Sustainability Report
Emerson’s Environmental, Socialand Governance progress

ABOUT EMERSONVALUE CREATIONENVIRONMENTSOCIAL

GOVERNANCEREPORTING

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

About This Report
Emerson’s 2023 Sustainability Report presents information focused primarily on data collected and activities that occurred during Emerson’s fiscal 2023 (October 1, 2022
— September 30, 2023), and is reported based on 62,000 employees and 130 manufacturing locations, except where indicated otherwise. Some data and information inthis report is as of the report release date, June 2024. The brands depicted in the presentation are the trademarks and registered trademarks of their respective owners
and are not owned by Emerson Electric Co.
Portfolio management is an integral componentof Emerson’s growth and value creation strategy.
Over the past three years, the Company has taken
significant actions to accelerate the transformationof its portfolio through the completion ofstrategic acquisitions and divestitures of non-corebusinesses. These actions were undertaken to
create a higher growth and cohesive industrial
technology portfolio as a global automation leader
serving a diversified set of end markets. The
Company’s recent portfolio actions include thefollowing transactions:

On May 31, 2023, the Company completed thepreviously announced sale of a majority stake in
its Climate Technologies business to private equity
funds managed by Blackstone. Emerson retains
a 40 percent non-controlling common equity
interest in a new standalone joint venture between
Emerson and Blackstone. The Climate Technologies
business includes the Copeland™ compressor
business and the entire portfolio of products andservices across all residential and commercial
HVAC and refrigeration end-markets. The newstandalone business is named Copeland.

On October 11, 2023, the Company completed theacquisition of National Instruments Corporation(“NI”). NI provides software-connected automatedtest and measurement systems that enable
enterprises to bring products to market faster andat a lower cost. In the report, this business will bereferred to as Test & Measurement.

On October 31, 2022, the Company completed
the divestiture of its InSinkErator business, which
manufactures food waste disposers, to Whirlpool
Corporation. On May 31, 2022, the Company
completed the divestiture of its Therm-O-Disc
sensing and protection technologies business toan affiliate of One Rock Capital Partners, LLC.

Certain data, statistics and metrics included in thisreport, including those related to greenhouse gas
emissions, are estimates, have not been preparedin accordance with generally accepted accounting
principles. Although this information is based on
accepted methodologies and assumptions believed
to be reasonable at the time of preparation, theyshould not be considered as guarantees and may
be subject to further revisions.

The cover photo of this report
was selected as part of theEmerson Sustainability PhotoContest. Emerson Employee
Roxana-Maria Florea took
this photo of Dragan Damin Romania during thefall of 2023.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

2

ABOUT EMERSONVALUE CREATIONENVIRONMENTSOCIAL

GOVERNANCEREPORTING

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

About This Report
The content of this report is informed by collaboration and engagementwith various stakeholders and considers frameworks and initiatives such as
the United Nations Sustainable Development Goals, the Global Reporting
Initiative (GRI) Standards, the Sustainability Accounting Standards Board(SASB) and the Task Force on Climate-Related Financial Disclosures (TCFD).
In this report, we may use certain terms including those that the GRI orother standards refer to as “material,” “substantive,” or “significant” toreflect the issues or priorities of that are important to us and our various
stakeholders or topics or standards designated as such under the GRI
or other applicable standards. These terms as used in this report are notintended to be construed as they have been defined by or construed inaccordance with the securities laws or any other laws of the United States
or any other jurisdiction, or as these terms are used in the context offinancial statements and financial reporting.
No part of this report constitutes, or shall be taken to constitute, aninvitation or inducement to invest in us or any other entity and shall not be
relied upon in any way in connection with any investment decisions. This
report is not comprehensive and should be read in conjunction with our
Annual Report on Form 10-K and our other SEC filings.
Information on our website does not constitute part of this document.

TREATMENT OF RECENT ACQUISITIONS AND DIVESTITURES IN THIS REPORT*Business

Divest or
AcquireFiscalQuarter ofTransaction

Company, Business
Description andRelevant Financials

Narrative

Social Data

Environmental
Sustainability Data

CopelandDivestMajority
Ownership

Q3 2023

Out

Out

Out

In Scope 3 Category
15 Investments

NI

AcquireQ1 2024

In

In

Out

Out

AspenTech

AcquireMajority
Ownership

Q3 2022

In

In

Out

In Scope 3 Category
15 Investments

FleximAcquireQ4 2023

In

Out

Out

Out

AFAG

AcquireQ4 2023

In

Out

Out

Out

InSinkErator

Divest

Q1 2023

Out

Out

Out

Out

*Excludes any divested companies prior to fiscal 2023, but includes any bolt on acquisitions since fiscal 2022.

We expect to update this report annually. However, we undertake no
obligation to update any statements herein to reflect later developments.
Any questions or comments regarding this report can be directed to our:Chief Sustainability Officer
8000 West Florissant Avenue
St. Louis, MO 63136+1-314-553-2000

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

3

ABOUT EMERSONVALUE CREATIONENVIRONMENTSOCIAL

GOVERNANCEREPORTING

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Safe Harbor Statement
This report contains various forward-looking statements and includes assumptions concerning Emerson’s operations, future results and prospects. You canidentify forward-looking statements by the use of words such as “anticipate,” “estimate,” “expect,” “aim,” “project,” “intend,” “plan,” “believe,” “will,” “should,” “could,”“target,” “goal”, “forecast,” and other words and terms of similar meaning in connection with any discussion of future operating, financial performance, or businessplans or prospects. These forward-looking statements are based on current expectations and are subject to risks and uncertainties. Emerson undertakes noobligation to update any such statements to reflect later developments. In connection with the “safe harbor” provisions of the Private Securities Litigation ReformAct of 1995, Emerson provides the following cautionary statements identifying important economic, political and technological factors, among others, changes inwhich could cause the actual results or events to differ materially from those set forth in or implied by the forward-looking statements and related assumptions.
Such factors include, but are not limited to, the following: (1) the current and future business environment, including capital and consumer spending, potential
volatility of the end markets served, pricing, interest rates, inflation, and economic and currency conditions; (2) competitive factors and competitor responses toEmerson initiatives; (3) development and market introduction of anticipated new products; (4) the ability to defend and protect our intellectual property rights;(5) favorable environments for and execution of acquisitions and divestitures, domestic and foreign, including regulatory requirements and market values ofcandidates; (6) integration of acquisitions and separation of disposed businesses; (7) the availability of raw materials and purchased components; (8) stabilityof governments and business conditions in countries where we operate which could result in adverse changes in exchange rates, changes in regulation, tariffs
or trade barriers, nationalization of facilities or disruption of operations; (9) unrestricted access to capital markets; (10) our ability to attract, develop and retain
key personnel; (11) ability to prevent security breaches or disruptions of our information technology systems; (12) impact of potential product failures or similar
events caused by product defects, cybersecurity incidents or other intentional acts; (13) Emerson’s ability to successfully complete on the terms and conditions
contemplated, and the financial impact of, the proposed National Instruments transaction; (14) changes in tax rates, laws or regulations and the resolution oftax disputes in U.S. and non-U.S. jurisdictions; (15) the impact of improper conduct by our employees, agents or business partners; (16) the outcome of pending
and future litigation, including environmental compliance; (17) availability of renewable energy on a commercially reasonable basis; and (18) the Russia-Ukraine
conflict, among others that are set forth in Emerson’s most recent Annual Report on Form 10-K and subsequent reports filed with the U.S. Securities and Exchange
Commission. Statements in this report regarding our aspirational purpose, causes, values, and related commitments, goals or targets, including those regarding
sustainability, greenhouse gas emissions, our net zero ambition and related goals, diversity, equity and inclusion or other initiatives, contain forward looking
statements and are also intended to qualify for the protections of the “safe harbor” protections of the Private Securities Litigation Reform Act of 1995. Suchstatements are intended to help Emerson adapt and rise to the call of our various stakeholders and are not intended to create legal rights or obligations. Because
success in these areas depends on the collective efforts of others and other factors such as competing economic and regulatory factors, technical advances, policychanges, labor markets, availability of candidates, and supplier and customer engagement, there may be times where actual outcomes vary from those aimed
for or expected. While we strive to live our purpose and make a positive impact on society while continuing to advance toward our commitments, sometimes
challenges may delay or block progress and we cannot assure that the results reflected or implied by any such statements will be realized or achieved.

Non-GAAP Financial Measures
In this report we provide non-GAAP measures
to show our Company’s performance, and thereconciliation of those measures to the mostcomparable GAAP measures is containedin the Reporting Section of this report oravailable at our website, www.Emerson.com,
under Investors. These non-GAAP measures
include results for the Company’s segments
on an underlying sales and adjusted segment
EBITA basis and are intended to supplement
the Company’s results, including its segment
earnings which are defined as earnings
before interest and taxes. The Company
defines adjusted segment and total segment
EBITA as segment earnings excluding
intangibles amortization expense, andrestructuring and related expense. Underlying
sales exclude the impact of currencytranslation and significant acquisitions anddivestitures. Underlying sales and adjusted
segment EBITA margin are measures usedby management to evaluate the Company’s
segments’ performance and are useful inunderstanding our ongoing operations andongoing operational trends. These measures
should be considered in addition to, and not
as a replacement for, the most comparable
GAAP measure.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

4

ABOUT EMERSONVALUE CREATIONENVIRONMENTSOCIAL

GOVERNANCEREPORTING

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Table of Contents
ABOUT EMERSONVALUE CREATIONENVIRONMENTALSUSTAINABILITY

SOCIALRESPONSIBILITY

GOVERNANCE AND
ACCOUNTABILITYREPORTING

07 CEO Message

14 Built to Deliver

27 Overview

97
98

Overview

142 Overview

 uilding a Culture
Bof Empowerment

143 Corporate Governance173	UN Sustainable

08 Chair Message
09 Company Profile
10 Our Purpose
11 Awards and Recognitions
12 Report At-A-Glanceon An Exciting Future

16 What We Do
19 The Critical Roleof Automation

21 Innovation and A

Vision for Boundless
Automation

24 Emerson Management
System25 DifferentiatedFinancial Targets

31 Greening Of Emerson
62 Greening By Emerson
84 Greening With Emerson

100 Legacy of Innovation
103 Challenging,

149 Integrity and Ethics

107 Diverse People,

168 Cybersecurity

Purposeful Work

Working Together

117 Limitless Growth
129 Global and

154 Supply Chain

Development Goals

176 GRI Index
189 SASB Index
191 TCFD Index
195 Sustainability Data
203 Reconciliation Tables

Local Impact

134 Workplace Safety

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

5

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

CEO Message

VALUE CREATION
Chair Message

ENVIRONMENT
Company Profile

SOCIAL
Our Purpose

About
EmersonThis section encapsulates who we are and the purpose andvalues that drive our business, laying out our commitment
to driving progress in Environmental, Social andGovernance matters and summarizing our performance,
awards and recognitions.
Emerson Office in Cluj-Napoca, Romania
Photo by: Alexandra Viorela Marginean | Emerson Employee

GOVERNANCE
AwardsREPORTING
Report At-A-Glance

IN THIS SECTION:
R CEO Message
R Chair Message
R Company Profile
R Our Purpose
R Awards and Recognitions
R Report At-A-Glance

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

6

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

CEO Message

VALUE CREATION
Chair Message

ENVIRONMENT
Company Profile

SOCIAL
Our Purpose

GOVERNANCE
AwardsREPORTING
Report At-A-Glance

CEO Message
Over the past few years, we have been on atremendous journey to transform Emerson, andwe made great progress towards our goals in 2023.
Our people are integral to this process, and I am
inspired by the passion, determination and talent
our team continues to display. We made several
bold portfolio moves, including the acquisition
of NI and the sale of Copeland, which further our
position as a global leader in automation.
Through these actions, we have built a cohesive
portfolio that enables customers to navigate thefull automation spectrum and aligns with thesecular growth trends of digital transformation,
sustainability and decarbonization, energy security
and affordability and nearshoring. Advancing
sustainability and driving value for our customers
and shareholders are closely aligned. Emerson’s
customers rely on our technologies to better
manage their operations, enhance productivity,
reduce energy usage and emissions and improvesafety and reliability.
Our Emerson Management System hasenabled strong operational execution, growth,
innovation and risk management throughout
our transformation by focusing our leaders’ andemployees’ time and resources.

I would like to share a few highlights of thesignificant progress we made in fiscal year 2023
and through the date of this report:• We procured 49% of electricity used by Emerson
locations from renewable sources, progressing
toward our goal to source 100% of electricity
from renewable sources by 2030. This, and acontinued focus on energy efficiency and Scope 1
emission abatement strategies, has enabled us toreduce our Scope 1 and 2 greenhouse gas (GHG)
emissions intensity by 52% since 2021.
• We continue to report climate-related dataproactively and transparently. Emerson
voluntarily participates in the Carbon Disclosure
Project (CDP) and maintained an A- score in2023; additionally, we were included in the
CDP’s Supplier Engagement Leaderboard, which
represents the top 8% of companies assessed forsupplier engagement on climate change, for thesecond consecutive year.
• We built upon the Your Voice Counts culture
initiative, our company-wide continuous listening
strategy, with our first “pulse check” survey. Morethan 39,000 employees responded, and we saw
increases across 75% of engagement questions.

• We increased our representation in leadershipfor women globally and US minorities in 2023 by
two and four percentage points, respectively, andwere named a “World’s Top Employer for Women”
by Forbes.
Our 2023 sustainability report illustrates how weplan to navigate the complex challenges in business
today, drive impactful solutions for decarbonization
for customers and stakeholders and maintain ourcommitment to long-term value creation.
We have a 134-year history of pioneering change
through innovation and are excited for theopportunities ahead to continue to disrupt thestate of automation. Thank you for joining us as wego ahead to the boundless future of automation.

Lal Karsanbhai
President and Chief Executive Officer

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

7

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

CEO Message

VALUE CREATION
Chair Message

ENVIRONMENT
Company Profile

SOCIAL
Our Purpose

GOVERNANCEREPORTING

AwardsReport At-A-Glance

Chair Message
2023 was a pivotal year for Emerson, and in the midst of continued global macroeconomic uncertainty,
Emerson advanced its transformation and delivered on our strategy, including the sustainability
initiatives highlighted in this report.
Our Board takes its role as stewards of Emerson’s sustainability goals seriously and continues to oversee
the management team in their efforts to further Emerson’s sustainability programs. I am proud of thework Emerson’s management team has accomplished, driving significant progress on their commitments.
Emerson, with its transformed portfolio, people and technology, is well positioned to benefit from powerfulsecular trends including sustainability and decarbonization and support customers in their energy transition.
The Board remains committed to ongoing refreshment to ensure we continue to have the right mix ofskills, diversity, background and tenure, including to oversee our sustainability efforts. We have added
seven new Directors over the past five years with a Board that will be composed of 50% women or peopleof color and a broader set of industry knowledge and expertise.
We recently appointed Calvin Butler, President and Chief Executive Officer of Exelon, to our Board, effective
August 1, 2024. In addition to business transformation experience, he brings significant expertise inreliable, clean and affordable energy solutions that will advance our leadership position in the energy
transition markets.
We look forward to helping guide the management team to lead our company and help our customers
move towards a brighter and more sustainable future.

James Turley
Chair, Emerson Board of Directors

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

8

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

CEO Message

VALUE CREATION
Chair Message

ENVIRONMENTSOCIAL
Our Purpose

Company Profile

GOVERNANCEREPORTING

AwardsReport At-A-Glance

Emerson At-A-Glance
Headquarters

Founded

St. Louis
MO, USA

EMR

18,10067

NYSE

COMPANY PROFILE
Emerson is a global leader in
automation software and technology.
We partner with customers in criticalindustries like energy, chemical,
power and renewables, life sciences
and factory automation to help
them operate more sustainably
while improving productivity,
energy security and reliability.

74,000 employees
Geographic distribution

39%

35%

Americas

Asia,
Middle East
and Africa

1890

26%
Europeactive patents

years of increased
dividends

130

manufacturinglocationsGeographic distribution

38%

27%

Americas

Asia,
Middle East
and Africa

35%
Europe*The data/information on this page is current as of June 2024.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

9ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

CEO Message

VALUE CREATION
Chair Message

ENVIRONMENT
Company Profile

Our Purpose

SOCIAL

GOVERNANCE

Our Purpose

REPORTING

AwardsReport At-A-Glance

OUR VALUES
Integrity

We drive innovation that makes the world healthier, safer, smarter and moresustainable.
Emerson is uniquely positioned to bring innovation, enabling technology and domain expertise that supports essential industries
that we all depend on in our daily lives. Our Purpose reflects the important role and impact we can deliver. It is also the rallying cry
to our employees to be forward thinking, collaborative, committed and excel in all we do to support our stakeholders, communities
and the world.
Our Causes and Values are the driving forces behind our Purpose, and serve as the foundation for how we make decisions, act andcollaborate. They inform our direction as an organization, reflect our culture and establish the foundation of how we engage andlead in the world.

We are uncompromising in our honest and ethical behavior,
which creates trusting relationships with one another,customers, suppliers and communities.

Safety & Quality

We are unwavering in our commitment to the highest
standards of safety and quality for ourselves and ourcustomers.

Support our People

We attract, develop and retain exceptional people in an
inclusive work environment, where all employees can reach
their greatest potential.

Customer Focus

We actively listen to our customers to deeply understandtheir needs and deliver the unique solutions that ensure
their success.

Our Causes

Continuous Improvement

PLANETHUMANITY

CHAMPIONINCLUSION

We deliver sustainable
solutions that improve
efficiency, reduce emissions
and conserve resources.

We strive to advance
health, comfort, foodquality and safety.

We lead our customers
through complex technical,
regulatory and economic
challenges.

We cultivate anenvironment based ontrust and support.

FUTUREWe promote STEM
education and programs
that prepare the next
generation of critical thinkers
and problem solvers.

We constantly strive for improvement in all aspects of ourbusiness, guided by metrics, feedback and our disciplined
management process.

Collaboration

We work seamlessly across geographies and functions tofully leverage our breadth and expertise.

Innovation

We passionately pursue new technologies, capabilities andapproaches to drive tangible value for our customers.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

10ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

CEO Message

VALUE CREATION
Chair Message

ENVIRONMENT
Company Profile

SOCIAL
Our Purpose

GOVERNANCEREPORTING

AwardsReport At-A-Glance

2023

2023

Awards and Recognitions
Emerson is taking bold action to deliver progress
toward our sustainability goals, such as our 2045
net zero value chain and 2030 net zero operations
emission targets, as well as our 2030 diversity targets.
While there remains progress to be made, theintentional focus on specific topics across our teams
worldwide is evident in our improved performance, as
demonstrated by recognitions and awards from someof the leading organizations around the globe.

2023
2023
FORTUNE
Magazine

Rated ‘A-’ by CDP
on climate change
leadershipAmong the top 8%
assessed for supplierengagement on climatechangeAwarded a Silver
EcoVadis rating

EcoVadis Carbon
Management Leader

FORTUNE
Magazine

2023
2023
FORTUNEFORTUNE
Magazine
Magazine

2023

2023 Readers’ Choice,Top 50 Employer,
ranked #22

2023 Readers’ Choice,Top 50 Employer,
ranked #15

2023
FORTUNE
Magazine

2023 Industrial
IoT Company of theYear (Emerson is afive-time recipient)

Placed first in 30+
categories across the 2023
CONTROL Global Reader’s
Choice Awards

FORTUNE
Magazine

FORTUNE
Magazine

2023 Readers’ Choice,Top 50 Employer,
ranked #41

FORTUNEFORTUNE
Magazine
Magazine

2023
2023
2023
FORTUNE
Magazine
FORTUNE
Newsweek
Magazine
Magazine

2023
2023

FORTUNEFORTUNE
2023 America’s
Most
Magazine
Magazine
Innovative Companies,
ranked #33 of
300 companies

2023

FORTUNE
Newsweek
FORTUNE
Magazine
Magazine
Magazine

2023
2023
FORTUNEFORTUNE
Magazine
Magazine

Newsweek
Magazine

ForbesMagazineAward for a second year
distinguishing corporate
energy management
programs

2023 America’s
Best Large Employers,
ranked #192

2023
2023

2023
2023

Newsweek
Magazine

Newsweek
Newsweek
Magazine
Magazine

ForbesMagazine

ForbesForbesMagazine
Magazine

2023

Newsweek
2023 America’s
Most
Magazine
Responsible
Companies,
ranked #143;(Emerson has been ranked
four consecutive years)

Newsweek
Newsweek
Magazine
Magazine

2023
ForbesWorld’sTop
Magazine
Employers for Women,ranked #269
of 400 companies

ForbesForbesMagazine
Magazine

2023
2023
2023
Newsweek

2023
2023
Forbes

2023
2023

2023
2023

Magazine
Newsweek
ForbesMagazine
Magazine

Magazine
ForbesMagazine

Newsweek
Newsweek
America’s
Best
Magazine
Magazine
Employers for Women,ranked #205
of 400 companies

2023

Newsweek
ForbesNewsweek
Magazine
Magazine
Magazine

2023
2023
Newsweek
Newsweek
Magazine
Magazine

ForbesForbesMagazine
Magazine

2023

ForbesForbesMagazine
Magazine

2023
2023

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ForbesForbesMagazine
Magazine•

11

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

CEO Message

VALUE CREATION
Chair Message

ENVIRONMENT
Company Profile

SOCIAL

GOVERNANCE

Our Purpose

AwardsREPORTING
Report At-A-Glance

Report At-A-Glance
ENVIRONMENTSOCIALemissions by 2045 from a 2021 baseline.

40% of global leadershiptargeted to be women by 2030.

$200M pledged to

Net Zero Operations

30% of U.S. leadership

Goal to continuously work

Net Zero Value Chain

by 2030 from a 2021 baseline.

Near-term and
Net Zero targets

have been approved by the
Science Based Targets initiative.
Reduced Scope 1 and 2
GHG emissions intensity

52% since 2021.
%
Reached 49 of electricity
byprocured from renewable sources
at Emerson locations worldwide.

41%

reduction
Achieved ain energy intensity from 2018,
surpassing the 25% reduction
target in advance of 2030.

targeted to be minorities
by 2030.
8 Employee Resource Groups withover

13,000 members.

Company-wide continuous
listening strategy with85

% employee participation

and an employee engagementscore of 78%.
Implemented company-wide

wellbeing programs

and policies.

address education equity
over 10 years.

toward zero recordable

injuries.

36% reduction inA
first aid cases and a

23% reduction inrecordable injuries
compared to FY2022.

Nick Piazza appointed
Chief People
Officer,
August 2023.

GOVERNANCE

50% of Directors are womenor persons of color.*of required Board Committees
are chaired by women.
The Board added

7 new Directors

in the last five years, underscoring
the Emerson Board’s commitment
to ongoing refreshment.*
Achieved CDP Supplier

Engagement Leader status

for a second year.

Key elements of our primary data
centers, cloud environments andour enterprise IT organization are

certified underISO 27001.

Michael Tang appointed

Chief Legal Officer, January 2024.

*Depicts data/information effective August 2024
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

12

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

ENVIRONMENTSOCIAL

Role of Automation

Innovation

Value
Creation

Emerson’s transformation into a focused automation
leader offers exciting opportunities to acceleratevalue for all stakeholders. This section provides

details on our strategy, the role of automation inessential industries, innovation and growth, andcontinued operational excellence delivered throughour Emerson Management System.

GOVERNANCEREPORTING

Management System

Financial Targets

IN THIS SECTION:
R An Exciting Future
R What We Do
R The Critical Role of Automation
R Innovation
R Emerson Management System
R Financial Targets

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

13

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

ENVIRONMENTSOCIAL

Role of Automation

Innovation

GOVERNANCEREPORTING

Management System

Financial Targets

Built to Deliver on an Exciting Future
The work at Emerson is busy and rewarding. We delivered a strong set of operating results in fiscal 2023. We made significant progressin our sustainability and human capital management efforts. And at the same time, the organization, together with our Board of
Directors, made substantial progress over the past three years with a comprehensive portfolio transformation of Emerson becoming a
focused, cohesive global automation leader.
This report provides information on the Emerson business we owned and operated through the 2023 fiscal year and, where indicated,
incorporates updates on progress made as of June 2024. We are proud of our organization and the impact we make on the world.
The people at Emerson, no matter the job function or strategic initiative, bring a high level of passion, integrity, creativity andprofessionalism to what they do.

Portfolio Transformation Actions
Our large portfolio transformation moves are substantiallycomplete. In October 2022, we completed the sale of InSinkErator,
a long-term Emerson business focused on kitchen-based waste
disposal and water products, to Whirlpool Corporation. We followed
this with the sale of a majority stake in our Climate Technologies
business to Blackstone, in May of 2023, now named Copeland.
On the addition side, we completed a landmark transaction with
AspenTech in May 2022, acquiring a majority ownership stakein one of the premier industrial software companies. Emerson,
together with AspenTech, has one of the industry’s mostcomprehensive portfolios of advanced automation technologies
and software serving essential industries.
In October 2023, Emerson completed the acquisition of
NI, a provider of software-connected automated test andmeasurement systems that enable enterprises to conduct andbring important innovation to market faster and at a lower cost.

Emerson also completed the acquisition of two smaller
companies with very relevant technology. In August 2023,
Emerson acquired Flexim, a global leader in clamp-on
ultrasonic flow measurement for liquids, gases and steam.
The combination of Emerson’s comprehensive measurement
suite and Flexim’s innovative technology will enhance the value
we bring to customers across a variety of industries. Flexim isreported in our Measurement & Analytical business segment.
In September 2023, Emerson also acquired Afag, a technology
leader in electric linear motion solutions that is complementary
to the motion products in our Discrete Automation business.
Afag serves customers in attractive, growing end segments
including battery manufacturing, automotive, packaging,medical, life sciences and electronics. Afag is reported in our
Discrete Automation business segment.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

14

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

ENVIRONMENTSOCIAL

Role of Automation

Innovation

GOVERNANCEREPORTING

Management System

Financial Targets

Built to Deliver on an Exciting Future

People at the Heart of Everything We Do at Emerson
Emerson’s portfolio of technologies is critical to delivering value in a wide
set of essential industries. But the true power of what Emerson has todeliver is in our people and the expertise that we bring to our customers
everyday.
Emerson operates a global organization with design engineering,procurement, manufacturing, project engineering, service and sales
activities. Emerson employees work very closely with customers toinnovate, apply technologies and support their critical operations. We
are fortunate that people choose to make long careers at Emerson, havedeveloped deep domain knowledge and serve as important experts andstewards for automation and the industries that we serve.
We are intently focused on building an inclusive culture and making sure
we have an exceptional team empowered to deliver on value creationfor our customers and shareholders. We have assembled an incredible
portfolio and are focused on innovation that matters for our customers
and the important industries that we serve for the years ahead. Finally,
we have a legacy of demonstrating operational excellence in a complex
global environment and are focused on continuing to deliver value for our
stakeholders.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

15

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

ENVIRONMENTSOCIAL

Role of Automation

Innovation

What We Do

Finally, we provide add-on software and hardware automation
technology options such as our suite of wireless instrumentation
products and our AspenTech optimization software offerings
that can create additional value in existing facilities. Emerson’s
installed base is estimated at $150 billion, and greater than 60%
of our automation revenue in 2023 came from supporting these
existing installations.

REPORTING

Management System

Financial Targets

IMPORTANT FACTS ABOUT OUR BUSINESS

Emerson’s complete automation portfolio includes advanced intelligent devices, control systems and design and optimization
software solutions to support a diverse set of industries and infrastructure that are essential to daily life. Customers rely on Emerson
technologies to manage and automate operations better, increase productivity, reduce energy usage and emissions, improve safety
and enhance reliability. A typical Emerson customer manages long-lived plants that can operate continuously for decades. Ourworldwide operational footprint provides a high level of responsiveness and intimacy with customers throughout the lifecycle of theirfacilities.
We are often involved early in the design and conception of new
greenfield facilities to provide expertise on the best digitalization
strategies and to support the project implementation process.
Once operations are established, we provide local support,
service and replacement products to help customers make suretheir facilities keep running. In many of the industries we serve,customers will replace and enhance their automation assets
during pre-planned shutdown events, for which we frequently
provide support on planning and implementation. We also
support our customers when unplanned events occur.

GOVERNANCE

POST-ACQUISITIONS END MARKETSOthers16%

17%

General Industries

21% Energy
End
Market

17% Discrete

8%

Hybrid9%Power & Renewables12%~ $150 billionof installed base in customer facilities

> 60%
~ 13%

of our sales are related tomaintenance and replacementof installed base in 2023

of 2023 sales from softwareof Emerson sales are tied%
~ 70 to sustainability enabling
technologies*

Chemical

Note: End market numbers represent post-acquisition 2023
Emerson including Test & Measurement.

* Sustainability Enabling Technologies are defined as Emerson’s
technologies which are capable of being utilized for sustainability
enabling activities. Neutral technologies such as services, enclosures,
mechanical devices and products or services purchased from a third
party but included in the overall sale are excluded from sustainability
enabling technologies as they do not have a direct enabling impact.
Emerson’s definition of sustainability enabling technologies is notintended to and does not align to any governmental or other thirdparty taxonomy or framework.
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

16

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

ENVIRONMENTSOCIAL

Role of Automation

Innovation

GOVERNANCEREPORTING

Management System

Financial Targets

What We Do

Our Reported Business Segments – Software & Control
Control Systems & Software

AspenTech*

Test & Measurement**

Control Systems & Software control plant
processes by collecting and analyzing informationfrom measurement devices in the plant. These
technologies determine optimal settings with
software based on a customer’s specific algorithms
and use that information to adjust valves, pumps,
motors, drives and other control hardware for
maximum product quality, process efficiency,
sustainability and safety.

AspenTech specializes in asset optimization
software that enables industrial manufacturers todesign, operate and maintain their operations for
maximum performance. It combines decades ofmodeling, simulation and optimization capabilities
with industrial operations expertise and applies
advanced analytics to improve the profitability andsustainability of production assets.

Emerson completed the acquisition of NI on
October 11, 2023. This business will be referred toas the Test & Measurement segment going forward.
It provides software-connected automated test
and measurement systems that enable enterprises
to bring products to market faster and at a lower
cost. Important markets for this segment include
semiconductor, transportation, aerospace andresearch institutions. The Test & Measurementbusiness spans the full range of customer needs
including modular instrumentation, data acquisitionand control solutions and general-purpose
development software.

Industries Served

Industries Served
Process2023 Revenue:
2023 Underlying Sales Growth:2023 Adjusted
Segment EBITA Margin:

HybridDiscrete$2.6 Billion
11%
21.5 %

Industries Served
Process2023 Revenue:
2023 Underlying Sales Growth:2023 Adjusted
Segment EBITA Margin:

HybridDiscrete$1.0 Billion(1%)
36.4 %* Emerson is a majority owner of AspenTech, which is publicly
traded on NASDAQ: AZPN

Process

HybridDiscrete$1.7 Billion

2023 Revenue:
2023 Underlying Sales Growth:2023 Adjusted
Segment EBITA Margin:

N/A
21.2 %** As reported, based on 2023 Emerson fiscal year basis.
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

17

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

ENVIRONMENTSOCIAL

Role of Automation

Innovation

GOVERNANCEREPORTING

Management System

Financial Targets

What We Do

Our Reported Business Segments – Intelligent Devices
Measurement & Analytical

Final Control

Safety & Productivity

Discrete Automation

Emerson’s Measurement & Analytical business isa leading supplier of intelligent instrumentation
measuring the physical properties of liquids orgases, such as pressure, temperature, level, flow,
acoustics, corrosion, pH, conductivity, water
quality, toxic gases and flame. These devices
transfer data and asset management information
to control systems and automation software,
allowing process and hybrid industry operators tomake educated decisions regarding production,
reliability, sustainability and safety.

Our Final Control business is a global provider
of control valves, isolation valves, shutoff
valves, pressure relief valves, pressure safetyvalves, actuators and regulators for process andhybrid industries. These solutions respond tocommands from a control system to continuously
and precisely control and regulate the flow ofliquids or gases to achieve safe operation alongwith reliability, sustainability and optimized
performance.

Emerson’s Safety & Productivity business delivers
tools for professionals that support important
infrastructure, promote safety and enhance
productivity. Pipe-working tools include pipe
wrenches and cutters, pipe threading and rollgrooving equipment, battery hydraulic tools forpress connections, drain cleaners and diagnostic
systems, including sewer inspection cameras andlocating equipment. Electrical tools include conduit
benders and cable pulling equipment, battery
hydraulic tools for cutting and crimping electricalcable and hole-making equipment.

Our Discrete Automation business designs
solenoid valves, pneumatic valves, valve positionindicators, pneumatic cylinders and actuators, air
preparation equipment, pressure and temperatureswitches, electric linear motion solutions,programmable automation control systems andsoftware, electrical distribution equipment andmaterials joining solutions used primarily indiscrete industries.

Industries Served

Industries Served

Industries Served

Industries Served

Process2023 Revenue:
2023 Underlying Sales Growth:2023 Adjusted
Segment EBITA Margin:

HybridDiscrete$3.6 Billion
16 %
27.1%

Process2023 Revenue:
2023 Underlying Sales Growth:2023 Adjusted
Segment EBITA Margin:

HybridDiscrete$4.0 Billion
13%24.7 %

Process2023 Revenue:
2023 Underlying Sales Growth:2023 Adjusted
Segment EBITA Margin:

HybridDiscrete$1.4 Billion(1%)
23.9 %

Process

HybridDiscrete$2.6 Billion

2023 Revenue:
2023 Underlying Sales Growth:2023 Adjusted
Segment EBITA Margin:3%
21.4 %

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

18

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

ENVIRONMENTSOCIAL

GOVERNANCE

Role of Automation

Innovation

REPORTING

Management System

Financial Targets

The Critical Role of Automation
One of Emerson’s unique attributes is the global leadership positions established across our advanced intelligent devices,
control systems and design and optimization software solutions businesses. Our technology portfolio supports thefoundational functions of automation through its complete cycle: See-Decide-Act-Optimize.
Our intelligent devices sense and measure criticalvariables such as pressure, temperature, flow
rate, analytical properties, density and level tosupport the SEE function. These variables arethen communicated to a control system, which isconstantly evaluating inputs and judging how tobest adjust processes in real time, serving as the
DECIDE function. The control system then sends
signals to intelligent actuators and valve elements
to make physical adjustments to the process,fulfilling the ACT function.
Software technologies like those in AspenTech’s
portfolio utilize data provided by intelligent devices
and control systems to analyze trends over time,
simulate potential enhancements and offer
options for incorporation into the control system
logic as part of the OPTIMIZE function. Emerson
has established global leadership in each of theintelligent device, control system and software
functions and serves as a steward and thought
leader in the future direction of automation in thediverse industries we support.

Automation serves as the digital backbone andnerve center for our customers critical operations.
Leveraging significant accumulated domain
knowledge, automation provides important insights
into what is happening in the customer’s process
and provides the levers for enhancing productquality, yield, efficiency, reliability, uptime, energy
efficiency, emissions intensity, regulatory reporting,asset integrity and personnel safety.

COMPLETE AUTOMATION OFFERING

Modeling & AI
Powered Analytics for
performance optimization

OPTIMIZE
SEE
Sensing & Measurement
to optimize insightand decision making

DECIDE

ACT

Automation Systems
for intuitive andautomated decisions

Precision Control
to ensure safe,
responsive operations

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

19

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

ENVIRONMENTSOCIAL

Role of Automation

Innovation

GOVERNANCEREPORTING

Management System

Financial Targets

The Critical Role of Automation

Global Macroeconomic Trends and Organic Growth Drivers

GLOBAL MACROECONOMIC TRENDS

DigitalTransformation

Sustainability &Decarbonization

Energy Security& Affordability

Nearshoring

We have identified several global macroeconomic trends that
we anticipate will drive Emerson opportunities going forward.
Digital transformation remains a key theme in the industrial
world where technological advancements provide new value
creation opportunities for safety, efficiency and productivity.
Sustainability and decarbonization are critical drivers in a worldthat is rapidly embracing and deploying solutions to meetglobal net zero goals by 2050. Energy security and affordability
remain important themes as the energy transition process
takes place, given its importance in supporting economies andlivelihoods around the world. And finally, we are supporting
regionalization and nearshoring to provide resilience andself-sufficiency across a wide set of critical industries and value
chains.
Intentionally providing more focused exposure to these global
macro trends is at the center of Emerson’s organic growth plan,
and at the heart of our innovation focus as we consider themost impactful value we can create for the industries we serve.
We believe Energy Transition, Industrial Software and Priority
Hybrid and Discrete Markets are three growth platforms
that will create superior market-based growth and expand
specific opportunities for Emerson in both the near-term andlong-term.

Energy Transition
Much of the world’s energy systems are undergoing comprehensivechange with a focus on substantially reducing carbon dioxide
emissions. Over time, we are seeing a significant increasein the deployment of renewable energy, hydrogen, carbon
capture, biofuels and biogas from waste, resource circularity,electrification and smart grid management. Emerson’s automation
portfolio serves as the digital backbone and is strongly alignedwith these global sustainability imperatives, and actively supports
each of these critical energy transition solutions. These energy
transition solutions are expected to provide an opportunity togrow Emerson’s future relevance and impact.

Industrial Software
It is our belief that automation will become increasingly
more software centric over time. Building additional strengthand depth in AspenTech and Emerson software will become
increasingly important for enhancing the impact of automation.

Priority Discrete and Hybrid Markets
Emerson has a well-established leadership position in processrelated industries. We have a strong presence in hybrid anddiscrete-related industries such as life sciences, metals and mining
and factory automation, but have room to expand our exposure
through intentional innovation actions, complete floor to cloudvalue-creating solutions and targeted portfolio moves.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

20

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

ENVIRONMENTSOCIAL

Role of Automation

Innovation

GOVERNANCEREPORTING

Management System

Financial Targets

Innovation and a Vision for Boundless Automation
Innovation is fundamental to everything we do at Emerson. We work closely with customers to help advance the state of automation and value creation acrossa wide range of process, hybrid and discrete industries. Given our customers’ design and operate long-lived facilities and expect Emerson to help keep thesefacilities running over time, our innovation process is focused on bringing additional value to both existing installations and new greenfield operations.
Emerson has brought forward many important industry innovations over time
including development and contribution of intellectual property to HARTTM,
WirelessHARTTM and FOUNDATIONTM Fieldbus networking protocols that are
widely used across the world. We were also one of the first companies to moveaway from custom designed computing platforms and instead significantly
leverage and adapt widely available commercial information technologies withthe creation of the DeltaV™ distributed control system.
The DeltaV and Ovation™ control systems have continued to break new
ground with capabilities related to better project implementation, adaptability
to manage late design changes in large projects, built-in cybersecurity
architecture and development of a wide set of software applications including
simulation, asset management, planning and training. NI transformed thetest industry by pioneering a revolutionary software-driven modular hardware
architecture to provide new levels of flexibility.
Emerson innovation has also extended to the field device layer with extensive
sensing technology developments. These include specialized final control
capabilities to perform in very challenging conditions, high-performance
discrete automation control and sensing devices, and battery powered
professional tools to support the build-out of important molecule and electron
infrastructure. Our recently acquired Test & Measurement business has beena leader in the test automation space where its LabVIEWTM software serves as
the backbone for electrical testing in many industries worldwide.

As we look ahead, we are excited for what is possible to advance the stateof automation and create even more valuable insight, control, softwareand data management capabilities for our customers. We are focused onfour important technology spaces.
The first is DISRUPTIVE MEASUREMENT TECHNOLOGIES to bring moreinsight to what is happening in our customers’ manufacturing processes.
We also consider the best ways to bring these capabilities to the environmentsof our customers and how they can be added in existing operations.
SOFTWARE-DEFINED AUTOMATION SYSTEMS is our second focus area. Changes
in computing power, software containerization and the evolution of more capableedge computing capabilities provide opportunities to drive further value with
software that can operate at various levels of an automation architecture.
A related third area is SELF-OPTIMIZING ASSET SOFTWARE which cancontinuously leverage the knowledge across the operating assets in a
facility to infer the health of these assets and help predict when maintenanceintervention might be required.
The final area focuses on SUSTAINABILITY TECHNOLOGY solutions that
help customers address optimal performance and sustainable operations.
These innovations focus on the energy transition, use of more sustainable
materials and the importance of advancing infrastructure capabilities
to support the evolution of renewable power and storage installations,
support the full hydrogen ecosystem from production to transport to use,emissions management and carbon capture, the battery value chain and theenablement of circularity capabilities.

INNOVATION PRIORITIESDisruptive Measurement
Technologies

Software-Defined
Automation Systems

Self-Optimizing
Asset Software

Sustainability

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

21

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

ENVIRONMENTSOCIAL

Role of Automation

Innovation

GOVERNANCEREPORTING

Management System

Financial Targets

Innovation and a Vision for Boundless Automation

A Vision for Boundless Automation

7

Emerson spent approximately

sales on% ofinnovation

EDGE

IC

Boundless
Automation

BR

In fiscal 2023, Emerson’s innovation spend was 7%of sales. With the more intentional focus on ourinnovation pace and the inclusion of the test andmeasurement business in 2024, we expect thislevel will increase.

CLOUD

INTELLIGENT
FIELD
FY
UNI

FA

In various parts of our customers’ organizations,more powerful data analytics can span not just one
location, but across a fleet of locations, with more
involved simulation and modeling capabilities
leveraging artificial intelligence technologies thatcan further enhance operational excellence.

We are introducing new features in our products
now that support our vision for Boundless
Automation, and there will be many morecapabilities in the years to come. Advancing theworld of automation requires a significant amountof domain knowledge across the industries weserve. It will also require significant collaboration
with customers and other technology providers.
It is our view that Emerson’s customers will create
more value of their own as software features are
made more granular and can be flexibly placed
at whatever level of the cloud, edge, or intelligent
field makes the most sense for a given application.

TA

These technologies and others enable Emerson’s
recently introduced Boundless Automation
vision for how automation will continue toextensively evolve and incorporate a number ofimportant advancements to make data systems
more flexible, more unified and more inherently
secure. As we consider what will be possible withcloud computing, edge computing and software
capabilities, as well as intelligent devices, software,diagnostics and communications capabilities in thefield, there will be opportunities to move beyond
the siloed system architectures of the past to afuture where data and insight more readily moves
to where it is needed.

IN

G

D

A

in fiscal 2023

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

22

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

ENVIRONMENTSOCIAL

Role of Automation

Innovation

GOVERNANCEREPORTING

Management System

Financial Targets

Innovation and a Vision for Boundless Automation

Emerson Ventures Expands Our Innovation Focus
Since launching the Emerson Ventures program in 2021, we have continued to make investments in early-stage
technology companies of high strategic relevance to our businesses and served markets. Our focus areas
include disruptive discrete automation technologies, industrial software, environmental sustainability solutions
and associated enabling technologies like AI, cybersecurity, wireless and edge computing.
Currently, we have nine companies in the Emerson Ventures portfolio, including three new companies addedin the past year. These new companies are focused in the areas of manufacturing management software,
AI-based fuel and CO2 savings technology for shipping and verification and validation for automated systems.
In the past year, we also deepened our commitment and partnership with an existing portfolio company inthe edge computing orchestration and virtualization space via a second investment.

For More Information please refer toEmerson Venture Capital Investments webpage.

E

In 2021, we
committed to investing$100 M
in Emerson Ventures.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

23

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

ENVIRONMENTSOCIAL

Role of Automation

Innovation

GOVERNANCEREPORTING

Management System Financial Targets

Emerson Management System
As we have transitioned to a more cohesive automation company, we have taken the opportunity to evolve the Emerson management process.
Our prior management process was designed for a time with more disparate operating units. We have updated our current Emerson Management
System to be comprehensive and focused on the enterprise as a cohesive entity, dedicated to operational execution and enhanced growth,
efficient use of leadership time and resources, and a more balanced approach to innovation and risk management.
There are six central elements of the Emerson Management System.
The first element is INNOVATION, which involves developing key
technologies to unlock more organic growth and value creation.
This is coupled with COMMERCIAL EXCELLENCE, building on ourability to address customer needs, leverage our installed base anddrive enhanced customer intimacy and impact. The third element
is OPERATIONAL EXECUTION, which maintains a strong focus
on operational and supply chain excellence, leveraging Emerson’s
tremendous footprint and scale. The fourth element is a WORLDCLASS MERGERS AND ACQUISITIONS (M&A) process, maximizing
value through disciplined portfolio management and integration
activities.
While these four elements form a strong nucleus of capabilities,
we believe there are two additional elements that are essential to
a complete system approach. Our MANAGEMENT PROCESS,
which includes the cadence of how and when we interact throughmeetings and business updates enhances efficiency and agility indecision making. The final element is driving a modern CULTURE
and empowering our teams to achieve results. We believe theEmerson Management System is the key to delivering value creation.

Emerson has established well-acknowledged operational capabilities
across the world. Our teams have experience managing all relevant
phases of the global economy and utilize some of the best toolkits tounderstand, plan and maximize agility and value creation. Over time,
we have regionalized our operational and supply chain footprint toprovide responsiveness to customers while supporting a focus on
best cost and resiliency.
Our process is integral to driving top-quartile performance within
our global business operations. The execution of short-range plans
is reviewed quarterly, and medium-range and long-range plans arereviewed annually. The cadence of review balances delivery of nearterm goals with planning for continuous operational improvement.
Established tools and analytics provide comprehensive visibility intoplans and execution performance. Operating margin improvements
have reflected this process over the past three years with achievementof cost reset targets.

CULTUREEMENT PROC
NAG
ESS
A
M

INNOVATIONCOMMERCIAL
EXCELLENCEWORLD CLASS
M&A

OPERATIONALEXECUTION

Throughout the process of transforming our portfolio, we have remained
focused on right-sizing all functional areas and leveraging the enterprisethrough shared services and overhead management. We are also
increasing our focus and investment in automation and efficiency in
our own manufacturing operations, as well as enhancing the value of
our facilities footprint.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

24

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONAn Exciting Future

What We Do

VALUE CREATION FINANCIAL FRAMEWORK

through-the-cycle%
4 –7 organic growthincremental%~ 35 margins*

Double-digit
adjusted EPS growth

15 –18%
Free cash flow margins of

ENVIRONMENTSOCIAL

Role of Automation

Innovation

GOVERNANCEREPORTING

Management System

Financial Targets

DifferentiatedFinancial Targets
Emerson adheres to a clear, specific framework of financial targets
to create significant value and differentiate the company. Our goal
is to deliver a through-the-cycle organic growth rate of 4–7%, with
our ability to deliver this having been further enhanced with ourportfolio transformation and intentional exposure to important
global macroeconomic trends. We are committed to delivering on
approximately 35% incremental profit margins and double-digit
adjusted earnings per share (EPS) growth. We are also focused on
driving free cash flow margins in the 15–18% range and leveraging
a disciplined capital allocation framework.
Emerson recognizes the importance of performing for a diverse
range of stakeholders, including shareholders, employees,
customers, partners, governments and communities. In addition
to our financial targets, delivering on the strategies outlined inthis report are also important to advancing the needs of thesestakeholders, fulfilling our purpose and growing as a moresustainable company.

E

For More Information please refer toEmerson Investor Relations webpage.

* I ncremental margins is defined as the ratio of the change in adjusted
segment EBITA for the current period less the prior period, divided by
the change in the net sales for the current period less the prior period.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

25

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

Environmental
Sustainability
Environmental sustainability is a business imperative for

Emerson and our value chain partners, from suppliers andcustomers to employees and communities. This section

provides key insights into the progress made in advancing
our sustainability strategy and supporting that of our

GOVERNANCEREPORTING

Greening With Emerson

IN THIS SECTION:
R Overview
R Greening Of Emerson
R Greening By Emerson
R Greening With Emerson

suppliers and customers.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

26

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Environmental Sustainability Highlights
GREENING OF EMERSONNet Zero Operations
by 2030 from 2021 baseline.

52%

reduction in Scope 1 and 2

emissions intensity since 2021.

Named ENERGY STAR®

Partner of the Year for a second year.

Achieve100% renewableelectricity

sourcing by 2030.

49 %of electricity procured

from renewable sources

at Emerson locations worldwide.

GREENING BY EMERSONGREENING WITH EMERSONNet Zero Value Chain

Continue to progress our environmental

Participation in

4%

technologies, solutions and expertiseby 2045 from 2021 baseline.

reduction in Scope 3

emissions since 2021.*

Zero Waste to Landfill

by 2032 from a fiscal 2022 baseline.

56% waste diversion rate

across our manufacturing

sites globally.

CDP Climate Change
Score

A-.

8,600 employees trainedon environmental sustainability.

sustainability efforts and investing into support customers in theirenergy transition.
Partnered with Syzygy Plasmonics toelectrify and decarbonize
catalyst reactions in chemical

15 or groupshydrogen associations
worldwide.

In 2023, Emerson presented an

innovation exhibit in the Expo City

Green Zone of COP28.
Emerson became a

production using the power of light.

Terrawatt Partner

Selected by DG Fuels to automate newtech incubator in North America.

Sustainable Aviation Fuel (SAF)
production facility in Louisiana.

at Greentown Labs, the largest climate-

Partnered with HaloSep to automate

process of converting household

waste to power.

*Excluding Scope 3 Category 15, Investments

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

27

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Our Approach to Environmental
Sustainability and a Net Zero Future
Emerson is Deploying Environmental Sustainability Strategies
and Accelerating Decarbonization Across the Globe
Globally, there is a concerted effort to transition
towards a sustainable future, with nations uniting toachieve net zero emissions by 2050. This commitment
extends beyond emissions to encompass initiatives
to improve material efficiency, responsibly manage
water and waste resources, promote circular economy
principles for the end-of-life reuse of materials andreduce impacts on biodiversity. Advancements are
occurring in specific sectors of the economy, yet
substantial progress is required. This underscores
the need to accelerate the adoption of clean
technologies and foster ongoing innovation.
Achieving a sustainable transformation of the
global economy within three decades demands
an unparalleled level of collective determination,
creativity, cooperation and dedication. Critical sectors
such as manufacturing, transportation, construction
and the food supply chain are central to this shift. The
materials and energy infrastructures underpinningthese sectors are swiftly evolving towards sustainably
sourced materials and increasingly electrified systems
with cleaner and more renewable energy sources.

The recent COP28 summit in Dubai, UAE,
emphasized the urgency to accelerate efforts
and renew commitments towards this shift.
Key outcomes included the UAE Consensus
resolution to double the improvement rate ofenergy efficiency and to triple the expansion ofrenewable energy resources by 2030.
As a major technology enabler, Emerson’s
extensive automation advances industries
towards a net zero future. The greatest
contribution we can make to global sustainabilitylies in empowering our customers with oursolutions and expertise, enabling them to achieve
their environmental goals. Our comprehensive
suite of technologies, knowledge and client
partnerships is increasingly vital for enhancing
efficiency and reducing carbon emissions in
sectors that are challenging to decarbonize. Asa corporation, our focus is on delivering thesesolutions while advancing our sustainability
initiatives and reducing emissions.

E

Learn more about Emerson’s
participation in COP28 in theGreening With section, pages 84-95

Mike Train, Chief Sustainability Officer,
presenting on Emerson’s sustainability
journey at Emerson Exchange in Düsseldorf.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

28

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATIONENVIRONMENTGreening Of Emerson

Overview

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Overview

Emerson’s Environmental Sustainability Goals
Emerson recognizes the importance of setting ambitious targets to build a more sustainable business and contributeto a more sustainable global economy. Here, we provide a clear overview of our objectives.

By 2030

By 2045Net Zero Operations

Net Zero Value Chain Emissions

Emerson is committed to a 90% reduction in greenhousegas (GHG) emissions across Scopes 1 and 2, alongside a 25%
reduction in Scope 3 emissions across our value chain, bothcompared to 2021. These near-term 2030 emissions targets wereapproved by the Science Based Targets initiative (SBTi) in 2022.

Emerson established a target to reach net zero GHG emissions
across Scopes 1, 2 and 3, compared to a 2021 base year. Thisrequires an absolute reduction of GHG emissions of at least 90%,
with high-quality carbon neutralization measures for any residual
emissions that cannot be abated, aligning our approach with
ambitious climate science standards.

Energy Efficiency and Renewable Energy Goals
To support the Net Zero journey within our own operations,
Emerson has also set additional targets:
To procure 100% of our electricity from renewable sources.
Significant strides have been made towards this goal, reflecting
our dedication to reducing our carbon footprint and supporting
renewable energy.
 o reduce energy intensity by 35% across our global operations,Tcompared to a 2021 baseline. This goal expands on ourachievement of surpassing the initial 25% energy intensity
reduction target well ahead of schedule, underscoring ourongoing commitment to energy efficiency.

By 2032
Operational Zero Waste To Landfill
In 2022, Emerson set a target to achieve zero waste to landfill
from our manufacturing facilities by 2032, using 2022 as the
fiscal base year. This is tailored to align with local conditions
and regulatory requirements.

