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OSRAM GRI G4 Report 2016

OSRAM GRI G4 Report 2016As an international company, OSRAM is responsible for its activities throughout the world, and not simply its portfolio. This includes our business operations, our dealings with customers and suppliers, but also our own production activities in relation to the environment and resources, as well as occupational health and safety. In all of these areas, we help to reduce negative impacts and strengthen positive effects using appropriate management systems and organizational measures.

Economy, environment, and societyAs a solution provider for products and systems, we base our strategic decisions on a holistic and integrated concept considering all three pillars of sustainability – economy, environment, society – which is setting the framework for all our thoughts and actions.

Sustainability at OSRAM – Excerpt of Facts & FiguresUN Global Compact Member since 2005

Dow Jones Sustainability Index World Member since 2014FTSE4Good Index Constituent since 2013STOXX Global ESG Leaders Index Constituent since 2015oekom Corporate Rating Prime Status since 2013RobecoSAM Bronze Class Award Awarded since 2015RobecoSAM Sustainability Yearbook Included since 2015

Economic aspects1

(as of September 30, 2016)

Sales2 €3.785 billionCompliance 59 Notifications of possible compliance violations

16 Compliance investigations (substantial)12 Disciplinary consequences42 Closed cases from previous notifications6,120 trainings

Research and development, patents2 2.4 thousand employees in R&D€ 334 million R&D expenses8.8% R&D intensity91% share of R&D expenses for LED technologiesAbout 16,600 patents and patent applicationsAbout 5,800 patent families

Procurement About €2.7 billion2 purchasing volume (goods and services acquired from third parties)684 new code of conducts signed (which now covers 98% of our totalpurchasing volume)

Customer relationships and marketing2 2.3 thousand sales FTE3

5.1% share of revenue of single biggest customer59.3% share of revenue of top 50 customers

Certification ISO 9001 Matrix Certificate for all production and development locationsISO TS 16949 for locations supplying automotive customers

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Ecological aspects(as of September 30, 2016)Energy Balance Primary energy consumption: 984,694MWh (Scope 1)

Electricity use: 712,828MWh (Scope 2)CO2-Emissions Primary energy: 197,943 t (Scope 1)

Electricity: 362,367 t (Scope 2)Water Usage 3,377,691 m³Waste Balance Waste for recycling: 26,892 t

Waste for disposal: 10,376 tCertification ISO 14001 Matrix Certificate for all production locations

ISO 50001 Matrix Certificate for all European Union production locations

Social aspects(as of September 30, 2016)Total employees2 (in thousand FTE3) 24.6

Employees by region2 (in thousand FTE3) APAC: 12.1EMEA: 9.6Americas: 2.9

Employees by segment2(in thousand FTE3)

Specialty Lighting: 6.6Opto Semiconductor: 10.5Lighting Solutions & Systems: 5.5Corporate: 2.0 (group management employees and employees of other global corporate functions)

Certification OHSAS 18001 certification for Group headquarters and Asian production locations (excl. Panyu), Italy: BergamoSA8000 certification for India: Headquarters, design center, production locations

Occupational safety 0.50 lost time injury frequency rate (LTIFR) per 200,000 working hours8.47 severity rate per 200,000 working hours

1 The information relates to OSRAM Licht Group as a whole.2 The numbers relate to OSRAM (continuing operations), without our discontinued operations (LEDVANCE).3 Full time equivalents

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Table of ContentsOur GRI Content Index is based on version G4 “Core” of the international guidelines published by the Global Reporting Initiative and can be found at the end of this document. It shall enable to get a quick overview of the report and ensure easy navigation.

The table of contents below provides an overview of the reported categories.

Unless stated otherwise the information and numbers in this document refer to fiscal 2016. The OSRAM Licht Group’s fiscal year began on October 1, 2015, and ended on September 30, 2016.

I. General Standard Disclosure 04Strategy and Analysis 04

Organizational Profile 04

Identified Material Aspects and Boundaries 12

Stakeholder Engagement 14

Report Profile 16

Governance 17

Ethics and Integrity 17

II. Specific Standard Disclosure 18Category: Economic 18

Category: Environment 20

Category: Social 25

Sub-Category: Labor Practices and Decent Work 25

Sub-Category: Human Rights 29

Sub-Category: Society 30

Sub-Category: Product Responsibility 32

III. GRI Content Index 2016 33

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I. General Standard Disclosure

Strategy and AnalysisG4-1Provide a statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and the organization’s strategy for addressing sustainability.

For a senior management statement please see our > Communication on Progress (CoP) 2016

Organizational ProfileG4-3Report the name of the organization.

OSRAM Licht AG

G4-4Report the primary brands, products, and services.

OSRAM is a globally leading lighting manufacturer. Our portfolio ranges from high-tech applications based on semiconductor technology, such as infrared or laser lighting, to smart and connected lighting solutions in buildings and cities.

In fiscal year 2016, our main OSRAM brand and the OSRAM logo were registered as trademarks in every country where trademarks can be protected. Our products were primarily marketed under this brand. Products are also sold under the SYLVANIA brand in North America. LEDVANCE GmbH, the company that emerged from the separation of the lamps business, has been the licensee for the OSRAM and SYLVANIA brands at product level since July 1, 2016. The licensing agreement sets the time limits for the use of the brand names for various product categories, particularly the general lighting business.

OSRAM also has various special brands that supplement our main brand in specific businesses. Many of these brands originate from mergers and acquisitions and are routinely reviewed with regard to the individual scenarios specified for their integration and migration. We sell opto semiconductors under the special OSRAM Opto Semiconductors brand. Traxon and Siteco are special brands in the markets for professional luminaires and light management systems; we market these as part of the OSRAM brand portfolio with the addition of ‘AN OSRAM BUSINESS’; the same applies to SYLVANIA Lighting Solutions for the service and solutions business in the U.S.A., Canada, and Mexico, and Clay Paky in the entertainment sector. These brands also operate with the addition of ‘AN OSRAM BUSINESS’ beneath our main brand. As a further brand in our portfolio, we use the NEOLUX secondary brand completely independently in the automotive aftermarket business. This brand is used for entry-level business priced below the positioning of the OSRAM brand range. Together with the OSRAM brand, it enables us to tap into the whole market and it protects the premium positioning and pricing of the main OSRAM brand from erosion.

