facing the 
company specifically (as opposed to generic sector risks), the 
­company appetite in respect of these risks, how these risks and 
opportunities have moved over time and the response to those 
changes. These opportunities and risks should integrate material 
economic, environmental and social issues, including climate 
change and data stewardship.
Annual Financial Report
2022
Combined Management Report 8.
Report on expected developments 
and associated material oppor-
tunities and risks p. 23 ff
 
7.5 
WEF IBC Metric
7.5  WEF IBC Metric
SIEMENS SUSTAINABILITY REPORT 2022 
144

Pillars
Theme
Core metrics 
Reference
Omission
Planet
Climate 
change
Greenhouse gas (GHG) emissions 
For all relevant greenhouse gases (e.g. carbon dioxide, methane, 
nitrous oxide, F-gases etc.), report in metric tonnes of carbon 
dioxide equivalent (tCO2e) GHG Protocol Scope 1 and Scope 2 
emissions.
Estimate and report material upstream and downstream  
(GHG Protocol Scope 3) emissions where appropriate.
Sustainability Report
2022
Climate action p. 68 ff
Conserving resources p. 74 ff
Our sustainability
indicators p. 110 ff
TCFD implementation 
Fully implement the recommendations of the Task Force on 
Climate-­Related Financial Disclosures (TCFD). If necessary, disclose 
a timeline of at most three years for full implementation. 
Disclose whether you have set, or have committed to set, GHG 
emissions targets that are in line with the goals of the Paris Agree-
ment – to limit global warming to well below 2°C above preindustrial 
levels and pursue efforts to limit warming to 1.5°C – and to achieve 
Net Zero emissions before 2050.
Sustainability Report
2022
Task Force on Climate-Related 
Financial Disclosures
(TCFD) p. 136 ff
Nature loss
Land use and ecological sensitivity 
Report the number and area (in hectares) of sites owned, leased or 
managed in or adjacent to protected areas and/or key biodiversity 
areas (KBA)
Sustainability Report
2022
Conserving resources p. 74 ff
Our sustainability
indicators p. 110 ff
Freshwater 
availability
Water consumption and withdrawal in waterstressed areas 
Report for operations where material: megalitres of water with-
drawn, megalitres of water consumed and the percentage of 
each in regions with high or extremely high baseline water stress, 
according to WRI Aqueduct water risk atlas tool.
Estimate and report the same information for the full value chain 
(upstream and downstream) where appropriate.
Sustainability Report
2022
Conserving resources p. 74 ff
Our sustainability
indicators p. 110 ff
7.5  WEF IBC Metric
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145

Pillars
Theme
Core metrics 
Reference
Omission
People
Dignity and 
equality
Diversity and inclusion (%) 
Percentage of employees per employee category, by age group, 
gender and other indicators of diversity (e.g. ethnicity).
Sustainability Report 2022
Diversity, Equity & Inclusion  
p. 95 ff
Our sustainability indicators  
p. 110 ff
 
Pay equality (%) 
Ratio of the basic salary and remuneration for each employee 
category by significant locations of operation for priority areas 
of equality: women to men, minor to major ethnic groups, and 
other relevant equality areas.
Sustainability Report 2022
Working at Siemens 
p. 89 ff
Our sustainability indicators  
p. 110 ff
Siemens pursues 
the principle of 
performance-­
related compen-
sation – regard-
less of gender. 
Remuneration 
data is regarded 
confidential and 
is therefore not 
reported.
Wage level (%) 
Ratios of standard entry level wage by gender compared to local 
minimum wage.
Ratio of the annual total compensation of the CEO to the median 
of the annual total compensation of all its employees, except the 
CEO.
 
Siemens pursues 
the principle of 
performance-­
related compen-
sation – regard-
less of gender. 
Remuneration 
data is regarded 
confidential and 
is therefore not 
reported.
Risk for incidents of child, forced or compulsory labour 
An explanation of the operations and suppliers considered to 
have significant risk for incidents of child labour, forced or com-
pulsory labour. Such risks could emerge in relation to:
a) type of operation (such as manufacturing plant) and type of 
supplier; and
b) countries or geographic areas with operations and suppliers 
considered at risk.
Sustainability Report 2022
Human rights p. 48 ff
Sustainable supply chain
practice p. 53 ff
Business Conduct Guidelines:
 HTTPS://ASSETS.NEW.SIEMENS.
COM/SIEMENS/ASSETS/API/
UUID:C7EB75C9-C6B6-4E9F-
985B-FEFC5361426C/BUSINESS-­
CONDUCT-GUIDELINES-EN.
PDFBUSINESS-CONDUCT- 
GUIDELINES-EN.PDF
 