Science Based Targets initiative (SBTi)
In fiscal 2022, the SBTi approved
our near-term 2030 emissions
targets. SBTi also approved
Emerson’s long-term net zerotargets as being consistent withlevels required to limit global
average temperature rise to 1.5°C.

Emerson’s Portfolio Change Impact on
Environmental Sustainability
In 2023, Emerson significantly reshaped its position asa global automation leader with key portfolio changes,
including the finalization of the Copeland transaction(formerly known as Climate Technologies) and the
additions of Flexim and Afag. Along with our successful
AspenTech partnership and the early fiscal 2024 acquisition
of NI, we have created a unified automation portfolio that
supports our customers through digital transformation,energy security, sustainability and decarbonization.
These strategic moves have significantly impacted ourenvironmental sustainability metrics and strategies.
About 99% of Emerson’s GHG emissions up to fiscal
year 2022 came from the Copeland business, reflecting
the major role of their long-lived electrical compressor
technologies in heating, cooling and refrigeration globally.
From now on, Emerson will report its equity share of
Copeland’s emissions under Scope 3, Category 15. Learn
more about Emerson’s Scope 3 GHG emissions inventory in the
Net Zero Value Chain section.
The environmental performance of Test & Measurement,
Afag and Flexim will not be included in this year’s report.
Their contributions will be incorporated after a full yearof ownership, as we work to align our reporting with our
evolving portfolio and sustainability goals.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

29

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Creating a Culture of Sustainability toPromote Change and Drive Progress
Setting targets for greenhouse gas
emissions, energy efficiency and waste,alongside leveraging our productportfolio to enable our customers’
progress across various industries,
has defined Emerson’s shared vision
for environmental sustainability. Ourleadership’s commitment is visible in thedevelopment of organizational structures,
resource allocation, investments andthe integration of sustainability into ouroperational and strategic management
processes. Yet, we recognize that achievinga net zero economy more broadly requires
daily informed actions and decisions by
everyone in our organization and acrossour value chain.
Our employees are the core of ourculture, and together, we have thecollective responsibility to drive Emerson’s
sustainability goals. Cultivating aculture of sustainability is an ongoing

journey that demands focus, learning,commitment, action and the resolve toimprove daily. Transforming our purpose
statement and sustainability targets intoa culture embraced by everyone, fromthe Board of Directors to new hires, is achallenging endeavor. It’s essential that thissustainability-focused culture guides daily
employee activities, decision-making andcollaboration throughout the organization.
Across Emerson, employees actively
contribute to sustainability in many
ways, from driving energy efficiency
improvements in our operations
and supporting customers on theirsustainability efforts, to collaborating withexternal experts on innovative solutions
and engaging governments on key policy
discussions. The conviction of our people
for sustainability is ultimately what shapes
our culture and drives our broader impact
in the world.

Our Environmental
Sustainability Framework
Emerson utilizes a framework that groups
our environmental sustainability efforts
into three broad pillars: Greening Of
Emerson, Greening By Emerson andGreening With Emerson. This strategic
framework continues to guide oursustainability programs and strategies.
It has also been instrumental in ourcommunications, resonating well witha broad audience of stakeholders for
its ease of understanding and recall. It
remains a cornerstone in how Emerson
conceptualizes and conveys our dedication
to sustainable progress.

The following sections are organized according
to this framework:

GREENING OF

GREENING BY

GREENING WITH

How we improve
our internal
environmental
sustainability
performance.

How we support andenable our customers’
decarbonizationand environmental
sustainability efforts.

How we foster
collaboration
among stakeholders.

E

For more information please refer toEmerson’s Environmental Sustainability webpage.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

30

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Greening Of Emerson: Driving Net Zero Operations
We are working to improve internal environmental performance across our global business.
Advancing Transparency andGovernance in Sustainability
At Emerson, we approach sustainability byfocusing our efforts on areas where we canmake the greatest impact. This philosophy steers
our initiatives in key areas such as reducing
greenhouse gas emissions, optimizing energy use,
minimizing waste and conserving water. It shapes
our efforts to effectively drive progress and meet
our environmental objectives.
In our commitment to transparency in reporting
our climate strategy and advancements, Emerson
proactively shares its climate-related information
by participating in the CDP (formerly known as the
Carbon Disclosure Project). Since we set our initialemissions reduction target five years ago, ourperformance in the CDP evaluations has consistently
improved. In 2023, we were proud to maintain an Arating in the Climate Change category, echoing ourachievement from the previous year. Additionally,
Emerson has been recognized on the CDP’s Supplier
Engagement Leaderboard for a second year, placing
us in the leading 8% of companies evaluated forsupplier engagement regarding climate change.

We are convinced that openly tracking andcommunicating our progress fosters trust andshowcases effective strategies that can inspireothers in their pursuit of sustainability. Therefore,
we annually publish our environmental data, netzero ambitions and strategies to achieve these goals
in our sustainability report and throughCDP disclosures.
For further details on the frameworks that informour report content, including the Global Reporting
Initiative (GRI), CDP, Task Force on ClimateRelated Financial Disclosures (TCFD), Sustainability
Accounting Standards Board (SASB) and the United
Nations Sustainable Development Goals (SDGs),
refer to the Reporting section.
Emerson recently established a more formalized
sustainability reporting governance framework.
This is in anticipation of meeting the diverse rangeof sustainability disclosure regulations being
introduced globally, including the EU’s Corporate
Sustainability Reporting Directive (CSRD) among
others. This effort is marked by robust crossfunctional collaboration involving key departments
such as external financial reporting, internal audit,
sustainability, legal, IT and HR, underscoring

the comprehensive approach we are taking toensure compliance and leadership in sustainability
governance. Refer to the Corporate Governancesection for more information on Emerson’s ESG
oversight and ESG reporting governance structure.
As a leader in the global marketplace, Emerson
is committed to excellence in operations and topromoting sustainable business practices thatmake a tangible difference, not only within our own
operations but also for our suppliers and customers
worldwide. Embedding sustainability into our
corporate strategy, management and day-to-day
operations is fundamental to our business ethos.
Emerson’s Global Environmental Management
and Sustainability policy articulates the guiding
principles that are integrated into our internal
environmental management practices andperformance standards. This policy is reviewed, andthe revised version published, on an annual basis.

E

Please refer toEmerson’s 2023 Climate Change CDP
Report for more information.

CDP

A- rating on
Climate Change

CDP

Supplier Engagement
LeaderSBTi

Approved near-term andlong-term net zero targets

TCFD

Report in alignment with
TCFD guidelines:
see our response here

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

31

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Greening Of Emerson

Environmental Sustainability LeadershipFounded on Strong Governance
Emerson takes its commitment to environmental sustainability
seriously and has established a strong governance structure tohelp ensure accountability and progress. Mike Train, Emerson’s
Senior Vice President and Chief Sustainability Officer, leads thecompany’s environmental sustainability strategy and oversees
the Environmental Sustainability Steering Committee. Mike
reports directly to Emerson’s President and CEO Lal Karsanbhai
and regularly presents to the Board of Directors on Emerson’s
sustainability initiatives.
In 2023, Emerson restructured its Board committees,
introducing a Technology and Environmental Sustainability
Committee to further enhance its oversight of issues such as
product cybersecurity, technology, innovation and the Company’senvironmental sustainability policies and programs. This
Committee is updated regularly on regulatory and public policy
trends related to environmental sustainability that
may impact the Company’s overall business strategy.
For more information on Emerson’s Board Oversight of Company
Strategy and Risk Management, See the Corporate Governancesection

Under Mike’s leadership, Emerson’s Environmental Sustainability
Steering Committee is active in coordinating environmental
sustainability-related activities and initiatives across thecompany’s global value chain. This committee connects thepriorities of our Board, leadership team and colleagues aroundthe world and includes representatives from all functional areas of
the company. This includes Emerson’s executive leadership andmanagement teams, sales and strategy planning, legal, financeand accounting, operations, information technology, humanresources, marketing, supply chain, technology, engineering,
governmental affairs, internal audit and investor relations. The
aim is to widely integrate environmental sustainability into thecompany’s business.
Recent committee activities include:• An update of the climate scenario analysis conducted to
identify and quantify physical climate risks as identified by the
TCFD that are most important to Emerson’s business.
• The deployment of Emerson’s internal carbon valuation in ourcapital appropriation processes.
• The implementation of Emerson’s Zero Waste To Landfill
strategy across manufacturing facilities.
•	The establishment of a Responsible Sourcing Committee thatis tasked with driving Emerson’s responsible sourcing program,including environmental, social and governance aspects acrossour supply chain activities.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

32

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Environmental Sustainability Leadership
Beyond this, we also drive action on focused topics
through more specialized groups. For example:• T he Energy Sourcing Committee acts as a
focal point for reviewing opportunities andengaging in more active sourcing of renewableenergy. This group has representatives fromsustainability, supply chain, finance and legal
functions and works closely with our businesses
to evaluate and implement renewable energy
purchases. We also utilize third-party energy
specialists who are active in energy markets andaware of emerging opportunities.
• The Scope 3 Emissions Data Governance Groupis responsible for reviewing any improvementsor changes to calculation methodologies, data
sources, internal controls and reporting efforts.
This group has representatives from all relevant
functions involved in external reporting andthe data preparers touching our value chain
emissions, from supply chain and logistics tosales and operations.
 he creation of a cross-functional Carbon• T
Border Adjustment Mechanism (CBAM)
steering committee to establish data andreporting processes working with our
suppliers and operations teams.

• The establishment of a working group tasked
with integrating key product sustainability
considerations and guidelines into Emerson’s
new product development process and design
practices.
In coordination with the Board, Emerson
leadership compensation programs in 2023 utilized
a metrics-based approach incorporating bothfinancial and sustainability targets with a focus
on greenhouse gas emissions reductions andhuman capital management goals. These metrics
are reviewed regularly and updated according
to progress. Doing so helps drive alignment andculture change across our organization.
Achieving large-scale progress for a global
company necessitates integrating environmental
sustainability into our management process and,ultimately, into our culture. At the facility operations
level, we have a sustainability team and leader at
all major sites worldwide. These employees lead
our local environmental sustainability efforts,
which include reducing energy use and resulting
greenhouse gas emissions, and our existing
programs for managing water use and responsible
waste disposal.
Over 60 volunteers from Emerson’s Manila team participated in a coastal clean up aspart of our Earth Month Ecochallenge.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

33

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Greening Of Emerson

Climate Scenarios Guide Our Long-Term Business and Risk Management Strategies
In fiscal 2022, Emerson performed a climate
scenario analysis to identify the climate-relatedrisks and opportunities that could be important toEmerson’s business. The analysis considered risks
and opportunities related to the transition to alower-carbon economy and to the physical impactsof climate change. Although scenarios are notpredictions of the future, this assessment helped
us better understand how climate change could
impact our business. It also showed us how we cansuccessfully transition to a lower-carbon economy
and mitigate climate-related effects.

Transition Risks and Opportunities
Emerson worked with a third-party risk modelingservices provider and followed the Task Forceon Climate-related Financial Disclosures (TCFD)
recommendations to assess a range of futureclimate-related scenarios. The analysis included
two emissions pathways.
For the low emissions pathway where the world
successfully transitions to a net zero energy
system, Emerson used the IEA’s Sustainable
Development Scenario for transition impacts
in a well-below-2-degrees future. For the highemissions pathway, the IEA Stated Policies
Scenario was used for transition impacts.

In the low emissions scenario, a shift in
preferences toward lower emissions technologies
is expected to create key transition risks andopportunities. As important energy transition
solutions such as renewable electricity, biofuels,hydrogen, energy storage, carbon capture andstorage, carbon removal, materials circularity,electrification and smart grid systems aredeveloped, we expect Emerson’s existing energy
and chemicals-based automation activities will be
impacted.
Emerson automation technologies and expertise
enable these newer energy transition solutions.
We modeled the energy and chemicals related
automation revenue impact of both the IEA
Stated Policies Scenario (high emissions) andthe IEA Sustainable Development Scenario (lowemissions) from 2021-2040 to assess the impact of
the transition. Note that non-energy and chemical
related automation revenue such as life sciences,
food and beverage, pulp and paper and factory
automation were treated equivalently in bothscenarios.

The IEA scenarios incorporate assumptions
regarding population, long-term global economic
growth, energy demand and the level of eachenergy resource expected to fulfill demand.
In the high emissions scenario, the estimatedcompound annual growth rate of automation
revenue from 2021 to 2040 is 3.4%. In the low
emissions scenario in which the world economy
makes substantial progress toward net zero,
the estimated compound annual growth rateof automation revenue is 3.1%. Although many
assumptions are necessary for the scenario
analysis modeling process, one takeaway is that
automation plays an increasingly important rolein the energy transition. Emerson technologies
are ideally positioned to support these transition
activities. We will continue to innovate and shape
our portfolio to support these critical energy
transition solutions.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

34

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Climate Scenarios Guide Our Long-Term Business and Risk Management Strategies
Physical Risks

In addition, Emerson has well-developed emergency response
programs and contingency plans to manage these types ofrisks, and the cost of managing them is included in the scopeof the company’s insurance program.

For the low emissions pathway, the Intergovernmental Panelon Climate Change’s Shared Socioeconomic Pathway (SSP) 1-2.6
was used for physical impacts – the most optimistic temperature
scenario aligning with a temperature increase of about 1.5
degrees Celsius. For the high emissions pathway, the SSP 5-8.5
scenario was used – the most pessimistic scenario aligning witha temperature increase of about 4.3 degrees Celsius.

Moving forward we will continue to periodically refine our
scenario analysis assessment and methodologies. Given
the iterative nature of climate scenario analyses, we expect
improvements in best-practice approaches, models and data
quality over time. We will integrate these assessments into ourstrategic planning, merger and acquisition activities, productdesign strategies and enterprise risk management frameworks
as we advance our own net zero goals and support customers
in their activities. These efforts are expected to help strengthen
our resilience and adaptation to climate change.

In 2024, the physical risk analysis was updated to assess physicalrisks to our business operations over a range of time horizons
and future climate-related scenarios.

As the impacts of climate change can manifest over varying
time horizons, the exercise assessed the potential impact toEmerson’s facilities and operations of 12 acute and chronic
perils over 5-year increments between present-day and 2050.
Across these two climate scenarios and future time horizons,
Emerson estimated the physical impacts on the organization,at the asset level, based on the geospatial coordinates offacilities, leading scientific climate models and predictivemodeling methodologies.
Using the assessment’s outputs, tropical cyclone risk in the
East Asia & Pacific region was identified as a higher risk
relative to other regions due to the potential increase infrequency and severity. While we have facilities in this region,
our mitigation strategies including global diversification of
our facilities and regional production capabilities minimizes
any potential impact to company operations.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

35

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Greening Of Emerson

Net Zero Operations Update
Emerson Continues to Accelerate Emissions
Reduction Progress
In 2019, Emerson announced a goal to reduce
Scope 1 and 2 greenhouse gas emissions intensity
by 20%. The original goal was normalized to sales
across our entire global manufacturing footprint
by 2028, compared to our 2018 baseline. We
successfully exceeded this target in 2022, six
years early, thanks to substantial enhancements
in energy efficiency and increased sourcing of
renewable electricity.
Achieving Emerson’s initial target of reducing
greenhouse gas intensity by 20% helped Emerson’s
teams aim for a more ambitious 90% reduction inabsolute Scope 1 and 2 emissions by 2030 fromthe 2021 baseline. As we strive to meet this goal,
we will continue focusing on energy efficiency andrenewable electricity sourcing, along with Scope 1
emission abatement strategies.
Emerson has achieved a steady decline in totalenergy consumed, normalized to sales (i.e.
energy intensity), over recent years thanks to

our commitment to energy efficiency across ouroperations. We previously announced a target
to reduce our energy intensity 25% by 2030,
compared to a 2018 baseline. This baseline year,
although different from our more recent sciencebased net zero emissions target baseline, waschosen to align with Emerson’s first greenhousegas intensity reduction goal and recognize our
global teams for the efficiency gains they had
historically achieved.
We are proud to announce that we havesurpassed the 25% energy intensity reduction
target well in advance of the 2030 deadline,
achieving a 41% reduction from the original 2018baseline in 2023. As evidence of our continued
commitment to energy efficiency, we are
expanding our target and updating to a more
ambitious 2021 base year, challenging our global
operations to reduce their energy intensity 35%
by 2030. We look forward to reporting progresson this revised energy intensity target in the years
to come.

E

For more information please refer toEmerson’s 2023 CDP Climate Change
Questionnaire.

NET ZERO OPERATIONS PROGRESS –SOURCE OF EMISSION REDUCTIONS SINCE 2021

ENERGY EFFICIENCY GAIN
Major reductions from• Energy Treasure Hunts

59 %• Compressed air optimization• HVAC setback• Footprint consolidation• Equipment shutdown• LED lighting

RENEWABLE ELECTRICITY

33%
8%

3%
2021

49%
2023

GRID
DECARBONIZATION

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

36

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENT

Scope 1 and 2 Emissions Data

GOVERNANCE

Greening By Emerson

Greening Of Emerson

Greening Of Emerson

SOCIALREPORTING

Greening With Emerson

SCOPE 1 AND
SCOPE 2 EMISSIONS

Progress towards 2030 Net Zero Operations

MARKET-BASED383

SCOPE 1285

SCOPE 2216 (thousands
mtCO2 e)LOCATION-BASED EMISSIONS

Includes grid electricity emission factor
averages multiplied by the total purchased
electricity

MARKET-BASED EMISSIONS

Includes verified renewable energy purchases

SCOPE 1 GHG EMISSIONSSCOPE 2 GHG LOCATION-BASED(thousands
mtCO2e)(thousands
mtCO2e)

99

2021

91

2022

289

252

233

SCOPE 2 GHG MARKET-BASED(thousands
mtCO2e)

284
194

85
2023

2021

2022

2023

2021

2022

131

2023

2021

2022

-44

%

Reduction from 2021 Baseline

2023

MARKET-BASED EMISSIONS INTENSITY(mtCO2 e per
million dollars
in sales)

29.6

20.6

14.2

2021

2022

2023

Emerson’s full Scope 1 and Scope 2 emissions reporting includes all sites within our operational control including
manufacturing and non-manufacturing facilities (e.g. distribution centers, headquarter buildings, sales offices, service
centers) along with mobile emissions from leased or owned vehicles, aircraft and fugitive emissions from leaked
refrigerants. Our total greenhouse gas emissions for fiscal year 2023 included 190 major energy consuming facilities
reporting actual energy usage data as well as the 383 remaining facilities under Emerson’s operational control. Where
primary activity data was not available, we have made estimations based on square footage, site use and other factors.
Noteworthy revisions to historical energy consumption and emission data previously reported for fiscal years 2018-2022
were driven by the divestiture of the Climate Technologies (now called Copeland) and InSinkErator businesses along withimproved energy data availability for our leased vehicle fleet.
ERM CVS has been engaged by Emerson to provided limited assurance for the 2023 GHG emissions dataset disclosed inthis report. ERM CVS’s full assurance statement, including opinion and basis of opinion, is available on page 204.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

37

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTSOCIAL

GOVERNANCE

Greening By Emerson

Greening Of Emerson

REPORTING

Greening With Emerson

Greening Of Emerson

Net Zero Operations – 2030 Roadmap
Given the proportional split between our Scope 1 andScope 2 emissions, we expect renewable electricity
to continue driving significant emission reductions.
Scope 1 abatement projects are currently being
piloted in multiple world areas and will be scaled up
once proofs of concept have been validated.

E4. 2030 Roadmap

2030 NET ZERO EMISSIONS ROADMAP
Thousands mtCO2e

Emissions intensity mtCO2e/
million dollars in sales

600,000

30

500,000

25

400,000

20

Renewable electricity

300,000

15

Scope 1 abatement

200,000

10

100,000

500Efficiency gains

Carbon neutralization

2030

2029

2028

2027

2026

2025

2024

Actual/projected emissions

2023

The chart below provides our anticipated emissions
profile and projected impact of the four strategies
to achieve our 2030 net zero operations target.

Energy efficiency has historically been foundational
to Emerson’s strategy in reducing emissions,and it will continue to be a focal point of ourdecarbonization roadmap into the future. Renewableelectricity sourcing is now playing an increasingly
important role in reducing our carbon footprint.

2022

residual emissions consistent with threshold
limits set by the Science Based Targets Initiative.

2021

There are four key levers in Emerson’s
roadmap for achieving net zero emissions
across our operational footprint: energy
efficiency improvements, renewable electricity
sourcing, Scope 1 emissions abatement
through electrification and low carbon fuels
and neutralization. Emerson can most directly
control the first three levers and consequently
that is where we have centered our efforts todate. Neutralizing carbon emissions through a
combination of high-quality technological andnature-based solutions will be considered for2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

38

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Greening Of Emerson

Unlocking Energy Efficiency
Opportunities

Energy Treasure Hunt Program Continues to Drive
More Energy Efficiency

Emerson’s facility in Dammam, Saudi Arabia
conducted an Energy Treasure Hunt that
identified a combination of low-cost savings
and impactful capital investment opportunities.
This event was facilitated by our Middle East
& Africa based energy experts with virtual
support from the Enterprise Sustainability
team to review findings and validate saving
calculations. Noteworthy opportunities fromthis event included LED lighting retrofits,
lighting sensor installation, compressed airleak detection and set point adjustments tooptimize HVAC energy consumption.

Energy Treasure Hunts continue to serve as a successful driver ofEmerson’s progress on energy efficiency. These multi-day events are
facilitated by a trained energy expert and include participation froma local team representing diverse functional groups. Groups begin byevaluating the operation on a low production day to determine how
energy is being managed, and then the same process is repeated ona high production day to understand energy flows and opportunities.
Energy and associated emission reduction opportunities are thenreviewed, prioritized and documented to share with local and business
unit-level leaders. Repositories of Treasure Hunt results are madeavailable to stakeholders across the company to enable collaboration
and best practice sharing.
We typically identify 10–15% in energy savings opportunities during
an Energy Treasure Hunt, and use the enthusiasm generated toinvigorate our cultural transformation around sustainability. Not only
are event participants empowered to identify future decarbonization
opportunities at their site, but they now have the required training
and experience to support Energy Treasure Hunts at other Emerson
facilities. This “train the trainer” approach to scaling up our energy
management program has driven extensive coverage and participation:
Emerson teams have now completed Energy Treasure Hunts at
more than 70 unique, global facilities, representing over 60% of ourmanufacturing emissions footprint.

ENERGY EFFICIENCY PROJECT HIGHLIGHTS

BUILDING
AUTOMATIONSYSTEM
INSTALL

550
MWh saved

Professional Tools
Ash Flat, USA

WASH
PROCESS
REDESIGN

150

Dammam, Saudi Arabia

MWh saved

Measurement & Analytical
Beijing, China

VARIABLE
SPEED
MOTOR
RETROFITS

250
MWh saved

Emerson Tool Company
Reynosa, Mexico

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

39

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTSOCIAL
Greening By Emerson

Greening Of Emerson

GOVERNANCEREPORTING

Greening With Emerson

Greening Of Emerson

Renewable Electricity
Emerson is committed to sourcing 100% renewable electricity acrossour global operations by 2030. We continue to make steady progress in
expanding our renewable electricity coverage through both grid sourcing
and onsite generation. In 2023, renewable electricity accounted for 49%
of our aggregated global power consumption. The company’s overall
transition to renewable electricity is overseen by the Energy Sourcing
Steering Committee, ensuring a uniform approach consistent with thetechnical criteria issued by the Climate Group’s RE100 initiative.
Delhi and Pune, India

Championing Energy Efficiency
Across Global Operations
Pallavi Sachan and Bakul Purohit are
Emerson India’s Green Team Network
Coordinators, leading sustainability initiatives
and championing the Greening Of program
locally. For several years, they havefacilitated Energy Treasure Hunts, educatedstaff on Emerson’s sustainability goals,
and promoted best-practice sharing while
ensuring active Green Teams in all facilities.
Bakul has led sustainable renovations in
Maharashtra for Indian Green Building
Council certification, and Pallavi has engaged
with renewable energy providers to identify
high-impact sourcing options and in doing
so aid Emerson India’s energy transition.

offered more favorable renewable supply levels. For example, a recent
collaboration between our Measurement & Analytical operation in
Minneapolis, Minnesota, and its local utility provider Xcel Energy resulted ina green tariff agreement that will provide locally sourced renewable power
to the site for several years to come. Significant progress was also madein 2023 with Emerson cementing an agreement to source 100% renewableelectricity across all Mexico operations. Looking ahead, we have turned
our focus towards sourcing renewable electricity for our core operations in
the Middle East and Asia Pacific. Emerson recently engaged a third-party
advisor to analyze the availability of supply and cost expectations in thesekey markets, and ultimately develop a transition roadmap in line with our
broader 2030 renewables target.

Grid-Sourced Renewables
Emerson continues to effectively transition to grid-sourced renewableelectricity in North America and Europe, markets that historically have

RENEWABLE ELECTRICITY COVERAGE BY WORLD AREA

49%

of all purchased
electricity
worldwide
was renewable

Total electricity usage (MWh)Europe51%

52

North America

0%Middle East
& Africa

93%

250 MWh
200 MWh150 MWh

China

%

1%

100 MWh
50 MWh19%
Asia Pacific(w/o China)

RE usage by region (%)

Latin America
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

40

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Renewable Electricity
On-Site Renewable Generation
We continue to invest in onsite renewableelectricity generation across our global facility
footprint with over 10 MW of installed capacity
presently available. We have identified preferred
onsite solar developers in multiple world areas
to streamline our vendor selection process
and accelerate the rate at which these projects
are commissioned. Furthermore, Emerson has
published a Sustainable Building Standards
document stipulating that all greenfield
construction and existing facility expansion
projects will evaluate onsite renewablegeneration options as part of their design
process. We will continue prioritizing andexpanding our onsite renewable portfolio in
the years to come.
Emerson’s Discrete Automation factory in
Songjiang, China, installed a 0.3 MW capacity
rooftop solar array which provides approximately
15% of the site’s total annual electricity supply.
The project also serves as benchmark for other,similar onsite solar investments to be made at
Emerson China operations in the future.

Emerson’s Actuation Technologies operation in
Fiorenzuola, Italy installed a 0.9 MW capacity solar
array which provides approximately 30% of thesite’s total annual electricity usage. This car park
solar array is the first of its kind for the company,
providing dual benefits of renewable electricity
supply and covered parking for thesite’s employees.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

41

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Greening Of Emerson

Scope 1 Emission Abatement Through Electrification and Low-Carbon Fuels
Our Scope 1 footprint primarily results from the combustion of fuel in company facilities, either in manufacturing
processes or comfort space heating, as well as mobile vehicles owned or leased by Emerson.

Electrification

Alternative Fuels

Electric Vehicles

In addition to energy efficiency measures,
Emerson continues to implement
decarbonized solutions to convert fromcombustion-based to electrified processes.
We are actively assessing investment
opportunities for electrifying process
and comfort heating systems and havebegun piloting these approaches at selectoperations, considering technologies suchas heat pumps and electric boilers. In
parallel, we are mapping Scope 1 energy
flows across the organization, which will
enable the development of comprehensive
electrification strategies tailored to specificend-use applications.

We believe alternative fuels such ashydrogen, renewable natural gas andother biofuels have a role to play in theenergy transition. Alternative fuels canserve as a bridge solution in situations
where complete electrification of thermal
processes by 2030 is cost prohibitive or
constrained due to inadequate utility
infrastructure or renewable electricity
supply. We are engaging with protocolorganizations, project developers and value
chain partners to evaluate the feasibilityof fuel-switching opportunities aligned
to net zero standards.

2023 marked a critical first step inelectrifying our global vehicle fleet, asinternal policies were updated to allow
electric vehicle (EV) and hybrid vehicle(HV) options to Emerson employees in
multiple world areas and across vehicle
grades. EVs and HVs now compose 12% of
our global vehicle fleet, a year-over-yearincrease of more than 70%. To support
this transformation, Emerson teams
have identified preferred suppliers for
EV charging infrastructure to expedite
negotiation and on-site installation
timelines. We intend to replicate regional
leased vehicle policies to all world areas
as EV technology and local charging
infrastructure continue to develop.

SCOPE 1 EMISSIONS BREAKDOWN

43%

Mobile fuels

14 Refrigerants%

41%

Natural gas

2

Other
% stationaryfuels

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

42

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Scope 1 Emissions Abatement
Assigning a Carbon Value to Drive Incremental
Decarbonization Investments
Emerson uses an internal carbon price to place amonetary value on carbon emissions and evaluate
the financial and environmental impacts of capital
investments. This analysis is fully integrated within our
traditional valuation process and is now mandatory
for investments that affect energy consumption oremissions in a meaningful way. Carbon valuations
play a crucial role in allowing us to understand andprioritize opportunities that generate the highest
emission reductions, factoring in expected, futuredecarbonization costs.
We considered university research, benchmarked
existing carbon markets around the world andran a series of internal pilot investment analyses
to determine an appropriate internal carbon

price. Emerson’s Chief Financial Officer and Chief
Sustainability Officer assess the carbon value
annually against current prices and historic trends ofactively traded carbon markets worldwide. For 2024,
the internal carbon price has been set at $90 per
metric ton of carbon dioxide equivalent (mTCO2e).

Neutralization Through Technological Solutions
An important component of achieving Emerson’s
net zero targets is the implementation of highquality emission neutralization tactics. For suchcommitments to make a meaningful impact at scale,we support the principle that the offsetting of GHG
emissions should not be prioritized over mitigation
efforts. Neutralization activities should only be
implemented to remove residual emissions thatorganizations cannot otherwise reduce.

Emerson’s neutralization strategy is informed by
the Oxford Principles for Net Zero Aligned Carbon
Offsetting, with the aim that the carbon removal
solutions we ultimately rely on to meet our net zerotargets are not only high quality but also additional,
measurable, verifiable and characterized by a low-riskof reversal. These principles will guide our selection ofcarbon removal projects and technologies.
Emerson takes into account industry best practices andthe latest expert recommendations into our carbon
neutralization strategy. We will regularly review ourcarbon removal approaches, adapting these strategies
as necessary to maintain alignment with evolving
scientific understanding and regulatory frameworks.
Emerson products are also currently used by industryleading providers of technology-based offsets, and weremain focused on supporting the wider deployment ofindustrial-scale neutralization solutions.

Emerson’s New Office in Manila Guided By Emerson’s Sustainable Building Standards
Emerson recently consolidated several offices into a single shared services facility in Manila, Philippines. Working
with local real estate partners, a building with a LEED Gold Certification was selected as the location for the new
office, containing several unfinished floors that were then fitted out according to Emerson’s Sustainable BuildingStandards. The space was among the first in Emerson to be redesigned to enable flexible seating arrangements insupport of our global hybrid work policy, such that building systems across entire zones or floors can be powered
down when occupancy is low. Other features such as LED lighting, automated shading, centralized control systems
and ample greenery help ensure both a human-centric and environmentally sustainable facility.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

43

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Greening Of Emerson

Driving Toward Zero Waste to Landfill
How We Think About Waste: The Circular
Economy and the Waste Hierarchy
In 2023, Emerson embarked on a mission toachieve zero waste to landfill by 2032, aiming
to divert 90% of operational waste from ourmanufacturing facilities away from landfills andincinerators by this target year, with efforts
commencing from a 2022 fiscal year baseline.
This initiative is designed to comply with local
conditions and regulations, adopting a flexible andconscious approach.
Our commitment to zero waste to landfill isdefined in accordance with recognized certification
programs and industry standards, such as the
Zero Waste International Alliance, necessitating aminimum diversion rate of 90% from landfill andincineration.
The concept of zero waste aims to minimize thedisposal of waste into the environment, while thecircular economy model seeks to enhance thisapproach by establishing closed-loop systems thatretain raw materials within the economic cycle. At
Emerson, we adopt the waste hierarchy framework
as a foundational strategy to progress towards a
circular economy.

Our strategy organizes waste management practices
hierarchically, focusing on extending the useful lifeof products and reducing waste production. Thisapproach is encapsulated in the widely recognized
waste hierarchy ‘Reduce, Reuse, Recycle,’ which
extends through five key stages: Prevention, Reuse,
Recycling, Recovery and Disposal.
By organizing waste management strategies
from most to least environmentally beneficial,
it facilitates the selection of practices that are
grounded in scientific understanding. Employing
the waste hierarchy as our guiding framework
therefore enables our teams to make better
decisions by systematically prioritizing actions
based on their environmental impact.

Diving Deeper into Emerson’s Generated Waste
Two years ago, we enhanced our approach towaste management at Emerson by standardizing
data collection and internal reporting processes.
This initiative was aimed at improving quality
checks, unifying the terminology for waste streams
across the company and obtaining a moregranular visibility of our waste data worldwide.
To facilitate this, we leveraged our internal datacollection software tool, already in use acrossour manufacturing sites. This effort was an
improvement on our existing systems and practices,
ensuring more accurate and consistent data acrossall locations. The data generated, now serves as thereference against which we measure our progress.

Zero Waste to Landfill by 2032
Our goal is to achieve zero waste tolandfill in our manufacturing operations by 2032,
from a 2022 base year, wherever this iscompatible with local conditions and regulations.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

44

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Zero Waste to Landfill
In fiscal year 2023, the waste diversion rate at our
manufacturing sites reached 56%, an improvementfrom the 49% recorded in fiscal year 2022. This
increase in our diversion rate, adjusting forchanges in our business portfolio, was achievedby transitioning waste from traditional landfill
disposal to more sustainable recycling methods.

55

Paper

9%

Other

15

%

Wood

Metals

25%

8%

95%

KilotonNon-hazardous waste

5%

Hazardous
waste

43

This system facilitates the automatic updating of a localized
dashboard, which efficiently categorizes and quantifies waste
types and volumes generated. This technological advancement
marks a significant improvement over our previous method,where waste data was collected on a monthly basis, leading
to challenges in accuracy and visibility.

NON-HAZARDOUS BY TREATMENT
Other

%

Management Efforts

In Costa Rica, our team has implemented a strategic initiative
to enhance waste management processes through technology.
We developed a specialized automated waste tracking
application, accompanied by the installation of shared tablets
for our cleaning personnel on each floor of our buildings.
These tablets serve as a digital tool for the daily logging ofwaste data, ensuring timely and accurate waste tracking.

We categorize waste as either hazardous or nonhazardous in accordance with local regulations
at each manufacturing facility. Predominantly,
due to the nature of our operations, the vast
majority of waste we produce is non-hazardous.
In fiscal year 2023, we produced 52 kilotons of
non-hazardous waste, accounting for 95% of our
total manufacturing waste. The remaining 5% of
total waste, 3 kilotons, is hazardous waste which
is made up of items such as solvents and solvent
mixtures, oils and paint related waste.

NON-HAZARDOUS BY WASTE TYPE

Integrating Technology into Waste

HAZARDOUS AND NON-HAZARDOUS
BREAKDOWN

39%

54%

Landfilled

Industrial
Incinerated
without
energyrecovery <1%Incinerated withenergy recovery

2%*

Recycled

4%* Other includes compostingand other reuse methods.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

45

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Greening Of Emerson

Taking Action Toward Zero Waste
Establishing a waste management strategy is beneficial for multiple reasons. By minimizing waste generation, we conserve resources,enhance operational efficiency, reduce costs, lower greenhouse gas emissions, mitigate environmental pollution and contribute to
global biodiversity conservation efforts.
A key element of Emerson’s environmental sustainability strategy is fostering a zero-waste mindset and culture across the organization.
To achieve this, we have identified five pivotal areas that are crucial to our progress.

1.

INTERNAL SYSTEMSIn the fiscal year 2023, we enhanced
our processes and programs, aiming
to streamline our approach to waste
management. We implemented a morerobust waste data collection processacross all manufacturing sites andupdated our fiscal 2022 baseline dataset
to stay in line with our current portfolio.
Additionally, we finalized a detailed
Waste Management Plan, which outlines
our waste management procedures
and data collection protocols. To
support these efforts, we introduceda Waste Management Playbook.
This playbook, along with additional
materials, is designed to guide onsite waste assessments, fostering aproactive stance on waste reduction andminimization.

2.

CERTIFICATION PROGRAMS

In our pursuit of achieving zero waste
across our global manufacturing
operations, we are exploring external
certification programs that align with
our waste management goals. Our
strategy involves an assessment ofvarious certifications, identifying thosethat best fit the diverse nature of ouroperations and the different regulatory
frameworks we operate under. The
objective is to select a certification
provider whose standards resonate
with our operational dynamics andsustainability ethos, and which provide
sites with recommendations for bestpractices tailored to their local conditions
and regulatory environments.

3.

EMPLOYEE ENGAGEMENT

We have expanded our educational
initiatives to emphasize the significanceof achieving Zero Waste to Landfill andthe criticality of accurate waste data.
By establishing a regular schedule oftraining sessions and creating resources
focused on waste reduction, we aim to
instill a culture of zero waste among
our site personnel. This cultural shift ispivotal in driving our progress toward
more sustainable operations.

4.

ENGAGING SUPPLIERS

We are actively pursuing strategies toreduce and ultimately eliminate wastefrom incoming packaging materials
supplied by our vendors, including
wood, plastic, paper and cardboard.
In instances where waste cannot becompletely avoided, our focus shifts to
identifying alternative uses or ensuring
the recyclability of these materials,
thereby diverting them from the waste
stream.

5.

ENGAGING WASTE
MANAGEMENT PROVIDERS

In collaboration with our waste
management partners, we aim toevaluate various treatment strategies
to minimize landfill waste. This involves
enhancing segregation techniques atthe source, providing specialized training
for our employees and leveraging
alternative waste disposal solutions. Our
waste management providers play a
crucial role at the facility level, delivering
comprehensive waste services that alignwith our objective of responsible waste
management.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

46

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTSOCIAL
Greening By Emerson

Greening Of Emerson

GOVERNANCEREPORTING

Greening With Emerson

Greening Of Emerson

Water Management and Biodiversity
Water Management
Ensuring sustainability of water resources is an
essential component of responsible resource
stewardship. As populations grow and urbanization
accelerates, the strain on worldwide water reserves
is steadily mounting. Attaining water sustainability
involves a range of methods and endeavors,
including proficient utility administration, strategicplanning for sustainable water infrastructure
and responsible use of underground freshwater
resources.
Although most of our manufacturing procedures
are not heavily reliant on water, we oversee water

WATER PURCHASED

2021

2022

management practices throughout Emerson’s
operations. Our manufacturing facilities monitor
and report water usage quarterly. Through data
analysis, we can identify avenues for reducing
consumption. We can also reduce consumption byequipment changes and operating and maintenanceprocedures. Some of our best practices forequipment replacement include installing high- andlow-pressure nozzles and retrofitting hoses withspring-loaded shutoff nozzles. Some operating andmaintenance procedures we use include detecting
and repairing leaks and identifying single-passdischarges that could potentially be recirculated into
a process.

2023

1,923

1,712

1,659

2021

2022

2023

megaliters

megaliters

megaliters

One impactful water savings project was theinstallation of a Zero Liquid Discharge system at
Emerson’s facility in Talegaon, India. This systemcollects used process water and cleans it via aseries of evaporators, ultrafiltration membranes
and reverse osmosis plants, returning the treatedeffluent nearly to a potable state to be safely reusedin process applications without risk to operator
safety or product quality. The treatment process
reduces the facility’s annual freshwater requirementby over 20 megaliters – the equivalent to 8 Olympicsized swimming pools.

3%

Emerson’s water usage inmegaliters, as reported
by our manufacturing
facilities worldwide.

A
reduction inpurchased water in 2023 is
attributed to water use reduction
projects at our facilities.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

47

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Water Management and Biodiversity
Biodiversity
Recent developments have underscored the importance of embedding biodiversity
considerations into corporate strategies. The United Nations Biodiversity Conference(COP15), concluding with the Kunming-Montreal Global Biodiversity Framework, set alandmark agenda for reversing biodiversity loss by 2030. This framework emphasizes
biodiversity’s vital role in underpinning economic systems and global sustainability,
proposing comprehensive targets for ecosystem conservation, land restoration and theintegration of biodiversity considerations into business operations.
In line with these global developments and our stakeholders’ expectations, Emerson
recognizes the need to improve our understanding of the interaction between our operations
and the natural world, and to take action where this interaction is deemed relevant. In 2024,
we conducted an initial biodiversity assessment of the proximity of Emerson facilities toecologically-sensitive areas globally. We evaluated the potential impact on Mean Species
Abundance (MSA), ecosystems and ecosystem services, using area definitions developed byinternationally recognized institutions, such as the GLOBIO4 dataset (from the Netherlands
Environmental Assessment Agency) and RESOLVE Ecoregions dataset (from the UN
Environment Programme World Conservation Monitoring Centre) and the Global Human
Modification dataset (from the Nature Conservancy and Conservation Science Partners).

Environmental Compliance
Environmental Compliance Approach
Meeting environmental compliance involves following regulations that govern different
environmental aspects. By adopting best practices and adhering to environmental laws,
we aim to improve our carbon footprint, reduce waste and safeguard water resources.
Compliance also greatly influences our business practices, promoting increased operational
efficiency and profitability. Our environmental compliance efforts extend to managing
emissions, adhering to wastewater regulations and ensuring responsible waste disposal.
We maintain compliance with relevant environmental laws and regulations through a
company-wide standardized program aimed at preventing pollution and environmental
damage. In some cases, these practices go beyond local regulatory requirements, helping to
mitigate risks and reduce long-term operating costs. Emerson’s commitment to environmental
management and sustainability is evident through a policy that outlines the guiding principles
shaping our approach to environmental compliance and sustainability.

Based on the assessment, and considering only the location characteristics of our assets,
2% of Emerson’s facilities globally are within a 5km radius of areas with high Mean Species
Abundance (MSA), highly intact and protected ecosystems and significant ecosystemservices. As disclosure requirements and assessment methodologies in the biodiversity
landscape evolve and become standardized, we will continue to refine this assessment.
Looking ahead, we will evaluate the development of action plans to address our impact on
biodiversity and nature where deemed appropriate, considering the size and scope of thosefacilities. This could include incorporating evaluation standards for future locations to assess
biodiversity impact in our sustainable building standards or implementing site management
plans for locations deemed to be in or near identified ecologically-sensitive areas.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

48

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Environmental Compliance

NUMBER OF ENVIRONMENTAL AUDITS

50

2023

27

2022

12

2021

Environmental Compliance Training

Environmental Auditing

As a leader in environmental sustainability, Emerson consistently
organizes training initiatives for our plant environmental
managers, business unit environmental coordinators andessential personnel globally. Training programs are createdto address the unique requirements of each region where
our facilities are located. The training sessions include bestpractices for waste reduction, energy conservation and various
compliance topics. Throughout fiscal year 2023, we conductedboth in-person and virtual training sessions across all world areas,
with a total participation of 147 individuals.

Emerson’s environmental compliance management includes
regular third-party environmental compliance audits conducted
at our manufacturing sites. These audits involve independent
auditors thoroughly inspecting the facilities and reviewing
environmental records to assess compliance with regulations
and overall environmental management practices.

ENVIRONMENTAL COMPLIANCE TRAININGS

US

Mexico34

48# of participants

36

Environmental Facility Inspections and Incidents

Europe

18

11

China

Emerson facilities undergo routine inspections conducted byenvironmental authorities in the regions where we operate. The
majority of inspections conducted by authorities do not resultin monetary fines, penalties or citations. In cases where fines or
penalties were imposed, the associated costs have been minimal
relative to the size of our operations. During fiscal year 2023,
our facilities underwent inspections or reported incidents toenvironmental regulators on 21 occasions globally. In the same
fiscal year, Emerson incurred monetary fines totaling less than
$5,000.

As part of our risk management process, in years when third-party
audits are not scheduled, local management teams conduct selfassessments to verify compliance with environmental regulations.
Oversight of this process is provided by our enterpriseenvironmental compliance team. In fiscal 2023, we performed
50 environmental audits.
In addition to compliance audits, we conducted energy audits
pursuant to Article 8 of the European Union Energy Directive forour applicable sites. Based on our applicability assessment, we
conducted 17 energy audits in the EU in 2023.

India

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

49

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Greening Of Emerson

Net Zero Value Chain ProgressEmerson’s Estimated Scope 3 Indirect Emissions
For many organizations within our sector, Scope 3 emissions
constitute the most significant portion of their emissions.
These generally encompass a broad range of indirect activities
throughout their value chain that are not directly owned orcontrolled by the company itself.
In 2023 fiscal year, there was a notable transformation in
Emerson’s emissions profile as we continued to advance ourtechnology portfolio. Although the Scope 3 emissions fromthe electrical consumption of our long-lived products and the
procurement of upstream materials continue to be considerable,
the extent of their impact has shifted.
Where once the downstream use of our products represented
over 99% of our emissions profile, the current distribution is morebalanced among various Scope 3 categories. For our remaining
portfolio, approximately 75% of emissions are now attributed tothe use of our products, while material purchases and logistics
operations contribute around 20%. The complete Scope 3
footprint for fiscal 2023 is shown in the accompanying tableshown on page 52.
An important update in our sustainability reporting involves
Scope 3 Category 15, which covers emissions from investments
where Emerson does not have full operational control. Following
the sale of a majority interest of our Climate Technologies
business, now named Copeland, we no longer report their fullinventory (including Scope 1, 2 and 3) as part of Emerson’s

emissions operational footprint. Instead, we now report only theshare of emissions corresponding to our remaining investment
under Scope 3 Category 15, reflecting a more accurate portionof our investment-related emissions. This category now also
includes Emerson’s emissions share related to our investment
in AspenTech.

Enhancing Our Scope 3 Emissions Footprint Data andCalculations
As established by the industry standards detailed in the Greenhouse
Gas (GHG) Protocol guidance, Scope 3 carbon footprints areprimarily derived from estimated calculations. These calculations
combine direct primary data with various models, insights fromexperts, informed assumptions and secondary data obtained frombusiness partners and external parties. We will therefore continue
to enhance the granularity of our Scope 3 emissions reporting
process over time.
In 2021, Emerson presented its initial Scope 3 greenhouse gas
emissions inventory, laying the groundwork for measuring future
progress. Since this initial publication, we have diligently pursued
enhancements in both our data granularity and our calculation
methodologies for our primary emissions categories.
Calculating Scope 3 emissions broadly requires two types of
data: activity data, which represents the level of activities leading
to greenhouse gas emissions (e.g., watts of electricity used,or kilograms of material purchased); and information about
emissions factors that convert these quantified activities into
reportable emissions.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

50

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Greening Of Emerson

Scope 1, 2 and 3 Emissions
SCOPE 3

1,572,870
mtCO2eS T R AT E G I E SUPSTREAM

mtCO2emtCO2eSCOPE 1

5,367,140*

131,000

85,000SCOPE 2

mtCO2eSCOPE 3DOWNSTREAM

Indirect emissions from Emerson’s value
chain that occur before the product orservice reaches our facilities, such as theextraction and production of purchasedmaterials, or the transportation anddistribution of our products.

Direct emissions that occur fromsources that are controlled orowned by an organization

Indirect emissions associatedwith the purchase of electricity,
steam, heat, or cooling.

R Responsible Sourcing Program

R Energy Efficiency

R Process and Comfort Heat Electrification

R Decarbonization of the Grid

R Grid Sourced Renewables

R Alternative Fuels

R On-site Renewable Generation

R Carbon Neutralization

R Sustainable Design of Products andPackaging

R Decarbonizing Logistics

Indirect emissions related to the use and end-oflife treatment of Emerson products, after they
have been sold, and those from investments
associated with Emerson’s financial activities.

R Vehicle Fleet Electrification* This number excludes Scope 3 Category 15.
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

51

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

Net Zero Value Chain Progress

FISCAL YEAR 2023 ESTIMATED SCOPE 3 EMISSIONS AND CALCULATION APPROACH*

The table to the right summarizes the calculation
approach for each of the relevant Scope 3
categories in our footprint.

CATEGORIESThis year we continued to improve the data andmethodology of our key emissions categories byrefining emissions factors, collecting more granular
product data across our portfolio, reducing the useof proxies where possible, widening the coverageof products or activities included and refining key
assumptions.
Today, Scope 3 emissions measurement andreporting continues to be an evolving field.
Collective improvements still need to happen
to ensure that the reported data can provide
meaningful information to key stakeholders.
Given the shared nature of Scope 3 emissions
and the distributed ownership of the underlying
data, we will need further collaboration acrossvalue chain partners to have more actionable andcomprehensive data sets.
View our Scope 3 emissions footprint andadditional emissions data on page 198.

Purchased Goods and Services
and Capital Goods

Upstream Fuel andEnergy Related Activities

Metric Tons
of CO2eCategory 1+2

1,041,730
75,600Category 3% of Total
Footprint

REPORTING

Greening With Emerson

CALCULATION METHODOLOGY<1%

Our total direct and indirect spend is aggregated into standard
vendor sector categories. The spend in each category is multiplied by
sector-specific cradle-to-gate emission factors.

–%

The activity data used to quantify these activities’ emissions are
the quantity consumed of each energy type, such as electricity or
natural gas. This is then multiplied by emission factors for upstream
purchased electricity, upstream purchased fuels and transmission anddistribution losses.

Upstream Transportation
and Distribution

Category 4

288,930–%

Data on the tonnage and mileage, by transport mode, for Emersonmanaged and paid distribution is collected at a shipment level. The
resulting ton-mile for truck, ocean, air and rail are then multipliedby the specific emission factors. Emissions for parcel are obtained
directly from logistics providers.

Waste in Operations

Category 5

20,840–%

Collecting primary waste data from manufacturing sites andestimating waste for sales offices representing <20% of the footprint.

Business Travel

Category 6

50,650–%Primarily collect data directly from travel agencies and vendors. This
includes air travel, rental car, rail travel and hotel stays. Activity data
includes passenger miles and hotel nights.

Employee Commuting

Category 7

95,120–%Primary data on employee headcount and working days obtained
from human resources databases. Data on distance and transportmodes collected via employee surveys in key Emerson locations.

Downstream Transportation
and Distribution

Category 9

44,100–%

Representative sample of customer shipping data on the weight,
mode and distance traveled.

Use of Sold ProductCategory 11

5,301,700

3%Collect primary activity data on units sold and location for over 95% of
the portfolio emissions. Power use and running hour data is largely
obtained from product specification sheets, more sophisticateduse-phase models or from life cycle assessments. Estimated lifetime
information is obtained through internal and external expert knowledge.

End-of-life Treatment

Category 12

21,340–%

Representative sample of primary data in the form of product weights
and assumptions about the end-of-life treatment for its products.

Investments

Category 15

197,208,000

97 %Calculated at a screening level using an average emission factor
for the investment sector for which the specific investment is inor obtaining the total emissions from the reporting company andallocating the appropriate percentage.

* Scope 3 category 10 is negligible, categories 13 are 14 are not applicable.
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

52

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Net Zero Value Chain Progress
Scope 3 Emissions Reporting Documentation
and GovernanceFollowing the guidance of the GHG Protocol andthe U.S. Environmental Protection Agency (EPA), we
regularly update Emerson’s Emissions Inventory
Management Plan to document and manage thequality of our greenhouse gas emissions inventory.
This is the record of the data sources, collection andcalculation methodologies, assumptions, systems
and internal controls used to prepare our emissions
data for internal and external reporting.
The Scope 3 Data Governance Group at Emerson istasked with the oversight of our Scope 3 emissions
calculation and reporting. This team reviews any
enhancements or modifications to our calculation
methodologies, data collection sources, internal
controls and reporting protocols. Part of thisgroup’s objectives is the continuous enhancementof appropriate internal controls, which provide
additional assurance that the data collection,
calculation and documentation processes continue
to operate effectively.

Progress Toward our Scope 3 Emission Targets
While Scope 3 emissions as defined by the
GHG Protocol are not directly controlled by thereporting company, we recognize there is still
an opportunity to influence these emissions andwork with others to find effective ways to reducethem.
In the fiscal year 2023, despite a 10% increase insales, Emerson observed a reduction in its Scope
3 emissions, reflecting improvements in both
upstream and downstream emissions from theprevious year. This decline is attributed to multiple
factors. Notably, while the overall expenditure onpurchased goods and services (under Category 1)
rose, the company increased spending oncommodities with lower carbon intensity, such as
manufacturing and miscellaneous services, andreduced expenditure on higher carbon intensitycommodities, like primary metals. Consequently,
this shift towards less carbon-intensive purchases
led to a decrease in transportation and its
associated emissions (Category 4).

Additionally, we saw a reduction in Category 11,
use of sold products. Outside of the investments
category, the power consumption of our products
in our customers facilities is the largest proportionof the Emerson Scope 3 footprint. Regardless of the
IEA grid electricity emissions factors increasing incountries we sell into, we saw a reduction of 4.3% in
2023 from the base year of 2021.

