Apresentação feita por Henrique Petersen Paiva, Gerente de Sustentabilidade da Siemens Brasil e Diretor Executivo da Fundação Siemens Brasil, no Ciclo de Sustentabilidade em São Paulo no bloco "Compras de serviços e produtos por empresas que estão no movimento da sustentabilidade".

1. Sustainability@Supply Chain
São Paulo, October 2014
Restricted © Siemens AG 2013 All rights reserved. siemens.com/answers
Sustainability@Supply Chain
Henrique Paiva

2. Megatrends are significantly shaping the future of
our planet
Urbanization
Climate change
Demographic
change
Efficientuseofresources
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Globalization
Efficientuseofresources

3. The result is huge challenges in terms of
infrastructure and efficiency
Efficient use of resources
• By 2050, the urban population will double to 6 billion
people
Urbanization
people
• By 2025, China will have over 200 cities with more than
one million inhabitants each
• In the United States, expenditure for healthcare already
accounts for 16 percent of the GDP
• At current trends, a girl born in Germany today has a
50% chance to reach the age of 100
• Limiting global warming to 2° C requires a 15-fold
increase in carbon productivity
• This results in investment needs of 10.5 trillion €
Climate change
Demographic
change
Urbanization
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• While the emerging regions of Asia / Pacific and Africa /
Middle East provide only about 32% of today’s global
economic output, they will contribute 50% of growth by
2020
• This results in investment needs of 10.5 trillion €
in the energy sector by 2030
Globalization
Climate change
Source: McKinsey; International Energy Agency (IEA)

4. Siemens views these challenges as a business
opportunity
Efficient use of resources
Effective and environmentally friendly infrastructure,
whether in developed or rapidly growing emerging nationsUrbanization whether in developed or rapidly growing emerging nations
(e.g. the supply of energy, power and water; mobility)
Efficient and affordable long-term medical care and age-
appropriate infrastructure (e.g. mobility, medical care,
nursing care, administration)
CO2 reduction and energy efficiency
(e.g. in power generation, transport and distribution;Climate change
Demographic
change
Urbanization
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Specific requirements of regional markets and the
management of global processes and development
(e.g. products for emerging countries, global value chains)
(e.g. in power generation, transport and distribution;
industry; buildings; mobility; households)
Globalization
Climate change

5. The Environmental Portfolio comprises products and
solutions from all the Sectors
Renewable energy
generation
Fossil power
generation
Power transmission
& distribution
Solutions for
industry
Mobility Building technology Water Healthcare
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6. Initiatives:
The Environmental Portfolio of Siemens
Environmental Portfolio revenue
(in billions of €)1)
32.332.7
29.7
Energy efficiencyEnergy efficiency1
FY 2013FY 2012FY 2011
29.7
377
333
Environmental Portfolio CO2 abatement
(in millions of metric tons)1)
Renewable energies2
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1) On a comparable basis
333
259
FY 2012FY 2011 FY 2013
Environmental technologies3
As of Nov. 2013

7. CO2 abatement
at our customers1)
Siemens
GHG
emissions
from
production
The CO2 abatement at our customers equals the
emissions of several large cities
Approach for calculating GHG emission
reductions at customers
The annual emission reductions are calculated by
comparison of an Environmental Portfolio Element
with a reference solution (baseline). For a reporting
42
47
54
259 Mt
377 Mt
333 Mt
production with a reference solution (baseline). For a reporting
year, the emission reduction is derived from the
number of units installed (light grey bar).
Installations from previous years that are still in use at
the customer, are taken into account, too (dark grey
bar).
Berlin Cape Town
London Los Angeles
Melbourne Mexico City
Moscow New York City
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3
FY 2012 FY 2013FY 2012FY 2011
CO2 abatement from previous installations
CO2 abatement from newly installed products and solutions Total emissions equivalent
ΣΣΣΣ ~377 Mt (CO2-equivalent)
Moscow New York City
São Paulo Seoul
Singapore Tokyo
1) On a comparable basis As of Nov. 2013

8. Sustainability@Supply Chain
Knowledge Transfer - suppliers
“Code of conduct” – suppliers
qualification
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qualification

9. Energy Efficiency Program for Suppliers
Our Contribution to Sustainability
FY 2013
985 suppliers*
Sustainability approach
CSCM PS, Birgit HeftrichFor internal use onlyReporting August 2013 Page 9
* stretched target CSCM