The key objectives of our brand communication activities were the further strengthening of our brands and the appropriate positioning of OSRAM.

See our > Annual Report 2016, section "Customer Relationship and Marketing", p. 36

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G4-5Report the location of the organization’s headquarters.

OSRAM Licht AGRepresented by Dr. Olaf Berlien, CEO; Ingo Bank, CFO; Dr. Stefan Kampmann, CTO

Marcel-Breuer-Straße 680807 MunichGermany

Phone: +49 89 6213-0Fax: +49 89 6213-2020

> OSRAM Company: Our business

G4-6Report the number of countries where the organization operates, and names of countries where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report.

Our business is structured by regions. OSRAM’s global activities (in over 120 countries and with 24 production sites) are divided into three reporting regions: EMEA (Europe, Russia, the Middle East, and Africa), APAC (Asia, Australia, and the Pacific region), and the Americas (the U.S.A., Canada, Mexico, and South America).

The key locations (for continuing operations) in EMEA are Munich (Group headquarters), Regensburg, Herbrechtingen, Traunreut (all Germany), Nové Zámky (Slovakia), and Treviso (Italy). Our key locations in the Americas and APAC regions are Hillsboro, New Hampshire and Wilmington, Massachusetts (both U.S.A.), Wuxi (China), and Penang and Kulim (under construction) (both Malaysia).

See our > Annual Report 2016, p. 5

G4-7Report the nature of ownership and legal form.

The OSRAM Licht Group comprises the parent company OSRAM Licht AG, an Aktiengesellschaft (stock corporation) in accordance with German law, and over 133 subsidiaries and investees, including minority interests.

See our > Annual Report 2016, "Organization and Reporting Structure", p. 5.

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G4-8Report the markets served (including geographic breakdown, sectors served, and types of customers and beneficiaries).

As a globally active company we serve markets worldwide.

See details in our > Annual Report 2016, p. 17

G4-9Report the scale of the organization, including:• Total number of employees• Total number of operations • Net sales (for private sector organizations) or net revenues (for public sector organizations)• Total capitalization broken down in terms of debt and equity (for private sector organizations)• Quantity of products or services provided

• Total number of employees: OSRAM (continuing operations) 24.6 in thousand full-time equivalentsOSRAM Licht Group (total) 34.2 in thousand full-time equivalents

> Annual Report 2016, p. 40 and p. 139

• Total number of operations: Global activities in over 120 countries and 24 production sites> Annual Report 2016, p. 5

• Net sales and total capitalization: Revenues € 3,785 million (continuing operations)> Annual Report 2016, p. 17

• Total capitalization broken down in terms of debt and equity: See our > Annual Report 2016, "Consolidated Statement of Financial

Position", p. 7 et seq.

• Quantity of products or services provided: See our > Annual Report 2016, "Results of Operations", p. 74 et seq.

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G4-10a. Report the total number of employees by employment contract and gender.b. Report the total number of permanent employees by employment type and gender.c. Report the total workforce by employees and supervised workers and by gender.d. Report the total workforce by region and gender.e. Report whether a substantial portion of the organization’s work is performed by workers who are legally

recognized as self-employed, or by individuals other than employees or supervised workers, including employees and supervised employees of contractors.

f. Report any significant variations in employment numbers (such as seasonal variations in employment in the tourism or agricultural industries).

For G4-10 we can provide the share of employees by segments, region, and function. Significant variations in employment numbers, such as seasonal variations, do not exist for fiscal year 2016. Decrease is due to the sale of our lamps business (LEDVANCE).

> Annual Report 2016, Table "Employees by Segments" and "Employees by Regions", p. 40

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> Annual Report 2016, Table "Employees by Function" (FTE average), p. 139

In fiscal year 2016, we hired a total of 6,450 new employees, of whom 1,120 were whitecollar workers. Changes in the market during the past fiscal year have given rise to many new specialist functions in project and solutions business, sales, production management, and software and application development.

G4-11Report the percentage of total employees covered by collective bargaining agreements.

The framework of our sustainability actions consists – beside the OSRAM identity – of our OSRAM Business Conduct Guidelines (> BCGs). This corporate code of conduct defines group wide rules, covering the areas of human rights, labour, environment, and anti-corruption. It combines important international standards (e.g. Universal Declaration of Human Rights, ILO Declaration on Fundamental Principles and Rights at work, “Agenda 21” on Sustainable Development, UN Convention Against Corruption) and clearly summarizes our basic values.

Percentage of employees covered by collective bargaining agreements varies widely between regions.

In Germany all of our employees are covered by either works agreements with works council bodies with local and country-wide responsibility or agreements with speakers` committee for executive management.

OSRAM has a Group Works Council for OSRAM Licht AG. For OSRAM GmbH is a General Works Council in place. In other countries own employee representatives are established.

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G4-12Describe the organization’s supply chain.

OSRAM purchases a broad range of products from partners worldwide. In general our suppliers are separated into direct material suppliers for raw, semi-finished, and packaging material, finished product suppliers, and indirect material and service suppliers. Our procurement function is organized regionally according to raw materials groups and managed globally. It is responsible for the complete purchasing volume.

Around 60% of our purchasing volume is attributable to direct materials and finished products. Sourcing is to a large extent directly impacted by market conditions for commodities such as nickel, copper, tin, or derivatives, e.g. plastic resins or paper products. In glass and LED production, energy is also an important part of sourcing. The main finished products manufactured by third parties are conventional as well as electronic control gears, which are acquired as part of different business models such as contract manufacturing, or as merchandise, depending on the strategy for the product in question. We also source services such as transportation of all kinds via suppliers with their own operating networks.

In fiscal 2016, the purchasing volume, i.e. the goods and services acquired from third parties, amounted to around € 2.7 billion. The most significant countries in terms of purchasing volumes in fiscal year 2016 were Germany, United States of America, China and Malaysia. Approximately 40% of the total purchasing volume is sourced in emerging markets.

Additionally our own manufacturing activities are a mainstay of our business activity. Our production expertise isbased on longstanding experience and consistent development of our footprint. Important locations and additional procurement information can be found in our > Annual Report 2016, p. 31, and section "Procurement", p. 35, as well as www.osram.com/supplier.

G4-13Report any significant changes during the reporting period regarding the organization’s size, structure, ownership, or its supply chain, including:

• Changes in the location of, or changes in, operations, including facility openings, closings, and expansions.

• Changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organizations).

• Changes in the location of suppliers, the structure of the supply chain, or in relationships with suppliers, including selection and termination.

The shift towards semiconductor technology continued to radically alter our business environment. In fiscal year 2016 we launched our innovation and growth initiative Diamond. It provides us with a framework within which we can continue to grow until 2020. In all its three pillars, the lighting company wants to benefit even more from the potential of semiconductor-based technologies and will make appropriate investments in the coming years. We are expanding our expertise in chip production and will further enhance conversion of our innovative strength in the area of new applications in the visible and invisible light spectrum - such as laser lights in automotive lighting or light-based sensors in security technology - into business success in the future.

In 2016 OSRAM separated and sold its Lamps business. The carved-out business now operates under the name LEDVANCE. Due the carve-out the number of production locations wordwide decreased from 35 (FY 15) to 24 in fiscal year 2016. For the continuing operations of OSRAM the key locations in EMEA are Munich (Group headquarters), Regensburg, Herbrechtingen, Traunreut (all Germany), Nové Zámky (Slovakia), and Treviso (Italy). Our key locations in the Americas and APAC regions are Hillsboro, New Hampshire and Wilmington, Massachusetts (both U.S.A.), Wuxi (China), and Penang and Kulim (under construction) (both Malaysia).

As of September 30, 2016, OSRAM’s basic shareholder structure was composed of as follows: around 25% of the shares were held by Strategic Holders (e.g. Siemens: 17%), 55% by institutional investors, and other investors (e.g. Retail :14%) held around 20%.

On December 15, 2015, OSRAM Licht AG decided on a share buyback. The share buyback with a volume of up to 10,270,030 own shares of the company having a value of up to Euro 500 million is going on and will end at the latest on July 10, 2017.

For information regarding the size, structure and ownership please see our > Annual Report 2016:

• Chapter "Business Activities and Structure of OSRAM Licht Group", p. 3 et seq.

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• Section "Diamond initiative", p. 54 et seq.

G4-14Report whether and how the precautionary approach or principle is addressed by the organization.

OSRAM uses systematic risk and opportunity management (hereinafter ‘risk management’) to identify, assess, and manage risks and opportunities. We use a coordinated set of risk management and control systems that support us in the early recognition of risks jeopardizing OSRAM’s continued existence as a going concern or the achievement of our strategic, operating, financial, and compliance goals and targets, and in implementing the necessary measures. This also applies, conversely, to opportunities.

The Supervisory Board’s Audit Committee is responsible for monitoring the effectiveness of this system. Group Internal Audit also reviews compliance with the corporate policies regarding risk management in its regular audits of selected entities. The findings of these audits are taken into account in the continuous improvement process for our risk management system. This ensures that we have an appropriate and effective risk management system that keeps the Managing Board and Supervisory Board fully and promptly informed of material risks andopportunities.

Our risk management system is based on a comprehensive, interactive, and management-oriented Enterprise Risk Management (ERM) approach, which builds on the globally recognized Enterprise Risk Management—Integrated Framework developed by the Committee of Sponsoring Organizations of the Treadway Commission (COSO).

For details please see our > Annual Report 2016, "Report on Risks and Opportunities", p. 52 et seq. General information regarding our risk management can be found on our group website > Corporate Governance.

Our corporate responsibility for sustainable development is an integral part of our strategy. Organizationally, the interdisciplinary topic of sustainability is directly anchored with managing board via the Chief Sustainability Officer. The tasks to be performed and the focus issues are developed and prepared by the relevant department - the Group Sustainability - together with the responsible specialists, and presented and discussed on the Sustainability Council. The latter approves the proposed resolutions on sustainability to be submitted to the Managing Board. Details can be found within www.osram.com/sustainability-management.

G4-15List externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses.

• OSRAM joined the > UN Global Compact in 2005.

• As described in our > Business Conduct Guidelines we support the requirements of and therefore expect our employees, suppliers and business partners around the globe to recognize and apply particularly the standards of the:

Universal Declaration of Human Rights (1948) and European Convention for the Protection of Human Rights and Fundamental Freedoms (1950)

ILO (International Labor Organization) Tripartite Declaration of Principles concerning Multinational Enterprises and Social Policy (1977) and ILO Declaration on Fundamental Principles and Rights at work (1998) (specially with following issues: elimination of child labor, abolition of forced labor, prohibition of discrimination, freedom of association and right to collective bargaining)

OECD Guidelines for Multinational Enterprises (2000)

“Agenda 21” on Sustainable Development (final document of the basic UN- conference on environment and development, Rio de Janeiro (1992))

UN Convention Against Corruption (2005)

• We work with UNEP’s public-private partnership initiative > en.lighten to promote more efficient lighting. Since 2016 enl.lighten is supplemented by U4E (United for Efficiency), a public-private partnership led by UNEP.

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• Since October 2016 OSRAM is a official partner of the German Red Cross.

• In December 2016 OSRAM joined the Conflict Free Smelter Initiative and is therefore now official member of the CFSI.

• OSRAM joined 2012 the > Global Lighting and Energy Access Partnership (Global LEAP), sharing knowledge and best practices under principles that encourage self-sustaining commercial markets for energy access solutions, with focus on energy-efficient off-grid lighting.

• OSRAM is member of the Sustainable Business Roundtable (SBRT), facilitated by the European School of Management and Technology (ESMT).

• OSRAM is signatory of the > Charta der Vielfalt (Diversity Charter).

G4-16List memberships of associations (such as industry associations) and national or international advocacy organizations in which the organization:Holds a position on the governance bodyParticipates in projects or committees Provides substantive funding beyond routine membership dues Views membership as strategicThis refers primarily to memberships maintained at the organizational level.

At the organizational level OSRAM participates in the below listed initiatives. On regional level, there are additional initiatives.• Zentralverband Elektrotechnik- und Elektronikindustrie e.V. (ZVEI), Germany • Middle East Lighting Association (MELA), Dubai• National Electrical Manufacturers Association (NEMA), Arlington Virginia, USA• LightingEurope, Brussels, Europe• China Association of Lighting Industry (CALI), China• Electric Lamp and Component Manufacturers Association of India (ELCOMA)• International SSL Alliance (ISA)• On regional level, there are additional initiatives

NEMA, MELA, CALI and ELCOMA are also members of the Global Lighting Association (GLA), and OSRAM supports the establishment of new associations such as for the ASEAN region.