More details on the strategies that will help us
drive progress in our Scope 3 indirect emissions
are described in the following sections, including
the development of more sustainable product andpackaging designs, our engagement with strategic
supply chain partners and the advocacy for greener
electricity grids.

SCOPE 32 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

53

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

Scope 3 Emission Targets
Catalyzing Engagement Across our Value Chain
Several key segments of our supply chain, including the steel,electronics and plastics sectors, are recognized as particularly
challenging to decarbonize. These sectors will require theadoption of renewable energy sources, the integration of recycledmaterials, the transition to electrification and the creation of
cutting-edge technologies that can replace fossil fuels in highheat production processes. Working collaboratively is crucial for
fostering advancements across our supply chain.
To this end, Emerson continues to engage our suppliers to
discover and implement the most effective strategies andpractices to diminish our shared carbon footprint. Throughout thepast year, we have continued to evolve several communication
channels to share Emerson’s responsible sourcing expectations
and best practices with our strategic suppliers. An approach thathas proved effective over the past couple of years, has been the
integration of sustainability into supplier summits across all world
areas. To expand our reach to a broader set of suppliers, this year
we launched Emerson’s Quarterly Responsible Sourcing webinars.
For more information on our supplier sustainability engagements
see page 158.
Knowing that our upstream Scope 3 emissions are approximately
six times greater than our operational emissions, we understandthat embarking on this same journey with our own suppliers is key
for measuring and achieving real progress.

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

CRADLE TO GATE CARBON EMISSIONSBY BUSINESS SEGMENT
The chart to the right shows a cradle-to-gate representation ofEmerson’s business segments. This is inclusive of the Scope 1
and 2 emissions, as well as the Scope 3 product-related upstream
categories, such as material purchases, logistics and waste inoperations i. The emissions intensity factor shown on the table
is measured in metric tonnes of CO2 equivalent per 1000 USD
in sales.
We are sharing this data publicly in this format for the first time,
recognizing its importance to our customers. By transparently
providing the GHG emissions data associated with our products
and solutions, we enable our customers to gain a better
understanding of the emissions we are accountable for. This,in turn, helps them demonstrate tangible progress as wecollectively strive to mitigate these emissions.
For Emerson, however, the largest contribution to our total
emissions comes from Scope 3 Category 11 – the downstream
energy use of our products, constituting the Scope 1 and 2
emissions of our customers. This is primarily due to the volume
and long lifetimes of our products, which in many cases canexceed 20 years of operation. Collaborating with our customers
becomes crucial in this context, as any progress they makein reducing their Scope 1 and 2 emissions can translate into
downstream emission reductions for Emerson.

iA
 spenTech’s GHG emissions are not included in these numbers. For more information on their Scope 1 and 2 emissions please refer to their annual ESG report:
https://www.aspentech.com/en/resources/report/aspentech-2022-2023-environmental-social-and-governance-report

Scope 1, 2 and product-related upstream Scope 3 emissions(Categories 1, 3, 4 and 5)
Emissions(mtCO2e)Intensity(mtCO2e/Sales $K)

Discrete Automation

344,400

0.13

Final Control

514,000

0.13

Measurement & Analytical

310,800

0.09

Safety & Productivity

247,400

0.18

Control Systems & Software

142,800

0.05

Business Unit

34,400Enterprise

Systems &Software9

16%

Safety &Productivity

19%

Measurement &Analytical%

2%Enterprise

1,593,800

32%

Final Control

mtCO₂e22%

Discrete
Automation

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

54

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Scope 3 Emission Targets
Promoting Decarbonization of the Grid
Despite being the largest contributor to global CO2 emissions, thepower sector is leading the transition toward net zero emissions.
The sector’s pivotal role is underscored by the surge in electricvehicles and heat pumps, reflecting electricity’s growing importancein transport and heating. Last year, renewables showed remarkableprogress, accounting for 83% of new capacity. In 2022, the share of
installed power generation from renewables reached 40% worldwide,
after the biggest annual renewables increase ever, led by China, theEU and the United States, as reported by the International Renewable
Energy Agency (IRENA)i.
Amidst a global energy crisis and soaring energy costs, electricity
demand still managed to increase by nearly 2%. The EU’s
consumption dropped due to these factors, coupled with a milder
winter, whereas India and the United States saw a rise in demand.
China’s growth was tempered by its COVID-related policies.
In 2022, CO2 emissions from electricity generation reached newheights, up by 1.3%, albeit more slowly than in the previous year.
The International Energy Agency (IEA)ii highlights a small decline inglobal electricity CO2 intensity, from 464 to 460 gCO2/kWh. In Europe,
CO2 intensity increased due to less hydropower and nuclear output,
prompting a return to conventional power sources to help ensure
supply. These trends are important because they impact Emerson’s
electricity-driven GHG emissions footprint. This includes not only
the emissions from our own facilities but also those arising from theenergy used by our customers while operating our products overtheir entire lifetimes.

Looking forward however, the IEA projects a substantial decrease inemissions by about 10% per year through 2025. This outlook expects
coal and gas use to decline, while renewable and nuclear power are
growing. Nuclear energy is set to grow nearly 4% annually until 2025,
outpacing pre-2020 growth rates. This progress should be reinforced byrecent commitments from COP28. Over 130 governments pledged
to work together to triple the world’s installed renewable energy
generation capacity by 2030 and to collectively double the global
average annual rate of energy efficiency improvements from around
2% to over 4% every year until 2030.

Measuring the Carbon Footprint of Products

From our end, at Emerson, we have continued to leverage ourtechnologies to assist our customers in enhancing the efficiencyof renewable and alternative energy sources such as wind, solar,hydro, Renewable Natural Gas and nuclear power. With our extensive
global footprint and specialized expertise in the energy generationand distribution fields, Emerson is strategically equipped to actively
contribute to the expansion of cleaner electricity capacities globally.
Such efforts are integral to our commitment to reach net zero
emissions in our operations (Scope 1 and 2) by 2030 and to cut
our Scope 3 emissions by 25% by the same year, using 2021 as thereference point.

Driving reductions across Emerson’s entire spectrum of Scope 3

During fiscal 2023, Emerson continued to collaborate with external
entities, including the Clean Energy Buyer’s Association and RE100, tofoster the broader adoption of clean and renewable energy acrossthe globe. The ‘Greening With’ segment of this report delves deeper
into Emerson’s use of its technical acumen and international presence
to champion policy changes that can drive down emissions across a
broad range of industrial sectors.

Industries at the core of sustainability advancements depend on our
technology to improve their environmental performance. The
momentum behind clean energy transitions is prompting thedevelopment of new, targeted automation solutions at Emerson,

particularly in emerging sectors such as hydrogen production anddistribution, battery storage and the integration of renewables into

power grids worldwide. Learn more about Emerson’s technologies andcapabilities on page 62.

emissions, presents a challenging yet rewarding opportunity toinnovate our product designs. By adopting a holistic view thatconsiders the entire lifecycle of our products, we are positioned

to target key areas of impact. This approach not only focuses ourefforts on where they can be most effective but also prevents theshifting of environmental impacts across different stages of a
product’s life.

To underpin this strategy, Emerson employs Life Cycle Assessments(LCA – according to ISO 14040-44 standards), a quantitative tool thatassesses the carbon footprint of our products at each stage of theirlifecycle, also known as cradle-to-grave. Through LCAs, we pinpoint

emission hotspots from the raw material stage through to the end of
the product’s life, providing essential insights that guide our productdevelopment strategy. These insights are critical to shaping a productdevelopment strategy that adheres to Emerson’s commitment toenvironmental sustainability.

i IRENA World Energy Transitions Outlook 2023 Report: https://www.irena.org/Digital-Report/World-Energy-Transitions-Outlook-2023
ii IEA World Energy Outlook 2023 Report: https://www.iea.org/reports/world-energy-outlook-2023
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

55

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Scope 3 Emission Targets
To further enhance data integrity and facilitate emissions
reduction efforts, over the past year we focused on
implementing these LCA practices uniformly across thecompany. Standardization is crucial for accurate data
analysis and enables strategic decisions that support oursustainability objectives.
In response to the complex task of modeling the carbon
footprint of a diverse product range, Emerson is actively
improving our expertise and integrating advanced software
solutions. We have successfully applied these tools to key
product lines and are aware of the significant effort required
to apply them to our entire portfolio of 100,000 products.
Despite the challenges in data collection and analysis, weare dedicated to making consistent progress. Our aim is toprovide actionable environmental data to our customers
and assist our teams in achieving continuous environmental
performance enhancements.

Improving Sustainable Design of Products
and Packaging
Carbon footprint calculations are integral to refining
our product design process, enabling us to concentrateon modifications that have the most substantial
environmental impact. In line with these efforts, we are
updating Emerson’s New Product Development (NPD)
guidelines to include sustainability considerations fromthe initial stages of ideation, supporting the developmentof products that are sustainable by design.

According to the Greenhouse Gas (GHG) Protocol
guidance, Category 11 emissions from the use of soldproducts must be calculated using a forward-looking view,by accounting for the full lifetime of a product. Emerson’s
portfolio predominantly comprises products with anoperational longevity extending between 10 to 20 years.
Recognizing the scale of our impact, we are committed
to advancing the energy efficiency of our products andadhering to energy efficiency and emissions reduction
standards. In cases where the potential for energy
efficiency enhancements is constrained, it is deemedenvironmentally beneficial to prioritize the extension ofa product’s lifespan. This approach, despite increasing
emissions within our downstream value chain, aligns withsustainable environmental practices.
The sustainability of our product packaging is an
important focus area. Packaging is essential for the securetransport and delivery of our products and components
globally, ensuring they arrive in optimal condition. Thisis particularly relevant for industrial products that must
perform critical functions. Consequently, we often design
our packaging specifically for individual products thathave widespread applications. With increasing customer
demand for environmentally friendly packaging, we arecontinuing to explore, test and adopt more sustainable
packaging options.

Measurement & Analytical High-Pressure Hydrogen Coriolis
In 2023, Emerson embraced the challenge of developing a more sustainable
High-Pressure Coriolis flow meter for the emerging hydrogen economy.
Our team engineered a more compact, energy-efficient meter covering an
expanded range of fueling applications. The Micro Motion HPC020 design
resulted in a 15% greenhouse gas reduction by optimizing manufacturing
processes. Additionally, its reduced weight and size cut shipment-related
emissions. The Emerson team collaborated with various global institutions,
including NREL and NIST in the US, as well as Metrology Institutes in Asia andEurope, to validate the high-precision hydrogen measurement capabilitiesof the HPC-Series under stringent process conditions, ensuring its resilienceagainst hydrogen embrittlement and durability across numerous filling cycles.
Currently delivering hydrogen meters to 25 countries worldwide, this new
product line helps to enable dispensing companies to deliver hydrogensafely and quickly into powered industrial equipment, passenger vehicles
and large commercial transport vehicles.
The Micro Motion HPC-Series has
been part of the first dispenser toreceive metrological certificationin the Netherlands and Emerson’s
partnership with the European
Union’s RHeaDHy project provides
Coriolis flow measurement
technology to develop the future
generation of heavy-duty truckrefueling stations. Read more about
the RHeaDHY project in the Greening
With section on page 91.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

56

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Greening Of Emerson

Employee Engagement: Transforming Our Culture to Align with Sustainability Goals
Driving climate action requires aparadigm shift in our approach tovirtually every aspect of our professional
and personal lives. Society’s increased
awareness of our actions’ repercussions
on the environment is reshaping
the global perspective on business.
Meanwhile, younger generations now
demand that companies increasetransparency and spearhead initiatives
for a sustainable future.
At Emerson, we view environmental
challenges as opportunities forinnovation and culture transformation.
We are committed to equip our workforce
with the essential knowledge and skills
they need to face the challenges of the
21st century. We provide opportunities
for each employee to feel deeply andpersonally connected to our purpose of
making the world more sustainable.

Investing In Our Workforce
through Formal Training
and External Expert Perspectives
Although increasingly important,sustainability remains a complex subject.
A full understanding requires knowledgeof science and technology, as well as anappreciation for the interconnectednessof events and processes at a global scale.
A global environmental sustainability
course, covering topics such as carbon
emissions, energy systems and renewableelectricity, is available for Emerson
employees wishing to take in-depth
training. In 2023, thanks to an initiativeby our regional leaders to spreadawareness of this training opportunity,
over 8,600 Emerson employees havevoluntarily completed at least one of thesix 30-minute e-modules available. This
number is five times larger than last year
– a tremendous result demonstrating theincreased interest of our employees inthe topic.

Additionally, our community of
Sustainability Aficionados, a group of
employees who have signed up to receive
regular news and insights on the topic,
has grown to over 2,230 members overthe last year. Our flagship program ofEmerson Environmental Sustainability
Webinars has brought speakers fromorganizations such as the International
Energy Agency, Imperial College London
and the World Steel Association, as
well as from Emerson customers andsuppliers who are leaders in the energy
transition, including Tenova and DHL.
Through these events we provide anexternal perspective to our employees,
which helps develop invaluable insights
they can use to advance Emerson’s
Greening Of and Greening By initiatives.

Emerson Cluj team partners with CERT Transilvania
to plant trees as part of Emerson’s Earthmonth
Ecochallenge activities.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

57

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTSOCIAL

GOVERNANCE

Greening By Emerson

Greening Of Emerson

REPORTING

Greening With Emerson

Employee Engagement
The 9 Choices are: Save Energy, Use Clean Energy, Buy

Driving Impact with Emerson’s 9 Sustainable
Choices
Faced with the intricate and vast environmental
issues of our time, many people feel they lack theknowledge to help drive positive change. This year,
Emerson introduced the 9 Sustainable Choices, astraightforward framework empowering employees
to personally contribute to both Emerson’s and theworld’s sustainability goals. These Choices are crafted
to amplify individual impact, foster a connection to
Emerson’s purpose and provide a practical response to
the question, ‘What can I do to help?’

Responsibly, Go Circular, Accelerate Innovation, GreenYour Diet, Mind Your Travel, Respect Nature and Learn
and Share. The compilation of this list was informedby consulting United Nations and other science-based,
research-backed frameworks, such as the Good Life

Goals and the UN’s 170 actions to combat climate change.
In addition to offering a framework for individual
employee action, this year, we made strides tointegrate sustainability into the employee experience.
We developed resources for onboarding new team

9 CHOICES

members and assisting managers in encouraging theirdirect reports to establish sustainability goals within the
SUSTAINABLE
formal goal-setting and performance review processes.

9 CHOICESSUSTAINABLE

Empowering Our People to Act through Emerson’s
Global Green Teams Network
One of the key differentiators of Emerson’s employee
value proposition is the opportunity to have an
impact on both the global and local levels. Our Global
Green Teams Network empowers employees to play
an active role in driving sustainability in their local
contexts, while sharing best practices with teams
from other parts of the world.
In April 2023, as part of Earth Day celebrations,
Emerson once again took part in the Earth Month
Ecochallenge. This global digital event motivates
individuals to adopt science-based, sustainablebehaviors in their daily lives.

1 2 3 4 5 6 7 8 9
Save
EnergyUse Clean
EnergyBuy
Responsibly

Go
CircularAccelerate
Innovation

GreenYour Diet

Mind Your
TravelRespect
NatureLearn
And Share

1 2 3 4 5 6 7 8 9
Save
EnergyUse Clean
EnergyBuy
Responsibly

Go
CircularAccelerate
Innovation

GreenYour Diet

Mind Your
TravelRespect
NatureLearn
And Share2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

58

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Employee Engagement
As the presenting sponsor, Emerson rallied over 4,200
employeesi to join the challenge, contributing to a recordbreaking 17,100 participants organized by Ecochallenge.org.
Participants earned points for environmentally beneficial
actions such as engaging in cleanups, tree planting,installing energy-efficient lighting and home energy audits.
The total estimated CO2 saved by Emerson employees wasover 312 tons, a testament to the significant environmental
impact of our united efforts.

Over the last year, more than 120 teams were establishedacross our facilities worldwide. Team leaders and members
developed a framework for Green Team action basedon three pillars: Individual Action, Collective Impact andExternal Outreach. Through this framework, we recognize
the power of our Green Teams to change individual
behavior, improve collective practices at their offices or
facilities and bring Emerson’s sustainability expertise to the
local community.

A Global Green Teams Council was also established, led
by our enterprise sustainability team and joined byenvironmental, health and safety (EHS) directors andsustainability enthusiasts from across our business groups
and world areas. The Council meets quarterly to coordinate
employee engagement programs, report project updates andshare best practices.
To learn about Employee Resource Groups (ERGs), please go
to the section on Diverse People, Working Together.

i This figure includes employees from the Emerson business previously known as Climate Technologies, now known as Copeland.

Manila, Philippines
Incentivizing conscious behavior

EXTERNAL OUTREACH

The local green team developed the Green Leaf
program, in which employees earn points towards
rewards by making sustainable choices like
carpooling or saving energy at home.

Twin Cities, United States
Sustainable facility upgrades
The local green team organized a waste collection
event at the office in partnership with a local recycling
company and recovered 6,783 lbs of electronics waste,
thus contributing to resource circularity.

Baku, Azerbaijan
Nature protection efforts
The local green team conducted a beach cleanup in aseaside national park, and contributed to planting
500 trees by cooperating with a local government
agency.

COLLECTIVE IMPACTINDIVIDUAL ACTION

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

59

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Employee Engagement
Recognizing Our Team’s Efforts with Environmental SustainabilityAwardsEmerson’s Environmental Sustainability Awards acknowledge exceptional
projects accomplished by teams that accelerate our sustainability progress.
These annual awards encompass three categories aligned with our strategic
framework: Greening Of, Greening By and Greening With Emerson. In its third
edition, this year we received a total of 74 outstanding submissions across
our operations worldwide. This remarkable response highlights the ongoingdedication of our teams and the pride they take in contributing to Emerson’s
global sustainability journey.
Alongside the Awards program, in 2023 Emerson launched the companywide Sustainability Report Photo Contest, calling on employees to submit
photographs capturing natural landscapes, clean energy technologies orEmerson people and facilities. The Photo Contest recognizes the exceptional
creativity and artistic flair of our people by publishing the best entries in ourannual Sustainability Report. This year, we received 300 photos from over
130 employees, which were evaluated by a selection committee. The Contest
winners, together with other breathtaking photographs, enrich the pages ofthis report.

Emerson team participates in a clean up at the West Bull Creek Greenbelt in Austin, Texas.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

60

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Employee Engagement

Greening Of Award

Greening By Award

Greening With Award

Emerson Beijing “Green Leap” Program

Sustainability Collaborative Engagement with Braskem Idesa

In 2023, Emerson’s Beijing factories initiated the “Green Leap”
program to advance local sustainability efforts, dividing the Green
Team into four groups dedicated to specific initiatives: Greening Of,
Greening By, Greening With and Culture Promotion. These efforts
led to a significant reduction in energy intensity, aided by deploying
Emerson technology that helped lower energy use. The program
also achieved a 53-ton reduction in solid waste through paperlessprocesses and packaging improvements, and hosted events withlocal charities, drawing over 5,000 participants. This team proactively
exchanges sustainability best practices with several other Emerson
facilities. This comprehensive approach demonstrates Emerson’s
action-oriented focus on sustainability and strong engagement with
employees and their families.

Emerson collaborated with Braskem Idesa, a Brazilian-Mexican
petrochemical joint venture, to help them develop a strategic
roadmap aimed at achieving their net zero emission targets. Overtwo years, the companies worked together to design this roadmap,
engaging in detailed analysis of specific projects including energy
management and process optimization. Together, we created amarginal abatement cost curve and reassessed new technologies
and projects to meet Braskem Idesa’s 2028 and 2050 goals. Selected
projects have begun to be implemented, setting a clear path towards
more sustainable operations over the next four years.

Engagement with UAE Ministry of Climate Change andEnvironment on the way to COP28
Over the last two years, the Emerson team in the United ArabEmirates established a strong relationship with the country’s Ministryof Climate Change and Environment. Emerson participated as anadvisor, partner and solution provider at the national dialogues forclimate ambition, and was also invited to join the CSO UAE Network.
Through those engagements, Emerson offered perspectives withthe government on topics such as waste management, the circular
economy and digitalization for Net Zero. These engagements paved
the way towards Emerson’s contribution to COP28 in Dubai, where
we participated in the Sustainable Innovation Forum and were invited
to join the Industrial Transition Accelerator. For more information
on Emerson’s participation in COP28, refer to pages 93-94 in theGreening With section.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

61

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening With Emerson

Greening By Emerson

Driving Sustainability Across Essential Sectors:
Greening By Emerson
In this section, we now shift our focus to explore Emerson’srole in enabling the emission reductions and environmental
sustainability improvements of our customers.

2.5

GHG emissions
by sector

Oil and Othergas fugitive
emissions

Coal mining fugitive emissions
Petroleum refining

1.5 0.7
4.4

Other

3.4

Understanding the Bigger Picture on the Sources ofCarbon Emissions
In 2021, the world saw nearly 57 gigatons of greenhouse gas emissions,with more than half originating from energy production, along with the
manufacturing of bulk materials and chemicals. The remainder of emissions
primarily derives from transportation, 14%, buildings, 6%, and agriculture,
forestry and other land use, 18%. Although the energy sector is leading in
decarbonization efforts, it remains the largest contributor, accounting for
36% of global emissions. The highest impact comes from electricity andheat generation.

1.6

REPORTING

MetalsINDUSTRY

ENERGY

14.4

20.7

Electricity
and heat

56.8

12.0

2.6

Chemicals

1.6

Cement

GtCO₂eTRANSPORT

8.1

Waste

2.4

Buildings

3.2

Source of data: The State of
Climate Action 2023 found athttps://www.wri.org/research/state-climate-action-2023

Agriculture,
forestry,and otherland uses

10.4

5.9

Road
Transport

0.7 International shipping
0.5 Other
0.4 International aviation
0.3 Domestic aviation
0.2 Inland shipping
0.1 Rail

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

62

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Understanding the Bigger Picture on the Sources of Carbon Emissions
The manufacture of essential bulk materials
and chemicals – including cement, metals,
plastics and ammonia – accounts for over 20% of
global greenhouse gas emissions. The primary
production of steel releases under 2 kilograms of
CO2 per kg of steel on averagei. This arises fromthe sector’s heavy reliance on coal and other fossil
fuels to run high-temperature, energy-intensive
reactions. In 2021, coal constituted about 75% of
the energy used globally for steel manufacturingii.
The chemical industry, with its diverse products
and processes, demands substantial energy,
leading to a broad spectrum of emissions fromboth energy consumption and chemical reactions.
In 2021, around 70% of chemical production
relied on oil or natural gas, resulting in 1 kg ofplastic generating 4.6 kg of CO2 emissions. Morethan half of this figure is due to the embedded
carbon in plastics, which, if incinerated at the endof life, releases these stored emissions.

Amidst these challenges, the global shift toward
integrating climate objectives with energy security
and industrial strategies highlights the economic
opportunities in diversifying clean energy supply
chains. Notable initiatives across various regions,
including the United States’ Inflation Reduction
Act and the European Union’s Fit for 55 package
and REPowerEU plan, underscore the pivotal
role of clean energy investments, which reached$1.4 trillion in 2022. This now represents 70% of
the growth in the total energy sector investment.
The current pace of progress, however, is not
fast enough to align with the world’s 2050 net
zero emissions target, which is why accelerated
innovation, collaboration and investment is so
important. In fact, many of the technologies needed
to get to net zero by 2050 are not available at scale
today. Moving from prototype to commercialization
has usually taken 20 to 70 years, with large-scale
process technologies taking the longest time.
Bringing new technologies and solutions to market
before 2050 will therefore require a significant
acceleration to shorten innovation cycles.

i Material Economics (2019). Industrial Transformation 2050 – Pathways to net zero Emissions from EU Heavy Industry.
ii International Energy Agency (2023) – Energy Technology Perspectives

Emerson President and Chief Executive Officer Lal Karsanbhai
presenting Emerson’s Environmental Sustainability frameworkduring Emerson Exchange in Dusseldorf, Germany.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

63

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With
Greening
WithEmerson
EmersonGreening By Emerson

Innovation Through Collaboration Is the
Key to a Net Zero Economy
As a leading global automation supplier, Emerson isin a unique position to positively impact the net zeroambitions of industrial, municipal and manufacturingorganizations around the world. Our software andtechnology innovations backed by deep application
expertise provides the tools and know-how to convert
vision into action.
We are privileged to be considered a trusted automation
partner by leading customers in various industries. Our
relationships often start with meaningful conversations
about potential opportunities, leading to collaborative
efforts to identify and prioritize actions that can makea real difference both now and in the future. Together,
we develop an actionable roadmap to achieve lasting
success, reflecting our dedication to operational
excellence and environmental responsibility.

In 2023, Emerson hosted an
executive Sustainability Leadership
Summit at Houston’s Rice University.
Energy and materials companies,
new start-ups, government agencies
and academia came together to share
their strategies for accelerating thetransition to net zero. Attendees
stressed the urgent need forinnovations, investments and largerscale proofs that can help drive
emissions reductions and operational
efficiency utilizing electrification,
carbon capture and hydrogensolutions.

Emerson Exchange Immerse 2023
in Anaheim, California introduced
industry leaders to how advanced
automation technologies andsoftware are enhancing sustainability
and accelerating the energy
transition by digitalizing workflows
and enabling remote collaboration
between project managers,
automation experts and control
system engineers.

Our Green Innovation Days, held
across various global cities, gatheredindustry experts to explore pioneeringand integrating sustainable solutions
into existing infrastructure. These
discussions emphasized automation’s
crucial role and showcased tangible
examples of enhancing project andoperational performance.

Innovation wall at Emerson Exchange
where customers add input on theirsustainability challenges and solutions.
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

64

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

Greening Of Emerson

Innovation Through Collaboration Is the Key toa Net Zero Economy
Across all these activities, automation is a critical enabling
capability that makes it easier to measure, control and optimize
in the pursuit of maximizing resource efficiency, enhancing
energy efficiency, assuring safety and minimizing waste andemissions. Emerson has a broad portfolio of digitalization andautomation technologies, expertise and global reach to enable
progress for our customers.
In some cases, our technologies are utilized to digitallytransform existing operations in chemicals, power generation,mining, life sciences, water management, food and beverageand traditional energy. In other cases, Emerson technologies
are being used as the digital foundation for emerging
industries such as biofuels, renewable energy, hydrogen,carbon capture, energy storage, new bio-based materials andrecycling and circularity efforts with materials such as batteries
and plastics.
Our solutions support the environmental sustainability
progress of our customers in four strategic areas:
1 ENERGY SOURCE DECARBONIZATION,
2 ENERGY AND EMISSIONS MANAGEMENT,
3 ELECTRIFICATION AND GRID SYSTEMS,
4 CIRCULARITY AND WASTE REDUCTION.

ENVIRONMENTGREENING BYPILLARSSOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

1

ENERGY SOURCE DECARBONIZATION

2ENERGY & EMISSIONS MANAGEMENT

3

ELECTRIFICATION & GRID SYSTEMS

4CIRCULARITY & WASTE REDUCTION

Low-carbon power(solar, wind, hydro,
nuclear, biomass)

Emissionsmonitoring andcontrol

Smart grid andnetworkmanagement

New molecules
production (Biobased materials)

Low carbon fuels(biofuels, biogas,
LNG)

Carbon capture,utilization, storage
and removal

Energy transportand storage

Materials andminerals recycling
and circulation

Hydrogen andhydrogen-based
fuels

Advanced controls,
analytics andsimulation

Workforce safety
and productivity

Critical minerals(value chain)

Water and waste
management

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

65

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Greening By Emerson

Creating a Roadmap to Sustainable Operations
As companies advance their aspiration toward Net Zero,moving from promise to progress, they often face afundamental, perplexing challenge: adapting operating
practices to achieve a deeper level of performance inenvironmental sustainability – which often comes ata cost – while continuing to deliver on expectations ofprofitability for business sustainability.
As with most transformative change, it is crucial to begin
with a clear set of objectives and a deep understandingof what is possible. Emerson’s experience helping
customers across all industries, around the world,brings a disciplined approach through our Sustainability
Roadmap Workshops.
Assembling a cross-functional team of subject matter
experts, Emerson facilitates a process that uncovers awide range of opportunities for achieving sustainability,
quantifying not only how each potential project could
contribute to CO2 reduction, but also how they could
contribute to financial sustainability. We analyze
operating performance, down to the asset level.
Our experience applying advance automation acrossevery industry around the world allows Emerson to
identify root causes of energy inefficiencies andexcess emissions and identify effective ways tocorrect them. With the right approach, many of thedecisions and action intended to reduce CO2 canhave a positive impact on the bottom line, helping
to justify investments.

Every customer, every site and every situation are
different. Likewise, no two Sustainability Roadmaps
are the same. Emerson co-creates each roadmap withcustomers, sensitive to the customer’s readiness andpriorities. Implementation flexibility is built into theprocess, allowing each organization to move at theirpace, as their business and culture define.

Qatar Chemical Company (Q-Chem), a Qatar
based division of Qatar Energy, engaged
Emerson in a Sustainability Roadmap
Workshop to reduce energy consumption
and overall carbon footprint of facilities at
Mesaieed and Ras Laffan. A scientific modelbased approach using the AspenTech Fidelis
platform was used to build the roadmap
of priority actions. Across more than 30
assessments, Emerson and Q-Chem identified
45 measurable actions for achieving energy
and emissions reduction plus utilization ofgreen energy, including 12 “quick wins”, aligned
to Q-Chem’s QNV 2030 Sustainability Vision.

Braskem Idesa Works with Emerson to Drive
Operational Excellence, Achieve Sustainability Goals
Braskem Idesa, a joint venture between Brazil-based
Braskem and Mexico-based Idesa, set out to reduce
more than 300 tons of CO2 by 2028. Working jointlywith Emerson through our Sustainability Roadmap
process, Braskem identified nearly 50 potential
projects which automation could help deliver. By
understanding both the environmental and economic
impact for each, Braskem could prioritize theworkstreams to maintain their financial performance
while making measurable progress on CO2 reductions.
Braskem is ahead of schedule, with a net reductionof 198,200 tons of CO2 by 2024.
.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

66

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

1

ENERGY SOURCE
DECARBONIZATION
Low-carbon power(solar, wind, hydro,
nuclear, biomass)
Low carbon fuels(biofuels, biogas, LNG)
Hydrogen &hydrogen-based
fuels

2

3

Expanding the World’s Supply
of Low Carbon Energy

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

4

ENERGY&of the climateELECTRIFICATIONAt the corechange challenge is the CIRCULARITY
EMISSIONS& GRIDSYSTEMS& WASTE
question of how much energy
is consumed
andMANAGEMENT
our dependence on fossil fuels. The energy sector REDUCTION
is responsiblefor 36% of global
greenhouse
Emissionsmonitoring
Smart grid& network
emissions today. Reaching
the world’s 2050
&gas
controlmanagement
net zero goals involves a fundamental shift to
Carboncapture,Energytransport
renewable
and clean energy
sourcessuch &
asutilization, storage &storagewind, solar, hydroelectric, geothermal, nuclear
removaland biofuels, as well as a transition
cleaner
Workforce tosafety&energy vectors,
such as hydrogenor ammonia.
Advanced
controls,
productivity
analytics& simulation
In the nearterm, and particularly in developing
Criticalminerals coal withcountries, it will also involve
substituting(value chain)more lower-carbon natural gas options.

New molecules
production(Bio-based materials)
Materials & minerals
recycling & circulation
Water & waste
management
A Digital Approach to Wind Farm MaintenanceTransitioning to renewable and cleaner energy
sources, along with the electrification of enduse applications, are cornerstone strategies
for decarbonizing the economy. In 2023, global
electricity production from low emissions sources
such as nuclear, solar, wind and hydropower, set
new records and these sources are expected toprovide nearly all of the growth in global electricity
demand through 2026. Looking ahead, theInternational Energy Agency believes the world ison course to add more renewable capacity in thenext five years than has been installed since thefirst commercial renewable energy power plant
was built more than 100 years agoi.

Emerson and AspenTech are collaborating with Saras,a Sardeolica subsidiary, to enhance its wind farms along
the Italian coast, which produce 250 gigawatt hoursof electricity annually. Through digital maintenance,
employing sensors, data analytics and AI, AspenTech’s
MTell solution has already improved cost efficiency by
10% and boosted power output. Projects are ongoing toautomate wind power transformers, further enhancing
maintenance efficiency and reliability.

Reliable Electrical Solutions for Solar andWind Installations
Klauke has become a key player in the renewableenergy sector, offering electrical connection solutions
to the solar and wind industries. Emerson’s expertiseprovides specialized tools and materials for criticalelectrical components, ensuring safe, reliable andefficient integration across solar parks and windturbine installations. Klauke’s products, known for
their precision and durability, meet the stringent safety
standards required in both wind turbine assemblyand solar energy operations, supporting the robustelectrical infrastructure essential for optimal energy
production.

i International Energy Agency (2023): Renewables 2023 – Analysis and forecast to 2028.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

67

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Expanding the World’s Supply of Low Carbon Energy
Not all processes can be electrified as easily, however. New
solutions will likely be needed to reduce emissions in hard-toabate sectors. In the manufacturing industry, innovations will
be required to help decarbonize chemical reactions and highheat industrial processes, particularly for steel and cement.
In the transportation sector, electric aircraft or vessels
currently face challenges in traveling extensive intercontinental
distances due to the limited range, high weight and low energy
density of existing battery technologies. For maritime shipping
and aviation, low-carbon liquid and gaseous fuels present
the most viable decarbonization alternatives, as they possess
energy densities on par with traditional fossil fuels.

1

ENERGY SOURCE
DECARBONIZATION
Low-carbon power(solar, wind, hydro,
nuclear, biomass)
Low carbon fuels(biofuels, biogas, LNG)
Hydrogen &hydrogen-based
fuels

Hydrogen, ammonia and e-methanol are the more promising
options being explored as drop-in substitutes for existing
maritime diesel fuels and liquefied natural gas. In aviation,these low-carbon fuels, or e-fuels, are more commonly known
as sustainable aviation fuels (SAFs).

2

3

Emerson’s broad automation portfolio and deep industry
expertise play a significant role in supporting leading energy
providers around the world, whether in generating electricity
for homes and businesses or in advancing the use of lower
carbon fuels within the transportation industry. Digitalizing
processes and integrating advanced software and simulation
models help to unlock innovation opportunities and reduce risk.
New integrated control system architectures facilitate
remote asset management, breakdown information silos
and drive efficiencies across operations. From wind farms tobiofuel refineries and hydrogen plants, many are seizing theopportunity to modernize, and greenfield projects today are“born digital” from the ground up.

4

New, cleaner energy source alternatives must overcome two
primary obstacles. First, is scaling up production to levels that
ENERGY &ELECTRIFICATIONCIRCULARITY
can effectively replace traditional energy sources. The second
EMISSIONS& GRID SYSTEMS& WASTEis fostering confidence in future demand and constructing the
MANAGEMENTREDUCTION
supportive infrastructure needed for widespread adoption.
New molecules
EmissionsSmart& network
In somemonitoring
instances, making
usegridof existing
infrastructure,like& control
production
gas distribution systems,management
can provide an interim solution(Bio-based materials)
to tackle both issues.
Carbon capture,
Energy transport &utilization, storage &storage
Materials & minerals
removalrecycling & circulation
Workforce safety &Advanced controls,
Water & waste
productivity
analytics & simulation
management
Critical minerals(value chain)
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

68

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Energy Source Decarbonization

Sustainable Aviation Fuels (SAFs): Clearing Greener Transportation for Take Off

DG Fuels Selects Emerson to Automate New SAF Plant

About 2-3% of annual global greenhouse gas emissions are tied
to the use of aircraft for passenger and freight purposesi. Despite
its modest contribution to global emissions, it is one of the mostchallenging sectors to decarbonize, and its emissions share is
projected to grow over the next decade.

Emerson was recently chosen to provide automation for DG
Fuels’ $4.2 billion, low-emission SAF production facility in St.
James Parish, Louisiana, due for completion in 2027. Througha proprietary conversion technology, this plant will convert
agricultural and timber waste into 180 million gallons of SAF
annually. DG Fuels entered into a multiyear contract with Air
France KLM, committing to supply 30,000 tons of SAF annually,
positioning it as one of North America’s most significant SAF
projects under development. Emerson’s advanced sensing
and control systems, equipment monitoring and production
optimization software will enable the safe, reliable andsustainable performance of the facility.

Sustainable aviation fuels (SAFs) are essential for mitigating theenvironmental impact of the aviation industry. SAFs, which serve
as direct replacements for conventional fossil-based jet fuel,are derived from renewable sources such as biological wasteoils, agricultural byproducts and forestry residues. These fuels,
which are compatible with existing aircraft engines, can reduce
emissions throughout their lifecycle by up to 80% compared to
traditional jet fuelsii. SAFs can also lead to lower emissions of air
pollutants, including sulfur oxides and particulate matter.
Currently jet kerosene predominates in aviation fuelconsumption, with SAFs accounting for less than 0.1% of thetotal. Forecasted production is projected to satisfy only 1-2%
of jet fuel demand by 2027. Achieving the International Energy
Agency’s (IEA) Net Zero scenario goal of increasing the SAF
share to 10% by 2030 requires a marked increase in production
capacity. This objective requires the introduction of supportive
regulatory policies, such as fuel taxation and the creation of
low-carbon fuel standards. Launched in 2021 by the U.S.
Department of Energy, the SAF Grand Challenge sets goals forthe country’s SAF production, aiming for 3 billion gallons by
2030 and escalating to 35 billion gallons by 2050iii.

Advanced automation technologies are crucial in facilitating
the growth of sustainable aviation fuels. Emerson’s smart
instrumentation and integrated control systems offer more
precise profiling of the carbon intensities associated withvarious feedstocks. This precision makes it possible to finetune processes, ensuring consistent product quality. Advanced
sensors and software play a pivotal role in monitoring forpotential issues, such as unusual vibrations or corrosion, that
could harm equipment and elevate operational risks.
AspenTech’s energy management software is ideal for
optimizing resource use, minimizing waste and enhancing
efficiency throughout a facility. This contributes to lowering thecarbon intensity of sustainable aviation fuels and improving
production efficiency. Analytics and data management systems
are invaluable for boosting performance and fulfilling reporting
obligations to regulatory bodies like the EPA, which demands
accurate carbon intensity documentation for fuel certification.

i IEA. 2022. “Greenhouse Gas Emissions from Energy, as Modified by the Joint
Research Centre.” https://www.iea.org/data-and-statistics/data-product/
greenhouse-gas-emissions-from-energy-highlights
ii IATA Factsheet: https://www.iata.org/en/iata-repository/pressroom/fact-sheets/
fact-sheet---alternative-fuels/
iii Whitehouse Biden Administration Advances the Future of Sustainable Fuels in
American Aviation Factsheet: https://www.whitehouse.gov/briefing-room/statementsreleases/2021/09/09/fact-sheet-biden-administration-advances-the-future-ofsustainable-fuels-in-american-aviation/

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

69

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCEREPORTING

Greening With Emerson

Greening By Emerson

Energy Source Decarbonization
HYDROGEN VALUE CHAIN

Optimizing the Hydrogen Value Chain
Hydrogen and hydrogen-based fuels, such as ammonia, are pivotal energy
carriers to decarbonize hard-to-abate sectors, such as heavy industry and longdistance transport, where few alternatives exist. Significantly increasing global
production capacity through electrolysis and other low-carbon methods is vitalfor the anticipated surge in hydrogen demand. Announced projects indicate
over 230 gigawatts of electrolysis capacity will be operational by 2030, requiring
a 300-fold increase in deployment within the next seven years, according to theHydrogen Council. To align with 2050 energy system requirements, production
capacity will need to scale up by a factor of 6,000.

Production

GRAY HYDROGENBLUE HYDROGEN

GREEN HYDROGEN

Coal, Oil, Natural Gas
Autothermal Reforming
Pyrolysis/Gasification

Natural Gas, Biomass

Renewable energy and waterElectrolyzer

Steam Methane
Reformer with
Carbon Capture+

Achieving such exponential growth demands robust project execution skills,
a continuous drive for innovation and a comprehensive understanding of thehydrogen value chain, encompassing production, storage, distribution andusage. Hydrogen’s unique properties and the high pressures required for its
handling systems present specific challenges.
Hydrogen electrolyzer projects are scaling up, improving collective knowledge ofthe technology and how to deploy it. Manufacturers are creating larger capacity
electrolyzers, which, when combined, power renewable hydrogen production.
Concurrently, hydrogen from natural gas, enhanced by carbon capture andstorage technologies, is being introduced industrially, taking advantage of preexisting infrastructure. This expansion is crucial for accelerating hydrogen use
in sectors like transportation, agriculture, construction, mining and steel andcement manufacturing. Advancements in fuel cells and dispensing systems arealso improving in terms of safety, efficiency and affordability, promoting wider
adoption.

–

H2 HYDROGEN
Transportationand Storage

Storage
Road transport

Pipeline

Distribution
and Application
Industrial Use

H2 Filling Station

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

70

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCEREPORTING

Greening With Emerson

Greening By Emerson

Energy Source Decarbonization

Advancing Hydrogen with Automation

Cavendish Pushes the Electrolysis Envelope
Australian startup Cavendish Renewable Technologies (CRT)
has developed an innovative method of industrial-scale anion
exchange membrane (AEM) electrolysis for use in green H2
production. CRT has also pioneered a unique fuel cell designfor direct conversion of green ammonia to electricity, whichuses less energy than converting ammonia back into hydrogen
before electricity is produced. Emerson’s expertise, softwareand automation technologies are helping companies like
CRT get to the finish line. “Our electrolysis and ammonia
technologies will allow green hydrogen prices to competewith fossil fuels. Collaborating with Emerson will jump-start
the adoption of hydrogen and help meet global net zero goals
faster.” says CRT CEO Ani Kulkarni, Ph.D.

Emerson has a track record developing hydrogen
management solutions. We are continuously expanding
our capabilities with new technologies to support
advanced hydrogen production, transportation,
blending systems and measurement and dispensing
methods. Emerson’s technology and software portfolio
for hydrogen includes automation solutions for
production, transmission and consumption that help
ensure safe, reliable operations, lowering the costof energy consumed during production. Intelligent
field instrumentation and advanced data networking,combined with the power of data analytics, delivers
predictive insight to optimize hydrogen production
and utilization operations. Our Final Control products,
meanwhile, help maintain safe containment and flow
management in high-pressure, severe service hydrogen
applications.

E

Please learn more about
Emerson’s Hydrogen solutions.

Harnessing Waste as a Lower Carbon
Energy Resource
One of the more interesting areas of sustainable
innovation is the effort to make energy from sourcesof waste. Renewable natural gas (RNG) is making it
possible to decarbonize conventional natural gas use
cases. Waste management companies are investingin ways to harness the methane that emanates fromlandfills. Methane is a prime target of environmental
regulations worldwide due to its extremely high globalwarming potential as a greenhouse gas – up to 36 times
that of carbon dioxide. RNG systems capture methane
generated from landfills and anaerobic digesters
connected to agricultural activities and upgrade it to ahigh-quality low-carbon biogas that can be injected into
existing natural gas pipelines. This solution leverages
existing pipeline infrastructure to deliver biogas topoints of traditional use instead of letting methane
escape to the atmosphere.
Emerson’s project engineering and execution expertise,combined with our comprehensive automation
technology and software portfolios, are helping clean
energy leaders commercialize these new biogas
resources. Modular injection skids can receive,
process and analyze biogas to confirm that it meetsspecifications, blend it with a required odorant, measure
the energy content for custody accounting systems andinject it into a pipeline, all with a single operational unit.

1

2

3

Low-carbon power(solar, wind, hydro,
nuclear, biomass)

Emissions monitoring& control

Smart grid & network
New molecules
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T • 7 1
management
production(Bio-based materials)

ENERGY SOURCE
DECARBONIZATIONENERGY &EMISSIONSMANAGEMENTELECTRIFICATION& GRID SYSTEMS

4CIRCULARITY& WASTEREDUCTIONURCEZATION

wer
dro,
ss)

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

2ENERGY &EMISSIONSMANAGEMENT
Emissions monitoring& controllss, LNG)

Carbon capture,utilization, storage &removaldAdvanced controls,
analytics & simulation

3

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

4Managing Energy and Emissions Efficiency in Existing Operations is Critical
While we accelerate the development and adoption of cleaner energy sources, it is important to simultaneously manage known emissions resulting
from existing production processes while finding hidden emissions leaks in equipment and other infrastructure.

ELECTRIFICATIONCIRCULARITY
&The
GRID
SYSTEMS& WASTE
effort to double the rateof increase in global energy efficiency from 2% to 4% gathered momentum in 2023. The IEA estimates that if realized,
REDUCTION
this increase could accountfor 50% of CO2 reductions by 2030. Analysis shows that only a third of the energy input into our systems effectively

powersdesiredactivities, Newsuchmolecules
as heating homes, refrigerating medicines, powering vehicles, or fueling industrial processes. The rest is lost through
Smart
grid
& network
management
production
inefficiencies in transportation,
conversion processes, waste and poor management. Minor improvements in energy efficiency can significantly(Bio-based asmaterials)
impact future energy requirements
well as present demand.
Energy transport &storage
Materials& minerals
Automation plays a key rolein providing
the measurement, control, analytics and optimization activities that better inform energy usage and uncoverrecycling&
opportunities for efficiency. Emersoncirculation
works with customers all over the world using these and other technologies to tackle the efficiency challenge
Workforce safety &head-on:productivity
Water & waste
management
Combustion
and Process Optimization
Improving Heat Exchanger Performance
Criticalminerals(value chain)
Process units like boilers and furnaces continuously consume a
A common challenge is the fouling of plant heat exchangers, reducing
significant amount of energy. Advanced process control in Emerson’s
production performance and increasing maintenance costs and energy
DeltaV and Ovation automation platforms combined with energy
usage. Chevron has implemented real-time, cloud-enabled heatanalytics, software modeling and automation equipment, such as
exchanger fouling detection solutions from Emerson and is targeting
intelligent sensors and valves, can optimize combustion processes
broad deployment across their facilities worldwide.
and enhance efficiency. Saudi Aramco, for example, recently saw
Improving Use of Compressed Air
meaningful energy cost reductions and associated emissions savings by
As part of our “floor-to-cloud” factory automation portfolio, Emerson’s
implementing Emerson’s energy management solutions.
AVENTICS™ pneumatic sensors and Industrial Internet of ThingsSteam Leak Detection
enabled software architecture monitor compressed air flow in real-time
Steam, essential in many plants for providing pressure and heating,to identify leaks, optimize pneumatic processes and improve air flow
often leaks undetected. Emerson offers a novel acoustic sensor andefficiency. Utilizing this technology, Colgate achieved a 15% energy
software solution that can ‘hear’ leaks and notify maintenance personnel
reduction in toothpaste and toothbrush packaging lines, anticipatingof a potential problem. Companies like Denka have seen as muchbroader benefits with expanded implementation.
as a 7% energy savings simply by dynamically assessing their steam
equipment with acoustic sensors and remote monitoring services.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

72

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Energy and Emissions Management
Equinor: Achieving Carbon-Efficient Productionin the North Sea
Norwegian energy company Equinor chose Emerson toprovide operational support services for its pioneering Martin
Linge oil and gas facility in the North Sea. The $7.3 billion
mega-project includes a production platform and anchoredfloating storage and offloading vessel. These facilities are
powered with electricity from onshore sources via the world’s
longest alternating-current undersea cable, helping to reducecarbon emissions by 200,000 tons per year. Emerson’s cloudengineering services and digital twin technologies playeda crucial role in the successful delivery of the platform andsafely achieving initial production, drastically reducing travel
requirements and saving energy in the process.

Detecting and Preventing Emissions
Fugitive emissions, primarily composed of methane, present
a significant challenge, particularly in the oil and gas sector.
These types of emissions stem from leaks, vents, or otherunintended releases in pressurized systems during operations,
including extraction, production, processing, storage andtransportation. Despite accounting for an estimated 5% of
global greenhouse gas emissions, their elusive nature makes
them difficult to quantify, causing a critical gap in emissions
reduction efforts.
Addressing methane emissions is particularly critical, given its
high global warming potential. Importantly, tackling industrial
fugitive emissions is a cost-effective strategy for GHG reduction,
as long as available technology is leveraged for immediate
impact. The IEA estimates that the investment required by 2030
to implement all abatement measures in the oil and gas sector
amounts to less than 2% of the industry’s 2022 income i.
Emissions management technologies are being utilized todetect, measure and prevent leaks with advanced methods
and operate with more efficient combustion processes. Over
60% of fugitive emissions come from leaky valves, which is why
more than half of a plant’s fugitive emissions can be eliminatedby servicing, updating and replacing valves. Emerson offers anumber of valve technologies that can address this challenge.

Enhanced valve designs, including highly efficient stem sealing
systems, higher flow capacities and packing for temperature
variations, meet or exceed some of the most stringent
emissions requirements. In addition, advanced real-timemonitoring of pressure relief valves and storage tanks can help
identify and minimize releases.
Many operators are also using electric valve actuators as asuitable fit for certain pneumatic applications to avoid bleed
into the atmosphere where possible. Our recently introduced
Fisher™ easy-Drive™ 200R Electric Actuator, which is tailoredfor heavy industries like oil and gas, can operate in remote andharsh environments. Unlike pneumatic actuators, which emit
atmospheric gases upon operation, the electric 200R eliminates
control-related emissions, enhancing uptime, performance andenvironmental compliance. Its features include easy installationand calibration, low energy usage, operation in extreme
temperatures without requiring additional heating, fail-safe
positioning in the event of power loss and remote monitoring
and configuration capabilities.

1

2

3

Low-carbon power(solar, wind, hydro,
nuclear, biomass)

Emissions monitoring& control

Smart grid & network
management

ENERGY SOURCE
DECARBONIZATIONi International Energy Agency (2023) – The Imperative of Cutting Methane from
Fossil Fuels

Low carbon fuels

ENERGY &EMISSIONSMANAGEMENT

Carbon capture,utilization, storage &ELECTRIFICATION& GRID SYSTEMS

4CIRCULARITY& WASTEREDUCTION

New molecules
production(Bio-based materials)
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T • 7 3
Energy transport &storage
Materials & minerals

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Energy and Emissions Management

Carbon Capture and Storage
The development and implementation of carbon capture and storage
systems is growing significantly. According to the Global Carbon Captureand Storage Institute i, there are 392 projects in development as of July 2023,
representing a 102% year-on-year increase. These projects are located allover the world with the US, UK, Canada, China, Norway, Australia and Saudi
Arabia leading the way of the 37 countries with announced developments.
Policy and regulatory frameworks around the world have reached a historic
high, encouraging the development and investment in these projects as
one of the major levers in their sustainability roadmaps.
Emerson’s portfolio supports the various stages of the carbon capture andstorage value chain, from capture and purification to compression andliquefaction to transportation and geologic storage.

1

2

Low-carbon power(solar, wind, hydro,
nuclear, biomass)

Emissions monitoring& control

ENERGY SOURCE
DECARBONIZATION

Low carbon fuels(biofuels, biogas, LNG)

ENERGY &EMISSIONSMANAGEMENT

3

ELECTRIFICATION& GRID SYSTEMS

4CIRCULARITY& WASTEREDUCTION

New molecules
production(Bio-basedmaterials)
i Global CCS Institute (2023), Global Status of CCS – Scaling through2030.
Carbon capture,
Energy transport &utilization, storage &storage
Materials & minerals
removalrecycling & circulation
Workforce safety &Santos Streamlines Custody Transfer of Captured CO2Australian energy company Santos Limited is working with Emerson
to automate a major part of its flagship carbon capture project. Whencompleted, it will safely and permanently store up to 1.7 million tonsof liquid carbon dioxide every year in depleted natural gas reservoirs
near Moomba. Custody transfer and fiscal metering of injected CO2
are critical, both for regulatory compliance and to precisely measurerevenue streams. Santos uses fully integrated metering skids
engineered by Emerson and commissioned onsite, complete withanalytic control systems, valves and instrumentation. These smart
skids enable Santos to accurately track carbon credits while taking
advantage of new geologic storage opportunities and the company’s
decades of exploration and production experience.

CO2

Smart grid & network
management

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

74

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCEREPORTING

Greening With Emerson

Greening By Emerson

Carbon Capture and Storage
Capture and purification of CO2 is an energyintensive but critical first step in the process,ensuring that CO2 can be transported andstored without damaging piping, equipment
or the environment. Ensuring high-purity CO2
requires sensing, measurement and software
technologies to profile and separate gas waste
streams, eliminate contaminants and prepare
CO2 for transport. Emerson and AspenTech
provide advanced engineering and modelingtools, automation measurement and controls
and energy optimization software to improve
performance this critical first phase, including
the lowering of energy costs and improvements
in CO2 yield. The accurate accounting of CO2
recovered is also important for regulatory
reporting, taxes and incentives.

