Transcript Mr. Mohamed El-Mahdi, Chairman & Managing Director

Siemens Corporate Responsibility
Social and governance perspectives
Mohamed El-Mahdi
Chairman and Managing Director
Siemens S.A.E.
Page 1
March 23rd, 2010
© Siemens S.A.E. - Egypt
Siemens’ values…
…values for our global business
Responsible
Committed to ethical and responsible actions
Excellent
Achieving high performance and excellent results
Innovative
Being innovative to create sustainable value
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March 23rd, 2010
© Siemens S.A.E. - Egypt
Only sustainable business results in long-term
success and profitable growth





100%
Corporate Citizenship
Labor Practice Indicators
Human Capital Development
Social Reporting
Talent Attraction & Retention
100%
Average Score*
50 %
Siemens Score
82 %
 Corporate Governance
 Risk & Crisis Management
 Codes of Conduct /
Compliance
 Customer Relationship
Management
 Innovation Management
Siemens
accredited as
Industry Leader in
Average Score*
61 %
Siemens Score
91 %
Average Score*
44 %
 Eco-Efficiency
Siemens Score
 Environmental Reporting
83 %
*Average score of all assessed companies in the sector
Source: sam 2009, Corporate Sustainability Assessment – The Yearbook
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March 23rd, 2010
© Siemens S.A.E. - Egypt
Did we always meet the expectations?
Immediate Actions
2006
2007
Exchange of
Leadership Team
Tone from
the Top
Independent
investigation
Centralization of
bank accounts
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Implementation
2008
Compliance
Program
Compliance
Organization
Compliance
Training
Compliance
Tools
March 23rd, 2010
How to become a
“recognized leader”?
2009
Continuous
Improvement
2010
Continuous
Improvement
Values &
Integrity
Collective
Action
Sustainable
Development
© Siemens S.A.E. - Egypt
Continuous communication on all levels
…and integration in all processes is key
Anchor
compliance in the
entire value chain
Promote
Siemens'
compliance tools
Full commitment towards
Explain and
demonstrate
compliancerelated issues
Compliant
and
Clean Business
Show priority of
compliance
at all times
Engage in regular
communication
with employees
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Motivate and
encourage
employees
March 23rd, 2010
© Siemens S.A.E. - Egypt
Collective Action
Siemens’ approach to drive fair market conditions
Continuous stakeholder
dialogue
NGO
Transparency
International
IO
Collective Action
project
Project Compliance
Learning Initiative
Collective Action
Learning Initiative
 Fight corruption in joint agreement
with industry peers and other
stakeholders
 Increase compliance awareness
of current and future business
leaders
 Promote Integrity and Compliance
Pacts as well as Long-Term
Initiatives in order to foster fair
competition in public sector
 Share compliance best practices
with stakeholders by
www.siemens.com
UN Global
Compact
Top 5 NGOs 1)
World Economic
Forum
IBLF
World Bank
Institute
ICC
CIPE
 www.siemens.com/integrity-initiative
to fight fraud and corruption
(US$ 100 million over next 15 years)
www.
Harvard
Case Study2)
Knowledge
transfer
Learning
Compliance
1) NGO: Non-Government Organization
TI: Transparency International
ICC: International Chamber of Commerce
IO: International Organization
PACI: Partnering Against Corruption Initiative
CIPE: Center for International Private Enterprise
IBLF: International Business Leaders Forum
2) Is designed for class room discussions in university and highlights the importance of business integrity and compliance. Final draft will be
presented by Harvard in Q2 FY 2010
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March 23rd, 2010
© Siemens S.A.E. - Egypt
Controls and reporting are main elements
… in fostering an integrity culture
Questions to guide Siemens employees towards compliant and responsible behavior
1
Is it the right thing for Siemens?
2
Is it consistent with Siemens core values and
mine?
3
Is it legal? Is it ethical?
4
Is it something I am willing to be held accountable
for?
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March 23rd, 2010
© Siemens S.A.E. - Egypt
Siemens CSR activities in Egypt
STP – Earth Workshop
Best In Class
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INDAC
The Green Box
March 23rd, 2010
Vocational Training Centers
The Discovery Box
© Siemens S.A.E. - Egypt
Thank you!
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March 23rd, 2010
© Siemens S.A.E. - Egypt