Health and 
wellbeing
Health and safety (%) 
The number and rate of fatalities as a result of work-related 
injury;
high-consequence work-related injuries (excluding fatalities);
recordable work-related injuries; main types of work-related 
injury;
and the number of hours worked.
An explanation of how the organization facilitates workers’ 
access to non-occupational medical and healthcare services, and 
the scope of access provided for employees and workers.
Sustainability Report 2022
Occupational health and safety 
management
p. 101 ff
Our sustainability indicators  
p. 110 ff
 
Skills for 
the 
future
Training provided (#, $) 
Average hours of training per person that the organization’s 
­employees have undertaken during the reporting period, by 
gender and employee category (total number of hours of training 
provided to employees divided by the number of employees).
Average training and development expenditure per full time 
­employee (total cost of training provided to employees divided by 
the number of employees).
Sustainability Report 2022
Professional education and 
lifelong learning 
p. 98 ff
Our sustainability indicators  
p. 110 ff. 
 
7.5  WEF IBC Metric
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146

Pillars
Theme
Core metrics 
Reference
Omission
Prosperity
Employ-
ment and 
wealth  
generation
Absolute number and rate of employment 
1. Total number and rate of new employee hires during the 
reporting period, by age group, gender, other indicators of 
diversity and region.
2. Total number and rate of employee turnover during the report-
ing period, by age group, gender, other indicators of diversity 
and region.
Sustainability Report 2022
Professional education and 
lifelong learning p. 98 ff
Our sustainability indicators  
p. 110 ff
Economic contribution 
1. Direct economic value generated and distributed (EVG&D), 
on an accruals basis, covering the basic components for the 
organization’s global operations, ideally split out by:
– Revenues
– Operating costs
– Employee wages and benefits
– Payments to providers of capital
– Payments to government
– Community investment
2. Financial assistance received from the government: total mone-
tary value of financial assistance received by the organization 
from any government during the reporting period.
Siemens Annual Financial 
Report 2022
Consolidated Financial
Statements p. 39 ff
Financial investment contribution 
1. Total capital expenditures (CapEx) minus depreciation, support-
ed by narrative to describe the company’s investment strategy.
2. Share buybacks plus dividend payments, supported by narra-
tive to describe the company’s strategy for returns of capital to 
shareholders.
Annual Financial Report 2022
Consolidated Financial State-
ments 6. Note 19 Equity p. 64
Annual Financial Statements 3. 
Note 15 Shareholder’s Equity 
p. 119 f
Innovation 
of better 
products 
and  
services
Total R&D expenses 
Total costs related to research and development
Sustainability Report
2022
Research & Development
p. 25 ff
Community 
and social 
vitality
Total tax paid 
The total global tax borne by the company, including corporate 
income taxes, property taxes, non-creditable VAT and other sales 
taxes, employer-paid payroll taxes, and other taxes that consti-
tute costs to the company, by category of taxes.
Annual Financial Report 2022
Consolidated Financial 
Statements 6. Note 2 Material 
accounting policies and critical 
accounting estimates p.44 ff
Note 7 Income Taxes p. 52 f
Annual Financial Statements 3. 
Note 13 Deffered tax assets 
p. 118
7.5  WEF IBC Metric
SIEMENS SUSTAINABILITY REPORT 2022 
147

7.6 
SASB – Electrical Electronic Equipment Index
Topic
Codified
Metric 
Code
Disclosure
Reference
Omission
Energy
Management
RT-EE-130a.1
(1) Total energy consumed
Sustainability Report 2022:
Environment – Conserving resources, 
p. 74 ff (Energy used reduced), 
Our sustainability indicators, p. 110 ff
RT-EE-130a.1
(2) Percentage grid electricity
RT-EE-130a.1
(3) Percentage renewable
Hazardous 
Waste
Management
RT-EE-150a.1
Amount of hazardous waste  
generated, percentage recycled
Sustainability Report 2022:
Environment – Conserving resources, 
p. 74 ff, (Efficient Waste management),
Our sustainability indicators, p. 110 ff
 