Compression and liquefaction of CO2 isrequired to transport purified CO2 to its ultimate
destination. When compressed or liquified,
CO2 achieves a physical state that can behave
like liquid, gas or a “supercritical” state that isboth gas and liquid. Equipment like pumps andcompressors are critical to compression andliquefaction. Emerson’s asset health portfolio
aids in the condition monitoring and health ofthese assets, ensuring highly reliable operation
through early detection of equipment wear,
corrosion detection and timely maintenancepractices. Protecting the health of these assets
help to ensure that CO2 can reach and maintainthe desired state for transmission, and maximum
operational uptime is maintained.

Transportation of CO2 requires maintaining
a stable state of pressure and temperature.
Preventing pipeline corrosion and damage
to piping and equipment is critical to system
integrity, while also achieving highly accurate
fiscal accounting. Emerson’s measurement
solutions deliver precise, accurate monitoring
and control of process and equipment,
providing the data needed by advanced
software to properly manage the process.

CARBON CAPTURE

LIQUEFACTION

Permanent storage of CO2 typically requires
various forms of automation and software to
support the reservoir management process.
Emerson measurement and control systems
along with geological science and engineering
tools from our industrial software partner
AspenTech can help support these crucial
installations.

TRANSPORTATION

Loadingand Unloading

CO2

STORAGE

Pipeline

UNDERGROUND
STORAGECOMPRESSIONBUFFER STORAGE

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

•

75

NT

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

3

Industrial Electrification

ELECTRIFICATION& GRID SYSTEMS

toringSmart grid & network
management

,
age &

Energy transport &storageols,
ulation

VALUE CREATION

Workforce safety &productivity
Critical minerals(value chain)

4Electrifying the Energy Transition
from End to End

CIRCULARITY
Renewables, particularly solar and wind, have&grownWASTE
rapidly over the past decade, but electricity
REDUCTION
still makes up only a fifth of global energy
use.molecules
This underscores the need to integrateNew
renewables into transportation and heating for
production(Bio-based
the clean materials)
energy transition, from heat pumps
in buildings to electric vehicles. Electrification isMaterials & minerals
pivotal for emission reduction and decarbonizing
recycling & circulation
supply chains, with electricity demand projected
to morethan double, accounting for over half of
Water& wastemanagement
total energy consumption by 2050 i.
Electrification goes beyond simply generating
more electricity; it embodies the shift fromhydrocarbon-dependent activities to thosepowered by electric energy. This transformation
is rapidly gaining momentum across diverse
industrial sectors, serving as a cornerstone
strategy to phase out conventional fuels, reduce
emissions and energy consumption and advancethe deployment of large-scale battery storage
solutions, among others.

i International Energy Agency (2023) – Energy Technology Perspectives

ENVIRONMENTGreening Of Emerson

Meanwhile, electrification is pioneering
advancements in sectors previously consideredbeyond its reach, notably within the energydemanding realm of chemical manufacturing.
Industries that have long relied on hightemperatures for chemical reactions – essential
for creating resins, adhesives, coatingsand plastics – are now seeing the advent ofinnovative, renewable electricity-powered
processes. Pioneering efforts by companies like
Syzygy Plasmonics are at the forefront of thistransformation, leveraging light-driven reactions
to overhaul traditional industrial methods,
thereby illuminating a sustainable path forward.

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Syzygy Plasmonics: Shining a Light on
Clean Reactor Technology
Syzygy Plasmonics is leading the effort to electrify the carbonintensive chemical reactions used in hydrogen, methanol
and fuel production. The Houston-based company recently
developed, scaled and integrated its core technologies,
incubated at Rice University, into a universal photocatalytic
reactor platform. On its own, the reactor could eliminate
up to 1 gigaton of greenhouse gas emissions by 2040.
Emerson is serving as Syzygy’s automation partner providing
control systems, data analytics software, process simulation
technology, field instrumentation and final control valves for
Syzygy’s pilot reactor projects in North Carolina, California
and South Korea, where the collaboration will focus on
streamlining and scaling the process.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

76

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCEREPORTING

Greening With Emerson

Greening By Emerson

Electrification and Grid Systems

Transportation is EVolving One Electron at a Time
Electrification is already reshaping thetransportation landscape, from urban electricbikes and cars to heavy-duty electric freighttrucks. Remarkably, the adoption of electricvehicles (EVs) in the light-duty fleet represents
a unique global success story. Over the past
five years, the penetration of EVs in light-duty
vehicle sales has surged at an average annual
growth rate of 65%, capturing 10% of global sales

in 2022 i. Innovations in battery technology are
fueling this evolution, broadening the horizons
for electric transportation.
With the five leading car manufacturers projecting
annual sales of 15 million electric vehicles by2025, the industry will require a significant
increase in battery production capacity. To
keep up with demand and establish a reliable
and scalable supply chain, investment in

UPSTREAMMINING

MATERIAL
PROCESSING

lithium mining and refining, battery component
manufacturing, battery cell production and recycling
is growing rapidly. High-quality batteries are
essential not only for the electrification of passenger
vehicles but also for utility-scale electricity storage,
personal electronics and other devices.
Transitioning from traditional electrical storage
solutions to cutting-edge clean technologies
hinges on the ability to manage costs and quality.

Digital automation technologies streamline
vehicle production and delivery, aligning withmarket demand while enhancing workforce
productivity.
Emerson’s suite of automation solutions, softwareand expertise helps optimize workflows andenhance efficiencies throughout the battery value
chain, ensuring a seamless flow from production
to recycling:

MIDSTREAMDOWNSTREAMBATTERY COMPONENT MANUFACTURINGBATTERY ASSEMBLY

Anode

+

Electrolyte Separator–

CathodeTESTING+–RECYCLING• Leveraging our mining and metals
expertise, we empower customers tosafely and efficiently extract essential
metals, fulfilling EV production
demands.

• Our chemical processing proficiency
enables the extraction of materials
meeting stringent quality and cost
standards.

i Global Electric Vehicle Outlook 2023. Paris: IEA. https://www.iea.org/reports/global-ev-outlook-2023.

• With our discrete automation
solutions, clients achieve precise
assembly of battery cells, modules
and packs for consistency andefficiency.

• Emerson’s Test and Measurement
portfolio (formerly NI) offers advanced
testing of battery assemblies underdemanding conditions, ensuring
durability and performance.

• At a battery’s lifecycle end, ourautomation capabilities in metals andchemical processing aid in the safe
recovery of valuable components,
supporting circularity-focusedcustomers in repurposing materials.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

77

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Electrification and Grid Systems

Lithium Mining
Producing lithium at scale requires significant new infrastructure,
made possible by automation from the mining pit throughthe concentration plant, to the refinery and on to the battery
factory. Apart from general-purpose process automation, many
specialized solutions that go beyond core process control arealso required.
Advanced automation technology helps optimize lithium
extraction from the mineral spodumene, or brine, by improving
recovery rates, maintaining product quality, minimizing
equipment downtime, reducing energy costs and ensuring safe
operations. Innovations include advanced sensing with neuraland fuzzy control to prevent chute blockages and production
losses, model predictive control for mill speed to optimize energy
use and increase lithium recovery and improved hydrocycloneclassification to prevent issues like roping and plugging.

Korea’s Circular Economy Boosts the Battery
Supply Chain
Korea’s largest lithium-ion battery recycler, SungEel
HiTech, is collaborating with Emerson on a new resource
center that will support a stable global supply of materials
for EV manufacturing. Emerson is providing a suite ofadvanced automation solutions for a full-scale recycling
plant under construction at the Gunsan Hydro Center.
Our instrumentation and valve solutions will facilitate thecompany’s proprietary hydrometallurgical process for
maximizing lithium recovery. The complex will contribute to
overall global battery production capacity by supplying raw
materials for about 400,000 electric vehicles each year.

Additionally, better flotation cell reagent control can enhancelithium recovery by 2% and reduce costs by minimizing reagent
use. Vibration monitoring and predictive analytics help avert
unexpected downtime of critical machinery, while valvesequipped with anti-cavitation trim enhance reliability, tacklingerosion and cavitation problems effectively.

E

Please refer to Emerson’s Electric Vehicle
Batteries webpage and Emerson’s Lithium
E-book.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

78

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Electrification and Grid Systems

Smart Grids Keep the Lights On, Everywhere

California Utility Manages Solar Power with
AspenTech Software
The Sacramento Municipal Utility District (SMUD) services a
900-square mile area with 650,000 residential and businesspower customers. In response to unprecedented growthof distributed energy resources in the district, which now
produces more than 280 megawatts of clean power from
20,000 solar generating systems, SMUD uses AspenTech’s
IntegraDERMS™ software to assess and manage the impactof DERs on its distribution grid. The project is part ofCalifornia’s broader DER action plan, since SMUD’s grid isconnected to the North American transmission network. As
new efficiency measures and automation innovations quickly
transform the clean energy market, DERs programs provide
SMUD with an excellent opportunity to offer affordable,valuable new services to customers.

Handling the expected rise in global electricity
demand means building smarter, more resilient, moresustainable power grids. This is especially true indeveloping economies, where investment in generation,transmission and distribution management is needed
to serve quickly expanding infrastructure. Since
safety and reliability are top concerns, today’s energy
management software tools provide real-time network
stability analysis, automatic voltage control, equipment
outage planning, load forecasting and operator training
capabilities. Distribution software, meanwhile, monitors
networks, controls routing systems, manages outages,
dispatches repair crews and helps integrate renewableand distributed generation.
Distributed energy resources (DERs), such as rooftop
solar panels, windmills and grid connected batteries,
are changing the way electricity is made, tradedand consumed. Without updated grid management
strategies, however, DERs can pose both challenges andopportunities for utilities. Power quality and voltage
issues, for instance, can threaten grid reliability anddamage transformers, capacitors and other criticalassets. At the same time, DERs leverage consumer
ENERGY
SOURCE
ENERGY & goals
investments
to achieve
broader decarbonization
DECARBONIZATIONEMISSIONS
while distributing demand, supplementing the work of
MANAGEMENT
utilities.
Low-carbon power
Emissions monitoring(solar, wind, hydro,& control
nuclear, biomass)
Carbon capture,
Low carbon fuels
utilization, storage &(biofuels, biogas, LNG)
removal1Hydrogen &2

Advanced controls,

As residential customers increasingly adopt smart
home devices such as thermostats and appliances,more opportunities become available to optimize
the efficiency of the entire grid. Emerson’s smart grid
solutions, including the Ovation Green control system
portfolio, can help harness the unpredictable nature of
distributed energy into more predictable, reliable powerusing demand forecasting and network-wide analytics.
Renewable and distributed energy resources are being
more seamlessly incorporated into the traditional energy
mix, maximizing efficiency from generation to delivery.
Meanwhile, more utilities are taking advantage of gridmanagement solutions to improve system reliability andreduce overall energy costs.

3

4

ELECTRIFICATION& GRID SYSTEMSCIRCULARITY& WASTEREDUCTION

Smart grid & network
management

New molecules
production(Bio-based materials)

Energy transport &storage
Workforce safety &productivity

Materials & minerals
recycling &2 circulation
0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T • 7 9
Water & waste

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

4

ATION
TEMS

CIRCULARITY& WASTEREDUCTION

etworkNew molecules
production(Bio-based materials)

rt &

ty &

s

Materials & minerals
recycling & circulation
Water & waste
management

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

Extending the Useful Life of Natural and Man-Made Resources

The circular economy is another important strategy in the transition to net zero. Circularity minimizes
the extraction of resources and encourages the reuse and recycling of materials, thereby reducing
emissions and environmental impact. Central to this approach are the principles of eliminating waste
and pollution, and maintaining the circulation of products and materials at their highest value. By
ensuring materials remain in use, whether as products, components, or raw materials, the circular
economy envisions a future where nothing becomes waste, preserving the intrinsic value of resources
and aligning closely with net zero objectives.
At the same time, harnessing the economic and environmental benefits of converting waste into usable
resources presents practical challenges. Traditional methods like methane recovery from landfills are
not highly efficient, and difficulties can arise in waste segregation, transportation and the developmentof economical disassembly and processing techniques. Nonetheless, recent advances in automation
are enabling circular businesses to improve the reusability of resources, maximize yields and minimize
emissions and costs, contributing to a viable commercial path towards net zero.

Converting Plastic Waste into Renewable Feedstock

Emerson collaborates with various industries to enhance water stewardship, recycle critical materials
from spent batteries and transform biological feedstocks like wood chips into valuable products such as
plastics. Bio-oil, also called bio-crude, is a prime example. Austria-based OMV Group’s patented chemical
recycling method, which converts plastic waste into pyrolysis oil, is creating a replacement for fossil
resources in many carbon-intensive industrial processes. The innovative recycling technology converts
end-of-life plastics that would otherwise be landfilled or incinerated. The resulting bio-oil is used to
produce high-grade sustainable plastics. OMV pioneered this chemical recycling technology for plastics
over a decade ago.
Emerson and AspenTech have partnered with OMV Group to streamline its supply chain and production
processes. AspenTech’s software and expertise are key to OMV’s initial focus on optimizing renewables,
enhancing operational data analysis and developing an integrated view of feedstock. Despite thetechnical challenges of transforming waste biomass into high-value products, automation enables the
production of renewable feedstock from non-food-competing biomass streams, such as agriculturalresidue, wood matter and municipal waste.

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Enabling Producers to Meet Global Sustainable
Plastic Packaging Regulations Profitably
To comply with regulations, packaging producers areencouraged to adopt materials and processes thatminimize energy consumption and CO2 emissions,increase renewable material content and reduce waste.
Emerson’s Branson ultrasonic plastic welding technology
offers a solution to meet these challenges. Customers
in the food and beverage space rely on this technology
for the precision and cleanliness needed to enable theproduction of contaminant-free packages. As a result,more than one quarter of the liquid food packaging
products around the world utilize Emerson’s Branson
ultrasonic welding solutions.
Ultrasonic technology achieves a high quality seal withlower energy use, using brief operations to form seals,
unlike the continuous power demand of heat sealing. It
enables precise control over welding, resulting in thinner,stronger seals using less plastic. Ultrasonic welding allows
for significant savings on energy and materials, reduces
rejection rates and supports the effective handling of
bio-plastics and recycled or mono-materials

E

Learn more about Emerson’s solutions
for packaging producers here.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

80

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Circularity and Waste Reduction
HaloSep: Transforming Hazardous Waste
into Power
Swedish technology firm HaloSep’s recently
commissioned plant for optimization, research andtechnology (PORT) in Gothenburg uses a novel regimeof specialized scrubber fluids to efficiently recycle fly
ash from incinerated household waste. Any salts andmetals not recycled as raw material for construction
or manufacturing go to energy recovery, providing
heat and electricity without the emissions and costof long-range transportation. Emerson designed andimplemented a scalable control system architecture
at the PORT facility, working closely with HaloSep todevelop unique procedures to treat fly ash with highlyvariable chemical compositions.

Waste-to-Energy: Using It Instead of Losing It
Recovering materials from complex waste streams significantly
supports the low-carbon economy, with over 2,600 waste-toenergy plants globally processing 460 million tons of municipal
waste each year. Around 2-5% of this incinerated waste turns
into fly ash, a hazardous byproduct containing heavy metals andother contaminants, traditionally disposed of in landfills at a highenvironmental and economic cost.
The waste-to-energy sector is now exploring advanced recovery
methods to extract more valuable materials from waste, relying on a
precise balance of energy efficiency and waste processing throughput
to enhance environmental benefits. Thermal energy is generated,
more high-value raw materials are recycled for manufacturing, andmany thousands of tons of waste are diverted from landfills every year.
In support of these efforts, we are collaborating with our customers
to implement automation strategies that leverage the latest in digital
plant technology. By integrating control systems with smart sensors
and edge-to-cloud computing, we aim to streamline data sharing
across departments, overcoming information barriers. This adoptionof new automation techniques is crucial for scaling waste-to-energy
operations.

1

2

3

ELECTRIFICATION& GRID SYSTEMSCIRCULARITY& WASTEREDUCTION

Low-carbon power(solar, wind, hydro,
nuclear, biomass)

Emissions monitoring& control

Smart grid & network
management

New molecules
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T • 8 1
production(Bio-based materials)

ENERGY SOURCE
DECARBONIZATIONENERGY &EMISSIONSMANAGEMENT

4CATION
STEMS

networkt

port &ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Circularity and Waste Reduction

Leveraging Automation for Green Steel Production

4

CIRCULARITY& WASTEREDUCTION
New molecules
production(Bio-based materials)
Materials & minerals
recycling & circulation

Steel is a critical component of modern
economies, with demand projected to rise in
the coming decades. Balancing this increasing
demand with the need to cut emissions andmaintain competitiveness poses significant
challenges for the industry, which accounts forapproximately 7% of the energy sector’s CO2
emissions, including process emissions.

One of the key hurdles faced by steelmakers
is variability in the quality and availability of
raw materials, especially when incorporating
recycled materials or transitioning to lowercarbon feedstocks. This variability can affectthe consistency and quality of the steel
produced, demanding more flexible andadaptive production processes.

The industry must shift from traditional blast
furnace methods to lower-carbon alternatives
such as direct reduced iron (DRI) processes
and electric arc furnaces (EAF) to reduce CO2
emissions. Transitioning to green steel will
involve significant capital investment, making it
imperative to focus on efficient project execution
and process optimization. Manufacturers areusing Emerson’s advanced digital solutions
to enhance the safety and efficiency of DRI
processes. Our distributed control systems,
energy management and asset performancetechnologies help green steel plants reduce
operational costs, improve sustainability andachieve a faster return on investment.

Emerson’s suite of solutions addresses thesechallenges by enabling more precise control
over production processes, optimizing theuse of raw materials and ensuring compliancewith environmental standards. For example,
Emerson’s advanced sensors and control
systems allow for real-time monitoring andadjustments to the production process,accommodating variations in material
quality and optimizing energy use. Accurate
measurements and optimized process control
are also essential in tackling the challenges ofgreen steel production, from managing hightemperature environments in EAFs to ensuring
reliable gas detection in DRI processes. By
focusing on automation from the design phasethrough to commissioning, Emerson supports
the steel industry’s journey towards
a more sustainable and profitable future.

E

Learn more about Emerson’s role in enabling
the transition to green steel here.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

82

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Circularity and Waste Reduction

Innovations in Sustainable Seawater Desalination

Tackling the Water Challenges of the Mining Sector

Despite 70% of the Earth’s surface being covered by water,
the predominance of saltwater renders it unsuitable for direct
consumption or agriculture without desalination. Growing
populations and the expanding needs of industrial sectors areamplifying the demand for freshwater, spotlighting desalination
as a critical solution. With more than 21,000 desalination plants
operational globally in 2022 and expectations for rapid sector growthi
the emphasis on efficient water-energy management is becoming
more pronounced, especially in the Middle East where desalinatedwater production could increase exponentially by 2040ii.

Demand for minerals is surging worldwide, fueled by the growing
population, increased communications networking and rapid
electrification as part of the push to support sustainability solutions.
The need for critical minerals such as lithium, cobalt, graphite, copperand iron ore will require significant increases in global production
capacity. In regions with significant mining activities, efficient water
management is essential for profitability, as the industry often
becomes the primary local water consumer. Mining companies
face the dual challenge of optimizing water and energy use while
managing remote operations and ensuring the safety of personnel.

The primary challenge in seawater desalination lies in its energyintensive nature and the corrosive properties of saltwater, which
necessitates advanced, energy-efficient technologies to mitigate
environmental impacts. This is particularly relevant in areas reliant on
carbon-intensive energy, where desalination significantly contributes
to greenhouse gas emissions. A typical desalination process includes
several stages, from pre-filtration of solids to acidification and heating
in an evaporator for condensation into fresh water. This method isprone to issues like scale and corrosion, demanding precise control
and maintenance to achieve sustainability and efficiency.

Emerson is addressing many of the critical water management
challenges faced by the mining sector. Using our experience inindustries dealing with corrosive environments, we offer insights into
corrosion resistance and process control, enabling the mining sector
to efficiently manage water use, mitigate saline water’s impact on
operations and enhance sustainability.

Emerson’s suite of corrosion-resistant valve trims and highly accurate
analytical instruments are designed to optimize the desalination
process. These innovations not only support the production of
potable water but also contribute to industrial applications, such as
steam production for electricity generation.
i

One global mining company implemented Emerson’s machinery
health monitoring system to deliver online condition monitoringat a mineral ore site, allowing it to implement a more prescriptive
maintenance program that realized $6 million in annual savings. As
the mining industry aggressively phases in more renewable energy
sources, maintaining a stable power supply to meet operational
demand will also be critical. Our automation technologies make iteasier to manage and dispatch power from local microgrids as well,further improving sustainability at the enterprise level.

Emerson’s advanced corrosion-resistant technologies and analytics
software, including wireless sensors, flow meters and valves, support
mines in optimizing water usage, improving operational efficiency
and complying with regulations. Automation further contributes
to pump reliability, slurry flow control, waste reduction and better
power usage visibility, driving operational efficiency and reducing
environmental impacts.

Marc-Antoine Eyl-Mazzega and Élise Cassignol, “The Geopolitics of Seawater Desalination”, Ifri, September 2022.

ii International Energy Agency (2019) article “Desalinated water affects the energy equation in the Middle East”:
https://www.iea.org/commentaries/desalinated-water-affects-the-energy-equation-in-the-middle-east

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

83

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Collaborating for a More Sustainable World:
Greening With Emerson
Bringing our technical perspective and global reach to collaborate withkey stakeholders to discuss the way forward.
To drive the transition to a lower carbon economy and better
circularity across the systems that we depend on for daily life, itis essential that Emerson engages across our entire value andpoints of influence. We believe that working in partnership withgovernment, industry, research and other leading organizations
is critical to achieving our collective sustainability objectives.
We are bringing our unique technical expertise and global
presence to engage and dialogue with governments and policy
groups, research institutions, NGOs, industry associations
and communities on the path toward a more sustainable
future. These collaborations frequently include meaningfulconversations on innovation, policy options, scaling of novel
solutions and formulating essential strategies to achieve a
net zero world.

Emerson’s collaboration efforts are driven by three main
strategies:

1.

ENGAGING GOVERNMENTS AND INDUSTRY GROUPS.

2.

COLLABORATING WITH LEADING RESEARCH AND
EDUCATIONALINSTITUTIONS.


3.

CONVENING LEADERS AND COMMUNITIES.

Page 85 provides a detailed overview ofEmerson’s global partnerships and collaborations.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

84

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Greening With Emerson

Collaborating to Accelerate Climate Action

AMERICASEUROPEASIA & MEA

Government & Policy

Innovation & Industry

Government & Policy

Innovation & Industry

Government & Policy

Innovation & Industry

Carbon Management Canada

UN Global Compact
Clean Energy Smart
Manufacturing Innovation
Institute (CESMII)

Resource Efficiency Collective(University of Cambridge)

Australian Hydrogen Council

Energy Policy Research
Foundation Inc. (EPRINC)

European Clean Hydrogen
Alliance

Dii Desert Energy/MENA
Hydrogen Alliance

European Raw Materials
Alliance (ERMA)

Sustainability Association(Institute for Manufacturing)France Hydrogene

United Kingdom’s Future
Industrial Resource Efficiency
Strategy (UK FIRES)

U.S. Environmental Protection
Agency (EPA)
U.S. Department of Energy(DOE)
Clean Energy Buyers
Association
The Conference Board– ESG Center –Corporate CitizenshipCommunity

National Renewable Energy
Laboratory (NREL)
Texas A&M University
The University of Texas
H2PeruH2Ar

UK Hydrogen and
Fuel Cell Association
The Conference Board –Corporate Responsibility &Sustainability Council (EU)

EnTranCe (Netherlands)

H2 Korea (Hydrogen Korea)
Republic of Korea Ministry ofTrade, Industry and Energy
U.S. India StrategicPartnership Forum
Hydrogen Fuel Cell
Association of Singapore

Nanyang Technological
University Singapore
The Energy and Resources
Institute (TERI)
Indian Institute ofTechnology Bombay
Monash University
Singapore Polytechnic

Hydrogen Allianceof Costa Rica

Korea Hydrogen Industry
Association (KHIA)

California Hydrogen
Business Council

Korea Wind Energy
Industry Association

Canadian H2 Fuel Cell
Association

Korea Battery Industry
Association

Ocean and Climate Innovation
Accelerator

Tongji University
Tsinghua University

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

85

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Greening With Emerson

Engaging with Governments andIndustry Groups
In recent years, we have worked to identify
key organizations that we believe are effective
for change and promoting best practices. We
are active members of several organizations
specifically dedicated to climate action and thecollective achievement of shared decarbonization
goals, such as:• The UN Global Compact, the world’s largest
corporate sustainability initiative, with over
17,000 participants from 160 countries.
• Business Ambition for 1.5°C partnership, which
unites businesses committed to a science-basedtarget in the near term and a clear net zero goalin the long term.
• RE100 and the Clean Energy Buyer’s Association(CEBA), which bring together global corporationscommitted to sourcing 100% renewableelectricity.
• The EPA’s Energy Star Partnership, where likeminded companies collaborate to share energy
efficiency best practices.
• The U.S. Department of Energy’s Better
Climate Challenge, a network of industry leadersthat have committed to working with the DOE toplan for their organizations’ future success.

Emerson Policy Engagement
How we engage:• We meet with government officials andpolicymakers worldwide in an effort tounderstand their priorities and the technicalobstacles encountered in creating new
regulations and policies.
• We provide government agencies,
policymakers and standards bodies with
relevant technical perspective and expertise.
• We work with industry groups to exchange
best practices, discuss shared challenges
and promote the accelerated adoption ofsustainable technologies.
• We participate in international forums andinitiatives to advance global sustainability
concerns and encourage collective action.

In the United States, Emerson works with the
Department of Energy, the Environmental Protection
Agency, state governments and trade associations
to promote sustainability investments and accessto critical supply chains required for broader-scale
adoption of energy-efficient technologies. Similarly,
we connect with governments around the world todiscuss sustainability roadmaps and ways Emerson’s
knowledge can be helpful. Recent discussions
have focused on industrial decarbonization,hydrogen production and distribution systems,
energy efficiency requirements and critical mineralavailability.

An example of this is Emerson’s support inevaluating the EU Measurement Instruments
Directive. The aim is to better facilitate theprogress of the energy transition and support
various industries in achieving their net zero goals.
In other parts of the world, we have proactively
engaged government agencies on importantroadmap topics such as carbon sequestration,
decarbonization approaches for hard-to-abate
industries, critical skills development, materials
supply chains, global product standards andcybersecurity strategies for critical infrastructure.

Emerson continues to be engaged in various
European policy initiatives, primarily as part of theEuropean Union’s Green Deal, a package of policy
initiatives aimed at making the EU climate-neutral
by 2050. We employ a proactive and collaborative
approach to engage with governments,
sharing practical considerations and ideas for
implementation. We engage in dialogues withboth EU-level policymakers and Member State
officials to help inform how digitalization andautomation technologies can support theirrespective energy transition objectives.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

86

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Engaging with Governments and Industry Groups
Advocating to Promote Grid Decarbonization

Accelerating the Deployment of Hydrogen

Emerson has taken an active role as members of the Clean
Energy Buyers Association (CEBA) and Climate Group’s
RE100 since formally announcing our Net Zero targets
in 2022. Our association with these groups adds to thebroader demand signal for clean energy alongside manyof the world’s largest industrial and commercial power
consumers. Emerson representatives have engaged in
CEBA’s programming in the past year by attending theirannual summit and completing boot camp training
courses. Additionally, we have joined CEBA’s supply chain
activators community to better promote the organization’s
resources to our value chain partners and accelerate
decarbonization efforts in this space.

Emerson actively participates in several local hydrogengroups and alliances worldwide focused on advancing
hydrogen as a clean energy solution. An overview of theassociations that we are part of is shown to the right.

Emerson considers RE100’s technical criteria in ourrenewable electricity sourcing decisions to advance thedevelopment of incremental capacity in the regions
where we operate. Each year we report our renewableelectricity transition progress to RE100 through the CDP
Climate Change Questionnaire.

Over the past year, Emerson Korea has continued tolead the hydrogen equipment committee of The Korea
Hydrogen Industry Association (KHIA). This work includes
leading research and development projects with the
Korea Marine Equipment Research Institute, organizing amajor hydrogen solution seminar, participating in policy
and regulatory dialogues and joining the Hydrogen Town
project in the city of Ulsan as part of the country’s effort
to build a hydrogen industry hub.
In Europe, Emerson has continued to be active in a
number of national-level hydrogen groups. An example isour engagement in the German Mechanical Engineering
Industry Association’s (VDMA) P2X4A, or “Power to
X for Applications,” working group. As a member,
Emerson communicates its viewpoints on key issues
and participates in technical standards discussions.
In 2023, Emerson had the opportunity to provide its
technical perspective on the utilization of digital twins
to scale technologies effectively as part of Germany’s“H2-Giga” hydrogen research project. This is a publicprivate partnership funded by the Federal Ministry of
Education and Research (BMBF) in Germany dedicatedto developing the serial production of electrolyzers.

Hydrogen Organizations

AMERICASEUROPEASIA & MEA

H2AR in Argentina

EU Horizon Europe
Program – Clean
Hydrogen Partnership

Australian Hydrogen
Council

H2 PerúHydrogen Alliance of
Costa Rica
California Hydrogen
Business Council
Canadian H2 Fuel Cell
Association

European Clean
Hydrogen AllianceFrance Hydrogène

Hydrogen and Fuel Cell
Association of Singapore(HFCAS)

Norwegian Hydrogen
Association

Korean Hydrogen
Convergence Alliance(H2KOREA)UK Hydrogen and Fuel
Cell Association(UK HFCA)The Korea Hydrogen
Industry Association(KHIA)VDMA P2X4A

H2
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

87

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Engaging with Governments and Industry Groups
Participation in Standards Development
Emerson is actively engaged with others in thedevelopment of technical standards in areasof automation, including instruments, digitalcommunication, automation software, cybersecurity
and many others. We frequently participate in
specialized technical committees and working
groups, providing industry knowledge and onthe-ground experience to help establish industry
standards and drive operational excellence forward.
As new industry sectors develop and evolve,
Emerson has engaged in helping to shape thedevelopment of sustainability-focused standards.
An example of this is Emerson’s engagement in thedevelopment of standards to support the rapidly
evolving hydrogen value chain. In Europe wecontinue to participate in the European Committee
for Electrotechnical Standardization’s (CENELEC)
working group on industrial valves for mixed
gas-hydrogen or pure hydrogen applications andnetworks (CEN/TC 69/WG 19). This involvement
allows us to incorporate diverse stakeholder
perspectives, gain specialized knowledge andcultivate a network of hydrogen service experts.

Building on this foundation, Emerson has
contributed to the creation of a new application
standard for hydrogen-specific industrial valves.
This standard, which can be voluntarily used byvalve suppliers, is aimed at enhancing safety andefficiency. It addresses critical areas such as lowtemperature service, hydrogen environmental
embrittlement, hydrogen-induced cracking,high-temperature hydrogen attack and fatigue fromcyclic loads. By sharing insights and learnings fromthese international engagements internally, Emerson
fosters a culture of innovation and collaboration,
extending its impact on global hydrogen safety andefficiency standards beyond its direct contributions.
Emerson also contributed to the development of
the International Organization for Standardization’s(ISO) Net Zero Guidelines (IWA 42), commissioned by
Our 2050 World, a global collaboration to accelerateaction toward net zero through standards.
Through these engagements we hope to bring apractical and global perspective to the discussions,leveraging our deep technical expertise andour long-standing experience working with ourcustomers across a broad range of industry sectors.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

88

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Greening With Emerson

Collaborating with Leading Researchand Educational Institutions
Emerson invests in research and development
capabilities as we strive to solve our customers’
challenges in transitioning to a sustainable, lowcarbon economy. Our engineers work to develop
new products to support emerging sustainability
markets, such as renewable energy, hydrogen,battery value chains, or new methods of plastic
recycling, as well as for existing sectors facing
new challenges, such as steel, mining, power, or
chemicals. But achieving a net zero future will
require the development and deployment ofinnovative technologies at an unprecedented
scale and speed. For this reason, Emerson
works closely with a number of researchers andeducators around the world.

How we engage:• Sponsoring long-term research to drive
innovation in key sustainability topics
through partnerships with universities
and research institutions.
• Supporting and mentoring early-stage
startups to gain insights on emerging
technologies, adjacent markets andindustry disruptors.
• Providing leading edge test & measurement
automation capabilities used by leading
research organizations to manage theirtest and validation lab processes.
• Engaging in short-term research projects
with university students to complement
their research with our industry perspective.
• Participating in public-private research
consortia where we work with multiple
stakeholders to develop new sustainability
practices and thought leadership.

Partnership and Knowledge Sharing with the
University of Cambridge
Emerson continues to collaborate with multiple
groups at the University of Cambridge. We
are sponsoring a PhD student in the Resource
Efficiency Collective (a research initiative within the
Department of Engineering), who is collaboratingwith our controls and software business to develop
new artificial intelligence techniques based on
reinforced learning to optimize energy use.
Every year, we also co-supervise the dissertationof students in the University’s engineering
department, exploring key themes for industrial
decarbonization like Scope 1 emissions abatement
or green steel procurement.
Finally, we continue to be an active member of the
Sustainability Association within the Institute for
Manufacturing (IfM). Thanks to this community ofpractice, we have exchanged best practices withcompanies in diverse sectors, such as automotive,
construction and agriculture, for accelerating
progress toward net zero in manufacturing.

• Inviting external experts to share recent
trends and innovative technologies with
our employees and share our own expertisewith our community more broadly.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

89

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Collaborating with Educational Institutions
Supporting the Scale-Up of Emerging
Technologies
Emerson’s culture of innovation not only
includes collaborating and organically developing
technologies that solve customers’ mostchallenging problems, but also seeks and scales
great innovations from start-ups and othercompanies. This section showcases a selection ofEmerson’s ongoing efforts in Europe and North
America. While not exhaustive, it is representativeof the spectrum of initiatives we are spearheading
to drive sustainability innovation.
In Europe, Emerson is actively participating ina number of research projects funded by theEuropean Commission that aim to investigate
and publish data driven science. This work
focuses on the requirement for developing
the infrastructure necessary to adopt
hydrogen production and utilization as fuelgas, and enhance reliable measurement andaccountability of CO2 for the purpose of
tracking and controlling emissions.

Emerson Joins Greentown Labs as a Terawatt
Partner
In 2023, Emerson became a Terrawatt Partner at
Greentown Labs, the largest climate-tech incubatorin North America. Greentown Labs brings together
startups, companies, investors, policymakers and manyothers with a focus on scaling climate solutions. As partof this alliance, our automation portfolio of intelligent
sensors, final control devices, software and analytics,
combined with deep domain expertise, is available toGreentown members to help them commercialize andscale their innovations. Emerson will forge connections
with the incubator’s community of climate-tech startups,
gain access to curated and customized events andparticipate on Greentown’s Industry Leadership Council,
which provides strategic guidance to the incubator.

Emerson’s Test & Measurement
Business Contribute to
Understanding the Ocean’s
Impact on Climate Change
Oceans play a central role in governing
the climate. As society faces the effectsof rising seas, extreme weather anddisrupted ecosystems, understanding thelinks between the oceans and our climate
is critical. NI, which is now Emerson’s
Test & Measurement business, joined aconsortium in 2022 that was originallycreated by Analog Devices and the Woods
Hole Oceanographic Institute to support
such research. The $1 million contributionthat Test & Measurement allocated acrossfour years will support researchers andengineers through grants to createtechnologies that support data collection
and improve our understanding of theocean and its role in climate evolution.

E

Read more about
the project here.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

90

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Collaborating with Educational Institutions
Building upon our commitment to accelerating the deploymentof hydrogen value chains, Emerson’s involvement in the
RHeaDHy project has seen significant advancements since lastyear. In September 2023, the RHeaDHy consortium convened
its first General Assembly at ENGIE Lab CRIGEN. This gathering
was an important moment for all partners, marking the firstsix months of our collaborative efforts under the EU project.
It offered an invaluable opportunity to discuss the substantial
progress made, including the completion of technical workand addressing potential challenges that could impact future
developments.
Significant milestones achieved include the finalization of newcomponent designs by all consortium members. A notablehighlight is the scheduled production of prototype components
in 2024, moving us closer to realizing our vision of high-pressurehydrogen refilling stations for heavy-duty vehicles.

E

The consortium has also validated the layout for a comprehensive
station network to efficiently distribute hydrogen, alongside
fruitful discussions on interface systems, controllers andcompliance with ISO and SAE norms. Emerson’s investment ininnovative solutions, including new instrumentation and valves,continues to play a crucial role in this pioneering project, setting
new benchmarks for the hydrogen mobility market.
Beyond this, Emerson is an active contributor within the
H2FlowTrace consortium that was recently granted funding fromthe European Commission. This funding aims to establish primary
standards for the hydrogen infrastructure that will support
the pathway to meet European Green Deal targets. Moreover,
Emerson serves as a consulting partner in the International Oil
and Gas Producers work group. This collaboration is dedicated toformulating a unified global standard for selecting instruments
suited for low-carbon applications. These applications encompass
hydrogen, CO2 and other key commodities.

For more information please referto the RHeaDHy project webpage.

The RHeaDHy consortium convened at its first
General Assembly at ENGIE Lab CRIGEN.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

91

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

VALUE CREATION

Overview

ENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Collaborating with Educational Institutions
Improving Technical Skills and Knowledge
through Sustainability Training
Emerson is helping to advance sustainability
education and innovation by collaborating with expert
organizations and higher education institutions. In
2022, Emerson entered a formal partnership with
Singapore Polytechnic to help upskill students andemployees from over 30 companies from the energy,
chemicals and pharmaceutical sectors. Delivered over
two years, this program is helping to close critical skills
gaps and harness advanced digital technologies toreduce emissions and energy consumption.
The Centre for Environment Sustainability andEnergy Efficiency (ESEE) at Singapore Polytechnic
offers comprehensive training and consultancy indecarbonization and sustainability practices,
including energy efficiency, carbon accounting andsustainability reporting. Our collaboration extends
to industry-leading programs aimed at embedding
business sustainability strategies and achieving
net zero ambitions through technological solutions
and best practices sharing.

To enhance workforce capabilities, the Energy &Chemicals Training Centre (ECTC) also provides
specialized courses like the Certificate in Chemical
Process Operation and Control (CPOC). To date,over 200 employees from the chemical andbiopharmaceutical industries have benefited fromthis training course.
In 2022, Emerson contributed acoustics and corrosion
sensors to the ECTC, supporting process safetyengineering training for National University of Singapore(NUS) Master of Science students. This donation aims toillustrate the practical use of technology in monitoring
the condition of equipment and pipelines, helping to
optimize maintenance and facilitate forward planningfor replacements.
Emerson’s focus on the key principles of energy
engineering is demonstrated through our
corporate membership with the Association ofEnergy Engineers (AEE). Our employees attend
regional and international conferences annually toreinforce foundational knowledge, explore industry
trends and share best practices. Multiple Emerson
engineers have also successfully completed AEE’s
intensive, full-week Certified Energy Manager(CEM) training and certification program,
ensuring that subject matter experts areavailable throughout the company.

The Centre For Environmental Sustainability And Energy Efficiency (ESEE)at Singapore Polytechnic

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

92

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Greening With Emerson

Convening Leaders and Communities
In the past year, we have interacted regularly with key stakeholders,
hosting sustainability-focused events and meetings with ourinvestors, customers, suppliers and other business partners. Opendialogue with these stakeholders influences the actions we takeand how we communicate with them to enhance sustainability
transparency and accountability.

How we engage:•H
 osting sustainability-focused events with customers tounderstand their priorities and the technical challenges faced
as they work to deliver on their sustainability and net zerotargets.
• Organizing sustainability-focused meetings with strategic
suppliers to share best practices and communicate Emerson’s
sustainability goals and expectations.
• Facilitating open discussions with employees and connecting
them to information and tools that they can leverage to takeaction internally and in local communities.
• Participating in technical conferences, trade shows andother events, where sustainability enabling technologies andsolutions are showcased and challenges are discussed.
• Joining global, multi-stakeholder forums, where we advocate
for accelerated sustainability action, share sustainability
innovations and strive to forge cross-sector partnerships.

Advocating for Climate Action in Global Forums
Emerson continues to support Paris-aligned climate action
and policies on the global stage. Through participation ininternational climate dialogues, Emerson aims to drive forwardthinking solutions that address critical environmental challenges,
contributing to global efforts in combating climate change.
In 2023, Emerson presented an innovation exhibit in the Expo City
Green Zone of COP28, under the Ministry of Industry & Advanced
Technology’s patronage. The exhibit highlighted technologies
designed to decarbonize traditional industries while accelerating
emerging energy sectors like hydrogen, biofuels and electrification.
Emerson leaders, including Chief Sustainability Officer, Mike Trainand Middle East and Africa President Mathias Schinzel, participatedin multiple events to advance the global discourse on sustainability
and the key role businesses like Emerson play in shaping thefuture. These events included:• Student Energy Summit 2023 delved into the pivotal role of youth
in the energy transition. This was the world’s largest youth energy
event, organized by New York University Abu Dhabi under thetheme of ‘Reimagine the Future of Energy.’• Climate Action’s Sustainable Innovation Forum 2023, part ofseveral panels to discuss how data, digitalization and AI can beused to accelerate business models that support sustainablecircularity.

Student Energy Summit at COP28 in Dubai

In the face of the climate challenges thatdefine our times, I strongly advocate forthe empowerment of the next generation through
STEM education. At COP28, it became increasingly
clear that innovative engineering is not just a
choice but a necessity for developing sustainableenergy solutions. Our youth’s expertise and fresh
perspectives are the keys to unlocking a diverse
and resilient energy future.
Mathias Schinzel,
Middle East and Africa President

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

93

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL
Greening By Emerson

GOVERNANCEREPORTING

Greening With Emerson

Convening Leaders and Communities
Climate Action’s Sustainable Innovation Forum•R euters Energy Transition MENA event where Emerson sharedactionable insights on how to put automation to work optimizing
for more sustainable operations in pursuit of decarbonization.

For a third year, our Chief Sustainability Officer, Mike Train,
participated in the Sustainable Innovation Forum hosted
by Climate Action at the UN Climate Change Conference,
at COP28 in Dubai.

• The Global Manufacturing and Industrialization Summit
featured Emerson speakers at a panel discussion on how
innovations in renewable energy can power a net zero economy.
• The Industrial Transition Accelerator (ITA) launch, in which
Emerson participated, took place under the leadership of the
COP28 Presidency, UNFCCC and Bloomberg Philanthropies andwas hosted by the Mission Possible Partnership (MPP).
Before COP28, Emerson took the United Arab Emirates’ ClimateResponsible Companies Pledge, an initiative by the Ministry of
Climate Change and Environment aimed at enhancing private
sector participation in the UAE’s Net Zero 2050 Strategic Initiative.
As a signatory, Emerson is dedicated to embedding climate action
into our business strategies, including reporting greenhouse gas
emissions, creating science-based emission reduction plans andcollaborating with the UAE government to support their 2050
net zero goal. The pledge also emphasizes an inclusive strategy,
involving youth, women and vulnerable groups in formulating netzero objectives.

In 2023, as part of our role as an advisor to the UAE Ministry of
Climate Change and Environment and in recognition of ongoing
contributions to innovation and technology, Emerson was invited
to join a number of initiatives, including:• The CSO UAE Network is the first platform for chief sustainability
officers leading sustainability initiatives in the UAE’s public andprivate sectors.
• COP28 Changemakers Majlis is a discussion forum designed tobring together a curated group of personally and professionallydiverse individuals to openly discuss specific climate challenges
and identify actionable solutions.
• The Industrial Transition Accelerator (ITA) is an initiative
launched to catalyze decarbonization across heavy-emitting
sectors where Emerson provides its technical perspective as an
automation provider. This gives our employees opportunities toengage in multiple ITA activities as the group works to advancetools and strategies for projects and programs in specificcountries.

Mike Train, Chief Sustainability Officer, at the Sustainable
Innovation Forum in Dubai during COP28.

E

Learn more from Mike’s interview
at the Sustainable Innovation Forum.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

94

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

VALUE CREATIONENVIRONMENTGreening Of Emerson

SOCIAL

GOVERNANCE

Greening By Emerson

REPORTING

Greening With Emerson

Convening Leaders and Communities
Driving Engagement in Our Local Communities Worldwide
In addition to collaborating with our business partners and internationalorganizations, Emerson’s Greening With strategy emphasizes the importanceof outreach and engagement with local communities. Our global presence
and technical expertise in the clean energy transition enable us to better
understand how citizens from varying socio-economic and cultural contexts
think about sustainability and the impact of climate change.
Emerson’s Green Team in Austin has taken a lead in community involvement
this year. To celebrate Emerson’s “We Love STEM” campaign, the team curated
an educational day filled with enriching activities, designed to captivate andeducate young minds from kindergarten to third grade. The event began witha video on climate change, leading to a discussion on weather events, homesustainability and wind energy. Enhancing the educational experience, theGreen Team introduced a hands-on challenge inviting students to constructpinwheel toys. Utilizing box fans as an analog for wind currents, the exercise
served as a practical lesson in the principles underlying effective wind turbine
design, fostering an early appreciation for renewable energy technologies.

Emerson Cluj celebrates International Women and Girls in Science.

Greening With Emerson is our global strategy to engage, advocate andexchange knowledge with key stakeholders. These collaborations support thelarge-scale deployment of innovative low-carbon solutions and enhance ourunderstanding of technical, economic and policy challenges. Accelerating theseearly-stage projects is crucial for quickly validating their potential to contributeto a net zero future.

E

To learn more about Emerson’s
Green Teams network, please referto pages 58-59

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

95

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless GrowthSocialResponsibility
At Emerson, we are building an environment where
our people are inspired and empowered to reach

their fullest potential, creating value for themselves,
our company and our world.

REPORTING
ImpactWorkplace Safety

IN THIS SECTION:
R Overview
R Building an Empowering Culture
R Legacy of Innovation
R Challenging, Purposeful Work
R Diverse People, Working Together
R Limitless Growth
R Global and Local Impact
R Workplace Safety

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

96

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

CultureOverview

VALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Social Responsibility Highlights
EMPLOYEEENGAGEMENT

DIVERSE PEOPLE,
WORKING TOGETHER

Launched leadership

Progressed our goal ofdevelopment toolkits
for people managers.
Enhanced careerdevelopment resources.
Conducted first company-wide
pulse check survey to assess
employee sentiment.

doubling therepresentation of women

globally and U.S. minorities inleadership positions by 2030.

Established annual summit

for employee resource groups tomaximize impact across company
culture.

TALENT DEVELOPMENT
Attracted and developed
top talent through our

WORKFORCE
DEVELOPMENT
AND CORPORATEPHILANTHROPY

Leadership, MBA Leadership andPartnered with hundreds ofdifferentiated Engineers in

Co-op and Internship programs.
Enhanced learning programs tocontinue to equip employees withkey knowledge and skills

and help leaders foster inclusivenessand innovation.

Implemented company-wide

wellbeing programs andpolicies.

universities and colleges to foster

effective training solutions, elevatetechnical and professional skills

and provide employment

opportunities to students.
Pledged$200 million

over 10 years, focusing on education
equity in the communities where we
operate.

Provided employees in needwith grants from the Support

Our People Fund, establishedViews from Grays Peak, CO
Photo by Basanta Shrestha | Emerson Employee

WORKPLACE SAFETY
Goal to continuously work toward

zero recordable injuries.
In fiscal 2023, more than80 %of Emerson’s
workforce, 		spanning across all company locations
worldwide, was engaged in a robust
health and safety dialogue throughformal joint management-worker

Health and Safety (H&S) committees.

Achieved year-over-year
reductions of

36%
23%

in first aid cases andin recordable injuries.

to help with natural disaster, deathof a family member, or impact toprimary residence.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

97

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Building a Culture of Empowerment
Together we are creating a culture that emphasizes our company’s values, amplifies the voices ofour employees and enables them to maximize their potential.
At Emerson, our people are at the center of what we do, and they are foundational to our value creation strategy. Through their expertise, abilities and passion for
their work, our employees power our company to solve the world’s most complex challenges. In turn, we recognize the importance of empowering our employeeswith a culture that enables them to be their authentic selves, feel valued and grow. This is our responsibility to our employees. As we continue to build such anenvironment across our company, we look to their invaluable insights and perspectives to help guide our actions and shape our culture.

Employee Engagement Drives Action
This past year saw the launch of our Your
Voice Counts listening strategy. This approach
simultaneously amplifies the voices of ouremployees and enables Emerson’s leaders
to better understand employee sentimentand where to focus their actions. As part ofthis strategy, more than 85% of our employees
participated in Emerson’s first company-wide
employee engagement survey, registering an
overall engagement score of 78%. This score isa measure of how employees feel about theirexperiences working at Emerson, as determinedby employee feedback across four areas: intention
to stay at the company, pride in the organization,
sense of personal accomplishment and willingness
to recommend Emerson as a great place to work.

In addition to engagement data, employees
provided valuable feedback in the form of morethan 244,000 written comments, helping further
identify areas of importance to them. In responseto this feedback, leadership initiated a cadence ofefforts intended to cultivate a diverse, equitable
and inclusive environment with direct support
for our people managers. Efforts included thelaunch of leadership development toolkits forour people managers focusing on inclusion,
innovation, collaboration and change leadership– all key areas identified through our employee
engagement survey. These new toolkits,part of our broader leadership development
framework, are designed to equip people
managers with practical tools and resources fordriving discussions and fostering optimal work
environments within their own teams. We’re alsodelivering more career development resources
and increasing access to internal opportunities
that can help employees grow professionally anddevelop their skills. Early enhancements include
a global, simplified internal application guide, a
new career opportunity-focused internal site with
on-demand training videos and other resources,
and an improved internal careers portal.
Building upon the positive momentum generated
from our employee engagement survey, we
followed up eight months later with our firstcompany-wide “pulse check” survey to help assess
the impact of resulting actions taken across

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

98

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Employee Engagement Drives Action
the company. As part of our overall continuous
listening strategy, these pulse checks are intended
to quickly measure employee sentiment through ashorter survey process.
For our first pulse check, we measured employee
familiarity with numerous engagement survey
actions and collected data that helped us
determine overall engagement trends. Morethan 39,000 employees responded, and wesaw moderate increases across three of four
engagement questions. The pulse check also
indicated that a significant majority of ouremployees and their managers were engaging
in important dialogue about survey results, what
those results meant to their teams, and how tofurther improve the work environment at Emerson.

To all the thinkers, doers and connectors. All the
disruptors, innovators and value-creators. Let’s go.
We want you to join us in our bold aspiration to
make the world healthier, safer, smarter and moresustainable.

Bringing our Employee Value Proposition to LifeIn 2022 we introduced Let’s Go, Emerson’s firstever employee value proposition (EVP), inviting
our global workforce and potential hires to join
in making the world healthier, safer, smarter andmore sustainable. More than a simple rally cry,the EVP is a cornerstone of our culture, helping
us communicate, celebrate and hold ourselves
accountable in delivering the experiences thatdefine what it means to work at Emerson.
This year, we continued to activate our EVP among
our employee base by further defining it acrossfive key cultural areas: Legacy of Innovation;
Challenging, Purposeful Work; Diverse People,
Working Together; Limitless Growth; and Global
and Local Impact. Collectively, these five areas
form our differentiated employee experienceand bring our EVP to life.

Together, we are building a global communityof smart, dedicated people who thrive when
everyone feels welcomed, trusted, celebrated andempowered to solve the world’s most complex
problems – for our customers, our communities
and the planet.

By substantiating our progress andachievements in each of these areas, weare strengthening Emerson’s culture andenabling our EVP to be considered at every
touchpoint of the employee lifecycle andexperience – from our HR programs to theactions of our leaders, behavioral norms
and physical work environment. The
following pages explore these areas inmore detail.

Challenging,
Purposeful Work

Globaland Local
ImpactLegacy of
Innovation

At Emerson, our people are at the center ofwhat we do. So, let’s go. Let’s think differently.
Learn, collaborate and grow. Seek opportunity.
Push boundaries. Be empowered to makethings better. Speed up to break through.

What makes
our culture
uniqueDiversePeople,Working
Together

Limitless
GrowthLet’s go, together.
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

99

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Legacy of Innovation
As a global innovator, Emerson is continuing to build on its storied tradition of solving the mostcomplex challenges facing the world.
Innovation is in our DNA. For more than 130 years, Emerson’s groundbreaking technologies have enabled manufacturers in the world’s most essential
industries to become safer, more efficient and more productive. We’ve built a rich legacy of innovation, but as perpetual problem solvers, we’re far fromdone. We’re invigorating innovation across our entire automation portfolio, especially in the areas of disruptive measurement technology, softwaredefined automation, self-optimizing asset software and sustainability solutions. Emerson’s automation technologies and software are helping even moremanufacturers reach their goals by ensuring food safety, getting medical treatments to market faster and reducing harmful emissions and waste.