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Identified Material Aspects and BoundariesG4-17a) List all entities included in the organization’s consolidated financial statements or equivalent documents. b) Report whether any entity included in the organization’s consolidated financial statements or equivalent

documents is not covered by the report.

a) OSRAM’s consolidated financial statements include OSRAM Licht AG and its direct and indirect subsidiaries. Subsidiaries are entities which OSRAM controls. Control is assumed when OSRAM has exposure, or rights, to variable returns from its involvement with the investee and the ability to use its power over the investee to affect the amount of those returns. Power exists when OSRAM has existing rights that enable it to direct the relevant activities. These are activities that significantly affect the investee’s returns. Control is generally conveyed by ownership of the majority of voting rights. If OSRAM holds less than the majority of the voting rights, other facts and circumstances (including contractual arrangements that give OSRAM power over the investee) may mean that OSRAM controls the investee.

Associates are included using the equity method of accounting. Companies in which OSRAM has joint control are also included using the equity method.

See our > Annual Report 2016, section “Basis of Consolidation”, p. 87.

b) All entities included in the organization’s consolidated financial statements are also covered by this report. If data are only available for certain entities, this will be stated.

G4-18Explain the process for defining the report content and the Aspect Boundaries.Explain how the organization has implemented the Reporting Principles for Defining Report Content.

This OSRAM GRI G4 Report 2016 shows the conclusion we have reached as a result of our deliberations andgives an overview of our activities and successes in 2016. Reporting basis for this year’s report are the sustainability related material aspects as provided in our Annual Report 2016.

Organizationally, the interdisciplinary and company-wide topic of sustainability is directly anchored at senior management level via the Chief Sustainability Officer. The tasks to be performed and focus issues are developed and prepared by the Group Sustainability department together with the content owners concerned. They are then presented and discussed at the Sustainability Council, which is made up of representatives of the regions and business units, as well as the heads of the corporate functions relevant to sustainability. The Council approves the proposed resolutions on sustainability to be submitted to the Managing Board. The Group Sustainability department is responsible for preparing Sustainability Council meetings, and manages the process of implementing decisions. The Sustainability Council meets twice per fiscal year. The focus in the last fiscal year was on the materiality analysis and the resulting consequences for the corresponding business areas.

Regular dialogue with different interest groups (stakeholders) provides us with feedback on our actions. In addition to our shareholders and potential investors, we are in regular contact with our employees, customers, consumers, and suppliers, as well as political and social institutions. This helps us to ensure that approaches to sustainability solutions are publicized.

The materiality analysis (identification and evaluation of significant matters relating to sustainability) carried out in fiscal year 2015 remains the basis for our key topics. The key topics relating to the environment are product responsibility, operational eco-efficiency, and climate strategy. From the social perspective, they are working conditions, occupational health and safety, and human capital management. The subjects with economic relevance are operational and brand excellence, innovation management, and corporate governance.Information can be found within our > Annual Report 2016, p. 32 and on our website www.osram.com/materiality.

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G4-19, G4-20, G4-21List all the material Aspects identified in the process for defining report content.For each material Aspect, report the Aspect Boundary within the organization, as follows:

• Report whether the Aspect is material within the organization• If the Aspect is not material for all entities within the organization (as described in G4-17), select one of

the following two approaches and report either: • List of entities or groups of entities included in G4-17 for which the Aspect is not material or• List of entities or groups of entities included in G4-17 for which the Aspects is material

Report any specific limitation regarding the Aspect Boundary within the organizationFor each material Aspect, report the Aspect Boundary outside the organization, as follows:

• Report whether the Aspect is material outside of the organization• If the Aspect is material outside of the organization, identify the entities, groups of entities or elements for

which the Aspect is material. In addition, describe the geographical location where the Aspect is material for the entities identified

• Report any specific limitation regarding the Aspect Boundary outside the organization

The following table shows which material aspects and indicators are covered in this report.

Material Aspects and IndicatorsCategory: EconomicEconomic Performance

G4-EC1: Direct economic value generated and distributedG4-EC2: Financial implications and other risks and opportunities for the organization's activities due to climate change

Category: EnvironmentalMaterials G4-EN2: Percentage of materials used that are recycled input materials

Energy G4-EN3: Energy consumption within the organizationG4-EN6: Reduction of energy consumption

Water G4-EN10: Percentage and total volume of water recycled and reused

Emissions G4-EN15: Direct Greenhouse Gas (GHG) emissions (Scope 1)G4-EN16: Energy indirect Greenhouse Gas (GHG) emissions (Scope 2)G4-EN19: Reduction of Greenhouse Gas (GHG) emissions

Effluents and Waste G4-EN23: Total weight of waste by type and disposal method

Products and Services

G4-EN27: Extent of impact mitigation of environmental impacts of products and servicesG4-EN28: Percentage of products sold and their packaging materials that are reclaimed by category

Supplier Environmental Assessment

G4-EN32: Percentage of new suppliers that were screened using environmental criteria

Category: SocialSub-Category: Labor Practices and Decent Work

Employment G4-LA1: Total number and rates of new employee hires and employee turnover by age group, gender and region

Occupational Health and Safety

G4-LA6: Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender

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Trainings and Education G4-LA10: Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

Supplier Assessment for Labor Practices

G4-LA14: Percentage of new suppliers that were screened using labor practices criteria

Sub-Category: Human RightsSupplier Human Rights Assessment

G4-HR10: Percentage of new suppliers that were screened using human rights criteria

G4-HR11: Significant actual and potential negative human rights impacts in the supply chain and actions taken

Sub-Category: SocietyAnti-corruption G4-SO3: Total number and percentage of operations assessed for risks related to

corruption and the significant risks identified

G4-SO4: Communication and training on anti-corruption policies and procedures

Compliance G4-SO5: Confirmed incidents of corruption and actions taken

Sub-Category: Product ResponsibilityCustomer Health and Safety

G4-PR1: Percentage of significant product and service categories for which health and safety impacts are assessed for improvement

Product and Service Labeling

G4-PR5: Results of surveys measuring customer satisfaction

Additional material aspects, which are crucial for OSRAM, are Innovation Management and Quality. They are key driver in safeguarding OSRAM’s medium- and long-term economic, environmental and social sustainability.