RT-EE-150a.2
Number and aggregate quantity 
of reportable spills, quantity 
recovered
Sustainability Report 2022:
Environment – Conserving resources, 
p. 74 ff, (Incident relevant to the 
environment),
Our sustainability indicators, p. 110 ff
Product 
Safety
RT-EE-250a.1
Number of recalls issued, total 
units recalled
not applicable
Siemens has established a compre-
hensive, company-wide product 
safety system to ensure our products 
comply with applicable legal safety 
requirements and meet the latest 
technical safety standards so that 
they do not pose a threat to the life or 
health of users or other third parties. 
Under this system, all company units 
are required to ensure that their 
products comply with the state of the 
art in safety matters. Also, the units 
are obliged to carry out systematic 
product monitoring and take the nec-
essary corrective actions to remedy 
potential product safety deficiencies.
RT-EE-250a.2
Total amount of monetary losses 
as a result of legal proceedings 
associated with product safety
Annual Financial Report 2022
Consolidated Financial Statements 6. 
Notes 22 Legal Proceedings, p. 66
7.6  SASB – Electrical Electronic Equipment Index
SIEMENS SUSTAINABILITY REPORT 2022 
148

Product  
Lifecycle
Management
RT-EE-410a.1
Percentage of products by 
revenue that contain IEC 62474 
declarable substances
Sustainability Report 2022:
Environment – Product stewardship 
p. 79 ff
Our sustainability indicators, p. 110 ff
RT-EE-410a.2
Percentage of eligible products 
by revenue that meet ENERGY 
STARR criteria
not applicable
RT-EE-410a.3
Revenue from renewable energy-­
related and energy efficiency-­
related products
Sustainability Report 2022:
Environment – Climate action, p. 68 ff,
Our sustainability indicators, p. 110 ff
Materials
Sourcing
RT-EE-440a.1
Description of the management 
of risks associated with the use 
of critical materials
Sustainability Report 2022:
Environment – Product stewardship, 
p. 79 ff (Risk-conscious handling of 
declarable substances),
Sustainable supply chain practices, 
p. 53 ff (Responsibility for the world-
wide supplier network)
Business 
Ethics
RT-EE-510a.1
Description of policies and  
practices for prevention of:
(1) corruption and bribery and
(2) anti-competitive behavior
Sustainability Report 2022:
Compliance and ethics, p. 40 ff
RT-EE-510a.2
Total amount of monetary losses 
as a result of legal proceedings 
associated with incidents relating 
to bribery or corruption
Annual Financial Report 2022:
Consolidated Financial Statements 6. 
Notes 22 Legal Proceedings, p. 66
Sustainability Report 2022:
Compliance and ethics, p. 40 ff
RT-EE-510a.3
Total amount of monetary losses 
as a result of legal proceedings 
associated with anti-competitive 
behavior regulations
Annual Financial Report 2022:
Consolidated Financial Statements 6. 
Notes 22 Legal Proceedings, p. 66
Sustainability Report 2022:
Compliance and ethics, p. 40 ff
Activity  
metric
RT-EE-000.A
Number of units produced by 
product category
not applicable
RT-EE-000.B
Number of employees
Sustainability Report 2022 
Working at Siemens p. 89 ff
Our sustainability
indicators p. 110 ff
7.6  SASB – Electrical Electronic Equipment Index
SIEMENS SUSTAINABILITY REPORT 2022 
149