Building a Culture of Innovation
Endless curiosity to do things in better, bolder ways. Rigorous discipline to serve
all stakeholders. Resolute commitment to our purpose. These are universal
employee attributes at Emerson. They are the reasons why we give our people
the freedom to explore, create and collaborate and why we encourage them toinnovate as a collective. To drive a spirit of innovation across the company, we
took actions throughout 2023 that engaged employees at all levels:

Introduction of a Global Definition of Innovation
Innovation at Emerson is something that creates value. Fostering innovation is
critical to Emerson’s value creation strategy. It ensures we remain relevant in ourmarkets, create unparalleled products and deliver competitive solutions for ourcustomers. Within Emerson, innovation can occur across all roles and ranges,
from small improvements to paradigm shifts for the industries we serve.
• Sustaining Innovation (minor or major revisions) – small, yet meaningfulimprovements in products, processes, services and other aspects of ourbusiness.

• Breakthrough Innovation (new to the business) – more than mere
improvement, this type of innovation is characterized by new, meaningfulchanges in our business, enabling Emerson to enter established markets
for the first time while producing a substantial, competitive edge for thecompany or its customers.
• Transformative Innovation (new to the world) – often the introductionof technology, processes or ways of working that creates an entirely newmarket, transforming the way people live and work.

Launch of Innovation Talks Series
To celebrate and share best practices for innovation at Emerson, a new,on-demand video series of conversations known as Innovation Talks wasmade available to employees. The series features leaders throughout
Emerson detailing how their businesses and teams are innovating every
day – from discussions of mindset to management to the processes andtools they utilize.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

100

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

As part of Emerson’s focus on innovation and broader
leadership development framework, a full-service toolkit
developed to help drive innovation across the company was
distributed to 8,000 people managers. The toolkit featured
easy-to-use, practical tools and resources designed tointegrate into daily activities and help managers cultivate
an innovative environment among their teams.

Collaboration with Customers and Partners

ENVIRONMENT

Purposeful Work

Diversity

2023

Building a Culture of Innovation
Deployment of an Innovation Toolkit

FORTUNE
Magazine

FORTUNE
Magazine

SOCIAL

Newsweek
Magazine

GOVERNANCE
Limitless Growth

REPORTING
Impact2023
Newsweek
Magazine

ForbesMagazine

Workplace Safety2023
ForbesMagazine

Recent examples of our collaboration with customers andpartners include:• Tesla working with Emerson to derive better value fromdata collection through modeling and simulation, digital
twins, data analytics and machine learning.
• Biotech leader Genentech’s integration of several Emerson
platforms as part of validation processes that trimmed
plant completion from five or more years to two and half.

At Emerson, we hold ourselves responsible for not only
helping customers solve current problems, but also
anticipating future obstacles. And through our deep
domain expertise, we quickly unearth our customers’ pain
points and provide direction to address them, gather andincorporate customer input and collaborate to develop
holistic solutions that drive business results.

• Novo Norodisk’s deployment of Emerson’s Real-Time Modeling
System in the expression, engineering and formulation
processes for its therapeutic proteins and peptides
products.

Our Emerson Exchange sessions, User Driven
Enhancement Program, human-centered design exercises
and partnerships with industry groups and universities
enable us to better understand and support our customers.

• CPS Energy’s work with Emerson to modernize its SCADA
system and boost the performance and reliability of its gas
distribution for its customers.

• DG Fuels selection of Emerson’s advanced sensing and control
technologies to produce sustainable aviation and diesel
fuels at scale and help decarbonization efforts.

2023
FORTUNE
Magazine

2023
FORTUNE
Magazine

Named Among“America’s Most Innovative
Companies”Newsweek(2023) by
Magazine
Fortune Magazine

2023

2023

2023

2023

Named IoT Newsweek
Magazine
Breakthrough2023“Industrial IoT Companyof the Year”

ForbesMagazine

ForbesMagazine

Named Among
ClarivateTM Top 100 Global
Innovators (2023)

Legacy of Innovation

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

101

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Building a Culture of Innovation

DeltaV Live Team Honored with Emerson’s Technology Award
Through its Technology Award, Emerson annually
recognizes one organization within the company that
demonstrates outstanding creativity, originality andproblem-solving prowess by developing a state-of-the-art
solution with proven financial results. This year’s recipient
was the team responsible for the development of the
DeltaV™ Live platform.
DeltaV Live is Emerson’s built-for-purpose operations
visualization software platform that provides a highperformance operations experience in a simple, intuitiveand customizable format. As the most advanced DeltaV
human machine interface ever developed, it is helping
manufacturers optimize performance through increased
productivity, situational awareness and simplified
graphics configuration.
As an award recipient, the DeltaV Live team wasrecognized for the success of its differentiated solution,
excellent program execution and furthering Emerson’svalue creation mission. The team was formally honored
at Emerson’s global leadership session, where it waspresented with the award.

“As technology continues to shape our industry, it is
crucial to recognize and celebrate the exceptional
contributions of our team members who drive innovationand excellence,” said Peter Zornio, Emerson’s Chief
Technology Officer.
DeltaV Live made Emerson’s DeltaV distributed control
system the first DCS to natively support HTML5 graphics
and one of the most adaptive and advanced digital DCS
platforms in the world. This key differentiator provides afutureproof foundation for ubiquitous use on any device,including mobile devices, giving users the flexibility tochoose the right platform for their needs to run theirplants more safely and effectively.
One of the more powerful features of DeltaV Live is thatit provides a single operations visualization consolethat maximizes situational awareness. Users have theflexibility to easily and securely integrate web content
directly in operator graphics. This integrated console
reduces the need for other stations in the plant,eliminating costs of equipment, such as monitors andkeyboards and cybersecurity concerns associated withmaintaining these other systems.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

102

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Challenging, Purposeful Work
Across the globe, we’re effecting meaningful change through ouradvanced technologies, industry-leading expertise and insatiablecuriosity about the world around us.
At Emerson, our purpose is to drive innovation that makes the world healthier, safer, smarter and moresustainable. It’s a collective call-to-action, and across a number of critical areas, we’re actively engaged in workthat is positively impacting our world.
• Healthier. Enabling Vital Vaccines and Treatments: Emerson has helped the world’s largest pharmaceuticalcompanies fast-track research, development and delivery of lifesaving medicines, including COVID-19 vaccines.
• Safer. Creating Safer and Optimized Plants: Emerson has pioneered digital twin technology that provides a real-time,
digital replica of live plants that continuously updates with changing operating conditions, allowing operators totest new processes before going live and to train workers on safe operations.
• Smarter. Introducing Wireless to Industrial Environments: Emerson’s industrial wireless technologies combined withsmart sensors have provided the foundation for cloud-based applications, remote monitoring and industrial IoT
programs of today.
• Sustainable. Accelerating Decarbonization Efforts Across the Globe: As manufacturers seek more sustainable
operations, Emerson’s digitalization and automation technologies are being used to digitally transform existing
operations and as the digital foundation for emerging industries.

Ramsey Cascade in the Great Smoky Mountains
Photo by: Rick Smith | Emerson Employee

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

103

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Each day, our purpose is brought to life by the challenging, purposeful work of our employees –a defining characteristic of our culture that is present across a multitude of roles.

Challenging,
Purposeful Work

Michalle Adkins
Director of Life Sciences Strategy, Systems & Software

Alejandro Barreto
Chief Software Engineer, Test & Measurement“Emerson has been an amazing place for me to grow both personally and professionally.
I have had the opportunity to work with different cultures across the globe, learning
more about cross-culture communications in the process. I have had the privilege to bea consultant, lead a team of consultants and lead our local Women’s Impact Network
employee resource group chapter. In my role as director of life sciences strategy, I am
working with industry organizations, customers and sales to provide industry insight toour internal teams who are delivering technologies and solutions that meet the industry’s
current and future needs. Deploying our technology solutions enables Emerson’s life
sciences customers to bring new products to market faster and consistently manufacture
quality products. I find this to be motivating, purposeful and challenging work as wedevelop and implement technologies that help make the world a healthier place.”“At Emerson, I am one of the technology leads for artificial intelligence (AI) within Test
& Measurement's Technology and Innovation Office. Over the next few years, AI will
fundamentally transform our lives. Our work is at the forefront of this revolution, bringing
AI to the test and measurement industry. Each day, I come to work thinking about what I can
do to empower domain experts at our customers’ organizations to solve the world’s mostchallenging science and engineering problems and further enhance the products we relyon every day to be safer, more reliable and efficient. We are pushing the boundaries of what
is possible with AI, but we are also leading the way in the development of best practices,
ensuring that AI is used effectively and responsibly in the critical physical systems that makethe world go round. I get to work with some of the smartest, most fun people in the world.
There’s not a day that goes by that we don’t learn something new as we co-discover our future
and the technology that will shape it.”2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

104

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Challenging, Purposeful Work

Nils Beckmann
Director, Engineering Controls & Software,Intelligent Automation Solutions“I joined Emerson six years ago, drawn by its commitment to innovation and the opportunity
to tackle complex technical challenges. My role centers on the standardization of solutions
and on technological enablement across the Discrete Automation group at Emerson. My
team supports the group with smarter connectivity and data analysis, contributing to theintelligence of our offerings and the organizations overarching strategies. We focus on
two critical areas: sustainability and overall equipment effectiveness. Our efforts boost
machine productivity, enhance performance and minimize waste, aligning with sustainable
practices for us and our clients. This role is exciting, as it blends technological innovation andchallenges with impactful corporate goals.”

Kelly Flores
Full Stack Cloud Engineer, Systems & Software“As a cloud engineer in platform engineering, my role revolves around the developmentof a robust platform tailored to support cloud-native applications for teams at Emerson.
This involves not only crafting, implementing and managing scalable, dependable
cloud infrastructure solutions but also facilitating the deployment and management ofcontainerized applications to empower Emerson teams in harnessing the full potential of
cloud technology. What truly sparks my passion is the opportunity to pioneer innovation
within the company, harnessing cutting-edge cloud technologies to enhance efficiency
and provide impactful solutions to our customers. Being part of a company that places
a premium on sustainability and resource conservation aligns with my personal values,
making my work more significant and fulfilling.”

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

105

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Challenging, Purposeful Work

Denka Wangdi
Sales Director, Growth and Sustainability“We work in industries that are complex, and to be part of the solution for these industries,
you must understand them and their challenges. Emerson understands these industries; we’veserved the chemicals, refining, life sciences and LNG industries for decades. More than ever,these industries’ customers need energy security, affordability, reliability and sustainability.
We’re helping them achieve their goals with our innovative, digital technologies that improveoverall efficiency. As sales director, I get to be a part of the solution, supporting customers
who are responsible for providing energy security to the world. The opportunity to help
advance this critical industry is truly exciting, and I inherently believe if we put our customers
at the center of our universe, we can leave the world a better place than when we inherited it.
Vital to this effort is the fact that innovation knows no rank at Emerson. I’m honored to workwith colleagues who consistently push the envelope and challenge each other to do better.”

Megan Wiens
Instrument Connectivity & Innovation Product Manager,
Measurement Solutions“As connectivity and innovation product manager, I get to help shape and implement
new product technologies across the organization, which often means solving problems
by doing things that haven’t been done before. This requires being well attuned to thechallenges our customers face so that we’re solving the right problems and providing
truly valuable solutions that make their jobs easier and safer. Beyond my daily work, I’ve
also found opportunities to make a difference in my local community through Emerson. A
favorite of mine has been organizing and supporting annual STEM Day events for children
and their families. It’s so rewarding to create this positive environment for kids – especially
young girls – to experience the joy and excitement of STEM. It’s exciting to see where theindustry is headed, and it’s even more exciting to get to play a part in shaping its future.”

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

106

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Diverse People, Working Together
We know the power of diverse people, working together, and we stand unified in building a culturethat values the unique perspectives and experiences of all our employees.
For more than a century, Emerson has built the products that propel the world, but it’s our employees who, in turn, propel Emerson. They are a global team ofbright and ambitious individuals, from a multitude of backgrounds, working together to challenge the status quo, generate new ideas and deliver truly impactful
solutions to our customers. Collectively, they help form an inclusive company culture that is essential to our value creation strategy. Ensuring and evolving thisculture is paramount.

LEADERSHIP REPRESENTATIONGLOBAL WOMEN

We believe that diversity, equity, inclusion, belonging and fairness drive innovation and growth. We're committed to aligning words with actions, ensuring every
individual thrives in an environment that truly values diversity.

U.S. MINORITY

40%

30%

Goal 2030

Diversity, Equity and Inclusion Goals

Goal 2030

In 2021, Emerson announced a longer-term diversity target to double the representation of women globally to 40% of its leadership, and U.S. minorities to 30% of its
leadership by the year 2030. We continue to progress this goal.

%

21

2022

In fiscal 2023, a comprehensive assessment of our existing DEI strategy was conducted, resulting in the identification of three areas of focus considered foundational
to the continued building of a diverse, equitable and inclusive culture at Emerson:* Leadership is defined as individuals at the director level
and above.

1.

Sourcing and Selecting Diverse Talent
Driving progress towards Emerson’s goal ofelevating the representation of women globallyand ethnically diverse employees in the UnitedStates by helping leaders leverage inclusive
talent acquisition processes, diversity reviews,
DEI dashboards, and new technologies that
improve inclusive hiring practices and job
description language.

2.

Engaging and Retaining Diverse Talent
Establishing a DEI community of practiceto advance our global DEI strategy at local
levels and leverage best practices across theorganization; integrating DEI considerations into
Emerson’s annual employee engagement survey
and talent-management programs, including
measuring employee belonging sentiment at
scale; launching inclusive leadership workshop
and toolkit series for people leaders.

3.

23

17

%

21

2023

2022

2023

%

%

Developing an Inclusive and Connected
Organization
Fostering our employee resource groups (ERGs)
by aligning their efforts to a single global
strategy and establishing partnerships between
our ERG and business efforts to continue
championing culture change.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

107

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

Diverse People, Working Together

CultureInnovation

GLOBALWORKFORCE
AGE

Workforceby thenumbers

ENVIRONMENT

Purposeful WorkSOCIAL30 - 50 years> 50 years

19 %

59 %

22%

US

14%

45%

19%

51%

30%

Europe

16%

55%

29%

MEA + Asia

21

69

12

65
White

%

35

%

Minority

11% Asian
10

%

2%

33

%

> 30 years
21 to 30 years

22%
21%
47%

11 to 20 years
5 to 10 years< 5 years

Global16 %Voluntarywith >1 years
of Service

9%

Voluntarywith >5 years
of Service

7%

Europe

33%

Women

3%
7%

GLOBAL WORKFORCE VOLUNTARYTURNOVER

GlobalBlack orWorkplace Safety

YEARS OF SERVICEIN GLOBAL WORKFORCE%WOMEN REPRESENTATION IN WORKFORCE% African
AmericanImpact10%

33%

REPORTING

41%

Americas%

GOVERNANCE
Limitless GrowthDiversity< 30 years

GlobalTOTAL US WORKFORCEMINORITY BREAKDOWNVALUE CREATION

Americas

Hispanicor Latino

33%

MEA & AP

OthersGlobal data reflects countries that are included in our human resources information system and excludes countries not yet transitioned onto the core system.
Minorities include: Asian, American Indian or Alaska Native, Black or African American, Hispanic, Native Hawaiian or Other Pacific Islander and two or more races.
This data is presented on Emerson’s fiscal year calendar.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

108

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Diverse People, Working Together

Elevating Underrepresented Groups
To maintain our edge in relevance, competitiveness and innovation,
we strive for our workforce to reflect the diverse fabric of thecommunities we serve. Our team encompasses a broad spectrum ofroles, including hardware and software developers, project managers,
supply chain experts, finance and legal professionals, sales andservice teams, operations specialists, compliance officers, humanresources personnel, marketers, IT experts and engineers. Securing
and nurturing top talent throughout our organization is paramountfor our enduring success.
We continue to expand our pipeline of qualified diverse talentthrough intentional outreach and sourcing programs. Our inclusive
recruitment process and tools enable us to check unconscious
biases in our selection process with candidate-funnel metric
reviews. Through targeted recruitment endeavors, we actively seek
to augment the pool of diverse candidates, both internally andexternally, thereby enriching our talent pipeline.

Women
Our recruiting efforts at universities and professional organizations
aim to attract women with degrees in engineering, human resources
and business administration (MBA) programs. Emerson remains astrong supporter and advocate of the Society of Women Engineers(SWE), the world’s leading organization dedicated to the advancementof women in engineering. We actively participate in SWE conferences
and job fairs to support and recruit women with engineering expertise.
In addition, Emerson participates in the Women in Leadership Institute,which is sponsored by the Society for Human Resource Management.

U.S. Minorities

LGBTQ+

We continue our focus to increase the racial and ethnic diversity
across our team. This year, specific recruitment efforts at a numberof career fairs aimed to identify qualified candidates for entry andexecutive-level positions from U.S. minority groups. With help fromour Black Employee Alliance Employee Resource Group, Emerson
representatives connect directly with potential candidates and sharevarious career opportunities available at Emerson. We also partnerwith organizations such as the National Society of Black Engineers(NSBE) and the Society of Hispanic Engineers (SHPE). We continue tostrategically increase our participation and representation at national
conferences to promote key opportunities available across thecompany.

For the third consecutive year, Emerson continued its strong
presence at the Out for Undergrad (O4U) engineering conference,
which connects high-achieving students who identify as LGBTQ+
with leading corporations in the United States focused on creating
welcoming and affirming workplace environments. Emerson hosted
O4U’s MOSAIC event, which kicked off the conference and provided
60 LGBTQ+ students from underrepresented populations theopportunity to tour Emerson’s Shakopee facility and connect with
Emerson employees. Additionally, Emerson’s Pride ERG participated inother activities throughout the conference, including a career fair. In
recognition of its active engagement, Emerson was honored with theInVested with O4U award for significantly impacting O4U throughout
the last five years.

People with Disabilities
We recognize that employees succeed when they can bring theirwhole selves to work. Through education and allyship, Emerson is awelcoming employer of people with visible and invisible conditions,and people who care for others with disabilities. As we continue
to explore inclusive practices of a welcoming employer, we havepartnered with several leading organizations in the disability
inclusion space. Through these partnerships with organizations
such as The Starkloff Institute, the Center for Disability Inclusion(CDI), Neurodiversity in the Work Place (NITW) and Disability: IN’s
Neurodiversity @Work Roundtable, Emerson recognizes disability
inclusion as an important part of its culture journey.

Military Veterans
Emerson provides post-military job opportunities for veteransthrough veteran-focused MBA recruiting events and foundation
partnerships. We also work with Hiring Our Heroes, a nationwide
effort to connect veterans, service members and military spouses
with meaningful employment opportunities.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

109

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Diverse People, Working Together

Building an Inclusive Environment
Inclusion is a core part of our broader culture transformation efforts. We
continue to engage employees in new and exciting ways that encourageconnection across differences through dialogue and recognition, and by
fostering our employee resource group community – which serves as
the heartbeat for where employees most distinctly experience a senseof belonging.

Culture Dialogue Sessions
Launched in 2022 as part of company-wide efforts to drive awarenessand interaction, culture dialogue sessions were conducted across theorganization again in 2023. These sessions, in which every business group
participates, are designed to encourage inclusive conversations andprovide input to senior leadership about the current state of Emerson's
culture and its ambitions and aspirations.

Unconscious Bias Training
Launched in 2014, this program helps participants recognize andunderstand the potential negative impact of unconscious bias in theworkplace. Designed as an interactive, practical course, this training
provides employees with opportunities to brainstorm and practice ways
to counter the unintended consequences of unconscious biases. To date,more than 47,000 employees have participated in this training.

Employee Resource Groups Summit
In support of its employee resource groups (ERGs) and to recognize
exceptional efforts in building a diverse, equitable and inclusive culture,
Emerson has established an annual summit for ERG leaders to collaborate,exchange insights and align their strategy planning to further maximize
impact across company culture. The summit also provides an opportunity
for Emerson’s leadership to work with ERG leaders who aim to foster
inclusion, engage through development opportunities and champion
underrepresented communities through awareness and advocacy.
During the summit, ERG standouts are honored and recognized for theiraccomplishments at an official recognition dinner and awards event.

Employee Resource Groups (ERGs)
Emerson has built a robust network of ERGs that support its focus on
inclusion. Passionate volunteers from across the organization lead thesegroups at both the company and regional levels and are sponsored byEmerson’s executive leadership. These ERGs have grown organically fromthe ground up and now have more than 13,000 members. ERG membershipis available to all employees, including those that join the organization to
support others as allies.

E

For More Information please refer toEmerson’s Diversity, Equity & Inclusion webpage.

Diversity Panel at Emerson Exchange Europe 2024
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

110

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Diverse People, Working Together

The Asian & Pacific Islander Alliance (APIA)
was launched in May 2021 to create a network
among Emerson Asian and Pacific Islander
employees and their allies. The group aims
to support employees in their personal andprofessional growth, provide a platform toamplify voices and serve as a channel for allcolleagues to learn about the culture, history
and experiences of Asian and Pacific Islander
colleagues. APIA now numbers more than
1,200 members across 11 chapters in North
America and Europe.

Having grown to more than 800 members
across 8 chapters, globally, the Black Employee
Alliance provides a support network for Black
colleagues and enables opportunities to drive
strategic recruiting, retention and advancement
initiatives. It actively partners with professionalorganizations such as the National Society ofBlack Engineers and the National Black MBA
Association and with Historically Black Collegesand Universities (HBCUs) and other universities atthe local level. Outreach activities in 2023 included
participation in the NSBE 49th Annual Convention
and the conducting of mock interviews with
HBCU students to support their professional
development.

The Diverse Abilities ERG encourages awarenessaround perceived impairments and disabilities
in and outside of the workplace. In 2023, thegroup continued to build upon the success of its
2021 inaugural year, partnering with other ERGs
at Emerson and working to highlight allyshipand intersectionality in the disability community.
As part of its efforts, Diverse Abilities engaged
the Center for Disability Inclusion as a business
partner to support employee recruitment,
advancement and retention by fostering adiverse and inclusive culture for individuals
with disabilities and other conditions. Throughits work, the group is creating an environment
in which Emerson’s businesses and colleagues
support one another to achieve their potential
through education and shared life experiences.

A multicultural platform with more than 1,350
members and 18 chapters globally, Mosaic fosters
community for people working away from theirhome location. Its mission is to promote strategic
retention of talented individuals with diverse
cultural and ethnic origins, while supporting
their career growth and creating meaningfulconnections among colleagues. Through Mosaic
Connect platform as well as its Onboarding
Buddy Program, Mosaic assists with assimilationin Europe, the Middle East, Africa and North
America. In addition, Mosaic hosts CulturalCompetency Workshops that focus on increasing
the awareness of cultural differences and traits.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

111

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Diverse People, Working Together

The Pride employee resource group works
closely with the LGBTQ+ community and its
allies to foster a diverse and inclusive company
culture. The group focuses on intersectionality
and allyship initiatives through its Ally Week
celebration and LGBTQ+ trainings, withmore than 4,000 employees across Emerson
participating in trainings to date. During Pride
Month, employees from 42 countries gathered
to celebrate Emerson’s LGBTQ+ employees.
Pride has 18 chapters, with more than
1,000 members.

Supporting initiatives on behalf of Emerson’s
Hispanic and Latin American employees, Somos
has more than 1,600 members globally across
12 chapters. Somos works to continuously
improve recruitment, retention anddevelopment of Latin Americans and Hispanics
at Emerson through professional development
opportunities, mentorship, networking andleadership opportunities and giving back to
Latin American and Hispanic communities.

The Veterans Resource Group raises awarenessof the value U.S. military veterans bring toEmerson, with 13 chapters and more than
650 members. The group offers mentorship
opportunities for veterans to translate theirmilitary experience into commercial skills
and learn more about various career paths
at Emerson. Local chapters also host several
fundraising events and celebrations to recognize
veterans and their sacrifice for the United States.

My hope is every LGBTQ+
employee feels comfortable beingout at work without judgement of
who they are. To accomplish thisgoal, Pride has a strong focus on allyeducation, where we turn allies into
advocates, and has programmingthat celebrates all our different
identities. I am touched with every
employee that is comfortable tobe out – bringing their spouses tocompany events or sharing that theyuse Emerson’s transgender healthcare
benefits. The passion of our LGBTQ+
employees and their allies neverceases to impress me. Over the years
I have seen not only employees
come out but also their identities
celebrated. There is always work todo, but our ERG is here to support our
LGBTQ+ employees and their allies.
Maddie Neu (she/her) ,Pride Global Chair

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

112

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Diverse People, Working Together

The Women’s Impact Network (WIN) provides
support, professional development, leadership andnetworking opportunities for female employees
globally. Emerson’s largest ERG with more than
6,000 members and 97 chapters, WIN celebrated
its 10-year anniversary in 2023. Throughout its
tenure, WIN has worked to advance women
through webinars, professional development
and leadership opportunities within the ERG as
well as attracting a new generation of women
through partnerships with the Society of WomenEngineers and universities around the world. WIN’scontributions have helped Emerson rank #15
among the top companies to work for by Woman
Engineer Magazine.

Women’s Impact Network Celebrates 10th Anniversary
Marking a decade of providing support and networking opportunities for women employees at Emerson,
the Women’s Impact Network (WIN) ERG celebrated its 10th anniversary in 2023. Through its activities,
outreach and resources, WIN helps attract, develop and retain women at Emerson by elevating their visibility
and empowering them to achieve their career goals. Since beginning as a small group of 20 members in
2013, WIN has grown to become a more than 6,000-member-strong ERG with nearly 100 chapters acrossthe company, globally. Throughout that time, WIN has served as a source of inspiration, encouraging all
employees to take more meaningful actions that positively impact Emerson’s teams and communities andfurther contribute to the creation of a more inclusive and equitable workplace.
“I am honored to be part of such an incredible organization,” said Janine McCormick, WIN global chair.
“Celebrating 10 years of Women’s Impact Network in 2023 and our decade-long efforts of working to
attract, develop and retain women at Emerson was a great milestone. I am proudest of our chapters andmembers around the world who are the lifeblood of our ERG. Their passion and dedication to our missionis what drives our ERG and has allowed us to grow, succeed and thrive over the years.”

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

113

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Diverse People, Working Together

Emerson Employees Making an Impact
First-of-its-kind Event Examines Culture Transformation in Information Technology

New Program Aims to Increase Women Innovators at Emerson

Fully embracing Emerson’s ongoing culture transformation, IT employees at the company’s Middle East
headquarters in Dubai opened their doors to colleagues from Romania, France and the United Kingdom
as part of a two-day conference fostering innovation through diversity, equity and inclusion. The event,which was the first of its kind at the Dubai site, focused on culture within Emerson IT, how IT can support
Emerson’s roadmap for culture transformation and how enhanced collaboration can create value for thecompany. “We never had something like this focusing on DEI or the culture in Emerson IT, so helping
start this conversation is amazing – and this is just the beginning,” said Mani Priyanka, IT Service Delivery
Specialist in Dubai. “The level of support we received both locally from our leaders and from ourcolleagues who came to Dubai was heartwarming and very rewarding.”

Recognizing the value of women innovators, Emerson’s innovation and IP team in India organized aprogram aimed at increasing representation of women inventors in the company by helping themfurther develop their problem-solving skills. The program “WE (women employees) Innovate” wasjoined by 50 women employees across 12 units in India who came together to offer new ideas andsolutions for addressing several existing challenges. Their collective work resulted in 25 technical andprocess improvements with direct impact on technology advancement and work efficiency. “Diversity ininnovation unlocks vast business potential, and I believe the achievements and problems solved throughthe WE Innovate program can have a global impact on Emerson’s products and processes,” said Nilesh
Puntambekar, Innovation and Intellectual Property Manager for India & South East Asia.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

114

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Emerson Employees Making an Impact
Emerson’s Women’s Impact Network Earns Seventh Consecutive Mission Award

Cultural Heritage Celebrated with Second Annual Asia Pacific DEI Week

For the seventh consecutive year, Emerson’s Women’s Impact Network (WIN) has been honored by theSociety of Women Engineers (SWE) with its Mission Award. Through these awards, SWE recognizes groups
that embody SWE core values and demonstrate continuous improvement and growth as they work toachieve the society’s strategic goals. At Emerson, WIN provides support, professional development,
leadership and networking opportunities for employees across the organization. As an award recipient,
Emerson’s WIN was recognized at this year’s WE23, the world’s largest conference for women inengineering and technology. The Society of Women Engineers strives to recognize the successes of SWE
members who enhance the engineering profession and advocate for women in engineering throughcontributions to industry, education and the community.

Continuing to strengthen and shape a culture where all employees feel valued for their unique experiences
and perspectives, Emerson held its second annual “DEI Week” across its Asia Pacific locations. The event
celebrated culture and employees who have championed diversity, equity and inclusion through theorganization. Sponsored by Emerson’s Asia Pacific DEI Council, the weeklong event featured a variety ofactivities, including Ethnic Day, where employees shared their cultural heritage; Educational Day, created
to explore more about DEI through book reading and video viewing; a Mind & Body Wellness Day topromote holistic health for employees; and an Appreciation Day honoring DEI champions and heroes.
“In 2022, in support of Emerson’s vision of shaping a more inclusive culture, we thought of celebrating
the DEI spirit for a whole week,” said Swati Jain, senior manager and DEI council member. “Last year, wecelebrated the second DEI Week in all Emerson offices of Asia Pacific. “This has helped in increasing our
employees’ awareness of the culture of belongingness that we are building.”

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

115

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Emerson Employees Making an Impact
InnovateHERs Community Launches to Support Women in IT

Emerson’s Mosaic Buddy Program Enhances Onboarding Experience

The InnovateHERs community was launched this past year at Emerson with the intent
of unifying and creating opportunities for women employees engaged in information
technology (IT) roles. The community, which is open to all genders, serves as a platform
for members to network, connect with leaders in the organization and benefit fromlearning opportunities such as training and masterclasses. Throughout the year thegroup sponsored several activities, including a “Get to Know our IT Leaders” event where
attendees learned about the inspiring journeys of many leaders in the organization.
In addition, InnovateHERs conducted “50 Ways to Fight Bias,” a two-hour interactive
workshop that tackled the most common types of biases in the workplace. As part of its
efforts, the community also held a learning session titled “What’s Your Vision,” whereparticipants worked on defining their vision and translating it into an actionable plan.

To enhance the onboarding experience of new employees across the globe, Emerson’s
Mosaic ERG launched a program in 2023 to help new joiners better acclimate to thecompany and their local surroundings. The Mosaic Buddy Program is designed tofamiliarize employees with company culture, work environments and various aspectsof their role. In the process, it’s also fostering stronger connections among colleagues.
Through the program employees who have moved to another location, within thesame country or internationally, are paired with Mosaic Buddies who help them better
understand local culture and business etiquette and serve as a source of advice. In
addition, Mosaic ERG works with human resources and the Emerson Mobility Team tofacilitate the transition of employees and their families.

“Our InnovateHERs community is cultivating a strong sense of belonging among women
IT professionals at Emerson and helping them in their career journeys,” said Alejandra
Sanchez, InnovateHERs chairperson.

“Mosaic Buddy Program is really a goodinitiative,” noted Anand Kumar, who utilized
the program as part of his onboarding. “Thishelped me fit into the organization and feel
supported during onboarding. It also helped
me to get acquainted with all the essential
information like workplace culture, company
policies, perks and benefits and unfamiliar
tasks. This program helped me be more
comfortable at work. The conversations
I had with my buddy were fruitful.”

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

116

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Limitless Growth
We are creating a global community of passionate, dedicated people who are rewarded andempowered to solve the world’s most complex problems.
Emerson believes talent is a differentiator and foundational to value creation. That’s why we’re cultivating an environment where our people can continuously
develop and apply their skills in meaningful ways. Our aim is to develop, engage and inspire employees so that they reach new heights for themselves, theirteams and the company. It’s our commitment to ensuring a journey of limitless growth for each person at Emerson.
Throughout the past year, we have continued to formalize our talent philosophy,
engaging leadership across the company to align on management principles
fundamental to the execution of this strategy. We believe that prioritizing highperformance enables us to outperform our competition, and we are actively
installing a framework through which we attract, develop and retain deep andbroad talent across Emerson. As we develop this culture, we are committed toensuring a diverse, equitable and inclusive work environment that empowers
our people to be their authentic selves and encourages them to grow. Acrossroles and functions, we’re working to ensure access to training and development
opportunities designed to help our employees maximize their potential. We
are emphasizing accountability for individual and team performance as well
as for developing the next generation of talent. Imperative to our efforts is
the recognition and rewarding of employees who exhibit the highest levels of
performance and demonstrate our desired mindsets, norms and behaviors.

Attracting Talent
Attracting top talent and fostering a diverse workforce is essential to achieving
our desired business outcomes and overall success. We value our employees’
widely varied experiences, backgrounds and perspectives and recognize theimportance of diversity in driving innovation, collaboration and execution.
That’s why we strive to attract a wide variety of qualified, exceptional
applicants. We hold our management and hiring teams accountable for
ensuring a diverse pipeline of candidates throughout the recruitment process
for each position, and we review our job descriptions and postings for inclusive
language using an integrated software package. Additional information on
our efforts to attract and retain diverse talent is found in the Diverse People,
Working Together section of this report.

Limitless Growth
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

117

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Limitless GrowthManaging and Developing Talent
Our people seek learning experiences every
day, whether in current or future roles, learningfrom peers and mentors, or through formal inperson and virtual learning experiences. Emerson
is creating a world-class talent experience thatleverages empowering management processes
and continuous learning opportunities thatinspire employees to be their best. Our learning
ecosystem is fueled by relationships between
employees seeking new learning experiences
and people managers shaping new experiences.
Emerson’s learning methodologies are carefully
blended to meet strategic needs and learners’
preferences. Modular micro-learning journeys,
which support performance and develop
skills, are integrated throughout the employee
lifecycle. These journeys are complemented
with immersive virtual or in-person learning
experiences designed to accelerate thedevelopment of strategic skills.

Cultivating Wellbeing Among Talent
Emerson uses a holistic approach to employee
training and development, the “70/20/10
Learning and Development Framework.” Under
this framework, work experiences account for
70% of an employee’s development. Throughthis intentional design, the majority of learning
happens in the flow of work via assignments,
action learning activities, structured
conversations and reflection moments.
Relationships, feedback, peer learning, mentoring
and leaders-led coaching conversations represent
20% of development. These key interactions
support knowledge transfer, sharing ofexperiences and self-awareness, contributing
to each other’s learning journeys and building
internal networks. Formal learning programs
account for the remaining 10% of development,
equipping employees with new knowledge andskills. Specifically, new programs and modular
workshops have been introduced to help leaders
foster inclusiveness among their teams andcreate a safe environment where learningtransfer is maximized.

Wellbeing at Emerson is an approach toperformance and productivity that includes
programs, policies and practices aligned withthe company’s “Support our People” goal. When
wellbeing is embedded in company culture,
employees feel safe, supported and engaged;
leaders are equipped to address employee
needs; teams work well together; and healthis discussed holistically and nonjudgmentally.
Emerson recognizes four pillars of health –physical, mental, financial and social – and offers
benefits, policies, programs and training tosupport each.

Emerson’s Wellbeing Mission:
Support the wellbeing of our people
so they can drive innovation thatmakes the world healthier, safer,smarter and more sustainable.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

118

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Cultivating Wellbeing Among TalentEngineers in Leadership
We aim to hire the best technical talent tohelp our company solve the world’s toughest
challenges. The Emerson Engineers in
Leadership Program offers recent engineering
degree recipients a unique opportunity to gain
experience in a range of functional roles andassignments, including engineering, productdevelopment, supply chain, operations and sales
and marketing. Participants in this program rotate
across multiple world areas, business units andfunctions to gain a broad understanding of ourcompany. In 2023, EIL participants were embedded
across Emerson businesses in Singapore; Austin,
Texas; Cluj, Romania; and Boulder, Colorado.

Alex Dobbins
EIL Class 9 – 2022

Jennifer OrtegaSalazar
EIL Class 9 – 2022

Bamidele Oluwadare
EIL Class 9 – 2022

Kate Jarvis
EIL Class 9 – 2022

“The most rewarding part of theEIL program, for me, has been theopportunity and challenge to take on
projects that are vastly different frommy past work experiences. Thoughdaunting at first, these pursuits
have allowed me to gain valuableorganizational knowledge, as well as
confidence in my abilities. I believethat these experiences will serve mewell in my future development at
Emerson.”“This program not only nudged meout of my comfort zone with varied
projects in different business units
but also granted me the invaluable
experience of working in a different
world area. The EIL program has
proved to be an amazing opportunity
to kickstart my professional journey,setting the stage for a promisingcareer within Emerson.““The Engineers in Leadership
Program opened my eyes to thepossibilities of where I can take mycareer. It gave me the opportunity
to work in a different world area
and with several business units,
which encouraged me to grow inboth my work and personal life. I’ve
gained an incredible network and avaluable experience that will prepareme for future leadership roles.”“The part of the program that was
the most impactful to me was theability to sample across several
job functions, business units andlocations. I was able to gain a great
perspective on Emerson’s diversity
as a business, and it has given me agreat foundation to build my careeron going forward.”

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

119

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Cultivating Wellbeing Among Talent
MBA Leadership Program
Emerson’s MBA Leadership Program is designed
to cultivate the skills of participants during an
intensive four-year rotational program, which
offers diverse experiences designed to develop
future leaders of the company. The programprovides opportunities for participants to establish
global networks, receive mentorship and career
support from executives and participate inenriched professional and personal development
activities. To fully immerse program participants in
Emerson’s businesses, each participant undertakes
two assignments in two different locations. During
this time, participants are expected to work directlywith Emerson senior executives in an effort todevelop their leadership skills while contributing to
the company’s success.

Catherine Perseghin
MBA Class of 2022

Logan McDivitt
MBA Class of 2023

“Since joining Emerson, I’ve experienced abundant opportunities for bothmy professional and personal development. My current role has pushed
me to find creative solutions to meaningful, everyday challenges. Oneof the most significant benefits I’ve gained from the MBA Leadership
Program is the incredible network of talented and hardworking
individuals worldwide, including my mentors, sponsors and peers. Alongwith expanding my network, the impactful work has led me to various
stretch assignments such as serving as the chair for our youth STEM
education event. This not only broadened my skillset but also allowed me
to contribute to Emerson’s purpose. I eagerly anticipate advancing mycareer and embracing the next challenge within the business.”“My participation in the Emerson MBA Leadership Program has been aunique and transformational experience. During my internship and now
as a full-time employee on Emerson’s Strategic Planning team, I have
had the privilege to work closely with senior organizational leaders on
projects critical to Emerson’s future. From supporting Emerson’s growth
platforms to performing comprehensive market analyses, I have theautonomy to drive impactful projects to influence key organizational
objectives. Additionally, the program has allowed me to build my networkand given me an appreciation for Emerson’s global footprint throughfrequent collaboration with colleagues outside of the United States.
Perhaps most significantly, I have been provided with a supportive andcollaborative community of peers, mentors and program alumni whohave taken an active interest in my career and leadership development.”

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

120

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Cultivating Wellbeing Among Talent
Board of Directors Engagement Teams

Co-Op and Internship Experience
For years, Emerson has invested in university
relations. Across the organization, our businesses
are empowering, and engaging with, future leaders
to bring top talent into our organization througha variety of university relations programs. For
example, the Process Systems & Solutions Co-Op& Internship Program allows students to receive
hands-on training while working on real-world,
innovative projects that directly contribute to thebusiness and the world around us. By working
alongside industry leaders, students prepare forgraduation and discover their passion for making
the world healthier, safer, smarter and moresustainable.

Tanvi Deshpande
Returning intern“My experience at Emerson as a software development
engineering intern was truly remarkable. Throughout theinternship, I acquired numerous skills under the guidanceof my mentors and manager. At first, I was nervous, but
my team’s welcoming atmosphere and constant support
quickly put me at ease. I felt comfortable asking questions
and seeking clarification whenever needed. Being given areal-world project was incredibly fulfilling, as it provided
me with hands-on experience and insight into teamdynamics. I’ve made wonderful memories and gained
skills I will carry with me into the future. The collaborativeenvironment fostered at Emerson allowed me to growboth personally and professionally, and I am eager tocontinue this journey as I return for another summer as asoftware development intern.”

Launched in fiscal 2022, this program provides opportunities
for ascending leaders to directly engage Emerson’s Boardof Directors on important global business challenges andstrategies. This process exposes the Board to a wider setof the company’s leaders while simultaneously providing
participants a high-quality development opportunity. As partof this program, leaders are paired with others from acrossthe organization, connecting with individuals from different
businesses, functions and geographies. Members of the Officeof the Chief Executive serve as executive sponsors, actively
coaching and guiding program participants. The interaction
between leaders and the Board of Directors facilitates
meaningful discussions about global challenges and theactions that can be taken to shape Emerson’s response. For
example, groups have discussed the importance of social
responsibility for businesses and proposed a framework for
Emerson to approach the topic and drive programs in thecommunities it serves.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

121

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Cultivating Wellbeing Among Talent
Rising Leaders Program
Emerson’s Rising Leaders Program is a highimpact learning experience designed toaccelerate the development of nominatedleaders and prepare them for larger and more
complex leadership challenges in the future.
To date, the program has served 600 leadersacross Emerson. Throughout a 12-monthjourney, participants meet both face-to-face andvirtually to explore leadership topics including
self-awareness, mindset, authenticity, inclusionand community leadership. Participants workin Action Learning Teams to examine realbusiness issues facing Emerson and are given
the opportunity to present their ideas to seniorleaders. One key success factor of the programis the involvement of executives; each Action
Learning Team is assigned a resident executive
who supports, coaches and champions theteam. This level of engagement helps to elevatelearning, growth and development.

Luciane Coutinho
Petrobras Account Director, Brazil“Participating in the Rising Leaders Program at
Emerson has been a truly transformative experience
for my career. Through the program, I am gaining
essential knowledge and skills that will empower
me to tackle bigger challenges with confidence andeffectiveness. The opportunity to connect with a global
network of talented professionals has broadened myperspective and propelled my professional growth. I
am extremely grateful for this opportunity and eager
to continue contributing to Emerson’s success as amore prepared and engaged leader.”Nadine Brown
Vice President of Global Marketing,Branson“The Rising Leaders Program was a fantastic
leadership development experience that I am very
grateful for. It helped me gain excellent insights thatenhanced my ability to lead myself and others more
effectively and authentically. I also built meaningful
relationships with a diverse group of peers andmentors that strengthened my network and expanded
my view of work, life and leadership. Overall, theprogram was an amazing growth opportunity thatreinforced my commitment to making a difference,reaching my full potential and helping others do thesame.”

Abhijeet Bhargaw
Finance Director, Middle East and Africa“At Emerson, we strongly believe in supporting
our people, which puts emphasis on employee
development. Participating in the Rising Leaders
Program was an enriching experience that
contributed greatly to my personal growth andprofessional development. One of the most fulfillingaspects was collaborating with fellow leaders andmentors from various departments within Emerson.
This program provided me with opportunities to tackle
real-world business challenges while also honing mycritical thinking skills to envision possibilities for our
future as a global organization. Challenging myself
and stepping out of my comfort zone during thisprocess enhanced my journey in becoming a rounded
and inclusive leader.”2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

122

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Cultivating Wellbeing Among Talent
Regional Leadership Development
As a global company, Emerson understands the importance ofregional and local leadership development programs. To complement
our programs and frameworks, Learning and Leadership
Development teams nurture locally meaningful programs that
address the needs of specific world areas.
Asia Collaborative Engagement Program is an experiential learning
forum that provides top talent in Asia Pacific an opportunity to workon cross-functional projects that create incremental value to ourbusiness, gain exposure to senior leaders and grow their professional
network.
Europe Business Academy is based on experiential learning,
continuous feedback and mentorship. Participants experience
intentional professional and personal development activities with inperson sessions focused on sales and marketing, operations, financeand leadership.
Middle East and Africa Phoenix Program is a program that enables
leaders to partner with executives in an effort to identify growth andexecution levers that contribute to the longer-term strategy andvision of the world area. Participants work together in project teams
to develop and present action plans that enable the achievement ofthese objectives.

Augusta Coman
Senior Manager, IT Service Provisioning

MS PrakashVice President, Africa“I had a great learning experience at the Emerson Business Academy!
The panel discussions, workshops and keynotes from Emerson leaders
were eye-opening, shedding light on how Emerson is organized to deliver
value to our customers. The opportunity to meet an enthusiastic groupof people in person, outside of my usual stakeholders, and enjoy the
networking events was highly appreciated. We had great support and asafe learning environment created by our coaches and business contacts
who volunteered their time and attention for our development.”“Participating in the Phoenix program has been a transformative
journey, aligning seamlessly with Emerson’s commitment to talentdevelopment. The emphasis on experiential learning and collaboratingclosely with leaders to identify growth and execution levers has proveninvaluable. Working within project teams, addressing real-world businesschallenges within Emerson during the program, has enabled me to makemeaningful contributions to our organizational growth and allowed
me to develop and present action plans aimed at achieving strategic
objectives, providing a hands-on perspective on the intricate connection
between strategy and execution. This program has not only enhanced
my leadership skills but also equipped me with practical insights,
empowering me to make tangible contributions to our organization’s
success. I am confident that the lessons learned will play a pivotal role indriving both my personal growth and our collective success at Emerson.”

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

123

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Limitless Growth

Unlocking High Potential:
Our Approach to Reviewing Performance

Integrating Wellbeing Into the Employee
Experience

Aligned with Emerson’s values and goal to ”Support Our People,”
our Performance and Development Planning Process helps
enable our employees to reach their greatest potential by driving
effective development and performance and career discussions
throughout the year.

This past year marked the first full year of Emerson’s wellbeing
initiatives. Recognizing that a focus on wellbeing benefits thecompany and its employees, Emerson’s program featured
a variety of offerings. A Wellbeing Champions Network waslaunched and now includes 135 employees who are activating
local programming at their sites. During May, Mental Health
Awareness Month, 600 employees globally participated in a
Mental Health Awareness Basics course, and Mental HealthFirst Aid training has produced dozens of first-aiders across theenterprise. On World Mental Health Day in October, more than
1,000 employees joined Emerson’s inaugural mental health miniconference, a three-day event during which internal and external
speakers led engaging discussions on resilience, mindfulness
and physical health.

As part of this process, employees are encouraged to leverage
Emerson’s digital platform for setting goals and driving
career and performance conversations. This process of goal
identification enables employees to better understand how theirindividual goals contribute to the company’s broader businessobjectives and, in turn, drives employee engagement.
To further support our workforce with this process, a digital
toolkit has been deployed with materials on setting actionable
goals and evaluating performance. Within this toolkit are
resources to train managers on how to measure performancein a way that is objective and without bias. Employees areencouraged to own their performance and development
planning process by identifying competencies for development,setting annual goals and being open to feedback. Our
expectation of our leaders is that they create opportunities
for their teams to continuously develop as well as provide
continuous, honest and actionable feedback. Managers arecoached and encouraged to adopt a two-way feedback model
to demonstrate their ability and willingness to seek and receive
feedback.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

124

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Integrating Wellbeing Into the Employee Experience
Labor Relations

Wages and Benefits

Global Hybrid Working Policy

Global Paid Parental Leave

We respect our employees’ right to freedom of
association in choosing labor organizations torepresent them. We collaborate with the unions,works councils and employee associations that
represent many of our employees to maintainpositive relationships. In the United States,
approximately 3.5% of our workforce was part of aunion in fiscal 2023. Worldwide, approximately 25%
of our employees are represented by an employee
representative organization, such as a union,
works council or employee association. Due to ourstrong relationships with these entities, there wereno strikes or work stoppages at any of our sites infiscal 2023.

At Emerson we strive to retain and grow an
exceptionally talented global workforce. Our
company value “Support Our People” is reflected inefforts to provide competitive wages and benefits
in the markets where we operate worldwide.
Our compensation practices comply withapplicable wage laws and international standards,
including those relating to minimum wages,
overtime compensation and legally mandated
benefits. Documentation of payment details isprovided through pay stubs or similar written
communication in a timely manner. In the UnitedStates, our full-time employees receive a standard
benefits package that includes healthcare, life
insurance, disability coverage, paid parental
leave, access to a retirement savings program
and telehealth coverage to simplify connecting to
medical resources. Benefits packages for full-time
employees in other countries vary in accordancewith legal mandates.

The dynamic of remote work and flexible time
has continued to evolve at Emerson. We have
implemented hybrid remote work policies aroundthe world to support employees’ pursuit of a healthy
work-life balance while creating an environmentaligned with Emerson’s core value of collaboration.
While designed to provide greater flexibility, thesepolicies also consider the need for in-person
collaboration to support innovation, professional
skills development and company culture. These
policies may differ by job duties, world area andlocal rules and regulations.

At Emerson we understand the importanceof work-life integration and strive to provide
comprehensive benefits that resonate with thediverse needs of our workforce. Having a healthy
work-life balance and ample family time iscritical to everyone’s wellbeing. Emerson recently
enhanced its offerings to assist employees intheir unique family formation journeys. Globally,
employees can utilize a Parental Bonding,Childbirth Recovery and Adoption Primary
Caregiver (PCA) benefit that provides four weeks
of paid leave to bond with a new family member,in addition to eight weeks for recovery fromchildbirth and eight weeks for adoption primary
caretakers. In the United States, Emerson also
provides fertility treatment, breast milk storage
and shipment services for nursing parents on
business travel as well as adoption and surrogacy
expense reimbursement.

Our annual meeting with the European Works
Council was collaborative and constructive.
Management presented on a variety of
topics, including several business overviews,
sustainability, diversity and inclusion, artificial
intelligence and data privacy. These presentations
led to invigorating conversations where positive
input and ideas were shared by all parties. The
Memorandum of Minutes from these discussions
were distributed to employees throughout
Europe.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

125

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Integrating Wellbeing Into the Employee Experience
Employee Assistance Program

Human Rights

Our global Employee Assistance Program offers a variety of resources tomake sure our employees are supported in challenging times. The Emerson
Cares initiative houses the Support Our People Fund, which is dedicatedto providing financial assistance for any Emerson employee in need due toreasons such as natural disaster, damage to primary residence, or deathof employee or family member. Under the Emerson Cares umbrella, thisfund joins our existing Employee Assistance Program, which we expanded
globally to provide all employees with mental health resources.

As members of the United Nations Global Compact,
Emerson respects and promotes human rights in all ofour business operations worldwide. This entails specificattention to challenging issues and activities as outlinedin the values and principles of the Compact, including:Discrimination and Harassment
Emerson values the contributions of all employees and does not tolerate any
discrimination or harassment. All employees are required to attend annual
ethics training that reinforces this. Emerson is an equal opportunity employer
that recruits, hires, trains and promotes people in all job classifications
without regard to sex, race, color, religion, national origin, age, marital
status, political affiliation, sexual orientation, gender identity, genetic
information, disability or protected veteran status. We do not condone any
form of discrimination or harassment. We provide training for supervisorsand managers to enhance employee relations and help ensure compliancewith all applicable laws.

• Humane Treatment
We do not allow or condone any form of harsh or
inhumane treatment, including sexual harassment, sexual
abuse, corporal punishment, mental or physical coercion
or verbal abuse, nor do we allow managers to threaten
treatment of this nature.
• Prohibition of Forced Labor
We strictly prohibit the use of any forced, bonded,indentured, involuntary prison labor or other compulsory
labor in our policies and operations. Similarly, we require
our suppliers to comply with this same policy. Our policies
comply with regulations, such as the UK Modern Slavery
Act of 2015. Emerson fully supports these and otherefforts to eradicate human trafficking worldwide.
• Prohibition of Child Labor
We do not allow the use of child labor in any of ourfacilities or businesses, and all of our employees must
be of an appropriate age, as defined by applicablelaws. In some cases, we support legitimate workplaceapprenticeship and internship programs that conformwith laws and regulations. We also prohibit our suppliers
from employing anyone under the local legal working age.