G4-22Report the effect of any restatements of information provided in previous reports, and the reasons for such restatements.

There are no restatements of information provided in the previous report.

G4-23Report significant changes from previous reporting periods in the Scope and Aspect Boundaries.

No significant changes from previous reporting periods in the Scope and Aspect Boundaries.

Stakeholder EngagementG4-24Provide a list of stakeholder groups engaged by the organization.

Our most important stakeholder groups are: • Employees• Customers and consumers• Shareholders and capital market• Suppliers• Politics and Society

Please see additional information regarding Stakeholder Dialogue on our company website www.osram.com/stakeholder

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G4-25Report the basis for identification and selection of stakeholders with whom to engage.

Acting sustainably as an international company requires the constant engagement with all different internal and external stakeholders. Such behavior is essential to establish mutual trust, contribute to spreading sustainable concepts, and receive feedback about our own actions.

G4-26Report the organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process.

Our stakeholders have diverse interests in and concerns with regard to us. Topics such as employee satisfaction, environmental protection, social aspects, also in our supply chain, and economic performance are only some examples. We want to understand and respond to our stakeholders’ interests by engaging in issue-specific dialogues and activities.

Employees: We conduct e.g. global employee surveys, 360-degree feedback sessions or Townhall Meetings.

Customers: Besides direct contact via different channels, we carry out annual surveys of a representative group of customers for calculating e.g. the Net Promoter Score (NPS).

Shareholders: Our Investor Relations team and the Executive Board e.g. conduct one-to-one meetings, investor road shows, quarterly earnings calls, and our annual general meeting; the Investor Relations team also engages in collaboration via the Group Sustainability department with the sustainable investment community.

Suppliers: A key part of this is our code of conduct for suppliers. Like our own business conduct guidelines, it incorporates the most important international standards and conventions and addresses important matters such as compliance, the environment, human rights, andconflict minerals. As well as accepting our Code of Conduct, our suppliers are required to provide self-certification. In addition, we hold supplier days in various regions in order to exchange information with our suppliers. Another cornerstone of our supplier management is the expertise of our employees. We train our global procurement teams and raise awareness of sustainability by running regular information initiatives and training courses.

Politics, Society: We are in dialogue with politics and society e.g. by individual meetings or participation in conferences. One concrete example is our membership of the United Nations Environment Programme’s en.lighten and U4E (United for Efficiency) initiative, public-private partnershipsto promote more efficient lighting.

G4-27Report key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns.

There are various topics that we discuss with stakeholders in different ways, so as to respond to their concerns.Examples are the risks and opportunities of the transformation of the lighting market towards semiconductor-based lighting technology. We are systematically addressing this e.g. through our innovation and growth initiative Diamond as well as OSRAM Push, our Company-wide transformation program to adapt business processes. See also our > Annual Report 2016, “Diamond”, p. 54 et seq and "OSRAM Push Program", p. 51 et seq .

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Report ProfileG4-28Reporting period (such as fiscal or calendar year) for information provided.


G4-29Date of most recent previous report (if any).

Our last GRI G4 Report was published in 2016.

OSRAM´s Annual Report 2016 (including sustainability information and financial statements) was published in December 2016, our most recent UNGC Communication on Progress 2016 in January 2017.

G4-30Reporting cycle (such as annual, biennial).

OSRAM has an annual reporting cycle.

G4-31Provide the contact point for questions regarding the report or its contents.

[email protected]

G4-32a) Report the ‘in accordance’ option the organization has chosen.b) Report the GRI Content Index for the chosen option.c) Report the reference to the External Assurance Report, if the report has been externally assured. GRI

recommends the use of external assurance but it is not a requirement to be ‘in accordance’ with the Guidelines.

a) We have chosen the G4 “Core” option.b) The GRI Content Index can be found at the end of this document.c) Our Annual Report, including non-financial data such as environmental or social data, is externally assured

(reasonable assurance). Partially data and information of our Annual Report are used in this report. TheOSRAM GRI G4 Report 2016 is not externally assured.

G4-33a) Report the organization’s policy and current practice with regard to seeking external assurance for the report.b) If not included in the assurance report accompanying the sustainability report, report the scope and basis of

any external assurance provided. c) Report the relationship between the organization and the assurance providers. d) Report whether the highest governance body or senior executives are involved in seeking assurance for the

organization’s sustainability report.

a) – d): External assurance of our GRI G4 Report is currently not in scope.

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GovernanceG4-34Report the governance structure of the organization, including committees of the highest governance body. Identify any committees responsible for decision-making on economic, environmental and social impacts.

OSRAM Licht AG is governed by the Aktiengesetz (AktG - German Stock Corporation Act) and thus has a dual board system, comprising a Managing Board and a Supervisory Board. The Supervisory Board has formed the Executive Committee, Nomination Committee, Strategy and Technology Committee, Mediation Committee, Audit Committee. The Audit Committee reviews issues relating to sustainability. For details please see our > Annual Report 2016, “Corporate Governance Report”, p. 166 and on our website, section “Corporate Governance”.

Organizationally, the interdisciplinary topic of sustainability is directly anchored with managing board via the Chief Sustainability Officer. Details can be found here: www.osram.com/sustainability-management.

Ethics and IntegrityG4-56Describe the organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics.

Along with our brand and strategy, corporate culture is an integral part of the OSRAM identity. The "Innovative –Respectful – Entrepreneurial" corporate values define our understanding of how we should interact with each other and with others. They are reflected in our daily behavior and in facts and figures that define OSRAM as a business. For us, being innovative means to contribute to social responsibility by making our products moreenergy-efficient. Our value "Respectful" stands inter aliafor our careful use of resources and which governs our dealings with colleagues, customers, suppliers, investors, and the public. We promote the ability to think as entrepreneurs among all our employees and managers, which motivates us to always give our best to create added value for all stakeholders.

The framework of our sustainability actions consists – beside the OSRAM identity – of our OSRAM Business Conduct Guidelines (> BCGs). This corporate code of conduct defines group wide rules, covering the areas of human rights, labour, environment, and anti-corruption. It combines important international standards (e.g. Universal Declaration of Human Rights, ILO Declaration on Fundamental Principles and Rights at work, “Agenda 21” on Sustainable Development, UN Convention Against Corruption) and clearly summarizes our basic values.Our concise > Code of Conduct for Suppliers forms the foundation along with our own Business Conduct Guidelines. It combines the most important international standards and conditions and clearly summarizes our basic values.