Progress report 
Siemens became a signatory to the United Nations CEO Water 
Mandate in 2008. We are continuing to support the Mandate in 
two ways: by managing water efficiently at our own facilities and 
by providing solutions that help our customers handle water and 
wastewater more efficiently.
Our own activities 
We are continuing to implement the approach to water resource 
management that was developed in 2012. This includes moni-
toring factors like water scarcity, water pollution, flooding, envi-
ronmental fire risks, and consequences of climate change, as 
well as performing site-specific risk analyses. Individual goals 
and measures must be defined for locations with high water-­
related risks. This approach minimizes site-specific adverse 
­impacts of our water consumption by taking account of local 
risks like water scarcity, water pollution or flooding of environ-
mentally sensitive areas. You can find out more about conserving 
resources and water consumption at Siemens locations in the 
 ENVIRONMENT section of this report.
We use resources carefully and avoid wasting them wherever 
possible − for example, by participating in the Leadership in 
­Energy and Environmental Design (LEED) certification program, 
whose focuses include efficient water utilization as a key ­planning 
element. We require LEED certification for all our new construc-
tion projects. 
Our supply chain partners 
The environmental protection requirements for our supply chain 
partners are set out in the Siemens Group Code of Conduct for 
Siemens Suppliers and Third Party Intermediaries. Further infor-
mation on these requirements and on supply chain management 
is available in the  SUSTAINABLE SUPPLY CHAIN PRACTICES section of 
this report. 
Our customers
We support our customers with water management solutions.
Advanced water extraction 
Siemens has been commissioned by the A3C consortium to equip 
eight seawater desalination plants in Saudi Arabia with process 
automation systems, drive technology, process instrumentaliza-
tion systems, and communications technology. This order follows 
an earlier agreement in which Siemens was named the main 
contractor to supply the electrical, automation, and instrumen-
tation packages for the world’s first large-scale solar-powered 
seawater desalination plant. Due to the use of solar power, CO2 
emissions at the plant, which is located near the Saudi Arabian 
city of Al Khafji, are considerably lower than those at plants pow-
ered by electricity from non-renewable sources. Siemens’ tech-
nology also ensures plant availability of around 98%.
Partnerships to reduce water loss
Siemens and BuntPlanet have signed a distribution agreement 
that enables them to offer advanced solutions and provide a 
wide-ranging portfolio of hardware, software, and services for 
water distribution networks. Particularly in the area of leakage 
detection, the partnership helps Siemens customers reduce wa-
ter loss, ensure a reliable water supply, and significantly increase 
energy efficiency. Through this collaboration, both partners are 
making a major contribution toward providing sustainable water 
supplies worldwide.
Social commitment 
Through our memberships in international organizations, we 
participate in numerous initiatives and projects such as the water 
project on the Action 2020 platform of the World Business Coun-
cil for Sustainable Development. We initiate, implement, and 
support projects to foster efficient water use in various regions 
7.7 
United Nations CEO Water Mandate
7.7  United Nations CEO Water Mandate
SIEMENS SUSTAINABILITY REPORT 2022 
150

of the world. The Siemens Stiftung, Siemens’ nonprofit founda-
tion in Germany, applies an entrepreneurial approach to supply-
ing communities with clean drinking water. One example of a 
project is: 
The WeTu social enterprise – Kenya
The WeTu social enterprise founded by Siemens Stiftung works 
on innovative solutions for supplying energy and drinking water 
to communities on Lake Victoria. Its WeWater unit operates 
11 water dispensing stations at various locations that supply 
their surrounding rural communities with safe, filtered drinking 
water at economical prices.
In a multi-stage process, surface water is processed with various 
pre-filters, an ultra-filtration membrane, and finally UV disinfec-
tion. Drinking water is dispensed around the clock by way of a 
cashless ATM system. This approach supplied more than 3 million 
liters of drinking water to 14,000 people last year. A variety of 
social marketing measures also alert customers about how 
­contamination can occur in home use, and how contaminated 
drinking water affects health. 
You can find out more about Siemens Stiftung projects at: 
 WWW.SIEMENS-STIFTUNG.ORG/PROJECTS/WETU/
7.7  United Nations CEO Water Mandate
SIEMENS SUSTAINABILITY REPORT 2022 
151