Emerson’s Global Human Rights Policy is designed toestablish global standards related to human rights andlabor for all employees, suppliers, third parties and otherbusiness partners, and to ensure compliance with those
expectations.
Covered in the principles that we expect Emerson
employees and its business partners to adhere toare: Equal Opportunity, Non-Discrimination and NonHarassment, Health and Safety, Forced Labor andHuman Trafficking, Child Labor, Employment Standards,
Working Conditions and Compensation, Freedom of
Association and Responsible Sourcing.
This policy is informed by, among other things, theInternational Bill of Human Rights, the OECD Guidelines
for Multinational Enterprises, the United Nations Guiding
Principles on Business and Human Rights, the Ten
Principles of the United Nations Global Compact andthe International Labour Organization’s Declaration on
Fundamental Principles and Rights at Work.
Operating our worldwide business following thesestandards is imperative to ensuring that Emerson
represents the highest ideals of ethics and integrity –for each other and the customers, industries andcommunities we serve.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

126

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Integrating Wellbeing Into the Employee Experience
Virtual Summit Explores Future of Learning at Emerson

New Program Helps Employees Define Career Strategies

With a focus on enhancing learning among its workforce, Emerson’s global Learningand Leadership Development Community participated in a virtual learning summit
this year aimed at exploring the future of learning technologies and skills. The
summit provided more than 100 participants the opportunity to learn about bestpractices, align on foundational learning principles, share experiences and insights
and hear from learning experts who presented across business units and world
areas. To celebrate the event, and as part of a company-wide sustainability emphasis,summit participants inaugurated the “Let’s Learn Forest,” planting 100 seeds.

In an effort to help its employees in their professional growth journeys, the Systems and Solutions
business launched the Aiming Ahead Career Development Program. This new program provides participants
with a structured, supportive framework that enables them to engage in a career development training
curriculum throughout a seven-month period. Participants range from individual contributors to managers
and in some instances, directors in new roles. Through this program they engage in experiential, collaborative
learning experiences that address real organizational challenges while also helping each participant todefine career strategies and plans. Direct and indirect leadership skills are cultivated, aligning with Korn
Ferry Leadership Architect competencies. The knowledge and training acquired during the program aresubsequently applied in preparation for a conclusive presentation to an executive panel.

“This summit was a celebration of learning, sharing and the incredible spirit of
our Learning Practitioners & Allies Community at Emerson,” noted Cristina Querze,
Director of Learning and Leadership Development. “The level of engagement was
inspiring and the conversations that took place during the event helped peersfrom around the world connect and galvanize plans for continued learning.”“For individuals not in leadership positions, this program helps them decide if they want to pursue aleadership path or explore alternative options, and for those already in leadership roles, it equips them tofulfill their responsibilities more effectively,” said Joe Rollins, Solutions Learning Development Manager.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

127

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Integrating Wellbeing Into the Employee Experience
Emerson in Mexico Awarded Social Responsibility Badge for Sixth
Straight YearFor the sixth consecutive year, Emerson has been honored with the titleof Socially Responsible Company in Mexico by the Mexican Center for
Philanthropy and the Alliance for Corporate Social Responsibility. The
award recognizes Emerson’s unwavering dedication to integrating social
value into its operations across all levels of the organization. As noted in
the award announcement, through voluntary and transparent initiatives,
Emerson prioritizes the wellbeing of its stakeholders, reflecting a profoundunderstanding of its role in society. This distinction is the outcome of arigorous evaluation process that evaluates social responsibility across multiple
dimensions, including environmental stewardship, social impact and corporate
governance. Emerson’s consistent demonstration of excellence in these areas
underscores its holistic approach to business management, which prioritizes
sustainability, both economically and environmentally.

Emerson India Honored as Best Employer
In recognition of its HR best practices, Emerson’s India office has been
named recipient of the Maharashtra State-Best Employer Brand Award for2023. The award honors top organizations in Maharashtra, India for theirachievements in various areas of importance such as talent management,
recruitment techniques, employee engagement, rewards and recognition,
diversity and inclusion and employee wellbeing. The award, which isendorsed by the World Federation of Human Resources Professionals
and CHRO Asia, was formally conferred upon Emerson at a ceremony in
Mumbai hosted by World HRD Congress. World HRD Congress aims toacknowledge leaders contributing to economic growth and promoteknowledge exchange and networking for a resilient future.

We were humbled to receive the prestigious Maharashtra State Award forcontinuous efforts in driving people priorities, enhancing our culture of inclusion
and belonging, and delivering value. It’s our constant endeavor to continuously listen
to employee feedback, drive transformation, embrace and deliver on our ethos of‘Support Our People,’ and create a differentiating employee experience at Emerson.
Anil Bhatia,
Vice President and Managing Director, India

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

128

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Global and Local Impact
From the customers we serve to the communities in which we live, we’re making a positive
impact on both a global and local scale.
As a leading provider of automation technology and software, Emerson is advancing the world’s most essential industries, but we recognize and embrace our
responsibility to drive meaningful change at all levels. Our workforce development programs are equipping current workers with the knowledge and skills toadapt to new technologies. Our investments in educational initiatives are helping develop the next generation of big thinkers. Our employee resource groups
are driving goodwill outreach in local communities across the world.

Workforce Development
Emerson has long supported efforts to train the next generation of innovatorsand strengthen the skilled trades workforce by updating and enhancing theskill sets of workers across industries to match the evolving market and latest
technological trends. Our initiatives to support workforce development include
training and educational programs using our technologies and the support ofhundreds of universities and technical colleges around the world that provide
academic training.
Emerson offers technical and professional training in a variety of formats
that suit our customers' unique needs and adhere to the highest quality
standards for delivering the best possible learning experience. Through ourtrainings, workers are empowered to integrate new technologies into theirwork environments and proficiently leverage these technologies to enhance
productivity and drive innovation.

Emerson Education Services
It is essential new and existing employees have access to quality educational
services and training that help ensure operations run safely, reliably andefficiently as possible. Emerson Education Services provides all aspects thatlead to a quality training experience for our customers.
To meet the varying consumption preferences of our customers worldwide,
Emerson Education Services offers a full range of training solutions fromvirtual to blended to in-person courses. Contractors, wholesalers, end-users
and original equipment manufacturers across industries can participate in
free, live and recorded training on Emerson’s products. Using Emerson’s
MyTraining portal, customers can access integrated education solutions in
one convenient place, searching for classes and registering and tracking theirtraining. In addition, the functionalities in MyTraining can complement a
company’s learning management system, resulting in a more robust way for
employers to oversee employee training.

12,430
customers participatedin our training program
during fiscal 2023.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

129

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCEREPORTING

Limitless Growth

ImpactWorkplace Safety

Workforce Development
University and Technical College Programs
Emerson partners with hundreds of universities and colleges
worldwide to provide the curriculum, products and training needed
for students to succeed in the industries of tomorrow. A few examples
include:Technical University of Cluj-Napoca and Babeș-Bolyai University
Emerson continues to cultivate a close relationship withrepresentatives and students from these institutions, collaboratingon activities that support the Cluj, Romania educational environment.
These include special projects for students, mentoring programs
and increased access to the latest industry technologies with theintent of preparing the professionals of tomorrow. Last year Emerson
inaugurated a new technical laboratory at the Chemical Faculty andmodernized the existing one at the Technical University with thelatest Emerson technologies and solutions for automation.
University of Wisconsin-Stout
Emerson’s safety and productivity business has partnered with the
University of Wisconsin-Stout for the past three years through asponsored Industrial Design Studio that allows students to gain realworld experience, from research to final design solutions. Emerson’sfunding has supported the university in making space improvements
as well as equipment upgrades to the design studio. In addition to
supporting students’ academic development, this partnership has
provided an avenue for students to join Emerson through internships
and full-time employment.

Corporate Philanthropy
Emerson’s corporate philanthropy is strengthening our communities
and creating a more equitable future for all through charitable
contributions, employee volunteerism and nonprofit partnerships.
Recognizing the importance of corporate citizenship, Emerson
cultivates, encourages and engages in a variety of philanthropic
efforts across the company.
This past year, $626,000 was donated on behalf of our employee
matching gifts program, which matches full-time, U.S.-based
employees’ donations to 501c3 nonprofits, up to $10,000 per year per
employee. Emerson also awarded 170 college scholarships to childrenof employees through National Merit and Emerson’s scholarshipprograms. In fiscal 2023, Emerson and the Emerson Charitable Trust
made contributions totaling $22 million to nonprofit organizations,educational institutions and for the company’s scholarship andteacher recognition programs.

Our Commitment to Education Equity
Recognizing that all students deserve access to a quality education
regardless of race, gender or resources, Emerson began concentrating
its focus on educational organizations in 2021, specifically thoseserving under-resourced students in early-education and grades K-12.
Building on its 50-plus-year, $324-million legacy of charitable giving,
Emerson that same year announced a 10-year, $200M commitment
to education equity, with a focus on early and elementary education.
Since that time, a growing percentage of Emerson’s budget has been
dedicated to this initiative. In 2023, 66% of the budget was directed toeducation organizations or programming, up from 42% in 2022 and
27% in 2021. We expect this percentage to grow in 2024 and beyond as
we progress towards our $200M goal.

$200 million
Emerson has pledged

over 10 years, focusing on
education equity in thecommunities in which we operate.

Support Our People FundEmerson launched the Support Our People Fund in 2021, named
after the company’s core value of “Support Our People,” to aid
employees facing financial hardship. The fund is financed throughannual support from the Emerson Charitable Trust and individual
employee donations. In 2023, 32 employees across eight countries
received a grant from the fund, for purposes of natural disaster,
death of a family member, or impact to their primary residence. The
fund also enables the activation of Immediate Response Programs
designed to assist employees in getting to safety quickly in qualified
disasters. During the unrest in Ukraine in 2022, the Emerson seniorleadership team led efforts to fund immediate needs for Ukrainebased employees. In the past year, employees were also able tosupport colleagues affected by the conflict in the Middle East throughthe fund.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

130

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Global and Local Impact

Emerson Employees Making an Impact
Emerson Supports Local Education in Mexico and thePhilippines

Asian & Pacific Islander Alliance Helps Create Inclusive
Libraries

As a global leader, Emerson recognizes its responsibility to support
its surrounding communities across the world. In the past year we
continued our charitable efforts in Mexico and the Philippines. In
Mexico City, Emerson sponsored a secondary school’s computerlaboratory, donating 40 computers and furniture for its students.
In recognition, the school named the new computer laboratory
the Emerson Lab. In addition, Emerson hosted a STEM Day forthe school’s students, where they had the opportunity to tour theEmerson site and learn about the importance of science, technology,
engineering and mathematics.

In an effort to help schools and libraries build and maintain robust
Asian-American youth literature collections, Emerson’s Asian & PacificIslander Alliance (APIA) employee resource group recently worked
with the Very Asian Foundation, St. Louis Chapter, on the May Book
Project. The May Book Project, which was inspired by St. Louis highschool students encouraging schools to feature more Asian American
literature, is a vetted, high-quality and free resource to help libraries
support readers. Through the project, APIA organized a book donation
drive and book read event. About 250 books were donated by APIA to
the libraries of St. Louis Public Schools. As part of awareness efforts,
APIA also held a book read event at Woerner Elementary School,
followed by a panel discussion with high school students at Ritenour
High School.

In the Philippines, a group of Emerson volunteers participated in the
Brigada Pagbasa Project, a reading advocacy program that helps
children enrich their reading skills. Complementing this effort, theyalso donated books to help foster improved reading proficiency andcomprehension among children. In another nearby school, Emerson
donated laptops and supplies such as bags, notebooks and books forschooling needs.

“We are raising national awareness of the need to create inclusive
libraries, give readers access to up-to-date Asian-American youth
literature and provide funding to donate books to at-need libraries,”
said Helena Wu, APIA global chair.
As a testament to the success of the event, APIA again held a May
Book Project in Minneapolis in 2024. Emerson also served as acorporate sponsor of the Very Asian Youth Concerts in St. Louis thispast April to help empower AAPI youth and raise further awarenessof the need to create inclusive libraries.

Emerson Volunteers Reach Out to Seniors in Singapore
A group of Emerson volunteers of different professions, cultures andbackgrounds recently came together for a heartwarming outreachmission in which they visited senior citizens at the TOUCH Senior
Activity Centre in Wellington Circle, Singapore. TOUCH Community
Services is a not-for-profit charity organization that empowers
seniors to lead fulfilling lives as they learn to stay physically active
and socially connected. The organization manages five Active Aging
Centers (AACs) located in Ang Mo Kio, Geylang Bahru, Wellington
and Yishun. It was a meaningful and rewarding day for the seniors
and Emerson volunteers as they played games intended to sharpen
thinking through categorization, mathematics and strategy. As partof the visit, Emerson volunteers presented the seniors with gift bags
that included National Trade Union Congress vouchers, pillows andpillowcases.
“It’s a great but humbling experience,” noted Rajeev Gopalakrishnan,
Senior Director of Digital Sales, and a volunteer at the TOUCH
center. “ It feels good when we become part of a caring society and,as always, extending a helping hand to the needy provides innate
rewards of self-realization. I’m proud to be part of Emerson andparticipate in corporate social responsibility activities.”

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

131

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Emerson Employees Making an Impact
Emerson Recognized for Helping Provide School Supplies toChildrenEmerson Teams With Junior Achievementfor Youth Fundraising Event

For helping A Precious Child provide more than 18,000 children withbackpacks filled with supplies to start the school year, Emerson has
been named 2023 Corporate Challenge Winner by the Coloradobased, non-profit organization. A Precious Child provides children
in need with opportunities and resources that empower them toachieve their full potential. As part of its mission, the group serves
children and their families challenged by poverty, abuse, neglect
or crisis situations. Through its “Fill A Backpack” program, it helps
children begin each school year with the tools they need to excel
academically. In 2016, A Precious Child began inviting corporations
and local community groups to meet the challenge of filling
backpacks for children in Colorado. In 2023 Emerson raised additional
funds for A Precious Child through employee-led efforts, such as yoga
classes held at the Boulder, Colorado office. As a result, thousandsof underserved children started their school year better prepared tosucceed.

In support of Junior Achievement’s mission to inspire and prepare
young people to succeed, Emerson this past year partnered with
Junior Achievement (JA) of Southeast Texas to sponsor its “JA Trivia
Bowl.” The JA Trivia Bowl is the organization’s largest peer-to-peer
fundraiser. Funds raised support JA’s work to provide lessons to young
people in financial literacy, career readiness and entrepreneurship.
Through its programs, JA engages K-12 students through experiential,hands-on and remote delivery of programs that prepare them forpost-secondary education or work transition.

Emerson Provides Books for Under-Resourced Early Learners
To promote literacy among under-resourced children in north St.
Louis County, Emerson partnered with Ready Readers in 2023 inan effort that provided more than 130,000 books to nearly 15,000
children living in the St. Louis area. Ready Readers trains volunteers
to connect with early-learning centers and schools in low-income
areas through its Storytime Program. This program addresses theintersecting needs of children, teachers and early childhood centersby providing comprehensive support through high-quality books andexperiences that reinforce emotional literacy concepts for children
and families and build home and classroom libraries. Ready Readers
also provides literacy-based curriculum for teachers, highlightingsocial-emotional development based on the books received throughits Storytime Program. Research shows that children living in poverty
often start school behind in literacy and social emotional skills. Morethan 80% of children from low-income families are not proficient
readers by the end of third grade, according to national readingassessment data.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

132

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Emerson Employees Making an Impact
Emerson and Little Bit Foundation Help Meet
Critical Needs of Students

Emerson and Greater Twin Cities United Way
Team Up for 80x3 Program

Emerson and Girl Scouts Collaborate
on STEM Opportunities

Through its partnership with Little Bit Foundation,
Emerson is actively working to support 14,000
students in the St. Louis area by helping tomeet their basic needs and provide access tohealth education and intervention, academic
assistance and career opportunities. Little Bit
Foundation is embedded in school communities,
serving students across every grade level. The
foundation’s work includes providing clothing,socks and underwear, shoes, hygiene products andschool supplies. It also offers health and wellness
programs in partnership with nursing students andbehavioral health therapists. Nutrition programs
provide emergency food kits with the assistanceof local agencies. Academic support includes
books for building students’ home libraries and
STEM programming as well as college and career
readiness programming.

Recognizing that healthy brain growth ishighly dependent on enriching and nurturingexperiences, especially within the first three
years of life, Emerson is working with Greater
Twin Cities United Way in support of a program
aimed at ensuring children have a thriving startin their first 1,000 days. The “80x3” program
was developed to break the cycle of poverty bydelivering trauma-sensitive early childhood careand parent engagement for children in need,prenatal to age 3. The program leverages researchand experts in the field of trauma-sensitive care,focusing efforts on neighborhoods in greatest
need and doubling down on parent engagement toscale efforts. This initiative spans several childcare
nonprofit partners throughout the Greater Twin
Cities community, ensuring families and children
are prepared to learn and thrive. 80x3 is designed
to break barriers in training and coaching, staff
recruitment and retention and family navigation
by investing in the most effective shared resources
at a community level. In its first year, 80x3 has
supported 440 families and 100 educators.

A strong advocate of initiatives impacting thedevelopmental and educational experience ofyouth, Emerson is continuing its longstanding
support of Girl Scouts by joining in its "Her
Future is Our Future" campaign. Throughthe campaign, which is the largest in the Girl
Scouts organization’s history, Emerson supports
developing important STEM competencies. As
part of the effort, Girl Scouts have the opportunity
to learn about various STEM fields, including
robotics, cybersecurity and automotive
design. Through the Community Troop
Program, these experiences reachunder-served areas in the region.
“STEM is all around us; it is important
to me that girls embrace STEM as partof their lives, even if they don’t end
up becoming a doctor or engineer
or another STEM-focused career,”
said Mary Fuller, Girl Scout Program
Manager. “The Girl Scout STEM badges
allow girls to explore new topics andideas that they will use in all aspectsof their lives, and we are so gratefulto Emerson for their continued
partnership.”

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

133

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Workplace Safety
We are committed to providing a safe place to work for every Emerson employee.
Safety is one of Emerson’s core values, and we are committed to continuous improvement when it comes to providing a safe place to work. An efficient, productive
organization is a safe organization that is able to protect team members and compete effectively.
Emerson strives to achieve best-in-class health and safety performance througha structured, consistent health and safety program built on several foundational
elements. These include utilizing industry best practices promoting safety andhealth in our communications; consistently following established rules andprocedures; using proper safety equipment; reporting; and correcting unsafe
acts and conditions.
The objectives of this framework are to:• Provide clear health and safety direction for the organization.
• Ensure the effectiveness and consistency of our EHS management practices.
• Reduce risk through proactive detection and mitigation.
• Reduce adverse impacts on our people, the environment and our communities.
• Drive continuous improvement.
Employee safety and health impact every aspect of our operations and thelives of our employees. To ensure continuous improvement, all Emerson
employees must take an active role in the prevention of injuries and accidents.
All employees are expected to make decisions in accordance with our Guiding
Principles for Environment, Health and Safety and the 12 Lifesaving Behaviors.
These critical safety behaviors were developed to help deepen our culturearound safety and make safety a way of life.

Safety Organizational Structure
Our approach to health and safety at Emerson starts at the top. Seniorleaders from various functions of the business form the Emerson Corporate
Safety Council. The Council is led by our Chief Operating Officer and includes
members from across the business representing Safety, Human Resources
and Operations. The Council provides governance, oversees safety efforts andcommunications and meets at least quarterly to help ensure strategic alignment
and track progress on safety education, prevention, trends and compliance.
Each major location has a dedicated safety leader and receives direction fromtheir world area or business unit Environment, Health and Safety (EHS) director.
Employees are represented in various site-level teams and committees toaddress health and safety concerns proactively. Safety training is conducted forall operational employees, including management. We continue to use safety
leadership training to enhance safety practices, fostering a culture of awarenessand responsibility. This proactive approach creates a safer work environment
for all employees.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

134

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful WorkSOCIAL

Diversity

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Workplace Safety

Risk Management

Measuring Performance

In fiscal 2023, more than 80% of Emerson’s workforce,spanning across all company locations worldwide, wasengaged in a robust health and safety dialogue throughformal joint management-worker health and safetycommittees. This metric reflects our commitment toinclusive safety management practices, particularly
emphasizing the representation of sites with 50 or more
employees. A core expectation is the establishment of aneffective communication process between employees andmanagement concerning workplace safety. This concept
is often achieved through the formation of safety teams
or committees, which are composed of both management
and employees. While the size and structure of these teams

SAFETY IS
A CHOICE,

NOT A

CHANCE

may vary to suit the unique needs of each facility, theEmerson utilizes EHS data management software to

representative participation across different departments

the company. Emerson sites use this tool to gather, track

underlying objective remains the same: to create a broad,and shifts while fostering a culture where safety is acollective responsibility.

Emerson mandates that each of its facilities, regardless ofoperational scale and facility type, adhere to compliancerequirements and also strive to exceed them, embedding

best practices into the fabric of safety management. In thisrespect, more than 84% of Emerson’s employees work at

manufacturing locations that have completed health andfacilitate recordkeeping related to EHS activities acrossand analyze relevant information in the evaluation andmitigation of operational risks. In addition to tracking

recordable injuries, the data is also used to document

and manage compliance obligations, proactive hazard

identification, behavior-based safety observations, audits,
inspections, EHS-related meetings, EHS impacts fromorganizational and facility or equipment changes andrisk assessments.

safety risk assessments.

EMERSON’S 12 LIFESAVING BEHAVIORS

Think Safety

ReportIncidents

Assess Risk

Take Action

Know
Limitations

Wear PPE
Personal
Protective
Equipment

Follow
Rules

Clean Up

Observe
Warnings

Use Proper Drive Safely
Tools

Escalate if
Needed2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

135

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Measuring Performance
We also measure many execution-based metrics that serve as key
indicators of EHS performance, including audit and inspection
results, proactive identification and reporting of hazards, andtimely closure of action items. In fiscal 2023, our employees
reported over 24,000 risks or safety improvement opportunities
that were proactively identified through the normal course ofwork. Our employees are trained and expected to find theseopportunities and are empowered to surface issues and takeaction. In cases of imminent risk, personnel use stop work
authority to mitigate immediate risk. In other cases, action items
are developed by local teams to implement appropriate causes
and improvements. Our teams also completed nearly 72,000 EHS
action items, which were documented and tracked internally.
These action items represent specific steps taken to improvesafety and prevent incidents.

“We continue to have strong safety values combined witha data-driven, proactive culture of injury prevention. Our
success in safety comes from the dedication exhibited byeach and every employee. We will not be satisfied until wereach our goal of zero recordable injuries.
Ram Krishnan
Chief Operating Officer

Emerson’s safety culture focuses on employee participation,
innovative practices and unwavering leadership dedication tosafety. Emerson consistently achieves industry-leading safety
results with our focus on continuous improvement. Days away,
restricted and transfer (DART) case rates are monitored tomeasure injury severity. Emerson employees understand theimportance of proactive actions to drive prevention, instilling
their trust in the organization to support and correct identified
opportunities for improvement. We believe zero recordable
injuries are achievable and continue to focus on real time data
analytics generating proactive solutions, adopting cutting edge
technological advancements and maintaining our strong safety
foundation built over the past 133 years.

Our dedicated natural
disaster alert system has over

64,000employees registered globally.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

136

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCEREPORTING

Limitless Growth

ImpactWorkplace Safety

Workplace Safety

Emerson Global
Health and Safety
Performance

NUMBER OF FIRST- AID CASESTOTAL RECORDABLE INJURY RATE

0.28

2023

0.24

2022

971

1,114
710

0.26

2021

Number of recordable injuries per 100 full-time workers
during a one-year period.
2021

36%

reduction in
first-aid cases

23%

reduction inrecordable injuries
compared to FY 2022

NUMBER OF RECORDABLE INJURIES

252

2021

243

2022

2023

DAYS AWAY, RESTRICTED, OR
TRANSFER (DART) CASE RATE

187

0.19

2023

2021

Injuries requiring days away from work, restricted duty
or medical treatment.

2022

0.16

2022

0.21

2023

Number of lost, restricted or transfer workday cases
per 100 full-time workers during a one-year period.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

137

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Workplace Safety

I Own Safety Training Program
Emerson’s foundational I Own Safety program is based on safety
ownership, which is a mindset that we try to instill within our
workforce. By demonstrating awareness and taking proactive
steps, employees play a lead role in ensuring that they and theircoworkers stay safe at all times. We implement various strategies
to develop and maintain the safety ownership mindset, including
training workshops, improvement projects and awarenessprograms.

I Own Safety Workshops
The I Own Safety course is a global, five-module training series
that explores the state of safety at Emerson and prepares
employees to take ownership of EHS performance. The objectivesof the sessions are to help ensure employees understandEmerson’s vision for safety and culture, and believe every
incident may be preventable. This includes being aware of safeand unsafe elements in their environment, assessing risk toidentify opportunities for EHS improvement and taking action
to control risks. Emerson sites around the globe utilize concepts
from the course to reinforce decision making and safe behaviors
across all parts of our business.

Safety Moments
Managers around the world are encouraged to include asafety or value moment slide in employee communications,departmental meetings, webcasts or other meetings withmore than 10 attendees. Over the years, teams worldwide
have developed and shared PowerPoint templates withover 130 safety moments. These slides are designed to help
connect Emerson’s 12 Lifesaving Behaviors to everyday
situations, scenarios and challenges to remind people tobe mindful and “Think Safety” before they decide or act.

Guiding Principles for EHS

WE TAKE OWNERSHIP

by being informed, empowered andaccountable to work safely every day.

WE ACT WITH URGENCY

to eliminate or effectively control risks topeople, the environment and our communities.

WE ACT PERSONALLY COMMITTED

to sustaining an environmentally responsible
and injury-free workplace.

WE BELIEVE EVERY INCIDENT IS PREVENTABLE

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

138

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Workplace Safety

Safety Improvement Projects
Across the globe, Emerson employees contribute safety andhealth improvement suggestions, and cross-functional teams
work together to generate action plans and implement risk
reduction activities. Emerson is intensifying safety efforts
by prioritizing engineering control solutions, leveraging
automation and the newest technology to enhance safety. This
reduces human exposure to risks, limits potential accidents
and optimizes processes for increased reliability and overallrisk reduction in the workplace. Examples of this include:• Automated Guided Vehicles (AGV): Emerson has employed
AGVs to enhance safety by automating material handlingtasks. This improves ergonomics and reduces risk.

• Hand Safety: Emerson is continuing to focus on hand safety
to reduce injuries through initiatives such as risk assessments,
tool elimination, automation and improving glove technology.
• Robot Welding: We are enhancing safety by implementing
robot welding, automating intricate welding tasks. This
technology reduces human exposure to hazards.
• Automated Powder Painting: Emerson has implemented
robotic powder painting at several locations to enhancesafety by automating the painting process.

• Automation: Emerson is leveraging automation to enhancesafety. Automation reduces human exposure to risks, limits
potential accidents and optimizes processes for increased
reliability and overall risk reduction in the workplace.
• Self-engaging truck chocks to help secure trucks before
entering to load or unload.
• Exoskeleton technology to aid in material handling andreduce ergonomic risks to employees.

Emerson’s annual World Safety Day was held in May 2023. It was celebrated across the globe, including at the company’s actuation manufacturing facilities in Houston, Texas and Mansfield,
Ohio; the discrete and industrial site in Almaty, Kazakhstan; and Emerson’s Singapore location. In addition to wearing green to show support for safety in the workplace, sites hosted targeted risk
reduction projects, hands-on training activities, safety-related games and community outreach events.
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

139

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

CultureVALUE CREATION
Innovation

ENVIRONMENT

Purposeful Work

Diversity

SOCIAL

GOVERNANCE
Limitless Growth

REPORTING
ImpactWorkplace Safety

Workplace Safety2023 Emerson Safety Award for Safety Excellence

Site Safety Recognition

The Emerson Safety Award for Safety Excellence recognizes those locations that show
a commitment to the safety and wellbeing of their employees while upholding aworld-class safety culture.

In fiscal 2023, we continued our long-standing tradition of presenting
awards to Emerson sites that demonstrate outstanding performance in theareas of Safety Leadership, Safety Culture, Safety Programs, Best Practices,
Audit/Inspection Routines and Results. Top-performing sites present to the
Corporate Safety Council for consideration.
Highlights from the 2023 presentations include:• Strong organizational safety leadership – Senior leadership was directly
involved in hands-on risk reduction activities and consistent visibility andcommunication routines.

In 2023, Emerson's Flow Controls facility in Szekesfehervar, Hungary, received
the Emerson Safety Award. This site stands as a model of our safety culture,
which prioritizes employee participation, innovative practices and unwavering
leadership dedication to safety. Through active employee engagement in the Safety
Committee, collaborative cross-functional teams and initiatives that drive continuous
improvement, the site upholds safety excellence. Leadership at the Szekesfehervarsite incorporates technologies to help ensure the safety standards in daily operations.
The collective commitment at this site underscores the belief that everyone’s
involvement is essential to the effectiveness of our safety program.

• Strategic Risk Management – Effective risk management enhances safety
by systematically identifying, assessing and mitigating potential hazards,
fostering a proactive approach to prevent accidents and helps ensure asecure environment.
• Continuing Technology – Technology and engineering controls improvesafety by providing real-time monitoring, early warning systems andinnovative solutions, enhancing overall risk management and accident
prevention across various domains.
• Robust safety program deployment – Employees earned high audit andassessment scores and conducted consistent training routines.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

140

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL
Supply Chain

GOVERNANCEREPORTING

Cybersecurity

Governanceand Accountability
IN THIS SECTION:

The primary responsibility is to foster the Company’s

long-term success. This section provides insights into

how we apply our governance, ethics and complianceprograms in furtherance of this objective.

R Overview

R Corporate GovernanceR Integrity and Ethics
R Supply Chain
R Cybersecurity and Privacy

2023 EMERSON ESG REPORT•141

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL
Supply Chain

GOVERNANCEREPORTING

Cybersecurity

Governance and Accountability Highlights
CORPORATEGOVERNANCE

INTEGRITY ANDETHICSSUPPLY CHAINCYBERSECURITY

The Board of Directors adopted

Ethics and reporting website

Working towards Emerson’s

Key elements of our primary dataenhanced its oversight

independent third party

Director term limits andof cybersecurity, human capitalmanagement and environmental
sustainability.

The Board added seven new

Directors in the last five
years, underscoring the Emerson
Board’s commitment to ongoingrefreshment.*

50
2

3

% or persons of color.*of Directors are womenand hotline operated byto allow for employee anonymity.
This year Emerson employees
completed more than

150,000

regulatory compliancetraining courses.

All employees are required tocomplete our company’s

annual ethics training.

Net Zeroemissions

across our value chain by
2045 from 2021 baseline.

Trained over

3,700 employeeson the Supplier Code of Conduct

centers, cloud environments

and our enterprise IT organization
are certified underISO 27001.

Emerson’s Ovation™ technology
was awarded SAFETY Act

Certification coverage inFebruary 2023.

and sustainability topics.

Achieved CDP Supplier
Engagement Leader
status for a second year.

of required Board

Committees are chairedby women.

*Depicts data/information effective August 2024

Lake Superior at Hollow Rock, Grand Portage, MN
Photo by: Daniel E. Vande Vusse | Emerson Employee

2023 EMERSON ESG REPORT•142

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL
Supply Chain

GOVERNANCEREPORTING

Cybersecurity

Corporate Governance
Emerson is dedicated to high standards of corporate governance.
At Emerson, we take the necessary steps to help ensure our company acts responsibly and in accordance with our stated Purpose. Addressing sustainability
and governance issues develops the trust and confidence of our employees, customers, suppliers, communities and shareholders. We operate all over theworld and have built a comprehensive approach to all aspects of our governance activities. From our Board of Directors and executive leadership team toour employees and suppliers, we expect those who represent Emerson to uphold a high level of integrity.

Board of Directors

Board of Directors Policies

Members of Emerson’s Board of Directors areelected by shareholders to provide oversightand strategic guidance to senior management.
A responsibility of our Board is to foster
Emerson’s long-term success. In fulfilling thisrole, each Director must exercise good faithbusiness judgment. Our Board also has
responsibility for establishing broad corporate
policies, setting strategic direction andoverseeing management. Management has
responsibility for our day-to-day operations,
implementing these policies and strategic
direction, subject to Board oversight.

Emerson’s principles and practices are driven
by its Board of Directors, which ensures thesefoundational elements are shaped by highly
independent, diverse viewpoints and deep
management expertise. Our Board’s operations
are guided by the following:

In May 2021, Emerson appointed James Turleyas independent Board Chair. Effective August 1,
2024 Emerson’s Directors include 11 independent
members and one inside member, Emerson’s
President and Chief Executive Officer Lal
Karsanbhai.

Independence

Board Independence

The majority of Board members must remain
independent and this independence is confirmed
at least annually. In our annual Proxy Statement,
Emerson publishes how shareholders cancommunicate with any Director, including theindependent Board Chair. Our Director IndependenceStandards are contained in Annex II to our Corporate
Governance Principles and Practices.

EmployeeDirectors

92%

Independent
Directors
Effective August 2024

2023 EMERSON ESG REPORT•

143

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Board of Directors Policies
Composition

Committees

Audit Committee Financial Experts

Board members must bring senior management
experience in business, government or otherrelevant organizations. We seek a diversity ofviewpoints and backgrounds on our Board thathelps us to understand and anticipate changes inour business environment. Effective August 2024,
50% of Directors are diverse and two of the threerequired Board Committees are chaired by women.

To provide specialized oversight in many areas,
Emerson’s Board of Directors has five committees:
Audit, Compensation, Corporate Governanceand Nominating, Executive and Technology
and Environmental Sustainability. Required
Board Committees are independent pursuant torequirements of the New York Stock Exchange
and Emerson’s governance documents. Moreinformation about our Board Committees isavailable in the Corporate Governance section ofEmerson.com.

The Board determines annually whether theCompany has financial experts serving on the Audit
Committee. The Board determined that there are
currently three members of the Audit Committee
qualified as Audit Committee Financial Experts
under Securities and Exchange Commission rules.

Board Diversity*
Board Diversity
Racially/EthnicallyDiverse
Women

50%
33%
25%

Average Director Age*

61

years

MORE INFORMATIONE

Please refer toEmerson’s 2023 Proxy Statement.

Required committees
chaired by women2

out of 3* Depicts data/information effective August 2024.
2023 EMERSON ESG REPORT•

144

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL
Supply Chain

GOVERNANCEREPORTING

Cybersecurity

Corporate Governance

Board Oversight of Company Strategy and Risk Management
Board Oversight of Company Strategy
One of the Board’s responsibilities is overseeing management’s
development and execution of the Company’s strategy. The
Board receives updates from management and engages
with management to understand and monitor businessobjectives, competitive landscape, economic trends andother developments. The Board looks to the expertise of its
committees and third-party experts as needed, to inform its
oversight responsibilities. The Board was actively engaged
in the Company’s recent merger and acquisition activities,
including the Company’s sale of a majority interest in its
Climate Technologies business (now named Copeland), the saleof its InSinkErator business and the acquisition of National
Instruments (NI).

Llyn Padarn in Snowdonia, North Wales, UK
Photo by: Tim Armstrong | Emerson Employee

The Board also has responsibility for oversight of theCompany’s risk management process. The Board administers its
risk oversight both through active review and discussion by thefull Board and by delegating certain oversight responsibilities to
one of its committees for further consideration and evaluationof specific risks. Each committee reports to the full Board withrespect to the committee’s risk oversight activities on a regularbasis. The Board and/or its appropriate committee receives
updates from management to enhance its understanding andoversight of the Company’s risk management processes. This
process is designed to provide to the Board timely visibility
into the identification, assessment and management of criticalrisks. The areas of critical risk include strategic, macroeconomic

and operational risks. In 2023, the Board restructured its
committees by dissolving its Finance Committee, creating a new
Technology and Environmental Sustainability Committee andredistributing the responsibilities of the Finance Committee
among the remaining Committees and to the full Board. The
Board created the Technology and Environmental Sustainability
Committee to further enhance its oversight of issues suchas product cybersecurity, technology, innovation and theCompany’s environmental sustainability policies and programs.
With respect to the Board’s committees, the Compensation
Committee provides oversight for risks associated with its
purpose, including, among others, risks related to humancapital. The Governance and Nominating Committee provides
oversight for risks associated with its purpose, including, among
others, risks related to the Company’s reputation, matters ofshareholder interest, social issues, laws and regulations. The
Audit Committee provides oversight for risks associated with
its purpose, including, among others, risks related to financial
reporting, compliance with laws and regulations, reputational
issues and enterprise cybersecurity. The Audit Committee also
assists the Board by annually reviewing and discussing withmanagement this process and its functionality. The Technology
and Environmental Sustainability Committee provides oversightfor risks associated with its purpose, including, among others,risks related to the Company’s technology portfolio and theimpact of decarbonization.

2023 EMERSON ESG REPORT•

145

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Board Oversight of Company Strategy and Risk Management
Board Oversight of Cybersecurity Risk

Board Oversight of Sustainability

The Board directly, or through its appropriate
committee, provides oversight of management’s efforts
to mitigate cybersecurity risk and response to cyberincidents. The Board and/or its appropriate committees
receive regular updates on cybersecurity frommanagement and engage in discussions throughout
the year, including with subject-matter experts asappropriate, on the function of the Company’s overallcybersecurity program, cybersecurity risks, strategies foraddressing these risks and the implementation thereof.
The Audit Committee has oversight responsibility for
the Company’s enterprise cybersecurity risks and theTechnology and Environmental Sustainability Committee
has oversight responsibility for the Company’s productsecurity risks. The Board also receives reports on
significant cyber events including response efforts, legal
obligations and outreach and notification to regulators
and/or customers when needed, as well as provide
guidance to management as appropriate.

Emerson recently amended the charters of its
Board committees to emphasize their role inoverseeing important public policy and issues ofsocial responsibility, including product safety andenvironmental and sustainability policies and reporting.
The formation of the Technology and Environmental
Sustainability Committee also further enhances
the Board’s oversight of issues such as productcybersecurity, technology, innovation, the Company’senvironmental sustainability policies and programs.
The Board also amended the charters of its Audit,
Compensation and Governance and Nominating
Committees to further enhance its oversight ofgovernance and sustainability related risks. The
Board directly, or through its appropriate committee,
communicates frequently with management tomaintain timely visibility. The interaction between
the Board, management and focused resources
within the Company in providing oversight of risks
associated with governance and sustainability isshown on page 31-33.

Sustainability External Reporting
Governance
Emerson has recently established a more formalized
sustainability reporting governance framework. This
is in anticipation of meeting the diverse range ofsustainability disclosure regulations being introduced
globally. The governance oversight committee includes
cross-functional departments such as external financial
reporting, internal audit, sustainability, legal, IT and
HR underscoring the comprehensive approach weare taking to ensure compliance and leadership insustainability governance. Key updates are provided
to the Audit Committee and the Technology andEnvironmental Sustainability Committee of theboard of directors.

Lastly, the Board receives regular updates frommanagement on the Company’s environmental,
health and safety (EHS) program, processes andperformance. For more information about
Emerson’s EHS programs, see [Safety Section].

2023 EMERSON ESG REPORT•

146

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Board Oversight of Company Strategy and Risk Management
Board and Committees Structure

Board ofDirectors

Provides leadership and general oversight of governance and sustainability while taking into account theCompany’s shareholders, employees, vendors, customers and communities in which the Company operates

Audit

Compensation

Oversees the integrity of
governance and sustainability
data in the Company’s financial
statements, the audit of suchdata, and risk management

Provides oversight of thecompensation program’s
incentives for governance andsustainability performance;
including, the achievement of
human capital management
objectives

Enterprise Risk Management

Disclosure

Governanceand Nominating
Establishes governanceprinciples and polices forgovernance and sustainability,
oversees shareholder inquiries,
qualitative governance andsustainability disclosures

10-K, Proxy Statement, CDP,
sustainability disclosure

Technology
and Environmental
Sustainability
Provides oversight of theCompany’s environmental
sustainability efforts and theevolution of its productportfolio

Accountability

Oversight

Committees

Policies andperformance targets

Executive Management

Empowered by the authority of the Board to put agreed upon strategy into effect and address
governance and sustainability issues within the Company on a day-to-day basis

Focused Resources

Environmental Sustainability Steering Committee, Employee Resource Groups

2023 EMERSON ESG REPORT•147

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Corporate Governance

Recent Corporate Governance Actions
The Corporate Governance and Nominating Committee
periodically reviews Emerson’s governance principles andpractices based on feedback from shareholders, industry
trends, risks and opportunities. When the Committee
determines a change is necessary, it recommends thechange to the full Board to approve any required policy
amendments. Emerson has recently taken the following
corporate governance actions:Board and Committee Refreshment
Emerson is committed to reviewing our Board’s
composition to ensure that we continue to have the rightmix of skills, diversity, background and tenure. Over the
past five years, Emerson has added seven new Directors
to the Board – four of which are diverse. Effective August
2024, 50% of Directors are women or persons of color andthe average Director tenure is 5.2 years.
The Board also reviewed the tenure of the members of theBoard on their respective committees and determined arefreshment was appropriate. In 2023, the composition ofeach of the Board’s committees was updated, with seven of
the eleven then serving Directors joining new committees
as a result. The Board retained tenured members ineach committee to maintain continuity while adding
fresh perspectives with the addition of new committee
members.

Overboarding
The Company’s Governance and Nominating Committee
regularly reviews the ability of our directors to fulfill their
responsibilities given the time commitment associated witheach directorship. In 2022, we amended Emerson’s Corporate
Governance Principles and Practices to limit all non-employee
Directors to serving on three other boards of publicly traded
companies. Emerson’s named executive officers are limited
to serving on one other public board. Additionally, at least
annually, the Governance and Nominating Committee
reviews the outside commitments of the members of theBoard, including their service on other public company
boards and any leadership roles on those boards.

Board Term Limits
Our Board believes that a balanced approach to Director
tenure, which includes a mix of longer-tenured directors
and newer directors, allows our Board to benefit from theexperience of longer-serving Directors as well as the fresh
perspectives of newer Directors. In November 2023, theBoard enhanced the Company’s Corporate GovernancePrinciples and Practices by adopting term limits for all nonmanagement Directors. Non-management Directors may
not stand for re-election (i) after the date of such Director’s
fifteenth anniversary on the Board, or (ii) when such
Director’s fifteenth anniversary on the Board would occur
in the first year of the term for which the Director would
be re-elected, unless the Board determines that continued
service by a Director would be in the best interests of theCompany and waives the requirement to allow the
Director to continue serving.

Board Refreshment*

12

Board Skills

Directors

GLOBAL
BUSINESS

7

new Directors
over the last 5 years

TECHNOLOGY, INNOVATIONOR CYBERSECURITY

4of whichare diverse

LARGE COMPANYCEO OR COO
FINANCIAL LEADERSHIPOR EXPERTISE

Board Tenure*

CORPORATEGOVERNANCE

5.2
years

< 3 years
3 - 8 years> 8 years< 3 years

OPERATIONAL
LEADERSHIP
INDUSTRY, END-MARKETSAND GROWTH AREAS
BUSINESSDEVELOPMENT

3 - 8 years> 8 years*Depicts data/information effective August 2024.

2023 EMERSON ESG REPORT•148

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Integrity and Ethics
At Emerson, we expect all employees and leaders to uphold high standardsof honesty and ethical behavior in the company and when working with ourcustomers, suppliers and communities.

E

The CEO and Senior Financial
Officers Code of Ethics can befound at emerson.com/ethics.

To support our ethics and legal compliance processes, we have established clearly defined policies and practices for employees through our Ethics andCompliance Program. The Corporate Governance and Nominating Committee of the Board of Directors oversees the program, using a comprehensive approachthrough monitoring, investigation and evaluation, with three core functional areas working together: Human Resources, Audit and Compliance and Law.
We communicate our Ethics and Compliance Program to employees through trainings, documentation and reporting channels through which employees
are encouraged to escalate questions or concerns. The program is reviewed annually to help ensure consistency with the current business environment andindustries in which we operate. We welcome new employees to the program during their onboarding and refresh current employees and leaders on the
program through annual training.

Employee Code of Conduct
Our Employee Code of Conduct handbook, “The Right
Way,” serves as the foundation for how Emerson
employees conduct business worldwide. Our Codeof Conduct explains corporate policies and identifies
support options for employees to ensure they
always understand appropriate courses of action, or
where to go with any questions or concerns. It helps
Emerson ensure all employees understand what’s
expected of them and have the tools to put integrityat the forefront of everything we do. This applies toeveryone at all levels of our company, all the way up
to our most senior leaders.

Available to all employees and the public atemerson.com/ethics, the latest version has beentranslated into 23 languages. Supplemental ethics
guidelines are also provided to executive officers
and members of the Board of Directors to address
the special responsibilities of Emerson’s leadership.
To facilitate adherence to the guidelines in “TheRight Way,” the handbook is complemented by
global and local policies that provide specificanswers to questions about the different principles,
legal obligations and local practices it covers.

CEO and Senior Financial Officer
Code of Ethics
Emerson places a high priority on maintaining

honest and ethical behavior across all levels of thecompany, from employees to senior leaders. The
CEO and Senior Financial Officers Code of Ethics

outlines expectations for these leaders, including
promoting integrity and providing accurate

financial reporting in a timely manner. At Emerson,
integrity is not only a foundational corporate

value, it is also an ongoing imperative and a daily
mindset that drives us forward.

2023 EMERSON ESG REPORT•149

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENTSOCIAL

Overview

Corporate GovernanceIntegrity and Ethics

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Integrity and Ethics

Annual Ethics Trainings

Ethics Hotline and Reporting Process

To help ensure comprehension and compliancewith Emerson’s Employee Code of Conduct, allemployees are required to complete our company’s
annual ethics training. The training is offeredin person and online through a new internallydeveloped e-learning module with several
interactive components. The new e-learning training
will allow more systematic tracking for our remote
workforce. Ethics officers for each business unit
will continue to certify each year that all employees
have received training in compliance with the code.

Integrity is one of Emerson’s core values that are
fundamental to our company’s culture and everyday
actions. We succeed as a company when we have
uncompromising honest and ethical behavior.

MORE INFORMATIONE

Please refer toEmerson’s Code of Conduct handbook.

Our ethics reporting program provides employeeswith an efficient and trusted mechanism bywhich they can anonymously and confidentiallyreport suspected or actual misconduct, ask
questions, or express concerns while protecting
their employment status. The program includes
policies and controls to safeguard against
retaliation of whistleblowers, as well as several
avenues to escalate concerns, including our
ethics reporting website, ethics hotline, or directlyto Emerson compliance leadership. The ethics
reporting website and hotline are operated by anindependent third party and allow for employee

anonymity and access to reporting in over 30
different languages and local phone numbers inover 35 countries.
We encourage reporting concerns through ourannual ethics training and our readily accessible
website and hotline numbers, which are posted in
all office locations and on our website. Emerson’s
Chief Compliance Officer also sends a message
to employees each year to remind them of thevarious reporting channels and the importance ofreporting concerns.
Reports of ethics issues are managed andinvestigated by a limited number of experienced
and specialized Emerson management personnel.
In addition, an established investigation protocol
determines when an external advisory firmshould be engaged due to the nature or extent
of the allegations. All cases are to be investigatedTypes of Ethics Concerns Reported

and closed within 90 days and average a caseclosure time of 42 days. Significant ethics
allegations meeting Emerson’s set criteria must
be immediately reported to the Chief Compliance
Officer and the Chair of the Audit Committee of theBoard of Directors.
The case resolution and remedial actions of thesecases are reviewed and approved monthly by the
Ethics Committee, comprised of senior leadershipfrom compliance, legal, human resources, finance,sustainability and operations. The Ethics Committee
review helps ensure consistent and appropriate
remedial action. Actions include termination,
written and verbal warning, training and awarenessand policy and control changes. Examples of theseactions are shared with Emerson employees in theannual ethics training program. The case resolution
and remedial actions are also reviewed quarterly by
the Audit Committee of the Board of Directors.

Reports per
100 Employees

2023

411

83%

4%

7% 3% 3%0.48

HR and Workplace Respect

2022

457

82

7

5 2 4

%

0.53

Business Integrity

2021

442

75%

3% 2%

0.51

Total

%

Percentage

12%

%

%

8%

%

Environment, Health, Safety

Misuse or Misappropriation of Corporate Assets
Accounting, Auditing, Financial Reporting

100%

2023 EMERSON ESG REPORT•150

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Ethics Hotline and Reporting Process
We also monitor key reporting data such as the volume of reports
made by the number of employees, region and type of allegation, as
well as the substantiation rate. This data, regardless of whether thereport is substantiated, provides important insights into our culture,
concerns of employees, policies and training. We report these trends,
along with any related modifications to our program, training andpolices, to the Audit Committee of the Board of Directors on anannual basis.
In 2023, 73% of our business integrity claims and financial claims camefrom named sources, indicating trust in our program. 83% of total
claims were related to human resource matters such as workplace
civility. This is due to a greater global focus on social issues, focusedtraining on workplace respect and encouraging employees to feel
comfortable reporting their concerns. While these claims had a low
substantiation rate of 23%, they allow us to address concerns quickly.
The ethics reporting program, reviewed annually by internal andexternal auditors, is an important tool to address potentiallyproblematic issues timely fashion and ensure we are operating withthe utmost integrity.

73%

of our business integrity claims andfinancial claims came from named sources.

Emerson Ethics Reporting Concern
Methods

22
Other
33

%

HotlineEmerson Ethics Reporting Process
CHIEF
ETHICSOFFICER

%

45
Web

%

MONITOR
Implements
ethics policies
and certifies
annualEthics training
completion
Maintains Ethics
Allegation Log

CHIEF
COMPLIANCE
OFFICERINVESTIGATE
Assesses
compliance withethics policies
and programs
Together with
Law and Human
Resources
Departments,
responsible forinvestigations

Reports toReports to

ETHICSCOMMITTEECHAIR

EVALUATE
Members include
Audit, Legal,
HR, Finance,
Sustainability andBusiness Leaders
The committee ischaired by theCompany’s
General Counsel
Establishes
ethics policies
Reviews
investigation
results andrecommends
corrective action

Ethics Committee and Audit Committee

Ethics Committee

2023 EMERSON ESG REPORT•151

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Integrity and Ethics

Anti-Corruption Controls
Emerson’s anti-corruption program is founded on
a comprehensive policy that guides the procedures
and the required internal controls with respect toanti-bribery, prohibition of facilitation payments,
cooperation with internal investigations, gifts,
accurate books and records, anti-money launderingand third-party intermediary due diligence andmanagement, among other related topics. The
policy is translated into eight languages and isavailable electronically to every employee globally.
Emerson has implemented detailed processes
intended to prevent corruption across its global
operations. Each business unit is required to certify
an Internal Control Questionnaire quarterly, which
includes anti-corruption controls. Emerson’s internal
audit team conducts annual on-site anti-corruption
audits for specific identified risks, as well as
quarterly audits of data analytics procedures.

We also administrate a comprehensive, multi-tiered
anti-corruption compliance training program. Ourannual anti-corruption training program includes
four elements. First, employees globally receive
annual ethics training that includes an anticorruption component. Second, Emerson conducts
an online training course for salaried employees
and new hires on a three-year cycle. This course
is translated into 14 languages, with content
refreshed to address new and emerging risks anddelivered at the beginning of each 3-year cycle.
Third, salaried employees are required to takefunctional department training focused on relevant
regulatory compliance topics on a 3-year cycle.
Finally, several live anti-corruption training courses
are provided annually, including detailed training
for personnel involved in third-party intermediarydue diligence focusing on the due diligenceprocess, anti-corruption compliance risk andbribery red flags.

Our policies and trainings are supplemented
by a risk based third-party intermediary due
diligence program. Prospective third parties thatengage in business with Emerson are required
to complete a due diligence process before
an order can be processed. Additionally, third
parties are screened against real-time data
and regulatory requirements, including various
sanctions, anti-corruption and money launderinglists. They are subject to internal and external due
diligence processes, focusing on locations andintermediaries that operate in high-risk countries
and industries.
We continue to refine our program whenappropriate. This year, we implemented a fully
automated third-party due diligence system that
includes enhanced reporting and auditing abilities.
We also engage outside experts to perform periodic
reviews of our program and have processes toaddress any identified areas for improvement.

2023 EMERSON ESG REPORT•152

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL
Supply Chain

GOVERNANCEREPORTING

Cybersecurity

Integrity and Ethics

Regulatory Compliance Training
Emerson manages an annual Regulatory
Compliance training program globally. The
program covers a variety of compliance topics
such as Sanctions and International Trade,Anti-Corruption and Third Party Intermediary
Due Diligence, Antitrust, Product Environmental
Compliance, Environmental, Conflict Minerals, Data
Privacy, Product Security and Cybersecurity.
Emerson employees annually complete more than
150,000 compliance training courses through thisprogram.

Conflict of Interest Evaluation andReporting
Conflicts of interest are taken seriously at
Emerson. Salaried employees complete an annual
questionnaire to identify potential conflicts ofinterest between Emerson and any member of its
Board of Directors, officers or employees. All newly
reported conflict of interest cases are investigatedand acted on within 30 days. This questionnaire
is provided in 22 languages and approximately
35,000 Directors, officers and employees
responded in fiscal 2023.