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II. Specific Standard Disclosure

Category: Economic (EC)G4-DMA ECDisclosures on Management Approach (DMA) for Economic

The economic component of OSRAM’s sustainability approach comprises aspects such as responsible and legally compliant management, Risk-, Innovation-, Customer Relationship- and Supplier Management. As OSRAM is synonymous with innovative, tailor-made products and solutions that are extremely high quality and reliable, Quality Management is also crucial for OSRAMs sustainable economic performance. We aim to consistently make the most of the business opportunities that arise while managing risks. Our strong position in the lighting market and our profound knowledge of, and many years’ experience in, electrical lighting are the strengths on which we want to build our longterm success in the lighting business. Details regarding the economic aspect of sustainability at OSRAM can be found on our corporate website http://www.osram-group.com/en/sustainability (click on “Economical”).

OSRAM addressed the technology shift toward semiconductor technology, which is radically altering our business environment, with its company-wide transformation program, “OSRAM Push” and the innovation and growth initiative Diamond. OSRAM Push is driving forward the culture change, enabling the necessary cost improvements and restructuring measures, and paving the way for new business growth. Overall, it aims to make OSRAM’s offerings more sustainable. The program’s focus areas are corporate culture, optimization of the operational business, structural adjustments, process improvements, and profitable growth. OSRAM Push is a transformation program that is currently in its second phase and due to end in 2017. See also our > Annual Report 2014, "OSRAM Push", p. 48 et seq. (111 et seq. in whole pdf), > Annual Report 2015, p. 47 et seq and > Annual Report 2016,page 51 et seq.

OSRAM launched the innovation and growth initiative Diamond in fiscal 2016 (November 2015). With Diamondwe are expanding our expertise in chip production and will further enhance conversion of our innovative strength in the area of new applications in the visible and invisible light spectrum – such as laser lights in automotive lighting or light-based sensors in security technology – into business success in the future. Details can be found in the press release here and in our > Annual Report 2016, page 16.

For OSRAM Licht AG fiscal year 2016 was extraordinarily successful. We achieved another record year in terms of business performance while implementing the biggest reorganization in OSRAM's history. This is an outstanding result, given that we are in the midst of the transformation of the lighting market. We got a sizable company with €2 billion in revenue up and running within a very short space of time by separating and selling of the lamps business. After carving out this business, which now operates under the name LEDVANCE. Some of our investments within the framework of our Diamond initiative became visible in 2016: During the second quarter of fiscal year 2016, ground-breaking ceremonies took place for new electronic component production facilities in Plovdiv, Bulgaria, and Monterrey, Mexico, the purpose of which is to help meet the growing demand for intelligent lighting systems in local markets. In March 2016, the ground-breaking ceremony for a new LED chip plant also took place at Kulim in Malaysia. This will be the world’s biggest six-inch LED chip factory and manufacturing of chips for automotive and general lighting will start at the end of 2017.

An additional important part of the economic aspect is our Risk and Opportunity Management. For additional information please refer to our > Annual Report 2016, "Risk and Opportunity Management System", p. 52 and also our corporate > Investor Relations website.

Aspect: Economic Performance

G4-EC1Direct economic value generated and distributed.

For our economic value generated and distributed please refer to our > Annual Report 2016:• Revenue and operating costs, Table "Consolidated Statement of Income", p. 78• Personnel Costs, Note 34 “Personnel Costs”, p. 138 et seq• Payments to providers of capital, “Dividende”, p. 13

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G4-EC2Financial implications and other risks and opportunities for the organization's activities due to climate change.

The technology shift towards LED lighting, in which OSRAM is an active player, is helping to bring about a transition to energy-efficient lighting that offers one of the most rapidly implementable ways to lower CO2

emissions. OSRAM aligned with the ambitious EU 20-20-20 targets for its global operations, which means a 20 % absolute reduction of CO2 emissions, water consumption and waste generation by 2020 based on the 1990 values (OSRAM base year is 2006). The target for CO2 is a 0.75% reduction of CO2 emissions per year.Please see additional information on our corporate website www.osram.com/climate-strategy.

Indicators added by OSRAM

As mentioned before Innovation Management and Quality are key drivers in safeguarding OSRAM’s economic sustainability. Our brand promise is “Innovation & Quality”. We believe that the ability to innovate is an opportunity and that our combined know-how in the areas of traditional and LED technology, together with our deep understanding of lighting applications, will be important success factors in our transition to LED products.

Innovation Management: Research and Development (R&D)OSRAM’s innovative strength is a core foundation for its medium- and long-term economic sustainability. As a leading provider in the global lighting industry, we occupy a strong position in research and development (R&D), particularly in the fast-growing LED business. The changing lighting market means that the LED business continues to gain in importance. We responded in fiscal year 2016 by clearly increasing the proportion of R&D expenditure for LED-related topics once more. Total expenditure for R&D and the level of research intensity were also increased significantly. Please find the related numbers and information in our > Annual Report 2016,table on p. 30 et seq and section “Research and Development, Patents” on p. 33 et seq.

Following the successful realignment and focus on profitability and flexibility, OSRAM launched an innovation and growth initiative – Diamond in November 2015. We aim to ensure future sustainable growth with this Diamondinitiative for technology, innovation, and growth. Details can be found in the press release here and in our > Annual Report 2016, page 16.

QualityIn line with our brand promise “Innovation & Quality,” we aim to ensure that our products meet the highest quality standards and perform reliably. At OSRAM, a series of “Quality First” measures accompany products across their whole life cycles, irrespective of whether the value is created in our own production facilities or beforehand at our suppliers. Internationally recognized quality management systems are used to monitor every stage efficiently and to make any necessary adjustments consistently and transparently. We are only able to ensure very high, constant product quality by systematically implementing our own requirements in this way.

All manufacturing sites have ISO 9001 certification, underlining our efforts towards achieving high standards. In addition, those sites that supply automotive customers meet the strict requirements of the ISO TS 16949 quality management standard for the automotive industry.

Please see our > Annual Report 2016, table on p. 31, section "Production and Quality Management" on p. 35 et seq as well as www.osram.com/quality.