The assurance engagement performed by Ernst & Young GmbH 
Wirtschaftsprüfungsgesellschaft relates exclusively to the 
­German PDF-version of the Sustainability Report 2022 of Siemens 
Aktiengesellschaft. The following text is a translation of the 
original German Independent Assurance Report.
TO SIEMENS AKTIENGESELLSCHAFT, BERLIN AND 
MUNICH
We have performed a limited assurance engagement on the 
Sustainability Report of Siemens Aktiengesellschaft, Berlin and 
Munich (hereafter the “Company”), for the reporting period from 
October 1, 2021 to September 30, 2022 (hereafter the “report”). 
Our engagement exclusively relates to the German PDF-version 
of the report. Our engagement did not include the information 
in the Annex to the report as well as any prospective disclosures 
and links to other web pages. The report is published as a 
PDF-version at 
 WWW.SIEMENS.COM/INVESTOR/EN.
RESPONSIBILITIES OF MANAGEMENT 
The Company’s management is responsible for the preparation 
of the report in accordance with the Sustainability Reporting 
Standards of the Global Reporting Initiative (hereafter the “GRI 
criteria”) and for the selection of the information to be assessed.
These responsibilities of the Company’s management include the 
selection and application of appropriate sustainability reporting 
methods and making assumptions and estimates about individ-
ual sustainability disclosures that are reasonable in the circum-
stances. Furthermore, management is responsible for such 
­internal control as management considers necessary to enable 
the preparation of a report that is free from material misstate-
ment, whether due to fraud (manipulation of the report) or error.
INDEPENDENCE AND QUALITY ASSURANCE OF 
THE AUDIT FIRM
We have complied with the German professional requirements 
on independence as well as other professional conduct require-
ments.
Our audit firm applies the national legal requirements and pro-
fessional pronouncements, in particular the BS WP/vBP [“Berufs-
satzung für Wirtschaftsprüfer/vereidigte Buchprüfer”: Professional 
Charter for German Public Accountants/German Sworn Auditors] 
in the exercise of their Profession and the IDW Standard on Qual-
ity Management issued by the Institute of Public Auditors in 
Germany (IDW): Requirements for Quality Management in the 
Audit Firm (IDW QS 1), and accordingly maintains a comprehen-
sive quality management system that includes documented 
policies and procedures with regard to compliance with profes-
sional ethical requirements, professional standards as well as 
relevant statutory and other legal requirements.
RESPONSIBILITIES OF THE AUDITOR
Our responsibility is to express a conclusion with limited assur-
ance on the report based on our assurance engagement.
We conducted our assurance engagement in accordance with 
the International Standard on Assurance Engagements (ISAE) 
3000 (Revised): “Assurance Engagements other than Audits or 
Reviews of Historical Financial Information” issued by the Inter-
national Auditing and Assurance Standards Board (IAASB). This 
standard requires that we plan and perform the assurance 
­engagement to obtain limited assurance about whether any 
matters have come to our attention that cause us to believe that 
the Company’s report is not prepared, in all material respects, in 
accordance with the GRI criteria.
7.8 
Independent auditor’s report on a limited  
assurance engagement 
7.8  Independent auditor’s report on a limited assurance engagement 
SIEMENS SUSTAINABILITY REPORT 2022 
152

In a limited assurance engagement, the procedures performed 
are less extensive than in a reasonable assurance engagement, 
and accordingly, a substantially lower level of assurance is ob-
tained. The selection of the assurance procedures is subject to 
the professional judgment of the auditor.
In the course of our assurance engagement we have, among 
other things, performed the following assurance procedures and 
other activities:
	
→Inquiries of employees and inspection of documents con-
cerning the sustainability strategy, sustainability principles 
and sustainability management including the stakeholder 
dialog of Siemens AG,
	
→Inquiries of employees responsible for data capture and con-
solidation as well as the preparation of the report, to evalu-
ate the reporting processes, the data capture and compila-
tion methods as well as regarding internal controls to the 
extent relevant for the assurance of the report,
	
→Identification of likely risks of material misstatement in the 
report,
	
→Analytical procedures on selected disclosures in the report 
at Group level and at the level of the Industrial Businesses,
	
→Inquiries and inspection of documents on a sample basis 
relating to the collection and reporting of selected data at 
Group level, at the level of the Industrial Businesses and at 
selected sites,
	
→Inquiries of employees on material qualitative statements in 
the report as well as the inspection of selected underlying 
documents,
	
→Reconciliation of selected disclosures with the corresponding 
data in the consolidated financial statements and group 
management report,
	
→Evaluation of the presentation of the report.
ASSURANCE CONCLUSION 
Based on the assurance procedures performed and the evidence 
obtained, nothing has come to our attention that causes us to 
believe that the Sustainability Report of Siemens Aktienge-
sellschaft for the period from October 1, 2021 to September 30, 
2022 is not prepared, in all material respects, in accordance with 
the GRI criteria.
RESTRICTION OF USE
We draw attention to the fact that the assurance engagement 
was conducted for the Company’s purposes and that the assur-
ance report is intended solely to inform the Company about the 
result of the assurance engagement. As a result, it may not be 
suitable for another purpose than the aforementioned. Accord-
ingly, the assurance report is not intended to be used by third 
parties for making (financial) decisions based on it. Our respon-
sibility is to the Company alone. We do not accept any responsi-
bility to third parties. Our assurance conclusion is not modified 
in this respect. 
GENERAL ENGAGEMENT TERMS AND LIABILITY
The “General Engagement Terms for Wirtschaftsprüfer and 
Wirtschaftsprüfungsgesellschaften [German Public Auditors and 
Public Audit Firms]” dated January 1, 2017 are applicable to this 
engagement and also govern our relations with third parties in 
the context of this engagement (
 WWW.DE.EY.COM/GENERAL- 
ENGAGEMENT-TERMS). In addition, please refer to the liability provi-
sions contained there in no. 9 and to the exclusion of liability 
towards third parties. We accept no responsibility, liability or 
other obligations towards third parties unless we have conclud-
ed a written agreement to the contrary with the respective third 
party or liability cannot effectively be precluded.
We make express reference to the fact that we will not update 
the assurance report to reflect events or circumstances arising 
after it was issued, unless required to do so by law. It is the sole 
responsibility of anyone taking note of the summarized result of 
our work contained in this report to decide whether and in what 
way this result is useful or suitable for their purposes and to 
supplement, verify or update it by means of their own review 
procedures.
Munich, December 5, 2022
Ernst & Young GmbH
Wirtschaftsprüfungsgesellschaft 
Breitsameter	
Johne
Wirtschaftsprüferin	
Wirtschaftsprüferin 
(German Public Auditor)	
(German Public Auditor)
7.8  Independent auditor’s report on a limited assurance engagement 
SIEMENS SUSTAINABILITY REPORT 2022 
153