Compliance Risk Oversight
Quarterly, members of Emerson’s Compliance
Committee meet to discuss new or existing
compliance risks based on emerging trends.
Emerson regularly engages a third party to review
its ethics and compliance program and assess
its alignment with U.S. Department of Justice(DOJ) guidelines, the Committee of Sponsoring
Organizations of the Treadway Commission (COSO)
framework and other leading practices. The mostrecent review confirmed that the program isaligned with these practices.

Areas of Compliance Risk
Oversight at Emerson• Antitrust/Competition Law• Anti-Corruption• Anti-Money Laundering• Conflict Minerals• Conflicts of Interest• Cybersecurity• Data Privacy• Diversity, Equity and Inclusion• Environmental• Ethics Allegations

150,000

annual compliance training courses completed.

• Health and Safety• People Treatment• Product-Related Environmental Law• Product Safety• Records Management• Trade Compliance2023 EMERSON ESG REPORT•

153

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Supply Chain
Secure, resilient and sustainable supply chains are central to the global energy
transition. Collaborating with our supply chain partners is therefore essential todrive progress in Emerson’s responsible sourcing efforts.
As a large global business with highly specialized products sized and tailored to customer-specific applications, Emerson manages
a complex supply chain. In 2023, Emerson sourced commodities, not limited to plastics, electronics, steel, machined parts andnon-ferrous materials, from over 15,000 direct material suppliers. To manage this complexity, we maintain resilient supply chain
operations through multi-sourcing, regionalization, digital solutions, an agile logistics network and collaboration with our supply
chain partners.
We remain focused on doing our part asa global business leader to drive tangible,
sustainable business practices. Therefore,
we expect our suppliers to uphold thehighest level of integrity toward people,
stewardship of natural resources andethical practices. Our Responsible
Sourcing Program is the framework
which brings Emerson’s causes into a
supply chain context. Emerson uses its
Responsible Sourcing Policy and Supplier
Code of Conduct to guide sourcing
procedures and engagements with
supply chain partners.

The Supplier Code of Conduct
communicates supplier expectations
in alignment with the Responsible
Sourcing Framework. A supplier selfassessment survey that targets suppliers
who cover a majority of Emerson’s
direct material spend is used to ensure
supplier adherence to the Supplier Codeof Conduct. We have received survey
responses from suppliers representing
60% of direct material spend.

The Responsible Sourcing Policy sets
expectations for Emerson’s supply
chain organization to ensure suppliers’
sustainability programs evolve with
Emerson. We are working with a thirdparty service to collect GHG emissions
data from our top 500 suppliers in 2024.

2023 EMERSON ESG REPORT•154

ABOUT EMERSONVALUE CREATIONENVIRONMENT

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Overview

Corporate GovernanceIntegrity and Ethics

RESPONSIBLE SOURCING FRAMEWORK

Supply Chain

HUMANITY

Partner with Emerson suppliers who
demonstrate a commitment to integrity,
respect, fairness and honesty to boththeir employees and the environment.

INCLUSION

Ensure equal opportunities for all
suppliers, including those who reflect thecommunities where we live and work.

PLANET

Reduce our upstream Scope 3 GHG
emissions by 25% by 2030 and achieve
Net Zero by 2045, compared to a
2021 baseline.

CHAMPION

FUTURE

Ensure an adaptable supply chain
network which anticipates evolving
regulatory requirements andcustomer expectations.

Develop the next generation of supply
chain leaders by collaborating andpartnering with educational institutions to
explore solutions to global challenges.

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Creating a Culture of Responsible Sourcing
Over 3,000 Emerson employees participate directly in the
management of our global supply chain, from strategic
materials and energy sourcing for our own facilities to thefulfillment of finished goods for customers worldwide. Together,
this group works with over 15,000 suppliers worldwide.

Implementation of a Responsible Sourcing Policy
Emerson developed its Responsible Sourcing Policy in 2023,
which guides supplier performance management processes
by establishing tiered supplier expectations. The minimum
standard applies to all suppliers, who must meet Emerson’s
Supplier Code of Conduct expectations. Emerson’s purchaseorder Terms and Conditions and standard supply agreement
explicitly state this minimum standard. The Responsible
Sourcing Policy also sets forth evolving supplier expectations
toward best practices, which include, but are not limited toproviding evidence of actions to risk-mitigate human rights
and labor violations and inhumane treatment, to calculate
their greenhouse gas emissions and to set emissions reduction
targets. Supplier performance and progress in these areas will
be measured and incorporated into supplier business reviews
and scorecards.

Responsible Sourcing Steering Committee
In 2022, the Responsible Sourcing Steering Committee wasestablished to oversee Emerson’s Responsible Sourcing Program,integrating environmental, social and governance values into our
supply chain processes. The members of this group include supply
chain leaders from our businesses and other cross-functionalsustainability teams, who meet regularly to review and approve
program recommendations on target-setting, communications
and incentives for compliance with our Responsible Sourcing
Policy.

E

Find Emerson’s Responsible
Sourcing Policy here

2023 EMERSON ESG REPORT•155

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Creating a Culture of Responsible Sourcing

Emerson’s regional North American
Responsible Sourcing Champions
met in St. Louis to review suppliersustainability awards nominations
and implementation plans for
supplier emissions data collection.

Responsible Sourcing Champions

Training

Digital Supply Chain

The local adoption of Emerson’s Responsible
Sourcing Program, is driven by Responsible
Sourcing Champions from our businesses.
They contribute their perspectives on suppliermanagement, influencing processes to engage
suppliers on Responsible Sourcing Policy
expectations. They coordinate the exchange ofsupplier sustainability best practices throughquarterly Responsible Sourcing webinars, internal
playbooks and strategic supplier engagements.

Ensuring our employees have a consistentunderstanding of our strategies, expectations,policies and tools enables them to effectively manage
the suppliers they work with most frequently,
speeding up decision-making and response
times. We have trained over 3,700 employees on
our Supplier Code of Conduct, Energy Treasure
Hunts, Scope 1 and 2 calculations and the use ofdashboards to model how purchases of different
commodity types influence Emerson’s greenhousegas footprint. By training our supply chain
employees on common policies and processes
related to Responsible Sourcing risk-mitigationand compliance, we can achieve a well-performing
supply chain community. Additionally, we have
openly shared our training modules with our
Supply Chain partners, supporting them to reachessential sustainability milestones.

Emerson’s Supply Chain Center of Excellence teamis enabling better use of data to support responsible
sourcing decisions. This includes information
on processes, quantities, raw materials, energy
consumption and ethics. Our metric dashboards
convert this data into actionable insights for use by
our supply chain organization. We collaborate with
our suppliers to use these insights to optimize cost,lead-time, quality and emissions.

3,700

employees trained on Supplier Code of
Conduct and Sustainability topics.

2023 EMERSON ESG REPORT•156

HUMANITY

Partner with Emerson suppliers who
demonstrate a commitment to integrity,
respect, fairness and honesty to boththeir employees and the environment.

INCLUSION

Ensure equal opportunities for all
suppliers, including those who reflect thecommunities
where we live and work.
Supply Chain

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

PLANET

CHAMPION

FUTUREABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Engaging
Emerson’s
Supply Chain Partners to Join our Journey
Reduceour upstream
Scope 3 GHG
emissions by 25% by 2030 and achieve
As partjourneyNet
ZeroofbyEmerson’s
2045, compared
to ato net zero emissions, we have established Scope 3 emissions targets that include the impact of our suppliers. Many of these suppliers
2021
baseline.
providecarbon-intensive commodities, from electricity to steel castings. Our shared mission working with our suppliers is to reduce absolute carbon across theentire supply chain while maintaining material integrity and responsiveness.

Ensurean adaptablesupplychain
Greening
TogetherSummits
network which anticipates evolving
The road requirements
to net zero emissions
is a shared one.
regulatoryandcustomer
expectations.
Our attitudeis that we can learn from each otherand the more we collaborate, the better and fasterwe advance. Over the course of three years, weDevelop the next generation of supply
have built an awareness of best practices andchain leaders by collaborating andtechniquesfordriving sustainable
partneringwitheducational
institutions tooperations,
exploreto global challenges.
culturesolutions
and target-settingwith suppliers. Throughour in-person Greening Together Summits, wehave convened leaders from key suppliers inindustries such as electronic components, logistics
and transportation, steelmaking, plastics andenergy to learn from each other’s experiences.

and logistics greenhouse gas emissions. The

Since 2021, Emerson has hosted six Greening
Together Summits, engaging over 40 suppliers
who represent about 20% of our direct material

to action, establishing their own sustainability

summits have built a foundation for how wecollaborate and accelerate sustainability action
with suppliers, which our local businesses willcontinue to drive. We have seen suppliers risegovernance and targets and implementing
reduction initiatives.

Asia Greening Together Summit
Leaders from 17 key suppliers across Asia joined Emerson
for an engaging dialogue on opportunities for sustainability
improvements. Representatives from Peekay Steel Castings(P) Limited and Baoshan Iron & Steel Co., Ltd. were among
the speakers who shared their experience. Several suppliers
who had attended the Greening Together Summit inprevious years reported back to Emerson on developmentsin their Scope 1, 2 and 3 emissions calculations andexplained how they implemented energy efficiency
programs and renewable energy purchases.

2023 EMERSON ESG REPORT•

157

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

HUMANITYINCLUSION

PLANET

CHAMPION

Sustainable businesses needsustainable supply chains. For thesecond year, Emerson is proud tohave earned a place on CDP’s Supplier
Engagement Leaderboard for fiscal
2023, recognizing our work inmeasuring and reducing climate
risk in our supply chain. CDP is a
not-for-profit organization thatruns the global disclosure system
for investors, companies, cities,
states and regions to manage theirenvironmental impacts.

FUTURE

Partner with Emerson suppliers who
demonstrate a commitment to integrity,
ABOUT EMERSONVALUECREATION
respect,
fairness and honesty
to boththeir employees and the environment.

Overview

Corporate Governance

ENVIRONMENT
Integrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Ensure equal opportunities for all
suppliers, including those who reflect thecommunities
where we live and work.
Supply Chain

Responsible
Sourcing
Reduceour upstream
Scope 3 GHGWebinars
emissions by 25% by 2030 and achieve
In 2023,
Emersonlaunched
Net
Zero by
2045, comparedto aits Responsible Sourcing Webinar
2021
baseline.
seriesto communicate its net zero emissions targets in a

virtual setting and reach a broader audience of both suppliersand Emerson internal supply chain stakeholders. Purchased
Ensure an adaptable supply chain
goods and services, capital goods and upstream logistics makenetwork which anticipates evolving
up a significant
portionregulatory
requirements
andof Emerson’s Scope 3 footprint. The
webinarsexpectations.
are hosted on a quarterly basis to foster a community
customerof knowledge-sharing and alignment on supplier expectations
and to collect feedback for effective collaboration. Emerson has
Develop
next290
generationof supply
reachedthe
oversuppliers
through the webinars, discussing
chain leaders by collaborating andthesignificanceofourscience-basedtargets, embedding
partnering with educational institutions tosustainability
cultureand providing an overview of
exploresolutionsinto
to global
challenges.
Emerson’s Scope 3 upstream emissions calculations.

Collaboration and dialogue
with our supply chain partners is criticalto Emerson’s target of achieving a
Net Zero Value Chain by 2045.

Greening Logistics
Emerson is actively advancing its strategies to decarbonize
logistics, focusing on high-impact initiatives that contributeto our commitment to reduce Scope 3 emissions by 25% by2030 and achieve a net zero value chain by 2045, using a 2021
baseline. An important strategy involves shifting to morecarbon-efficient transportation modes to significantly lower
emissions. We’re also collaborating with our logistics providers
to understand how they are decarbonizing their fleets through,for example, electrification and the adoption of Sustainable
Aviation Fuel (SAF) for aviation.
To foster a collaborative approach, we’ve engaged our logistics
partners in our Greening Together Summits, sharing bestpractices and encouraging joint efforts in environmental
sustainability. Our collaboration with strategic partners also
extends to data exchange, integrating their emissions data
into our performance metrics for greater transparency andaccuracy. By focusing on regionalization and mode shift, we’realso reducing transport distances, cost and fuel consumption.
These efforts are vital components of Emerson’s strategy tomeet its emission reduction targets and lead by example.

Fred Perreand,Vice President Global Supply Chain Operations

2023 EMERSON ESG REPORT•158

HUMANITY

Partner with Emerson suppliers who
demonstrate a commitment to integrity,
respect, fairness and honesty to boththeir employees and the environment.

INCLUSION

Ensure equal opportunities for all
suppliers, including those who reflect thecommunities
where we live and work.
Supply Chain

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

PLANET

CHAMPION

FUTUREABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Reduceour upstream
Scope 3 GHG
Emerson’s
Suppliers
Use Sustainable Materials andemissions by 25% by 2030 and achieve
Improve
Energyand
Net Zero by 2045, compared to aWaste Management
2021 baseline.

Emerson is working with suppliers, customers and universities to improve its
analytical models and find innovative ways to positively impact its net zero
emissionsand humanity
strategies.
Ensurean adaptablesupply chain
network which anticipates evolving
Supplierrequirements
Emissions Data
regulatory
and Collection
customer
expectations.
Emerson is utilizing a third-party platform to engage and begin collecting

emissions data from our top 500 suppliers, who represent a majority of our
Scope 3 emissions from direct materials. In accordance with the Greenhouse
Develop the next generation of supply
Gas Protocol,
are working
chain
leaders bywecollaborating
and to enable performance tracking of our supply
chain emissions
data byinstitutionstransitioning
partneringwith educational
to from the spend-based method to the
exploreglobalchallenges.
hybridsolutions
method.toThehybridmethod requires the collection of Scope 1 andScope 2 emissions data directly from suppliers, as well as their upstream
emissions, allocating them to Emerson and using secondary data where
supplier-specific data is not available.
Collecting supplier-specific data will allow benchmarking of supply chain
partners, by tracking emissions reductions at individual companies.
This will expand transparency and management of greenhouse gas
emissions by our supply chain organization. To support data collectionof sufficient quality, Greenhouse Gas Protocol data quality indicators ontechnological representativeness, geographical representativeness, temporal
representativeness, completeness and reliability will be considered.

E

Refer to the Net Zero Value Chain Progress section of thisreport for more information on Emerson’s Scope 3
GHG emissions inventory and progress to date.

Mt. Pinatubo, Zambales, Philippines
Photo by: Sheila Marie Villanueva | Emerson Employee

2023 EMERSON ESG REPORT•

159

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

HUMANITYINCLUSION

Partner with Emerson suppliers who
demonstrate a commitment to integrity,
ABOUT
EMERSONVALUE
CREATION
respect,
fairness and honesty
to boththeir employees and the environment.

Overview

Corporate Governance

ENVIRONMENT
Integrity and Ethics

CHAMPION

Supplier engagement has become increasingly
important as Emerson Cluj works to improve
the sustainability of our packaging solutions. To
emphasize our need for sustainable packaging,
we have invited suppliers to factory tours, to see
firsthand where improvements can be made.
Our suppliers have been extremely receptive
to our request for more sustainable packaging
designs and we have benefited from theirexpertise throughout the design process. Given
the complexity of our products, collaboration has
been essential to effectively review packaging
solutions. We encourage face to face meetingsand visits, where we can test sample designs with
our products and discuss improvements. We
are working to consolidate suppliers, in orderto maintain closer relationships with the mostinnovative partners and to ensure our alignment
on values.

emissions by 25% by 2030 and achieve
The
Emerson Packaging Council and Enterprise Technology GroupNet Zero by 2045, compared to aformeda Sustainable Packaging Working Group in 2022. One
2021 baseline.

strategic objective of the Working Group is to eliminate single
use plastics in our packaging designs by working with local sites
an adaptablesupplychain
toEnsureeliminate
expandedpolystyrene
as inner fill in corrugatednetworkby
which
anticipates
evolving
cartons
utilizinga pressed
pulp design and transition to die-cut
regulatory requirements andcorrugatedinserts in place of thermoformed plastic trays. We also
customer expectations.
use recycled kraft paper fill in place of foam peanuts or plastic
bubble wrap. These projects eliminate waste destined for landfills
Developthe next generation
supplyandalso significantly
reduceofpackaging
and product costs.
chain leaders by collaborating and

FUTUREGOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Ensure equal opportunities for all
suppliers, including those who reflect thecommunities where
we live andwork.
Emerson’s
Suppliers
Use
Sustainable Materials and Improve Energy and Waste Management

Sustainable
Packaging
Reduce our upstream
Scope 3 GHG

PLANET

SOCIALpartneringwith educational
institutions toConflict
MineralsStatement
explore solutions to global challenges.

Emerson supports efforts to end the human suffering andenvironmental impact that are associated with mining conflictminerals in the Democratic Republic of Congo and adjoining
countries, as well as in other conflict affected and high-risk areas.
We expect our suppliers and their suppliers to acquire minerals
only from responsible sources.
We have been a member of the Responsible Minerals Initiative(RMI), formerly known as the Conflict-Free Sourcing Initiative,
since 2014. Through RMI, we have been ensuring responsible
mineral sourcing by conducting risk-based reasonable country oforigin inquiries to identify the origin of items known to contain,
or with high probability of containing conflict minerals in our
supply chain. Relevant suppliers are requested to complete RMI’s
Conflict Minerals Reporting Template (CMRT), which facilitates
disclosure and communication of information regarding smelters
and refiners that provide material to a manufacturer’s supply
chain. Our supplier outreach efforts also include web-based
training opportunities and escalation procedures for nonresponding suppliers.
Our due diligence measures have been designed to conform,
in all material respects, with the due diligence frameworkpresented by The Organisation for Economic Co-operation
and Development (“OECD”) in the publication OECD (2013) Due
Diligence Guidance for Responsible Supply Chains of Minerals
from Conflict-Affected and High-Risk Areas: Second Edition, OECD
Publishing (“OECD Guidance”) and the related Supplements
for gold and for tin, tantalum and tungsten, including the Final
Downstream Report on one-year pilot implementation of the
Supplement on Tin, Tantalum and Tungsten.
Our expectations are described in more detail in our Emerson
Conflict Minerals Statement and Form SD filing, which are available
at Emerson’s website.

2023 EMERSON ESG REPORT•160

HUMANITY

Partner with Emerson suppliers who
demonstrate a commitment to integrity,
respect, fairness and honesty to boththeir employees and the environment.

INCLUSION

Ensure equal opportunities for all
suppliers, including those who reflect thecommunities
where we live and work.
Supply Chain

Supplier Sustainability Awards

Supplier
Sustainability
Reduceour upstream
Scope 3 GHG Awards
emissions by 25% by 2030 and achieve
Recognizing
thecomparedefforts andNet
Zero by 2045,
to ainitiative of our2021
baseline.
suppliers
is important to incentivizing sustainability

Peekay Steel Castings(P) Ltd
Final Control

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

PLANET

CHAMPION

FUTURE

action and collaboration in our supply chain.
This year, we launched our inaugural Supplier
Ensurean adaptablesupplychain strategic suppliers
SustainabilityAwards,inviting
network which anticipates evolving
across allrequirements
business groups
regulatory
and to participate. We were
thrilled tosee the engagement from our suppliers
customer
expectations.
and to benchmark their performance according to
Responsible Sourcing Policy supplier expectations.
Develop the next generation of supply
chain
leaders by collaboratingandWe understandthat our suppliers
are at different
partnering
educational
institutions
to that wematurity withlevels.
We assesson criteria
explore solutions to global challenges.

consider to be foundational and achievableby suppliers of all sizes and industries. Seven
suppliers were recognized for their transparency
on Scope 1, 2 and 3 emissions data and targets,
communication of unique business challenges,
ensuring accountability through internalsustainability governance and for meeting
standard supply chain expectations on quality,
on-time delivery, lead-time and cost.

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

Emerson purchases steel castings from
Peekay Steel Castings (P) Ltd, a familyowned business. They have operationalemissions reduction targets in thenear- and long-term, with quantifiablereduction initiatives not limited tometals recycling and reuse, sand waste
recovery, transitions to less carbonintense fuels, electrification of forklifts,
investments in solar and wind energy
and energy efficiency improvements in
wastewater treatment operations.

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Gramm Tek Inc.
Measurement & Analytical

Pradeep Metals Limited
Measurement & Analytical

Gramm Tek Inc. supplies stainlesssteel casting and machined parts toEmerson and annually reports Scope
1, 2 and 3 greenhouse gas emissions
across all manufacturing sites. They
have implemented Lean methodologies
to minimize waste and increase
wastewater recycling and installed
on-site solar panels. They are also
advancing their renewable energy
procurement strategies and haveconducted initial lifecycle assessments
for certain products.

Pradeep Metals Ltd. provides stainlesssteel forgings and machining services toEmerson. Their sustainability program
has gained momentum in recent years
and they have assessed emissions
reduction opportunities covering Scope
1, 2 and 3 emissions. To meet their nearterm target for operational emissions,they have entered into Power Purchase
Agreement and net metering with theirutility provider, for company owned
solar and wind installations. They havealso achieved energy savings throughheat-recovery installations on heat treatgas furnaces and converting forging
furnaces from gas to induction.

We at Peekay, are thrilledby this recognition. Emerson
has always driven us towards amore sustainable future as well
as overall excellence. We lookforward to continue engagement
on achieving the Net Zero targets
for both our organizations.
K.E Shanavaz,
Joint Managing Director at
Peekay Steel Castings (P) Limited

2023 EMERSON ESG REPORT•

161

2 0 2 3 E M E R S O N S U SEnsure
T A I Nequal
A B Iopportunities
L I T Y R E P for
O RallT

INCLUSION

suppliers, including those who reflect thecommunities where we live and work.

PLANET

SupplyReduceour Chain
upstream Scope 3 GHG
emissions by 25% by 2030 and achieve
Net Zero by 2045, compared to a
2021 baseline.

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Supplier Sustainability Awards

CHAMPION

Ensure an adaptable supply chain
network which anticipates evolving
regulatory requirements andSenior Aerospace Bird Bellows
customer expectations.

Pressure Management

Senior Aerospace Bird Bellows (SABB) is

FUTURE

Develop the next generation of supply
a leadersmanufacturerof mechanicalformedchain
by collaborating
andbellows,
Emersonpurchases
partnering
withwhicheducational
institutions
toexploresolutionssizes
to global
in various
for challenges.
pressure relief

valves. SABB has approved near- andlong-term science-based targets andimplemented initiatives to reduce Scope
1, 2 and 3 emissions. Some of theseinclude renewable energy purchasing,engagement with suppliers on greenhousegas emissions, internal sustainability
trainings and an internal carbon price.

Dell Technologies
Systems and Software

Boamax Industrial Co., Ltd
Actuation Technologies

From servers and virtualization solutions
to displays and client devices, Dell
Technologies products are used in
Emerson projects around the world. Dellhas product energy footprint details
readily available and continues toprovide tools and solutions to increaseenergy efficiency. They continue to drive
responsible manufacturing throughout
their operations and supply chain as partof their strategy to achieve their near- andlong-term targets approved by the ScienceBased Targets Initiative.

Boamax supplies high quality castings tovarious industries including automotive,
oil and gas and locomotive. In addition
to being a high performing supplierto Emerson’s Actuation North America
business, Boamax has also completed
and verified their Scope 1 and Scope 2
emissions with a third party and has
implemented an energy savings plan for
their central furnace.

USCO America Inc DBA
Seedsware USA
Discrete Automation
Emerson purchases touchscreensfrom Seedsware USA, a leading global
provider. Seedsware merged with DMC
Group in 2023, which has published anannual sustainability report since 2017.
These reports contain public disclosureof Scope 1, 2 and 3 emissions, risks
and opportunities across their value
chain and transparency into theirsustainability policies and program
management.

2023 EMERSON ESG REPORT•

162

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Supply Chain

HUMANITYINCLUSION

PLANET

CHAMPION

FUTURE

Partner with Emerson suppliers who
demonstrate
to Areintegrity,
Emersona commitment
Suppliers
Focused on Integrity, Respect, Fairness and Honesty
respect, fairness and honesty to both
theiremployees
and theenvironment.
Emerson’s
valuescenteron the fair, ethical andEthicsresponsible treatment of people and natural
resources. Following Emerson’s Supplier Codeof Conduct, we expect all suppliers to support
Ensure equal opportunities for all
Emerson’s
values,especiallyas they
suppliers,
includingthose
who reflect
the relate tocommunities
where
we liveandthework.
ethics, humanrightsandfair treatment of
their workforce. Emerson’s purchase order terms
and conditions as well as our standard supply
Reduce our upstream Scope 3 GHG
agreement explicitly state we expect our suppliers
emissions by 25% by 2030 and achieve
to comply
SupplierNet
Zero by with
2045, thecompared
to aCode of Conduct.
2021 baseline.

We conduct a self-assessment survey, where
suppliers report their performance on these topics.
Theseansuppliers
representa majority of Emerson’s
Ensureadaptable
supply chain
direct material
spend andare assessed on their
network
which anticipates
evolving
regulatory
requirements
and Code of Conduct andadherence
to our Suppliercustomer expectations.
Responsible Sourcing Policy expectations. We havetransitioned our survey cycle from an annual to abi-annual process, enabling us to assess a larger
Develop the next generation of supply
groupof suppliers.
In our andmost recent survey cycle,
chainleaders
by collaborating
partnering
withresponses
educational frominstitutions
to our suppliers
we received
60% ofexplore solutions to global challenges.
by direct material spend.

PLANET

Emerson policies and practices direct employees
and business partners to conduct business lawfullyand ethically in all commercial interactions. This
includes a commitment to anti-corruption practices
and preventing the inducement of any undue
influence or favor in commercial transactions.
To provide a consistent and responsive ethics
process, Emerson provides an ethics hotline inmore than 37 countries. This allows any person toanonymously report ethics concerns related to an
Emerson employee or a business partner.

Workforce Safety
Emerson has a strong safety culture and our aim
is to ensure that every employee returns homesafely each day. The company also encourages
its suppliers to prioritize the safety of theiremployees. As such, Emerson benchmarks safety
practices with its suppliers, sharing its standards
and providing training. A focus on safe operating
conditions is a criterion for doing business with
Emerson.

Since 2021, Emerson’s Isolation Valves businesshas hosted Safety Council meetings withstrategic global foundries. The Safety Council
meets with suppliers on a quarterly basis,
inviting leaders and safety officers to present
on their performance and future-looking
management plans. Our goal is to collaborate
among the workers in our value chain.
Discussions on safety-related best practices
are also integrated into the onboarding process
for these strategic foundries.

2023 EMERSON ESG REPORT•163

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

HUMANITY

Partner with Emerson suppliers who
demonstrate a commitment to integrity,
respect, fairness and honesty to both
theiremployees
and the environment.
SupplyChain

INCLUSION

Ensure equal opportunities for all
Emersonincluding
believes
stronglyin thethebusiness impact
suppliers,
those
who reflectcommunities
where
we live andwork.
of providing
an inclusive
workplaceand striving

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Emerson and Our Suppliers Create Inclusive, Diverse Workplaces

PLANET

CHAMPION

FUTUREfor a diverse workforce. Diverse and inclusive
workplaces draw on the strength and contribution
Reduce our upstream Scope 3 GHG
of all individuals. Emerson has published targets
emissions by 25% by 2030 and achieve
on representationof womenNet
Zero by 2045, compared
to a in leadership roles
2021
and baseline.
representation of underrepresented groups inleadership roles in the United States context. We also
actively encourage and advocate youth to consider
Ensurean adaptablesupplychain
science,technology,
engineeringand mathematics
network which anticipates evolving(STEM)
subjects
intheireducational
focus.
regulatory requirements andEmerson’s suppliers range from diverse andsmall family-run businesses to large enterprises.
Our desire for diversity and inclusion within ourown organization extends to all parts of ourbusiness, the industries we participate in and thecommunities where we are located. We actively
invite our supply chain partners to join us in thissame mission to build diverse teams, encourage
inclusive work environments and encourage moreyouth participation in STEM-related education andcareers.

HUMANITY

customer expectations.

Emerson’s policies and codes, including our Global
Human Rights Policy, Employee Code of Conduct andSupplierthe
Code
Conduct, lay
out the requirements
Developnextofgenerationof supply
chain
by collaborating
and and businessfor allleaders
our employees,
suppliers
partnering
educational
institutions toor harassment
partners withto prohibit
discrimination
explore solutions to global challenges.
on the basis of race, color, religion, sex, gender
identity, sexual orientation, age, disability, national
origin, or any other unlawful factor.

E

For more information on Emerson’s Diversity,
Equity and Inclusion commitments andinitiatives, refer to pages 107-116.

2023 EMERSON ESG REPORT•164

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

INCLUSION

PLANET

CHAMPION

Ensure equal opportunities for all
ABOUT EMERSON
suppliers,
including those whoVALUE
reflect CREATION
thecommunities where we live and work.

Overview

Corporate Governance

ENVIRONMENT
Integrity and Ethics

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Reduce our upstream Scope 3 GHG
emissions by 25% by 2030 and achieve
Net Zero by 2045, compared to a2021baseline.
SupplyChain

Serving
Customers
with a Resilient, Agile Supply Chain
Ensurean adaptablesupply chain
network which anticipates evolving
Our purpose
is fulfilled
through our customers and the work
Component Lifecycle Management
regulatory
requirements
andcustomerthey do,expectations.
such as supplying the world with electricity, heating

INCLUSION
FUTURE

SOCIALand transportation fuels, fresh foods, life-saving medicines, safe
drinking water and more. Emerson’s portfolio of technologies
Develop the next generation of supply
and software serves as the central nervous system of somechain leaders by collaborating andof the world’s
most productive
andpartneringwith educational
institutions
to important manufacturingexploresolutionsto globalachallenges.
facilities.
Maintaining
resilient supply chain that supports thesecompanies is a core mission of our supply chain team.
Using a third-party monitoring service, Emerson is monitoringover 2,600 suppliers for a broad spectrum of risks, including
financial, natural hazards, geopolitical and man-made risks.
We continue to strengthen action plans to mitigate theserisks through levers like multi-site sourcing, diversification of
suppliers, agile logistics systems and critical inventory buffers.

Given that many of Emerson’s customers operate facilities for
multiple decades, they value being able to rely on our products
over many years. This can be extremely challenging as someelectronic components have frequent product refresh cycles.
Emerson proactively tracks electronic component lifecycles using
a third-party application, which allows it to address components
nearing end-of-life. We continue to improve multi-sourcing
by identifying alternative components and work diligently to
streamline the new product development process and minimize
supply chain disruptions.

2023 EMERSON ESG REPORT•165

INCLUSION

Ensure equal opportunities for all
suppliers, including those who reflect thecommunities where we live and work.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

PLANET

CHAMPION

FUTUREABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Reduce our upstream Scope 3 GHG
emissions by 25% by 2030 and achieve
Net Zero by 2045, compared to a2021baseline.
Serving
Customers with a Resilient, Agile Supply Chain

Regionalization
Ensurean adaptable supply chain
network
which materials
anticipates evolving
By sourcing
in the same region as
regulatory requirements andourfactories
andcustomers,
Emerson can becustomer expectations.

more responsive to customers. The goal is to
reduce transit times and reduce the overall
carbonthe
footprintof transportation
Develop
next generationof supply and logistics.
chain
leaders by collaborating
and regionalization
We proactively
track electronic
partnering with educational institutions torisk using a third-party application. Over 81% of
explore solutions to global challenges.
Emerson’s of material spend is regionalized and
46% of material spend is available within one dayof travel to our manufacturing facilities.

~81%of spend is regionalized,
allowing us to reduce lead times
and transit times.

Supply Chain Visibility
One of the challenges when managing supply
chains is having meaningful perspectives onwhat is happening with Tier 2 suppliers. These
are the suppliers that supply our direct suppliers.
Challenges in managing our Tier 2 supply chain
activities can be one of the biggest drivers
impacting inventory shortages. A Supply Chain
Visibility Project was launched in fiscal 2022 toimprove resiliency and create a predictive data toolfor identifying future electronic component excess
inventory and shortages. The tool consolidates
reporting information from Emerson business
units, electronics contract manufacturers anddistributors into a single set of dashboards,
supporting and providing a more holistic anddynamic view of the electronics supply chain.

46%

of spend is in one day of travel
to our sites, allowing us to movequicker to meet customer needs.

2023 EMERSON ESG REPORT•

166

PLANET

Reduce our upstream Scope 3 GHG
emissions by 25% by 2030 and achieve
Net Zero by 2045, compared to a
2021 baseline.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

CHAMPIONABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Ensure an adaptable supply chain
network which anticipates evolving
regulatory requirements andcustomer expectations.
SupplyChain

Developing
the Nextof Generationof Supply Chain Innovation
Develop the next generation
supplychain leaders by collaborating and

FUTURE

Emersonwitheducational
institutions worldwide, including universities, trade schools and research institutions. The pivotal partnership between
partneringcollaborates
with educational
institutions
toexplore solutions
to global allows
challenges.
industry
and academia
for the exploration of global challenges and integration of commercial realities into the educational process. Emerson works actively
with leading schools to engage future leaders on various supply chain innovation initiatives.

CHAMPIO
Carnegie Mellon University | Case Competition

Washington University in St. Louis | Boeing Center

Carnegie Mellon hosts an annual case competition historically recognized
by students and faculty for bringing creativity and talent to solve real world
business problems. As a sponsor of this competition, Emerson offered acase to test students’ analytical problem-solving skills on topics related toreducing lead-times, managing and optimizing inventory levels, ABC parts
classifications and strategies to improve material availability and service levels.
Top MBA students from universities around the country presented solutions,demonstrating their talent for future recruitment.

The Boeing Center for Supply Chain Innovation (BCSCI) at Washington
University in St. Louis, Missouri, is a world-class research center in global
supply chain management, supply chain finance and risk management andoperational excellence. As a member of the BCSCI Board of Directors, Emerson
helps shape and contributes to faculty and student research projects for the
benefit of industry at large.
Emerson presented at BCSCI’s 15th annual industry conference with the theme“Forces Reshaping Global Supply Chains.” Joined by industry professionals,
faculty and students, we presented on Emerson’s Responsible Sourcing
strategy, explaining its connection to our Net Zero targets and engagement
channels used to foster scalable supplier climate action.

2023 EMERSON ESG REPORT•167

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL
Supply Chain

GOVERNANCEREPORTING

Cybersecurity

Cybersecurity
Empowering our operations and our customers in today’s digital environment.
Enterprise Cybersecurity and Privacy
Emerson is committed to protecting the personal information of our employees, customers and suppliers as well as company informationand the information technology supporting the organization. We have adopted a defense-in-depth strategy, leveraging multiple layers of
security controls across our systems with a comprehensive set of cybersecurity and data privacy policies and standards.
Emerson operates a global 24x7 incident
response capability supported by leading
cybersecurity tools that detect andrespond to threats as they occur. Our
incident response plan and escalation
paths are documented and regularly
tested. We conduct cybersecurity
tabletop exercises, the latest of which
was in fiscal 2023. It was moderated bya leading cybersecurity consulting firm
and involved both executive and technicalstakeholders.
Emerson’s Board provides oversightfor cybersecurity through delegation
to its Audit Committee. Emerson’s
Chief Information Security Officer, hasexperience in information technology
and information security, particularlyin the engineering and technology

industries, provides quarterly briefings
on cybersecurity to the Audit Committee.
Emerson recognizes that technology,
regulations and threats are constantly
evolving. In response, we continuallyassess the cyber program to addressthese changes. Additionally, Emerson
has insurance coverage for various cyberrisks.
Emerson has a cybersecurity risk
management program designed
to establish risk treatment plans
and regular monitor risks. Emerson
maintains cybersecurity policies andstandards aligned with the National
Institute of Standards and Technology
Cybersecurity Framework to help ensurethat our enterprise IT infrastructure,cybersecurity solutions and services

provided to customers remain robustand effective. We routinely engage
independent cybersecurity experts toevaluate our cybersecurity maturity andtest effectiveness of overall cybersecurity
controls.
To test and reinforce Emerson’s internalcybersecurity processes, we utilize an
accredited and independent third party
to audit and certify key elements of ourprimary data centers, cloud environments
and our enterprise IT organization. The
audits are conducted according to ISO
27001, an international standard for
information security management. For
the elements in scope, this ISO 27001
certification is active and in effect.

Puriscal, Indigenous Reserve, San Jose, Costa Rica
Photo by: Christian Rojas | Emerson Employee

2023 EMERSON ESG REPORT•

168

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL

GOVERNANCE

Supply Chain

REPORTING

Cybersecurity

Enterprise Cybersecurity and Privacy
Emerson’s Cybersecurity Awareness Team continues to drivea global information security culture through awareness andeducation programs. It has created company-wide information
security policies and procedures, review these regularly and makethem electronically available to our employees. The team works
closely with subject matter experts to create educational materialand communicate best practices to the company through online
training, custom video content, simulated phishing attacks and avariety of other targeted touchpoints.
Our knowledge workers are provided with access to digital training
in cybersecurity fundamentals on an annual basis. We frequently
exercise enterprise-wide simulated phishing campaigns to practiceand encourage good security behavior. We are proud to have our
employees participate and proactively report suspicious emails
related to these simulations.
Emerson’s privacy program is led by a global team within the Legal
Department which monitors data privacy legislation and works
collaboratively with the Cybersecurity team across all businesses
and functions. This collaborative approach helps ensure
appropriate technical and organizational measures are in placeand core privacy practices are followed.

E

For more information visit the
Cybersecurity webpage.

Product Security
Emerson is committed to developing products that are cybersecure and has adopted the ISA/IEC 62443 standards as abaseline for our secure development lifecycle (SDL) practices.
Emerson’s Product Security function is organized under our
Chief Technology Officer who provides periodic briefings
on product security to our Board of Directors through theTechnology and Environmental Sustainability Committee
to help ensure strong governance of our product security
programs across the company.
We have established a product security policy and processes
that govern and manage related risk. Depending on the natureof products or services they produce, our businesses may
additionally use security frameworks such as U.S. National
Institute of Standards and Technology – Cyber Security
Framework and the SOC1 and SOC2 assurance framework,
including obtaining certifications where appropriate.
In fiscal 2023, a leading cybersecurity consulting firm
moderated a limited scope product security tabletop exercisethat tested our ability to respond to a product security incident
involving both executive and technical stakeholders.
Emerson recognizes that technology, regulations and threats
are constantly evolving. In response, Emerson continues toleverage applicable industry-accepted practices and standards,
beginning with ISA/IEC 62443 family of standards.

2023 EMERSON ESG REPORT•169

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL
Supply Chain

GOVERNANCEREPORTING

Cybersecurity

Product Security
Emerson strives to apply these standards across our portfolio,
in our secure development lifecycle execution and in our service
organizations to achieve high levels of security in our products,
services and solutions. Additionally, we continually assess
product security programs across the Enterprise to addressthese changes. Emerson’s Product Security Team continues
to drive a global product security culture through establishedcommunication channels for collaboration, awareness andtraining.

Remotecontrol

IIoT

Product
Security Connection

Industry 4.0

Boundlessautomation

Our Secure Development Lifecycle practices typically include
various manual and automated security testing regimens
applied throughout the lifecycle phases from design,
engineering, development, test, integration to delivery ofservices and support. Additionally, Emerson monitors various
industry specific cyber intelligence agencies, supplier andopen-source intelligence channels for relative threats andvulnerabilities. Product Security Incident Response Teams(PSIRT) and processes are utilized to evaluate, manage andrespond to potential security risks to our product portfolio.
Emerson continues to invest in our Global Product Security
program supporting organizational functions, strategic
initiatives and governance activities as well as in our productdevelopment Cybersecurity Center with a primary mission
to support secure development lifecycle practices. We do
this through related role-based training, security testing andinternal consulting across our product development projects.

We have established commercial relationships with industry
leading cybersecurity solution providers to enable delivery ofcomplementary security capabilities that provide our customers
with solutions for enabling customers to operate at higher
levels of security. Our most critical product development
organizations are certified to the IEC 62443-4-1 standard
through third-party entities to ensure SDL of our automation
products.
Emerson’s DeltaV automation platform was the first control
system to be certified under ISASecure System Security
Assurance (SSA) Level 1. Emerson customers can also request
a full system attestation by other certification bodies upondelivery if they choose to do so.
Regarding engineering processes, upon request, Emerson candesign, configure and commission DeltaV systems following
the guidelines listed in the IEC 62443-2-4 standard. Emerson
has earned certification under this standard for DeltaV systems
when our engineers assist in the development of control systemsolutions.

2023 EMERSON ESG REPORT•170

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

ABOUT EMERSONVALUE CREATIONENVIRONMENT

Overview

Corporate GovernanceIntegrity and Ethics

SOCIAL
Supply Chain

GOVERNANCEREPORTING

Cybersecurity

Product Security
In response to the events of September 11, 2001, the Departmentof Homeland Security (DHS) established the SAFETY (Support
Anti-terrorism by Fostering Effective Technologies) Act of 2002.
This evaluates technologies and may designate or certify themas Qualified Anti-Terrorism Technology (QATT). The application
and review process is extensive and can take multiple yearsof engagement with the DHS to achieve designations or
certifications, which are effective for five years. Organizations
must be able to demonstrate that their technology is effective inpreventing terrorism and has a closed loop process for continuous
improvement of cybersecurity features and functions of theirtechnologies and business processes.
In February 2023, after 10 months of collaboration with DHS,
Emerson’s Ovation suite of control system software received
Certified QATT status under the SAFETY Act. Emerson selected
Ovation as a candidate for this program as it is Emerson’scontrol system designed for power generation industries, whichis considered one of the most critical industries by the UnitedStates government.

Key Industry Engagement
International Society of Automation (ISA) – Emerson continues
to support and participate in ISA99 (cybersecurity) standards
working groups to facilitate cross-industry alignment for
related ISA and International Electrotechnical Commission (IEC)
standards, like the 62443 series, in our served markets.
United States Cybersecurity and Infrastructure Security Agency (CISA)
Joint Cyber Defense Collaboration (JCDC) – Emerson continues
to support and participate in the JCDC general meetings andsub-team meetings, such as the Pipeline Cyber Collaborative,
to advance cybersecurity related initiatives and public-private
collaboration.
BioPhorum – This event is where global biopharmaceutical anddevice industries can collaborate and accelerate progress for the
benefit of all. It consists of twelve forums directing more than
100 workstreams. Emerson is a member of the BioPhorum andcontinues to support various initiatives including cybersecurity.

In December 2023, Emerson completed a year-long process torenew certification for IEC 62443-4-1 for development of Ovation
products. In September of 2023 Ovation achieved its first
IEC 62443-4-2 certification for an embedded device on the
OCR1100 controller product. This first-time achievement sets
the groundwork for future certification of embedded Ovation
products. Ovation continues to add capabilities to support ourcustomers in meeting the needs for IEC 62443-3-3 security
level 1 capabilities.

2023 EMERSON ESG REPORT•171

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

ReportingThis section outlines Emerson’s alignment with leading
Environmental, Social and Governance (ESG) reporting

standards and frameworks, as well as our key sustainability
data. Unless otherwise noted, this section covers

enterprisewide information and data for fiscal year 2023.

REPORTING
Reconciliation Tables

IN THIS SECTION:
R UN SDGs
R GRI Index
R SASB Index
R TCFD Index
R ESG Data
R Reconciliation Tables

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

172

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

UN Sustainable Development Goals
Emerson’s Initiatives
The United Nations Sustainable
Development Goals (SDGs)
provide a shared blueprint forpeace and prosperity for people
and the planet, now and into
the future. Emerson continues to identify our best solutions
to contribute to the SDGs as we aim to address various
environmental, social and economic challenges facing
our world today. Examples of our actions, programs andthe SDGs to which they relate are demonstrated here andthroughout this report.

Goal 3
Ensure healthy lives andpromote well-being for all
at all ages

Goal 4
Ensure inclusive and equitable
quality education and promote
lifelong learning opportunities
for all
Goal 5
Achieve gender equality andempower all women and girls
Goal 6
Ensure availability andsustainable management ofwater and sanitation for all
Goal 7
Ensure access to affordable,
reliable, sustainable andmodern energy for all

Building an Empowering Culture: Employee Engagement .......................
Corporate Philanthropy ........................................................................
Workplace Safety ................................................................................

Emerson Suppliers Are Focused on Integrity, Respect, Fairnessand Honesty ......................................................................................

Emerson and Our Suppliers Create Inclusive, Diverse Workplaces............

Page 98
Page 130
Page 134
Page 163
Page 164

Greening Of: Employee Engagement......................................................

Page 57

Limitless Growth: Talent Development ...................................................

Page 89
Page 117

Collaborating with Leading Research and Educational Institutions............

Global and Local Impact: Workforce Development ....................................

Page 129

Our Commitment to Education Equity ....................................................

Page 130

Diversity, Equity and Inclusion Goals ......................................................

Page 107

Elevating Underrepresented Populations ..............................................
Employee Resource Groups (ERGs) ........................................................

Recent Corporate Governance Actions ...................................................
Emerson and Our Suppliers Create Inclusive, Diverse Workplaces ...........

Page 109
Page 110Page 148
Page 164

Greening By: Innovations in Sustainable Seawater Desalination................
Greening By: Tackling the Water Challenges of the Mining Sector ............

Page 83
Page 83

Promoting Decarbonization of the Grid .................................................

Page 55

Greening By Emerson ..........................................................................
Collaborating with Leading Research and Educational Institutions ...........

Convening Leaders and Communities ...................................................

Page 62
Page 84
Page 932 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

173

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

UN Sustainable
Development Goals

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

Emerson’s Initiatives
Company Profile .................................................................................

Goal 8Promote sustained, inclusive andsustainable economic growth, fulland productive employment anddecent work for all

Goal 9Build resilient infrastructure,promote inclusive and sustainableindustrialization and foster
innovation

Value Creation ....................................................................................

Limitless Growth: Talent Development ..................................................

Global and Local Impact: Workforce Development ..................................
Integrity and Ethics ..............................................................................
Workplace Safety .................................................................................

Serving Customers with a Resilient, Agile Supply Chain .............................
Emerson Ventures Expands Our Innovation Focus .................................

Electrification and Grid Systems ...........................................................
Convening Leaders and Communities ..................................................
Emerson and Our Suppliers Create Inclusive, Diverse Workplaces .........

Cybersecurity and Privacy ...................................................................
Discrimination and Harassment ...........................................................

Goal 10
Reduce inequality within
and among countries

Human Rights ....................................................................................
Corporate Philanthropy ......................................................................

Integrity and Ethics ............................................................................

Emerson and Our Suppliers Create Inclusive, Diverse Workplaces.............
Net Zero Operations Update ...............................................................

Driving Towards Zero Waste to Landfill ..................................................

Goal 12
Ensure sustainable consumption
and production patterns

Improving Sustainable Design of Products and Packaging.......................

Greening Of: Employee Engagement......................................................

Energy Source Decarbonization .............................................................
Engaging Emerson’s Supply Chain Partners to Join our Journey...................

Emerson’s Suppliers Use Sustainable Materials and Improve Energy
and Waste management.......................................................................

Page 9Page 13
Page 117
Page 129
Page 149
Page 134
Page 165
Page 23
Page 76
Page 93
Page 164
Page 154
Page 126
Page 126
Page 130
Page 149
Page 164
Page 36
Page 44
Page 56
Page 57
Page 67
Page 157
Page 159

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

174

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

UN Sustainable
Development Goals

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

Emerson’s initiatives
Greening Of Emerson ..........................................................................

Goal 13
Take urgent action to combat
climate change and its impacts

Goal 16
Promote peaceful and inclusive
societies for sustainable
development, provide access tojustice for all and build effective,
accountable and inclusive
institutions at all levels
Goal 17
Strengthen the means of
implementation and revitalize
the global partnership forsustainable development

Greening By Emerson ..........................................................................
Greening With Emerson ......................................................................
Engaging Emerson’s Supply Chain Partners to Join our Journey ...................

Emerson’s Suppliers Use Sustainable Materials and Improve Energy
and Waste Management .......................................................................
Discrimination and Harassment.............................................................

Human Rights ......................................................................................

Corporate Philanthropy .........................................................................
Recent Corporate Governance Actions ...................................................

Integrity & Ethics ..................................................................................

Greening With Emerson ........................................................................
Elevating Underrepresented Groups ...............................................

Global and Local Impact: Workforce Development ..................................