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Category: Environmental (EN)G4-DMA ENDisclosures on Management Approach for Environmental

For OSRAM, environmental protection includes a sustainable approach to energy saving, water conservation, waste disposal and chemicals, as well as monitoring emissions. In addition, great importance is placed on environmentally friendly design and product recycling. These objectives are anchored in our EHS (Environmental Protection, Health Management and Safety) policy which is binding on all operating sites worldwide. It defines our environmental policy guidelines and targets for the Company. In order to monitor ongoing compliance with our environmental targets, we have introduced clear areas of responsibility with corresponding management powers,in line with the international ISO 14001 standard. We regularly receive a matrix certificate for this for all of our global production sites from an external body.

You can find our corporate Environmental, Health and Safety (EHS) policy and further details on our company website http://www.osram-group.com/en/sustainability (click on “Environmental”) as well as additional informationin our > Annual Report 2016, "Ecological Aspects", p. 36 et seq.

Aspect: Materials

Aspect-specific DMA guidance for MaterialsAs a producing company, we use materials for our products, for packaging and to facilitate processes. We assume product responsibility and develop, manufacture and market our products in accordance with principles that ensure customer safety and do not endanger the environment.

We avoid waste wherever possible. Our products only contain a minimum amount of environmentally damaging substances and we do not use unnecessary packaging materials. We continuously work on improving our products to make them as recyclable as possible. When developing new products, we reduce the amount of harmful substances or, if possible, completely replace them with harmless substances.

OSRAM is striving to go above and beyond the legal requirements for reducing the use of critical substances wherever technically and economically viable.We are actively championing the introduction of globally harmonized substance restrictions. For example, we are supporting the goal of uniformly introducing the stricter, mandatory European mercury limits continued in the Restriction of Hazardous Substances (RoHS) Directive in lighting industry products worldwide, including via the Minimata Convention on Mercury. Please find details in our > Annual Report 2016, "Product Responsibility", p. 38

We use environmental product declaration as a transparent method to communicate our committment to sustainability. For business customers, understanding the environmental impact of sourced inputs enables the overall environmental footprint of products or processes to be measured and for a thorough life-cycle assessment to be conducted.

Please see our > Annual Report 2016, section “Packaging”, “Product Responsibility”, "Recycling" on p. 38-39 aswell as www.osram.com/sustainability-criteria, www.osram.com/packaging, www.osram.com/recycling.

G4-EN2Percentage of materials used that are recycled input materials.The design process, which includes packaging, makes a significant contribution to waste prevention at an early stage. OSRAM has clear guidelines for the design and procurement of packaging. Packaging should be made from environmentally sustainable materials that can be easily recycled or disposed of. In addition, its volume and weight should be limited to that required to protect the contents. For the majority of our products, this means that folding boxes are used for primary packaging and corrugated cardboard boxes for transit packaging. The cardboard and paper used to produce these packaging components currently have a recycled content of more than 80%.

The aim of product recycling is to recover as many sorted materials as possible in order to conserve limited resources and to protect the environment by disposing of hazardous substances properly. The recycling of valuable metals such as tungsten and molybdenum, for example, plays a considerable role in the conservation of resources and reduction of costs. By taking the recycling aspect into consideration during product

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development, OSRAM ensures that a high proportion of components can be recycled. OSRAM meets its obligation as a manufacturer to take back products (e.g. under the European WEEE (Waste Electrical and Electronic Equipment) directive) by participating in organizations, companies, and foundations that were specially set up for this purpose. Luminaires contain electronic components and valuable raw materials. This is why it is important that the products are collected and recycled or disposed of safely.

Information are provided in our > Annual Report 2016, section "Packaging", p. 38, section “Recycling”, p. 39 as well as on our corporate website www.osram.com/packaging and www.osram.com/recycling.

Aspect: Energy

Aspect-specific DMA guidance for EnergyWithin our production processes primary energy use still plays a significant role that again leads to direct CO2

emissions. In order to comprehensively address the issue of energy consumption and Greenhouse Gas (GHG) emissions in our own production facilities, we use our EHS policy, set internal targets, and monitor the achievements by our Environmental Management System.

Within the OSRAM Licht Group, energy efficiency is the metric against which our products, lighting solutions, and production facilities are judged every day. One example is our Energy Efficiency Project in which a team operating around the world has focused on the aim of implementing energy-saving and efficiency measures at all plants since 2013. The team continued to focus on energy-saving measures with the same high level of commitment in fiscal year 2016, with the result that global energy productivity was around 3% higher at the end of the fiscal year. This related to both primary and secondary energy consumption, further reducing the Company’s global CO2 emissions.

Profitable, efficiency-enhancing environmental and energy projects are rigorously pursued and fine-tuned at all plants. After officially opening a further cogeneration plant (combined heat and power unit (CHP)) in Eichstätt, Germany, in 2015, a new plant in Schwabmünchen, Germany, was brought on stream on the basis of the high level of efficiency achieved and the great benefit for the environment. This brings the total in Germany to six plants at four locations. They can be operated all year round because they use absorption coolers to produce the refrigeration required for the process from the heat generated by the CHP. To help combat climate change, OSRAM is also investing in new production facilities. In the summer of 2016 it finished installing solar modules on the administration and manufacturing buildings in Wuxi, China, which will reduce the amount of electricity that would otherwise be obtained from the public grid by around 420 MWh a year.

Luminaires are prepared for all-weather use in the paint shop at our plant in Traunreut, Germany. All individual parts must be thoroughly cleaned beforehand. Working with industrial cleaning agent producers Henkel and BCD Chemie, the cleaning process has now been optimized so that the plant can generally manage without heating the water for the process. This will reduce the paint shop’s annual energy usage by 30% and achieve CO2 savings of 120 tonnes.

As planned, an ISO 50001-certified energy management system was introduced in all European plants outside Germany during the past fiscal year. Our ISO 50001 matrix certification now covers all production facilities in the European Union.

Please see also our > Annual Report 2016, table on p. 31 and section "Energy and Climate", p. 37.

G4-EN3, G4-EN6Energy consumption within the organization.Reduction of energy consumption.Actual primary energy consumption was down moderately year on year, falling to 984,694 MWh from 1,013,611 MWh in the previous year. Similarly, total electricity consumption saw a modest reduction to 712,828 MWh (previous year: 719,130 MWh). This directly impacted CO2 emissions, which amounted to 197,943 tonnes (previous year: 203,559 tonnes) for primary energy and 362,367 tonnes (previous year: 369,019 tonnes) for electricity.