This document contains statements related to our future business 
and financial performance and future events or developments 
involving Siemens that may constitute forward-looking state-
ments. These statements may be identified by words such as 
“expect,” “look forward to,” “anticipate,” “intend,” “plan,” ­“believe,” 
“seek,” “estimate,” “will,” “project” or words of similar meaning. 
We may also make forward-looking statements in ­other reports, 
in prospectuses, in presentations, in material ­delivered to share-
holders, and in press releases. In addition, our representatives 
may from time to time make oral forward-looking statements.
Such statements are based on the current expectations and 
­certain assumptions of Siemens’ management; many of them 
are therefore beyond Siemens’ control. These are subject to a 
number of risks, uncertainties, and factors, including, but not 
limited to those described in disclosures, in particular in the 
chapter Report on risks and opportunities, and including reports 
on expected development of the Annual Report. Should one or 
more of these risks or uncertainties materialize, events of force 
majeure, such as pandemics, occur, or should underlying expec-
tations including future events occur at a later date or not at all 
or assumptions prove incorrect, actual results, performance, or 
achievements of Siemens may (negatively or positively) vary 
materially from those described explicitly or implicitly in the rel-
evant forward-looking statement “Notes and forward-looking 
statements” in the ­SIEMENS SUSTAINABILITY REPORT 2022. 
Siemens neither ­intends nor assumes any obligation to update 
or revise these forward-looking statements in light of develop-
ments which ­differ from those anticipated.
This document includes – in the applicable financial reporting 
framework not clearly defined – supplemental financial measures 
that are or may be alternative performance measures. These 
supplemental financial measures should not be viewed in isola-
tion or as alternatives to measures of Siemens’ net assets and 
financial positions or results of operations as ­presented in accor-
dance with the applicable financial reporting framework in its 
Consolidated Financial Statements. Other ­companies that report 
or describe similarly titled alternative ­performance measures may 
calculate them differently.
This document is an English-language translation of the German 
document. In case of discrepancies, the German-language 
­document is the sole authoritative and universally valid version.
7.9
Notes and forward-looking statements
7.9  Notes and forward-looking statements
SIEMENS SUSTAINABILITY REPORT 2022 
154

Additional information 
The online version of the Siemens annual financial report 2022 
is available at: 
 WWW.SIEMENS.COM/ANNUALREPORTS
Further sustainability information 
Further information on our commitment to sustainability and 
sustainability figures are available at: 
 HTTPS://NEW.SIEMENS.COM/GLOBAL/EN/COMPANY/SUSTAINABILITY.HTML
 HTTPS://NEW.SIEMENS.COM/GLOBAL/EN/COMPANY/SUSTAINABILITY/ 
SUSTAINABILITY-FIGURES.HTML
Further information on research, development, and innovation 
at Siemens is available at:
 HTTPS://WWW.SIEMENS.COM/GLOBAL/EN/COMPANY/INNOVATION.HTML
Further information on Siemens Stiftung is available at: 
 WWW.SIEMENS-STIFTUNG.ORG/EN/
© 2022 by Siemens AG, Berlin and Munich
7.10
Further information and information 
resources 
7.10  Further information and information resources
SIEMENS SUSTAINABILITY REPORT 2022 
155

Address	
Siemens AG 
Werner-von-Siemens-Str. 1 
80333 Munich 
Germany
Internet	
WWW.SIEMENS.COM
Phone 	
+49 89 636-33443 (Media Relations) 
+49 89 636-32474 (Investor Relations)
Fax 	
+49 89 636-30085 (Media Relations) 
+49 89 636-1332474 (Investor Relations)
Email 	
press@siemens.com 
investorrelations@siemens.com
© 2022 by Siemens AG, Berlin and Munich