10. From Supplier to Customer through Sustainable
approach
EEP4S
Suppliers Customers
EEP4S: Process and benefits
Suppliers Customers
Web-based tool:
• GHG inventory
• Equipments
• Energy management
• Environment policy
(Mainly) Business: I CS + I DT
+ IC LMV + IC BT + E T
34 Suppliers (Big and
mid size companies)
Suppliers Siemens:
July 2013
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Suppliers
• Cost Reduction
• Improve energy managt.
• Competitiveness
• Awareness about carbon
footprint
Siemens:
• Greener value chain
• Relationship with suppliers
• Business Opp.
• Better positioning in future
negotiations

11. Initiatives: Energy efficiency at suppliers –
Example SCHMOLZ + BICKENBACH
Supplier:
Tool producer
• Analysis of Krefeld
Examples of measures:
• Replace dust removal
systems• Analysis of Krefeld
company location by team
of Siemens experts
• Goal: Identify improvement
potential for energy
efficiency
systems
• Purchase 20-ton medium-
frequency furnace
• Install photovoltaic system
Results of the energy
analysis:
Energy cost savings
potential of 10 – 15 %
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12. Sustainability@Supply Chain
Knowledge Transfer - suppliers
“Code of conduct” – suppliers
qualification
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qualification

13. We explained the importance of
Siemens Qualification Process, not
only to be Qualified at Siemens, but
Code of Conduct
Basic Quality Requirements
Corporate Responsibility Self Assessment
Supplier Self Description
Supplier qualification @ Siemens
only to be Qualified at Siemens, but
also to prepare the suppliers to a
growingly competitive and demanding
business environment
'Qualification Classifier'
Define qualification
scope
Sanctioned Parties Screening (DAMEX)
Business Partner Due Diligence
Supplier key data (Corporate Master Data)
Ensure mandatory
minimum
requirements for
suppliers
Supplier Qualification Process
Decentralized supplier
generation process
Supplier Qualification within
click4suppliers easy
Corporate Responsibility Self Assessment
Quality Management
Environmental Protection, Health
Management and Safety
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'Qualification Classifier'
Corporate Re-
sponsibility Self
Assessment
Risk
Evaluation
O pe ration al
Co m pe te nce
Q ua lity
Co mp eten ce
Su pp ly Cha in
Ma nag eme nt
Co mp eten ce
Procure me nt
Co mp eten ce
Bu sin ess
Co llab ora tion
Ba lance o f Po we r
R eg ion al Presen ce
Co mmitmen t
C oo pera tion
B usine ss
Co ntin uity
Bu sin ess Environ-
m enta l F acto r
C on tractua l
fram ew ork
Int eg ra tion Co m p lia nce
Social a nd Ethical
R espon sibility
Co mplia nce in
su pply cha in of
sup plie r
En viro nmen t,
H ea lth a nd Sa fe ty
Le ga l co mp lian ce
Te chn ology &
In no vativen ess
Fina ncial Situ ation
Risk ma na geme nt
@ Su pp lier
Q uality Integ ratio n
Su pp ly C ha in
Ma nag eme nt
In teg ration
Procu re ment
In teg ration
Te chnolog y &
In no vativen ess
O pe ration al
Co m pe te nce
Q ua lity
Co mp eten ce
Su pp ly Cha in
Ma nag eme nt
Co mp eten ce
Procure me nt
Co mp eten ce
Bu sin ess
Co llab ora tion
Ba lance o f Po we r
R eg ion al Presen ce
Co mmitmen t
C oo pera tion
B usine ss
Co ntin uity
Bu sin ess Environ-
m enta l F acto r
C on tractua l
fram ew ork
Int eg ra tion Co m p lia nce
Social a nd Ethical
R espon sibility
Co mplia nce in
su pply cha in of
sup plie r
En viro nmen t,
H ea lth a nd Sa fe ty
Le ga l co mp lian ce
Te chn ology &
In no vativen ess
Fina ncial Situ ation
Risk ma na geme nt
@ Su pp lier
Q uality Integ ratio n
Su pp ly C ha in
Ma nag eme nt
In teg ration
Procu re ment
In teg ration
Te chnolog y &
In no vativen ess
Self-assessmentSelf-assessment
Supplier related
quality
requirements1
Self-assessmentSelf-assessment
Trading Partner
Security
Code of ConductEnvironmental
Protection,
Health
Management &
Safety
Monitor Supplier
status for every
module
Corrective Actions
scopeclick4suppliers easy
1. Basic Quality Requirements, Quality Management
Certificates (within LSA), Supplier Self Description