Page 31
Page 62
Page 84
Page 157
Page 159
Page 126
Page 126
Page 130
Page 148
Page 149

Page 84
Page 109
Page 1292 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

175

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

GRI Index
The following information references
selected Global Reporting Initiatives(GRI) Standards, a widely used reporting
framework on a variety of important
topics. The GRI framework provides a
structure for organizations like Emerson
to communicate the environmental,social and economic impacts of ourbusiness. For more information about
GRI, please visit GlobalReporting.org

Disclosure

GRI Standards Disclosure Title

Location/Response

Related UN SDGS

General Disclosures
2-1

Organization details

Emerson Electric Co., 8000 West Florissant Avenue, P.O. Box 4100, St. Louis,
MO 63136 USA

2-1

Location of operations

Emerson.com: Contact Us
Emerson 2023 Form 10-K: Item 2 - Properties

2-1

Ownership and legal form

Emerson.com: Corporate Governance (Articles of Incorporation)
Emerson 2023 Form 10-K: Subsidiaries of Emerson Electric Co.,
September 30, 2022

2-1

Scale of the organization

Emerson 2023 Form 10-K: Item 1- Business; Item 2 - Properties; Results ofOperations,
Emerson 2023 Sustainability Report: Emerson At-A-Glance, p.9

2-2

Entities included in the organization’ssustainability reporting

Emerson 2023 Sustainability Report: About this Report, p.2

2-3

Reporting period, frequency andcontact point

Emerson 2023 Sustainability Report: About this Report, p.2;
Fiscal Year 2023 Sustainability Data, p.195

2-4

Restatements of information

Emerson 2023 Sustainability Report: Emerson’s Portfolio Change Impact on
Environmental Sustainability, p.29; Fiscal Year 2023 Sustainability Data, p.198

2-5

External Assurance

Emerson 2023 Sustainability Report: Scope 1 and 2 Emissions Data, p.37;
Independent Limited Assurance Statement, p.204

2-6

Activities, value chain and otherbusiness relationships

Emerson 2023 Form 10-K: Item 1 - Business
Emerson 2023 Annual Report: Letter to Shareholders, p.i
Emerson 2023 Sustainability Report: Supply Chain, p.154

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

176

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

GRI Index (continued)

Disclosure

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

GRI Standards Disclosure Title

Location/Response

2-7

Information on employees

Partially reported: 2023 Sustainability Report: Emerson At-A-Glance, p.9
Emerson 2023 Sustainability Report: Emerson’s Workforce by the Numbers, p.108
Emerson 2023 Form 10-K; Item 1 - Business

2-9

Governance structure

Emerson 2023 Annual Meeting Proxy Statement: Board and Corporate
Governance, p.14
Emerson 2023 Sustainability Report: Corporate Governance, p.143
Emerson.com: Corporate Governance (Principles and Practices)

2-9

Executive-level responsibility foreconomic, environmental and social
topicsEmerson 2023 Sustainability Report: CEO Message, p.7;
Advancing Transparency and Governance in Sustainability, p.31

2-9Consulting stakeholders on economic,
environmental and social topics

Emerson 2023 Annual Meeting Proxy Statement: Our Board of Directors, p.2;
Board and Corporate Governance, p.14
Emerson 2023 Sustainability Report: Advancing Transparency andGovernance in Sustainability, p.31

2-9Composition of the highest
governance body and its committees

Emerson.com: Corporate Governance
Emerson 2023 Sustainability Report: Corporate Governance (Board of Directors
Policies), p.143
Emerson 2023 Annual Meeting Proxy Statement: Our Board of Directors, p.2;
Board and Committee Operations, p.14-27 (Board Composition)

2-10

Nominating and selecting the highest
governance bodyEmerson.com: Corporate Governance (Principles and Practices)
Emerson 2023 Annual Meeting Proxy Statement: Board and Corporate
Governance, p.22 (Nomination Process)
Emerson 2023 Sustainability Report: Corporate Governance, p.143

2-11

Chair of the highest governance bodyEmerson.com: Corporate Governance (Principles and Practices)

REPORTING
Reconciliation Tables

Related UN SDGS

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

177

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

GRI Index (continued)

Disclosure

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

GRI Standards Disclosure Title

Location/Response

2-11

Conflicts of interest

Emerson 2023 Sustainability Report: Integrity & Ethics (Conflict of Interest
Evaluation and Reporting), p.153
Emerson 2023 Annual Meeting Proxy Statement: Board and Corporate
Governance, p.10 (Review, Approval or Ratification of Transactions withRelated Persons; Director Independence)

2-12

Role of highest governance body insetting purpose, values and strategy

Emerson 2023 Sustainability Report: Corporate Governance(Recent Corporate Governance Actions), p.148
Emerson.com: Corporate Governance (Principles and Practices)
Emerson.com: Corporate Governance and Nominating Committee Charter
Emerson 2023 Annual Meeting Proxy Statement: Board and Corporate
Governance (Board Role in Sustainability and Human Capital Management), p.14

2-13

Delegation of responsibility for
managing impacts

Emerson 2023 Annual Meeting Proxy Statement: Board and Corporate
Governance (Board Role in Sustainability and Human Capital Management), p.14
Emerson 2023 Sustainability Report: Our Approach to Environmental
Sustainability and a Net Zero World, p.28
Emerson.com: Corporate Governance (Principles and Practices – Board
Oversight of Management)
Emerson.com: Corporate Governance and Nominating Committee Charter

2-14

Role of the highest governance bodyin sustainability reporting

Emerson 2023 Sustainability Report: Board Oversight of Company Strategy
and Risk Management, p.145-146; Sustainability External Reporting
Governance, p.146

2-15

Conflicts of Interest

Emerson 2023 Sustainability Report: Corporate Governance(Board of Directors Policies), p.143
Emerson 2023 Annual Meeting Proxy Statement: Board and Corporate
Governance (Board Leadership Structure) p.16

REPORTING
Reconciliation Tables

Related UN SDGS

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

178

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

GRI Index (continued)

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

Disclosure

GRI Standards Disclosure Title

Location/Response

2-17Collective knowledge of highest
governance bodyEmerson’s Senior Vice President, General Counsel and Secretary briefs
the Corporate Governance and Nominating Committee on corporate
responsibility topics on at least an annual basis.
Emerson 2023 Sustainability Report: Corporate Governance (Recent
Corporate Governance Actions), p.148

2-18

Evaluating the highest governancebody’s performance

Emerson 2023 Annual Meeting Proxy Statement: Board and Corporate
Governance, (Board, Committee and Individual Director Evaluations), p.12

2-19

Remuneration policies

Emerson 2023 Annual Meeting Proxy Statement: Executive Compensation,
p.29-62

2-20

Process for determining remuneration Emerson 2023 Annual Meeting Proxy Statement: Executive Compensation,
p.29-62
Emerson 2023 Annual Meeting Proxy Statement: Proxy Item No. Advisory
Vote on Executive Compensation, p.28

2-21

Annual total compensation ratio

Emerson 2023 Annual Meeting Proxy Statement: Pay Ratio Disclosure, p.59

2-22

Statement on sustainable
development strategy

Emerson.com: Corporate Governance and Nominating Committee Charter
Emerson 2023 Sustainability Report: CEO Message, p.7; Our Purpose,
p.10; Emerson’s Environmental Sustainability Goals, p.29; Diversity, Equity
and Inclusion Goals, p.107; Board Oversight of Company Strategy and Risk
Management, p.145-147; Climate scenarios guide our long-term business andrisk management strategies, p.34-35
Emerson 2023 Annual Meeting Proxy Statement: Board and Corporate
Governance (Board Role in Sustainability and Human Capital Management), p.14
Emerson 2023 Form 10-K: Item 1A - Risk Factors
Emerson 2023 Annual Report, p.5-6

REPORTING
Reconciliation Tables

Related UN SDGS

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

179

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

GRI Index (continued)

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

Disclosure

GRI Standards Disclosure Title

Location/Response

2-23
2-24

Policy commitments
Embedding policy commitments

Emerson 2023 Sustainability Report: Advancing Transparency and Governance in
Sustainability, p.31; Integrating Wellbeing Into the Employee Experience, p.125126; Integrity and Ethics, p.149; Board Oversight of Company Strategy and Risk
Management, p.146; Creating a Culture of Responsible Sourcing, p.155

2-25
2-26

Processes to remediate negative
impacts

Emerson 2023 Annual Meeting Proxy Statement: Communications with theCompany and Obtaining Emerson Documents, p.82
Emerson 2023 Sustainability Report: Integrity & Ethics (Ethics Hotline andReporting Process), p.149

2-28

Membership of associations

Emerson.com: Corporate Governance (Trade Associations & Lobbying)Emerson 2023 Sustainability Report, Collaborating for a Net Zero World:
Greening With Emerson, p.84

2-29

Approach to stakeholder engagement

Emerson solicits and uses feedback from employees, customers, investors
and analysts, community leaders, suppliers, regulator and NGOs tounderstand concerns and impacts of our operations on the environment, theeconomy and local communities.
Emerson 2023 Annual Meeting Proxy Statement: Our Board of Directors, p.2;
Board and Corporate Governance, p.14
Emerson 2023 Sustainability Report: Collaborating for a Net Zero World:
Greening With Emerson, p.84; Workforce Development, p.129; Corporate
Philanthropy, p.130; Supply Chain, p.154

2-30

Collective bargaining agreements

Emerson 2023 Sustainability Report: Limitless Growth: Talent Development(Labor Relations), p.125

REPORTING
Reconciliation Tables

Related UN SDGS

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

180

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

GRI Index (continued)

Disclosure

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

GRI Standards Disclosure Title

Location/Response

201-1

Direct economic value generated anddistributed

Emerson 2023 Form 10-K: Results of Operations

201-2

Financial implications and other risks
and opportunities due to climatechangeEmerson 2023 Form 10-K: Item 1A - Risk Factors, pg. 9
Emerson 2023 CDP Response
Emerson 2023 Sustainability Report: Corporate Governance (Climate scenarios
guide our long-term business and risk management strategies), p.34

201-3

Defined benefit plan obligations andother retirement plans

Emerson 2023 Form 10-K: Notes to Consolidated Financial Statements;
Retirement Plans

203-1

Infrastructure investments andservices supported

Emerson 2023 Sustainability Report: Workforce Development, p.129;
Corporate Philanthropy, p.130

203-2

Significant indirect economic impacts

Emerson 2023 Sustainability Report: Workforce Development, p.129;
Corporate Philanthropy, p.130

204-1

Proportion of spending

Emerson 2022 Form 10-K: Subsidiaries of Emerson Electric Co.,
September 30, 2021

205-2

Communication and training
about anti-corruption policies andprocedures

Partially reported: Emerson 2023 Sustainability Report: Integrity & Ethics(Anti-Corruption Controls), p.149

205-3

Confirmed incidents of corruption and During the reporting period, Emerson did not experience any incidents ofactions taken
corruption that rose to the level of materiality that would have required
disclosure in our periodic reports filed with the SEC.

REPORTING
Reconciliation Tables

Related UN SDGS

Economic

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

181

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

GRI Index (continued)

Disclosure

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

GRI Standards Disclosure Title

Location/Response

206-1

Legal actions for anti-competitive
behavior, anti-trust and monopoly
practices

During the reporting period, Emerson was not identified as a participant inany legal actions alleging anticompetitive behavior or violations of anti-trust
and monopoly legislation that rose to the level of materiality that would haverequired disclosure in our periodic reports filed with the SEC.

207-1

Approach to tax

Emerson Statement of Tax Principles

207-2

Tax governance, control and risk
management

Emerson Statement of Tax Principles

207-3

Stakeholder engagement andmanagement of concerns related totax

Emerson Statement of Tax Principles

REPORTING
Reconciliation Tables

Related UN SDGS

Environment
301-1

Materials used by weight or volume

Partially reported: Emerson 2023 Sustainability Report: Greening Of Emerson(Measuring the Carbon Footprint of Products), p.55

302-1

Energy consumption within theorganization

Emerson 2023 Sustainability Report: Greening Of Emerson, p.37;
Sustainability Data, p.195
Emerson 2023 CDP Response

302-3

Energy intensity

Emerson 2023 Sustainability Report: Sustainability Data, p.195

302-4

Reduction of energy consumption

Partially reported: Emerson 2023 Sustainability Report: Net Zero Operations
Update, p.36; Greening Of Emerson, p.31; Sustainability Data, p.195
Emerson 2023 CDP Response

303-1

Interactions with water as a sharedresource

Partially Reported: 2023 CDP Water Security Report

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

182

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

GRI Index (continued)

Disclosure

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

GRI Standards Disclosure Title

Location/Response

303-3

Water withdrawal

2023 CDP Water Security Report

303-5

Water consumption

Partially reported: Emerson 2023 Sustainability Report: Greening Of Emerson(Water Management and Biodiversity), p.47

305-1

Direct (Scope 1) GHG emissions

Emerson 2023 Sustainability Report: Greening Of Emerson (Greenhouse Gas
Emissions), p.51; Sustainability Data, p.195

305-2

Energy indirect (Scope 2)

Emerson 2023 Sustainability Report: Greening Of Emerson (Greenhouse Gas
Emissions), p.51; Sustainability Data, p.195

305-3

Other indirect (Scope 3) GHG
emissions

Emerson 2023 Sustainability Report: Greening Of Emerson (Net Zero Value
Chain Progress), p. 52

305-4

GHG emissions intensity

Emerson 2023 Sustainability Report: Greening Of Emerson, p.51;
Sustainability Data, p.195

REPORTING
Reconciliation Tables

Related UN SDGS

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

183

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

GRI Index (continued)

Disclosure

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

GRI Standards Disclosure Title

Location/Response

305-5

Reduction of GHG emissions

Emerson 2023 Sustainability Report: Greening Of Emerson, p.51;
Sustainability Data, p.195

306-2

Management of significant wasterelated impacts

Emerson 2023 Sustainability Report: Greening Of Emerson (Driving Toward
Zero Waste to Landfill), p. 44

306-3

Total waste generated
Hazardous and non-hazardous

Emerson 2023 Sustainability Report: Greening Of Emerson (Driving Towards
Zero Waste to Landfill), p. 44; Sustainability Data, p.195

306-4

Waste Diverted from Disposal

Emerson 2023 Sustainability Report: Greening Of Emerson (Driving Towards
Zero Waste to Landfill), p. 44; Sustainability Data, p.195

306-5

Waste Diverted to Disposal

Emerson 2023 Sustainability Report: Greening Of Emerson (Driving Towards
Zero Waste to Landfill), p. 44; Sustainability Data, p.195

307-1

Noncompliance with environmental
laws and regulations

Emerson 2023 Sustainability Report: Greening Of Emerson (Environmental
Compliance), p.48
In fiscal year 2023, environmental regulators inspected our facilities or were
notified of incidents on different occasions worldwide. Of these occasions in
2023, monetary penalties totaled 21.

308-1

New suppliers that were screenedusing environmental criteria

Partially reported: Emerson 2023 Sustainability Report: Supply Chain, p.154

REPORTING
Reconciliation Tables

Related UN SDGS

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

184

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

GRI Index (continued)

Disclosure

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

GRI Standards Disclosure Title

Location/Response

403-1

Occupational health and safety
management system

Partially reported: Emerson 2023 Sustainability Report: Workplace Safety,
Measuring Performance, p.135

403-2

Hazard identification, risk assessment
and incident investigation

Emerson 2023 Sustainability Report: Workplace Safety, Risk Management, p.135

403-3

Occupational health services

Partially reported: Emerson 2023 Sustainability Report: Workplace Safety, p.135

403-4

Worker participation, consultation,and communication on occupational
health and safety

Partially reported: Emerson 2023 Sustainability Report: Workplace Safety,
Risk Management, p.135

403-5

Worker training on occupational
health and safety

Partially reported: Emerson 2023 Sustainability Report: Workplace Safety,
I Own Safety Training Program p.138

403-6

Promotion of worker health

Emerson 2023 Sustainability Report: Limitless Growth: Talent Development(Wages and Benefits), p.125; Workplace Safety, p.134

403-7

Prevention and mitigation ofoccupational health and safety
impacts directly linked by business
relationships

Partially reported: Emerson 2023 Sustainability Report: Workplace Safety, p.134

403-8

Workers covered by an occupational
health and safety management
systemPartially reported: Emerson 2023 Sustainability Report: Workplace Safety(Measuring Performance), p.135

REPORTING
Reconciliation Tables

Related UN SDGS

Social2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

185

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

GRI Index (continued)

Disclosure

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

GRI Standards Disclosure Title

Location/Response

403-9

Work-related injuries

Emerson 2023 Sustainability Report: Workplace Safety (Emerson Global
Health and Safety Performance), p.137

404-1

Average hours of training per year per Partially Reported: Emerson 2023 Sustainability Report: Greening Of:
employee
Employee Engagement p.57; Greening With: Collaborating with Leading
Research and Educational Institutions, p.89; Limitless Growth: Talent
Development, p.117

404-2

Programs for upgrading employee
skills and transition assistanceprograms

Emerson.com: Careers (Training & Development)
Emerson.com: Investing in People (Learning & Development)
Emerson 2023 Sustainability Report: Limitless Growth: Talent Development,
p.117

404-3

Percentage of employees receiving
regular performance and careerdevelopment reviews

Emerson 2023 Sustainability Report: Limitless Growth: Talent Development,
p.117

405-1

Diversity of governance bodies andemployees

Emerson 2023 Sustainability Report: Diverse People, Working Together(Workforce by the numbers, p.108; Sustainability Data, p.195
Emerson 2023 Annual Meeting Proxy Statement: Our Board of Directors(Board Diversity) p.3

407-1

Operations and suppliers in which theright to freedom of association andcollective bargaining may be at risk

Emerson 2023 Sustainability Report: Limitless Growth: Talent Development(Labor Relations), p.125;

408-1

Operations and suppliers incidents ofchild labor

Partially reported: Emerson 2023 Sustainability Report: Limitless Growth:Talent Development (Human Rights), p.126; Supply Chain (Humanity:
Emerson Suppliers Are Focused on Integrity, Respect, Fairness and Honesty),
p.163

REPORTING
Reconciliation Tables

Related UN SDGS

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

186

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

GRI Index (continued)

Disclosure

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

GRI Standards Disclosure Title

Location/Response

409-1

Operations and suppliers at
significant risk for incidents of forced
or compulsory labor

Partially reported: Emerson 2023 Sustainability Report: Limitless Growth:Talent Development (Human Rights), p.126; Supply Chain (Humanity: Emerson
Suppliers Are Focused on Integrity, Respect, Fairness and Honesty), p.163

412-2

Employee training on human rights
policies or procedures

Emerson 2023 Sustainability Report: Integrity & Ethics (Annual Ethics
Training), p.150

412-3

Significant investment agreements
and contracts that include humanrights clauses or that underwent
human rights screening

Emerson 2023 Sustainability Report: Supply Chain (Humanity: Emerson
Suppliers Are Focused on Integrity, Respect, Fairness and Honesty), p.163

413-1

Operations with local community
engagement, impact assessments,
and development programs

Partially reported: Emerson 2023 Sustainability Report: Supply Chain(Champion: Serving Customers with a Resilient, Agile Supply Chain), p.165

414-1

New suppliers that were screenedusing social criteria

Partially reported: Emerson 2023 Sustainability Report: Supply Chain(Inclusion: Emerson and Our Suppliers Create Inclusive, Diverse Workplaces),
p.165; (Humanity: Emerson Suppliers Are Focused on Integrity, Respect,
Fairness and Honesty), p.137

415-1

Political contributions

Emerson.com: Trade Associations & Lobbying

416-2

Incidents of noncomplianceconcerning the health and safety
impacts of products and services

During the reporting period, Emerson identified no new incidents ofnoncompliance with regulations and/ or voluntary codes concerning thehealth and safety impacts of Emerson products and services that rose to
the level of materiality that would have required disclosure in our periodic
reports filed with the SEC.

REPORTING
Reconciliation Tables

Related UN SDGS

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

187

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

GRI Index (continued)

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

Disclosure

GRI Standards Disclosure Title

Location/Response

417-2

Incidents of noncomplianceconcerning product and service
information and labeling

During the reporting period, Emerson identified no new incidents ofnoncompliance with regulations and/ or voluntary codes concerning productand service information and labeling that rose to the level of materiality thatwould have required disclosure in our periodic reports filed with the SEC.

417-3

Incidents of noncomplianceconcerning marketing
communications

During the reporting period, Emerson identified no new incidents ofnoncompliance with regulations and/or voluntary codes concerning themarketing communications of Emerson products and services that rose to
the level of materiality that would have required disclosure in our periodic
reports filed with the SEC.

419-1

Noncompliance with laws andDuring the reporting period, Emerson identified no noncompliance with laws
regulations in the social and economic and/or regulations in the social and economic area that rose to the level ofareamateriality that would have required disclosure in our periodic reports filedwith the SEC.

REPORTING
Reconciliation Tables

Related UN SDGS

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

188

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

SASB Index
The following disclosure is aligned to the
Sustainability Accounting Standards Board (SASB)
framework for the sector denoted as “Resource
Transformation – Electrical and Electric Equipment(EE).” However, the activity of our company does
not fit squarely within one single industry. We
have therefore included metrics aligned to otherindustry sectors we believe would be of interest
to our stakeholders. Emerson will continue toevaluate the disclosure of additional topics asthese emerge, considering relevance, availability ofhigh-quality data and competitive sensitivities.

Units

Emerson Metric/Disclosure Location

Gross global Scope 1 emissions, percentage
RT-CH-110a.1
covered under emissions-limiting regulations

Metric tons (t) CO2e,
Percentage (%)

Emerson 2023 Sustainability Report, Emissions
Intensity and Greenhouse Gas Emissions, p. 37:
84,685 MT CO2e

Discussion of long-and-short-term strategy
or plan to manage Scope 1 emissions,emissions reduction targets and analysis ofperformance against targets

RT-CH-110a.2

N/A

Emerson 2023 Sustainability Report, Emerson’sEnvironmental Sustainability Goals, p. 29;
Greening Of Emerson, p. 31
2023 CDP Climate Change Report

Energy Management(1) Total energy consumed(2) Percentage grid electricity(3) Percentage renewable

RT-EE-130a.1
RT-IG-130a.1

Gigajoules (GJ)
Percentage (%)

Sustainability Data, p. 195(1) 2,018,660 GJ (560,739 MWh) electricity used
(2) 51% grid electricity(3) 49% renewable

Waste & Hazardous
Materials Management

Amount of hazardous waste generated

RT-EE-150a.1

Metric tons (t)Emerson 2023 Sustainability Report, Driving
Towards Zero Waste to Landfill, p. 44
Total Hazardous Waste 3 kilotons

Water Management(1) Total water withdrawn, (2) total water
consumed, percentage of each in regions withhigh or extremely high baseline water stress

RT-CH-140a.1

Thousand cubic
meters (m3),Percentage (%)

2023 CDP Water Security Report, Section W1.
2b, 4,169 megaliters withdrawn

Number of incidents of non-complianceassociated with water quality permits,standards and regulations

RT-CH-140a.2

Number2023 CDP Water Security Report, Section
W2.2a, two water-related fines, which are notconsidered significant

Description of water management risks anddiscussion of strategies and practices tomitigate those risks

RT-CH-140a.3

N/A

2023 CDP Water Security Report, Section W3.3

Disclosure Topic

MetricGreenhouse Gas
Emissions

SASB Code2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

189

ABOUT EMERSONVALUE CREATIONENVIRONMENTSOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

SASB Index (continued)

Disclosure Topic

MetricSASB Code

Units

Emerson Metric/Disclosure Location

Product Design &Lifecycle Management

Revenue from renewable energy-related andenergy efficiency related products

RT-EE-410a.3

Reporting currency

Emerson 2023 Sustainability Report, Value
Creation: The Critical Role of Automation, p. 19

Materials Sourcing &Efficiency

Description of the management of risks
associated with the use of critical materials

RT-EE-440a.1

N/A

Emerson 2023 Sustainability Report, Conflict
Minerals Statement, p. 160
Emerson 2023 Sustainability Report,
Implementation of a Responsible Sourcing
Policy, p. 155

Employee Health &Safety(1) Total recordable incident rate (TRIR),(2) fatality rate, and (3) near miss frequency
rate (NMFR)

RT-IG-320a.1

Rate

Emerson 2023 Sustainability Report, Emerson
Global Health and Safety Performance, p. 137:
0.28 total recordable rate of injuries

Business Ethics

Description of policies and practices forprevention of: (1) corruption and bribery;(2) anti-competitive behavior

RT-EE-510a.1

N/A

Emerson 2023 Sustainability Report, AntiCorruption Controls, p. 152
Emerson Employee Code of Conduct, Giving
Gifts or Other Things of Value and Bribery, p. 9;
Antitrust or Anti-competition, p.14
Emerson Business Ethics
Emerson Supplier Code of Conduct

Total amount of monetary losses as a resultof legal proceedings associated with bribery
or corruption

RT-EE-510a.2

Reporting currency

SEC Filings: Information on legal proceedings
is disclosed in our Annual Report on Form 10-K
and in our Quarterly Reports on Form 10-Q

SEC Filings: Information on legal
proceedings is disclosed in our Annual
Report on Form 10-K and in our Quarterly
Reports on Form 10-Q

RT-EE-510a.3

Reporting currency

SEC Filings: Information on legal proceedings
is disclosed in our Annual Report on Form 10-K
and in our Quarterly Reports on Form 10-Q

Number of employees

RT-EE-000-B

Number

Emerson 2023 Sustainability Report: About
This Report, p. 2; Reporting, p. 172 62,000
employees

Activity Metrics

GRI Index

SASB Index

Reconciliation Tables

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

190

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

TCFD Index

SUMMARY RESPONSE

The table below is a disclosure of Emerson’s
publicly available climate-related information
using the framework developed by the Task
Force on Climate-Related Financial Disclosures(TCFD). It contains our responses to eachof TCFD’s recommendations, as well as thelocation of these disclosures.

The Board of Directors assumes responsibility for the oversight of Emerson’s risk management andstrategy. The Board administers its risk oversight both through active review and discussion by thefull Board and by delegating certain oversight responsibilities to one of its committees for further
consideration and evaluation of specific risks.

SOCIALTCFD Index

GOVERNANCEREPORTINGESG Data

Reconciliation Tables

RECOMMENDED DISCLOSUREDISCLOSURE LOCATION

a. Describe the Board’s
oversight of climate-relatedrisks and opportunities.

2023 CDP Climate Change
Report, sections C1. 1a, C1.
1b

Governance
Disclose the company’s governance around climate-related risks and opportunities.

Emerson 2023 Annual
Meeting Proxy Statement:
Board and Corporate
Governance p.7

Each committee reports to the full Board with respect to the committee’s risk oversight activities ona regular basis. The Board and/or its appropriate committee receives updates from management toenhance its understanding and oversight of the Company’s risk management processes. This process isdesigned to provide to the Board timely visibility into the identification, assessment and management ofcritical risks. The areas of critical risk include strategic, macroeconomic and operational risks.
The formal annual enterprise risk assessment process includes surveys and/or interviews of all businessand corporate leaders, as well as the members of the Office of the Chief Executive. For significant risks
identified, a mitigation plan is established that includes the person responsible for implementation of
the plan and the timeline for completion.
In 2023, the Board restructured its committees by dissolving its Finance Committee, creating a new
Technology and Environmental Sustainability Committee and redistributing the responsibilities of the
Finance Committee among the remaining Committees and to the full Board. The Board created theTechnology and Environmental Sustainability Committee to further enhance its oversight of issues
such as product cybersecurity, technology, innovation and the Company’s environmental sustainability
policies and programs.

Emerson 2023 Sustainability
Report, Board Oversight ofCompany Strategy and Risk
Management p.145
b. Describe management’s rolein assessing and managing
climate-related risks andopportunities

2023 CDP Climate Change
Report, sections C1.2, C1.2a
Emerson 2023 Sustainability
Report, Board Oversight ofCompany Strategy and Risk
Management p.145

The Corporate Governance and Nominating Committee assists the Board in the oversight of thecompany’s sustainability initiatives, including the company’s Environmental, Social and Governance
Report, as well as matters related to climate change.
Our CEO and Chief Sustainability Officer engage directly with the Board to report progress towardgreenhouse gas targets and coordinate with the Board on the development of our net zero ambitions.
The Chief Sustainability Officer attends all Board meetings and formally presents to the Board on
Emerson’s environmental sustainability strategy and key initiatives twice a year.
> continued next page2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

191

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

TCFD Index (continued)

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIALTCFD Index

SUMMARY RESPONSE

GOVERNANCEREPORTINGESG Data

Reconciliation Tables

RECOMMENDED DISCLOSUREDISCLOSURE LOCATION

a. Describe the Board’s
oversight of climate-relatedrisks and opportunities.

2023 CDP Climate Change
Report, sections C1. 1a, C1.
1b

Governance
Disclose the company’s governance around climate-related risks and opportunities.
> continued
In coordination with the Board, Emerson leadership compensation programs in 2023 utilized a metricsbased approach incorporating both financial and sustainability targets with a focus on greenhousegas emissions reductions and human capital management goals. These metrics are reviewed regularly
and updated according to progress. Doing so helps drive alignment and culture change across ourorganization

Emerson 2023 Annual
Meeting Proxy Statement:
Board and Corporate
Governance p.7

Emerson has established a strong governance structure to help ensure accountability and progress.
Emerson’s Senior Vice President and Chief Sustainability Officer, leads the company’s environmental
sustainability strategy and oversees the Environmental Sustainability Steering Committee, which meetsbi-annually to evaluate the company’s sustainability strategy.
Under the CSO’s leadership, Emerson’s Environmental Sustainability Steering Committee is active incoordinating environmental sustainability-related activities and initiatives across the company’s global
value chain. This committee connects the priorities of our Board, leadership team and colleagues
around the world and includes representatives from all functional areas of the company. The aim is toensure that environmental sustainability is widely integrated into the company’s business. The membersof the Office of the Chief Executive, which include the most senior leaders of the company, bring therelevant experience essential to developing and executing our climate-related strategies.
Our Enterprise Operations Group and Environmental Sustainability Group monitor performance against
Emerson’s net zero greenhouse gas emission targets. Each business unit measures and tracks its
performance on a quarterly basis and reports it to corporate management.

Emerson 2023 Sustainability
Report, Board Oversight ofCompany Strategy and Risk
Management p.145
b. Describe management’s rolein assessing and managing
climate-related risks andopportunities

2023 CDP Climate Change
Report, sections C1.2, C1.2a
Emerson 2023 Sustainability
Report, Board Oversight ofCompany Strategy and Risk
Management p.145

Emerson has recently established a more formalized sustainability reporting governance framework.
This is in anticipation of meeting the diverse range of sustainability disclosure regulations being
introduced globally, including the EU’s Corporate Sustainability Reporting (CSRD), the US SEC’s climate
disclosure rule and California Climate laws among others. This effort is marked by robust crossfunctional collaboration involving key departments such as external financial reporting, internal audit,
sustainability, legal, IT and HR, underscoring the comprehensive approach we are taking to ensurecompliance and leadership in sustainability governance.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

192

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

TCFD Index (continued)

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIALTCFD Index

SUMMARY RESPONSE

GOVERNANCEREPORTINGESG Data

RECOMMENDED DISCLOSURE

Reconciliation Tables

DISCLOSURE LOCATION

Strategy
Disclose the actual and potential impacts of climate-related risks and opportunities on the company’sbusiness, strategy and financial planning where such information is material.
Emerson is committed to developing and maintaining sustainable, responsible practices and offeringsin its global operations to create value for customers and shareholders.
In 2022, Emerson performed a climate scenario analysis to identify the climate-related risks andopportunities that are most material to Emerson’s business. The analysis considered two types of risks
and opportunities: those related to the transition to a lower-carbon economy and those related to thephysical impacts of climate change.
Emerson followed the TCFD recommendations and assessed a range of future climate-related
scenarios, including a scenario based on the 2015 Paris Agreement objective of limiting global averagetemperature rise to below 2 degrees Celsius. For the analysis on transition risks and opportunities twoemissions pathways were included. For the low emissions pathway, Emerson used the IEA’s Sustainable
Development Scenario for transition impacts in a well-below 2 degrees future, which is the most
optimistic temperature scenario. For the high emissions pathway, the IEA Stated Policies Scenario wasused for transition impacts, which is the scenario with the highest temperature increase.
In 2024, the physical risk analysis was updated to assess physical risks to our business operations
over a range of time horizons and future climate-related scenarios. For more information, pleaserefer to page 35.
Based on this risk and opportunity assessment, Emerson has identified the most material risks andopportunities and, where feasible, quantified potential impacts through the use of long-term analysis
across a low and a high emissions scenario.

a.Describe the climate-relatedrisks and opportunities thecompany has identified over the
short, medium, and long term

2023 CDP Climate
Change Report, Risks andOpportunities, section C2

b.Describe the impact of climaterelated risks and opportunities
on the company’s business,strategy, and financial planning.

2023 CDP Climate Change
Report, sections

c.Describe the resilience of thecompany’s strategy, taking into
consideration different climaterelated scenarios, including
a 2 degrees Celsius or lower
temperature rise scenario.

2023 CDP Climate Change
Report, Business Strategy,
section C3

C2.3a, C2.4a, C3.1, C3.2,
C3.3, C3.4

Emerson 2023 Sustainability,
Climate scenarios guide ourlong-term business and risk
management strategies p.34

As we move forward, we will continue to regularly revise our climate scenario analysis and to refine ourassessment methodology. Given the iterative nature of climate scenario analysis process, we expect
improvements in best-practice approaches, models and data quality over time. We will integrate theseassessments into our strategic planning, M&A activities, product design strategy and enterprise risk
management frameworks as we advance our net zero commitments. This will strengthen our market
position, business opportunities and resilience and adaption to climate change.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

193

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

TCFD Index (continued)

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIALTCFD Index

SUMMARY RESPONSE

GOVERNANCEREPORTINGESG Data

Reconciliation Tables

RECOMMENDED DISCLOSUREDISCLOSURE LOCATION

a. Describe the company’s
processes for identifying andassessing climate-related risks.

2023 CDP Climate Change
Report, sections C2.1b, C2.2

b. Describe the company’s
processes for managing
climate-related risks.

2023 CDP Climate Change
Report, sections C2.2

c. Describe how processes for
identifying, assessing, andmanaging climate relatedrisks are integrated into
the company’s overall risk
management.

2023 CDP Climate Change
Report, sections C3 C1.1a,
C1.1b, C1.2, C1.2a

Risk Management
Disclose how the company identifies, assesses and manages climate-related risks.
Emerson identifies climate-related risks as those with the potential for substantive financial or
strategic impact to our business, operations, revenue, or expenditures that would impact our ability tosuccessfully deliver products to our customers.
Emerson considers various climate-related risks as part of an integrated multidisciplinary, companywide risk management process. The Audit Committee supports the Board in risk management. In
addition, business operations include regular monitoring, mitigation and control. Each year, there is areview of the company’s climate-related activities, audits and expenditures.
In 2022, Emerson undertook a climate risk and opportunity assessment to identify those risks andopportunities, as identified by the TCFD, that are most material to Emerson’s business. For each
TCFD risk and opportunity, Emerson identified one (or more) Emerson-specific inherent risk(s)/opportunity(ies) and associated impact(s) across each of the company’s business units. The analysis
considered two types of risks and opportunities: those related to the transition to a lower-carbon
economy and those related to the physical impacts of climate change.
We categorized these risks in alignment with our internal Enterprise Risk Management Framework andidentified the time horizon in which the most material impact of the risk would manifest. Based on thisrisk and opportunity assessment, Emerson identified the most material risks and opportunities and,
where feasible, quantified potential impacts through the use of long-term analysis across a low and ahigh emissions scenario.

Emerson 2023 Sustainability,
Climate scenarios guide ourlong-term business and risk
management strategies p.34

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

194

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONENVIRONMENTGRI Index

SASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

Fiscal Year 2023 Sustainability Data
Reporting year: This table presents information focused primarily on data collected and activities that occurred during Emerson’s fiscal 2023
(October 1, 2022 — September 30, 2023) and is reported based on 62,000 employees and 130 manufacturing locations, except where indicated otherwise.
For additional details about organizational boundaries, data collection, assumptions and methodologies regarding 2022 GHG emissions andenergy metrics, see Emerson’s CDP 2023 Report.
The sustainability metrics included in the table below can also be found in our accompanying sustainability metric (.xlsx) file, including
environmental, social and governance metrics.

Environmental Data
UNITS

2023

2022

2021

2020

2019

mtCO2e/Sales $M

14.2

20.6

29.6

33.1

35.4

%

(52%)

(30%)

–

–

–

Scope 1 and 2 | GHG emissions total

mtCO2e215,509284,868

383,155

406,502478,938

Scope 1 and 2 | Regional GHG emissions breakdown NA

mtCO2e97,439

121,824

209,637

223,892

271,261

Scope 1 and 2 | Regional GHG emissions breakdown LATAM

mtCO2e9,692

38,38538,84237,05048,573

Scope 1 and 2 | Regional GHG emissions breakdown EU

mtCO2e36,70542,29742,65843,50949,261

Scope 1 and 2 | Regional GHG emissions breakdown MEA

mtCO2e6,926

14,947

21,25924,86422,059

Scope 1 and 2 | Regional GHG emissions breakdown AP w/o China

mtCO2e35,36438,03140,93949,55053,161

Scope 1 and 2 | Regional GHG emissions breakdown China only

mtCO2e29,38529,38529,82027,637

34,624GRI INDICATOR METRIC
Scope 1and Scope 2*

305-1
305-2
305-4
305-5

Scope 1 and 2 | GHG emissions intensity
Scope 1 and 2 | GHG emissions intensity from 2021 baseline–* ERM CV has been engaged by Emerson to provide independent assurance for selected information disclosed in this report. ERM CV’s full assurance statement, including opinion and basis of opinion, is available on page 204. For combined Scope 1 + 2 calculations, note Scope 2 market-based emissions wereused to calculate the totals.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

195

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

Fiscal Year 2023 Sustainability Data (continued)
UNITS

2023

2022

2021

2020

2019

Scope 1 | GHG emissions total

mtCO2e84,68591,31899,128100,869

118,340

Scope 1 | GHG emissions by natural gas

mtCO2e34,36142,64249,28650,58957,875

Scope 1 | GHG emissions by propane

mtCO2e

1,413

4,259

5,176

5,917

5,894

Scope 1 | GHG emissions by stationary diesel

mtCO2e

325

584

672

761

666

Scope 1 | GHG emissions by residual fuel oil

mtCO2e

106

208

113

62

37

Scope 1 | GHG emissions by kerosene

mtCO2e

117

145

142

117

131

Scope 1 | GHG emissions from mobile sources

mtCO2e36,112

31,67130,831

30,57538,833

Scope 1 | GHG emissions from refrigerants

mtCO2e12,251

11,80912,908

12,84814,904

Scope 1 | GHG emissions from agricultural by products

mtCO2e

0

0

0

0

0

Scope 2 | GHG emissions total (market-based)

mtCO2e130,825

193,550

284,027

305,633

360,598

Scope 2 | GHG emissions total (location-based)

mtCO2e232,636

251,920

288,766

308,724

360,749

Reduction in Scope 2 | GHG emissions by renewable energy / total avoided

mtCO2e104,33159,084

4,802

3,147

150

GRI INDICATOR METRIC
Scope 1emissions
total*

Scope 2Emissions *

305-1

305-2
305-3

–

* ERM CV has been engaged by Emerson to provide independent assurance for selected information disclosed in this report. ERM CV’s full assurance statement, including opinion and basis of opinion, is available on page 204. For combined Scope 1 + 2 calculations, note Scope 2 market-based emissions wereused to calculate the totals.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

196

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

Fiscal Year 2023 Sustainability Data (continued)
GRI INDICATOR METRIC
Energy

302-1
302-3

Total energy consumption
Energy intensity (MWh / Sales $M)

Mobile Energy
by Source

Indirect Energy
by Source
Renewable
Electricity

2023

2022

2021

2020

2019

MWh

913,594

1,001,046

1,087,588

1,097,362

1,263,498

MWh / Sales $M

60.2

72.5

84.1

89.3

93.4

%

(28%)

(14%)

–

–

–

Total Stationary Energy

MWh198,415

259,095

300,057

310,803

350,476

Kerosene use

MWh

453

563

553

455

510

Stationary diesel use

MWh

1,282

2,307

2,652

3,005

2,628

Natural gas use

MWh189,584

235,275

271,931

279,120319,317

Residual fuel oil use

MWh

413

809

441

241

145

Agricultural byproducts

MWh

0

0

0

0

0

Propane use

MWh

6,682

20,141

24,48027,982

27,875

Total Mobile Energy

MWh147,719

129,512

126,280

124,552

158,049

Energy intensity reduction compared to 2021 baseline
Stationary
Energy by
Source

UNITS–

GasolineMWh88,10076,34776,73772,41079,600

DieselMWh40,89337,06636,766

34,831

36,997

Other Fuels (Kerosene, LPG, LNG, Ethanol)MWh18,726

16,09912,77817,311

41,452

Total Electricity use (Purchased + Onsite Generation)

MWh560,739

606,035

654,434

655,502748,193

Purchased hot water

MWh

5,973

5,514

5,842

5,957

5,771

Purchased steam

MWh

748

891

975

548

1,008

Total renewable electricity

MWh277,416

166,858

16,331

10,925

2,743

Contracted renewable electricity

MWh274,453

165,527

16,194

10,7902,725

On-site renewable electricity generation

MWh

2,962

1,331

137

134

17

%

49.4%

27.5%

2.5%

1.7%

0.4%

# of Sites

82

53

9

4

2

% Renewable Electricity
Number of locations with 100% renewable electricity

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

197

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

Fiscal Year 2023 Sustainability Data (continued)
UNITS

2023

2022

2021

Scope 3 | GHG emissions total

mtCO2e204,148,010

241,880,050

244,720,570

Total upstream scope 3 emissions

mtCO2e1,572,870

1,676,810

1,648,170

Scope 3 | GHG emissions purchased goods & services and capital goods(Category 1+2)

mtCO2e1,041,730

1,093,720

1,112,600

Scope 3 | GHG emissions upstream fuel & energy related activities(Category 3)

mtCO2e75,60082,17087,330

Scope 3 | GHG emissions upstream transportation & distribution(Category 4)

mtCO2e288,930

338,270

304,510

Scope 3 | GHG emissions waste in operations (Category 5)

mtCO2e20,84021,11019,100

Scope 3 | GHG emissions business travel (Category 6)

mtCO2e50,65036,07018,230

Scope 3 | GHG emissions employee commuting (Category 7)

mtCO2e95,120105,470

106,400

Total downstream scope 3 emissions

mtCO2e202,575,140

240,203,240

243,072,400

Scope 3 | GHG emissions downstream transportation & distribution(Category 9)

mtCO2e44,10045,96044,150

Scope 3 | GHG emissions use of sold products (Category 11)

mtCO2e5,301,700

5,308,100

5,542,500

Scope 3 | GHG emissions end-of-life treatment (Category 12)

mtCO2e21,34022,18019,750

Scope 3 | GHG emissions investments (Category 15)

mtCO2e197,208,000

234,827,000

237,466,000

megaliters

1,659

1,712

1,923

GRI INDICATOR METRIC
Scope 3Emissions*305-3

Upstream
Scope 3emissionsDownstream
Scope 3emissions

Water
Management

303-5

Water Purchased

2020

2019

1,588

1,915

* In fiscal year 2023, we revisited the methodology used to calculate Emerson’s Scope 3 emissions. The fiscal year 2021 values were adjusted to reflect the new methodology. As our data collection process continues to mature, the environmental data we report will continue to improve in accuracy and expandin breadth. More information on our Scope 3 emissions data collection and reporting process can be found on page 40. Scope 3 category 10 is negligible, categories 13 are 14 not applicable.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

198

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

Fiscal Year 2023 Sustainability Data (continued)
GRI INDICATOR METRIC
Total Waste
Generated

306

Non-Hazardous
Waste Diverted
from Disposal

306-4-a

Non-Hazardous
Waste Diverted
to Disposal
Non-Hazardous
Waste
Generated byCategory

Total manufacturing waste
Total hazardous waste

Total non-hazardous waste

Total non-hazardous manufacturing waste diverted
Non-hazardous diversion rate %Composted306-5-a

2023

2022

kilotons

55

57

kilotons
kilotons

kilotons%

kilotons

Recycled

kilotons

Total non-hazardous manufacturing waste for disposal

kilotons

Reusekilotons

26.5
0.5
22

kilotons

1.9

Landfilledkilotons

19.8

Waste by category (metal)
Waste by category (wood)

Waste by category (industrial)
Waste by category (other)kilotons

kilotons

kilotons
kilotons
kilotons

0.3
13
8
22
9

2019

25

28
1

2020

53

52
56%

2021

4

3

Incinerated with energy recovery

Incinerated without energy recovery

306-3-a

UNITS

–

49%
1

23
1

27

1.8
0.2
25
11
6

25
11

Scope 1 GHG emissions from refrigerants• Emerson began tracking actual refrigerant recharge volumes for comfort and process cooling equipment in 2023.
These volumes are used as a proxy for fugitive refrigerants and their respective emissions. Where historic data was not available, current year figures were used to estimate historic values.
Scope 1 GHG emissions from mobile sources• Includes emissions from all fuel types shown in Mobile Energy by Source section.
Scope 2 emissions total (market-based)• Market-based emissions includes impact of renewable energy purchases.

• Location-based emissions include grid electricity emission factor averages multiplied by the total purchased electricity.
Note that Emerson’s emissions reductions targets related to our 2045 net zero ambition, as well as our near-term 2030 goals, use 2021 data as a base year. Emerson has engaged WSP to assist in the development of our Scope 1 and 2 greenhouse gas inventory compilation and to provide guidance and review
on the Scope 3 GHG calculations required to align with both the World Resources Institute (WRI)/World Business Council for Sustainable Development (WBCSD) GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Standard) and the Science Based Targets initiative’s (SBTi) net zero criteria.
WSP is a leading professional services consultancy with a multidisciplinary sustainability, energy and climate change (SECC) team that has advised clients across sectors in greenhouse gas management, climate resiliency, sustainable supply chain and numerous related disciplines for over two decades.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

199

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

Fiscal Year 2023 Sustainability Data (continued)
Social Data
METRIC

2023

2022

2021

2020

2019

Number of employees (global)

62,00081,80086,70084,00088,000

Number of employees (Americas)

23,00036,10038,80037,00039,500

Number of employees (Europe)

16,00019,30019,80019,00020,500

Number of employees (Asia Pacific, Middle East, Africa)

21,50026,40028,10028,00028,000

Women in leadership (global, targeting 40% by 2030)

23%

21%

20%

Women, percentage of total workforce (global)

33%

Women, percentage of total workforce (U.S.)

29%

31%

Women, percentage of total workforce (Americas)

33%

36%

Women, percentage of total workforce (Europe)

33%

32%

Women, percentage of total workforce (Asia Pacific, Middle East, Africa)

33%

30%

Men, percentage of total workforce (U.S.)

71%

Minorities in leadership (U.S., targeting 30% by 2030)

GRI INDICATOR

Workforce Diversity*
Number of employees

GenderMinorities

102-8

405-1

405-1

–

33%
31%

30%

69%

69%

70%

21%

17%

16%

Minorities, percentage of total workforce (U.S.)

35%

30%

28%

Minorities, Asian, percentage of total workforce (U.S.)

11%

8%

Minorities, Black or African American, percentage of total workforce (U.S.)

12%

10%

Minorities, Hispanic or Latino, percentage of total workforce (U.S.)

10%

–

10%

Minorities, Other**, percentage of total workforce (U.S.)

2%

–

2%

28%

*	In this data set, leadership is defined as individuals at the Director level and above. Global data reflects countries that are included in our human resources information system and excludes countries not yet transitioned onto the core system.
Minorities include: Asian, American Indian or Alaska Native, Black or African American, Hispanic, Native Hawaiian or Other Pacific Islander and two or more races** Other Minorities, encompasses American Indian or Alaska Native, Native Hawaiian or other Pacific Islander and two or more races.

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

200

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

Fiscal Year 2023 Sustainability Data (continued)
METRICAge Group

Tenure2023

GRI INDICATOR
405-1

405-1

2022

Age group under 30, percentage of total workforce (global)

19%

–

19%

Age group under 30, percentage of total workforce (U.S.)

14%

–

14%

Age group under 30, percentage of total workforce (Americas)

19%

Age group under 30, percentage of total workforce (Europe)

16%

Age group under 30, percentage of total workforce (Asia Pacific, Middle East, Africa)

21%

Age group 30-50, percentage of total workforce (global)

59%

–

59%

Age group 30-50, percentage of total workforce (U.S.)

45%

–

45%

Age group 30-50, percentage of total workforce (Americas)

51%

50%

Age group 30-50, percentage of total workforce (Europe)

55%

57%

Age group 30-50, percentage of total workforce (Asia Pacific, Middle East, Africa)

69%

72%

Age group over 50, percentage of total workforce (global)

22%

–

22%

Age group over 50, percentage of total workforce (U.S.)

41%

–

41%

Age group over 50, percentage of total workforce (Americas)

30%

29%

Age group over 50, percentage of total workforce (Europe)

29%

27%

Age group over 50, percentage of total workforce (Asia Pacific, Middle East, Africa)

10%

8%

Years of service under 5, percentage of total workforce (global)

47%

46%

Years of service 5-10, percentage of total workforce (global)

21%

22%

Years of service 11-20, percentage of total workforce (global)

22%

21%

Years of service 21-30, percentage of total workforce (global)

7%

8%Years of service over 30, percentage of total workforce (global)

3%

2021

2020

13%

12%

46%

44%

41%

44%

2019

21%
–

16%
20%

–

3%

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

201

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

UN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCEREPORTING

TCFD Index

ESG Data

Reconciliation Tables

Fiscal Year 2023 Sustainability Data (continued)
METRIC
Voluntary TurnoverHealth and Safety2023

GRI INDICATOR
401-1(b)

403-9

2022

2021

2020

2019

Voluntary Turnover (Global)

16%

Voluntary Turnover for those with 1 or more years of Service (Global)

9%

Voluntary Turnover for those with 5 or more years of Service (Global)

7%

Total recordable rate of Injuries***

0.30

0.28

0.29

0.34

0.45*/0.58

Loss or restricted workday case rate

0.22

0.17

0.17

0.18

0.29

Recordable injuries***

187

243

252

290

385*/496

First-aid cases

710

1,114

971

1,011

1,523

2023

2022

2021

2020

2019

Number of directors

13

11

12

12

Number of independent directors

12

10

11

11

Number of women

4

3

3

3

Number of men

9

8

9

9

Number of persons of color

3

2

2

1

46%

45%

42%

33%

*** Excludes an isolated foodborne illness incident at a single global location.

Governance
METRIC
Board of Directors

GRI INDICATOR
405-1

Percentage woman or persons of color

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

202

ABOUT EMERSON

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T

Non-GAAP
Reconciliation
TablesUN SDGs

VALUE CREATIONGRI Index

ENVIRONMENTSASB Index

SOCIAL

GOVERNANCE

TCFD Index

ESG Data

Reported(Favorable) /Un-favorable FX

Final Control

10%

2%

Measurement & Analytical

12%

Discrete Automation

2023 UNDERLYING SALES CHANGE(Acquisitions)

REPORTING
Reconciliation Tables

Divestitures

Underlying

-%

1%

13%

2%

-%

2%

16%

1%

2%

-%

-%

3%

Safety & Productivity

(1%)

-%

-%

-%

(1%)

Intelligent Devices

7%

2%

-%

1%

10%

Control Systems & Software

9%

1%

-%

1%

11%

AspenTech

59%

-%

(60%)

-%

(1%)

Software and Control

20%

1%

(12%)

1%

10%

2023 ADJUSTED SEGMENT
EBITA MARGIN

EBIT

EBIT
MarginAmortization of Intangibles
and Restructuring
and Related Costs

Final Control

$865

21.8%

Measurement & Analytical$936

Discrete Automation

Adjusted Segment
EBITA

Adjusted Segment
EBITA Margin

$116

981

24.7%

26.0%

$40

976

27.1%

$509

19.3%

$56

565

21.4%

Safety & Productivity

$306

22.0%

$26

332

23.9%

Intelligent Devices$2,616

22.6%

$238

2854

24.6%

Control Systems & Software

$529

20.3%

$31

560

21.5%

AspenTech($107)(10.3%)

$487

380

36.4%

Test & Measurement

$285

16.8%

$74

$359

21.2%

Software and Control

$422

11.6%

$518

940

25.8%

2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

203

Independent Limited Assurance Report to Emerson Electric Co.
ERM Certification & Verification Services Incorporated (“ERM CVS”) was engaged by Emerson Electric Co. (“Emerson”) to provide limited assurance in relation to the selected information set out below and presented in the 2023 Emerson ESG Report (the “Report”).

ENGAGEMENT SUMMARY
Scope of our assurance
engagement

Whether the fiscal year 2023 GHG emissions for the following selected indicators are fairly presented in the Report, in all material respects, in accordance with the reporting criteria.

• Total Scope 1 GHG emissions [metric tonnes CO2e]• Total Scope 2 GHG emissions (location-based) [metric tonnes CO2e]• Total Scope 2 GHG emissions (market-based) [metric tonnes CO2e]

Our assurance engagement does not extend to information in respect of earlier periods or to any other information included in the Report.

Reporting period

1st October 2022 – 30th September 2023

Reporting criteria• Emerson Electric’s internal reporting criteria and definitions• The GHG Protocol Corporate Accounting and Reporting Standard (WBCSD/WRI Revised Edition 2015) for Scope 1 and Scope 2 GHG emissions• GHG Protocol Scope 2 Guidance (An amendment to the GHG Protocol Corporate Standard (WRI 2015) for Scope 2 GHG emissions

Assurance standard andlevel of assurance

We performed a limited 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 International Auditing and Assurance Standards Board. The procedures performed in a limited assurance engagement vary in nature and timing from and are less in extent than for a reasonable assurance engagement
and consequently, the level of assurance obtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasonable assurance engagement been performed.

Respective responsibilities

Emerson is responsible for preparing the Report and for the collection and presentation of the information within it, and for the designing, implementing, and maintaining of internal controls relevant to the preparation and presentationof the Report.ERM CVS’ responsibility is to provide a conclusion to Emerson on the agreed scope based on our engagement terms with Emerson, the assurance activities performed and exercising our professional judgement.

Our conclusion
Based on our activities, as described below, nothing has come to our attention to indicate that the 2023 data and information forthe disclosures listed under ‘Scope’ above are not fairly presented in the Report, in all material respects, in accordance with thereporting criteria.
Our assurance activities
Considering the level of assurance and our assessment of the risk of material misstatement of the Report a multi-disciplinary teamof sustainability and assurance specialists performed a range of procedures that included, but was not restricted to, the following:• Evaluating the appropriateness of the reporting criteria for the Report;• Performing an analysis of the external environment, including a media search, to identify sustainability risks and issues in thereporting period that may be relevant to the assurance scope;• Interviewing relevant staff to understand and evaluate the management systems and processes (including internal review andcontrol processes) used for collecting and reporting the selected disclosures;• Reviewing the outcome of internal audit verification of energy data;• Reviewing a sample of qualitative and quantitative evidence supporting the reported information at a corporate level;• Conducting an analytical review of the year-end data submitted by all locations included in the consolidated FY2023 group data forthe selected disclosures which included testing the completeness and mathematical accuracy of conversions and calculations, andconsolidation in line with the stated reporting boundary;• Conducting an in-person site visit to Emerson Boulder Campus (USA) and Emerson Eden Prairie (USA) facility to review source data
and local reporting systems and controls;• Conducting a virtual site visit with Reynosa facility (Mexico) to review source data and local reporting systems and controls;• Evaluating the conversion and emission factors and assumptions used;

The limitations of our engagement
The reliability of the assured information is subject to inherent uncertainties, given the available methods for determining,calculating, or estimating the underlying information. It is important to understand our assurance conclusions in this context.
Our independence, integrity and quality control
EERM CVS is an independent certification and verification body accredited by UKAS to ISO 17021:2015. Accordingly, we maintaina comprehensive system of quality control, including documented policies and procedures regarding compliance with ethicalrequirements, professional standards, and applicable legal and regulatory requirements. Our quality management system is
at least as demanding as the relevant sections of ISQM-1 and ISQM-2 (2022). ERM CVS applies a Code of Conduct and related
policies to ensure that its employees maintain integrity, objectivity, professional competence and high ethical standards in theirwork. Our processes are designed and implemented to ensure that the work we undertake is objective, impartial and free frombias and conflict of interest. Our certified management system covers independence and ethical requirements that are at least as
demanding as the relevant sections of the IESBA Code relating to assurance engagements. ERM CVS has extensive experience in
conducting assurance on environmental, social, ethical and health and safety information, systems and processes, and provides
no consultancy related services to Emerson in any respect.

Heather I. Moore
Partner, Corporate Assurance
Malvern, PA 19087

On behalf of:
ERM Certification & Verification Services Incorporated
www.ermcvs.com | post@ermcvs.com• Reviewing the presentation of information relevant to the scope of our work in the Report to ensure consistency with our findings.
2 0 2 3 E M E R S O N S U S TA I N A B I L I T Y R E P O R T•

204