14. Code o Conduct a MUST to become a supplier for
Siemens
O presente Código de Conduta define os requisitos básicos exigidos aos
fornecedores de bens E serviços da Siemens, relativamente às suasfornecedores de bens E serviços da Siemens, relativamente às suas
responsabilidades perante os acionistas e o meio ambiente.
• Conformidade Legal
• Proibição de corrupção e suborno
• Respeito pelos direitos humanos dos trabalhadores
• Proibição de trabalho Infantil
• Sáude e Segurança dos trabalhadores
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• Sáude e Segurança dos trabalhadores
• Proteção Ambiental
• Cadeia de Suprimentos

15. Back up
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16. The Environmental Portfolio contributes to climate
protection and energy efficiency
Criteria and examples for the Environmental Portfolio
Energy efficiency Renewable energies Environmental technologies
1 2 3
Products and solutions with high
energy efficiency
Technologies for renewable
energies
Environmental technologies
Energy efficiency Renewable energies Environmental technologies
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Examples:
• Gas and steam turbine power
plants
• High-voltage DC power
transmission (HVDC)
• Energy performance contracting
for buildings
Examples:
• Wind farms
• Grid access for wind power
• Steam turbines for concentrated
solar power plants
Examples:
• Water treatment
• Air pollution control systems

17. Systematic establishment of sustainability
IÖW / future ranking for
sustainability reports:
2nd place
Establishment
of internal Sustainability
Board and dedicated
sustainability
organization
Barbara Kux
Tata-Siemens
Green MoU
signed
Fifth time in a row in
Global 500 Carbon
Disclosure
Leadership Index
Oekom Rating:
Best rated company in
“Industrial
Conglomerates”
DJSI: Siemens most
Definition of
Environmental
Portfolio and own
environmental targets
2008 2009 2010 2011 2012 2013
Establishment of
Barbara Kux
appointed
first Chief
Sustainability
Officer at Siemens
signed
German
Sustainability
Leadership Index DJSI: Siemens most
sustainable
industrial company
(Industry Group Leader)
Environmental Portfolio
revenue increase from
EUR 19’’ (FY08
Sector Leader
of Dow Jones
2007
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Regional
implementation of
Sustainability
Program
Establishment of
external Siemens
Sustainability
Advisory Board First time
DJSI
SuperSector
Leader
First
Sustainability
Report published
Sustainability
Award
(category
"Sustainable
Strategy –
Corporations")
EUR 19’’ (FY08
as reported)
to EUR 33’’(FY12)
Page 17 November 2013 Supervisory Board Meeting
Dr. Roland Busch
appointed new
CSO
of Dow Jones
Sustainability Index
(Diversified
Industrials)

18. • Labor Practice Indicators
• Human Capital Development
• Talent Attraction & Retention
• Corporate Citizenship and
• Corporate Governance
• Risk & Crisis Management
• Codes of Conduct / Compliance /
Corruption & Bribery
Siemens is the strongest performer in the three
dimensions of the Dow Jones Sustainability Index
Siemens is included for the 14th time in a row in the DJSI World Index
• Corporate Citizenship and
Philanthropy
• Occupational Health and Safety
• Social Reporting
Corruption & Bribery
• Innovation Management
• Customer Relationship
Management
• Supply Chain Management
• Strategy for Emerging Markets
Industry Group
Leader
“Capital Goods"
Siemens Score
93%
Average
Score 1)
Siemens
Score
42%
88%
Siemens
Score
Average
Score 1)
96%
45%
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• Environmental Policy /
Management System
• Operational Eco-Efficiency
• Product Stewardship
• Climate Strategy
• Water Related Risks
• Environmental Reporting
1) Average score of all assessed companies in the “Industrial Conglomerates” industry
Source: RobecoSAM, Sustainability Office
93%
Score Score
Siemens
Score
Average
Score 1)
34%
96%
ScoreScore

19. We have established a global sustainability network
Dr. Roland Busch
Member of the Managing Board,
Chief Sustainability Officer
Siemens Sustainability Board
Representatives from Sectors and Corporate
Siemens
Sustainability
Advisory Board
Corporate
Sustainability
Office
Cluster Sustainability
Managers
Sector Sustainability
Managers
Chief Sustainability Officer
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Office
CrossSector
Energy
Healthcare
Industry
Infrastructure
& CitiesPacific
Natalia Karapanagioti
South West Europe
Edgar Duve
Germany
Ian Bowman
North West Europe
Stefan Speidel
Japan
Irina Goncharova
Russia/CentralAsia
Steffen Endler
ASEAN-Pacific
Beryl Lopez
South Asia
Martin Klarer
North East Asia
Marvin Benjamin
AfricaHenrique Paiva
Brazil
Aniela Marval
Austral - Andina
Alison Taylor
North America
Mohsen Nayebzadeh
Middle East
Beate Andres
Central East Europe
Corporate Units