Beside our Annual Report 2016, p.37 please see our corporate website www.osram.com/environmental-management. Within the link “Environmental Data” you can find the lastest data.

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Aspect: Water

Aspect-specific DMA guidance for WaterIn conventional lighting production, water is mainly used for cooling and pollution is therefore minimal. Nonetheless, responsible and conservative use of water is very important to us. We ensure that contaminated water is either purified by us or fed into local waste water treatment plants, while also setting ourselves the target of reducing our overall water consumption. By contrast, LED manufacturing produces different types of effluents. They receive separate in-house treatment for each contaminant and the purified waste water is discharged into the sewage system. Total consumption in this area has been reduced by means of various water-saving projects, although this is often offset by rising production volumes.

We keep an extra eye on those production sites that are located in areas of water stress or scarcity. There we place a special focus on continuously monitoring and improving our production processes to make them ever more water-efficient, and thus more economical as well as ecological. Many OSRAM production sites have taken steps to use the most environmentally advanced production techniques that reduce the usage of water to a minimum. You can find examples on our website www.osram.com/factories.

Please see our corporate website www.osram.com/water and our > Annual Report 2016, table on p. 31 and section "Water", p. 38.

G4-EN10Percentage and total volume of water recycled and reused.We recorded a moderate increase in absolute water consumption in fiscal year 2016, when water consumption amounted to 3,377,691m³ (previous year: 3,288,299m³).

Beside the above mentioned references, please also see our corporate website www.osram.com/environmental-management. Within the link “Environmental Data” you can find the latest data.

Aspect: Emissions

Aspect-specific DMA guidance for Emissions

Please see “Aspect-specific DMA guidance for Energy” and “Aspect-specific DMA guidance for Materials” as well as www.osram.com/climate-strategy.

G4-EN15, G4-EN16, G4-EN19Direct Greenhouse Gas (GHG) emissions (Scope 1).Energy indirect Greenhouse Gas (GHG) emissions (Scope 2).Reduction of Greenhouse Gas (GHG) emissions.Actual primary energy consumption was down moderately year on year, falling to 984,694 MWh from 1,013,611 MWh in the previous year. Similarly, total electricity consumption saw a modest reduction to 712,828 MWh (previous year: 719,130 MWh). This directly impacted CO2 emissions, which amounted to 197,943 tonnes (previous year: 203,559 tonnes) for primary energy and 362,367 tonnes (previous year: 369,019 tonnes) for electricity.

Beside our > Annual Report 2016, table p. 31 and p. 37, please see our corporate websitewww.osram.com/environmental-management. Within the link “Environmental Data” you can find the latsest numbers.

Aspect: Effluents and Waste

Aspect-specific DMA guidance for Effluents and Waste

Please refer to “Aspect-specific DMA guidance for Materials”.

G4-EN23Total weight of waste by type and disposal method.In the past fiscal year, OSRAM produced 26,892 tonnes of recyclable waste worldwide (previous year: 30,665 tonnes) and 10,376 tonnes of waste for disposal (previous year: 11,396 tonnes). In the reporting year, the

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absolute reduction in both types of waste was again partly attributable to plant closures and the related relocations.

Please see our > Annual Report 2016, table on p. 31 and section "Waste", p. 38.

Aspect: Products and Services

Aspect-specific DMA guidance for Products and ServicesOur products affect the environment in a variety of ways. Obviously, they are made in factories that have an environmental footprint and they significantly impact on the environment during their use. However, in order to evaluate lighting products and services and how they actually deal with energy and resources, it is not enough just to consider single stages of their life cycle. In order to assess the environmental performance of OSRAM products, life cycle analyses of several specific products were conducted, representing different lighting technologies. We conduct product lifecycle analyses in order to evaluate the overall impact of OSRAM products on the environment. The methodology used for these analyses is based on the international ISO 14040 and ISO 14044 standards. The life cycle analyses of OSRAM products showed that the use phase is responsible for almost all of the energy consumption, ranging between 98.5 and 99.5 percent. Correspondingly, the energy demand during manufacturing and other life cycle stages played a rather insignificant role with less than 1.5 percent.

OSRAM is striving to go above and beyond the legal requirements for reducing the use of critical substances wherever technically and economically viable. We are actively championing the introduction of globally harmonized substance restrictions, e.g. in connection with implementation of the Minamata Convention in the signatory countries.

OSRAM meets its obligation as a manufacturer to take back products (e.g. under the European WEEE (Waste Electrical and Electronic Equipment) directive) by participating in organizations, companies, and foundations that were specially set up for this purpose. Luminaires contain electronic components and valuable raw materials. This is why it is important that the products are collected and recycled or disposed of safely.

G4-EN27Extent of impact mitigation of environmental impacts of products and services.Directive 2011/65/EU (RoHS), which bans certain substances and imposes mercury limits for lamps, serves as a model for comparable legislation in other countries and regions, such as the Middle East and India. We have developed and implemented a dedicated SAP tool that enables us to monitor the use of critical substances at component level and to ensure long-term legal compliance against a backdrop of constantly increasing requirements.

We conduct product lifecycle analyses in order to evaluate the overall impact of OSRAM products on the environment. The methodology used for these analyses is based on the international ISO 14040 and ISO 14044 standards.

Please see our corporate website www.osram.com/lca, and our > Annual Report 2016, "Product Responsibility", p. 38.

G4-EN28Percentage of products sold and their packaging materials that are reclaimed by category.The aim of product recycling is to recover as many sorted materials as possible in order to conserve limited resources and to protect the environment by disposing of hazardous substances properly. The recycling of valuable metals such as tungsten and molybdenum, for example, plays a considerable role in the conservation of resources and reduction of costs. By taking the recycling aspect into consideration during product development, OSRAM ensures that a high proportion of components can be recycled.

Please see our corporate website www.osram.com/recycling and our > Annual Report 2016, section “Recycling”, p. 39.

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Aspect: Supplier Environmental Assessment

Aspect-specific DMA guidance for Supplier Environmental Assessment

The supply chain plays a key role for us in sustainability. It requires a high degree of flexibility, particularly in view of the technology shift. Our procurement function is managed globally but is organized regionally with regard to certain raw materials groups. On the one hand, this type of organization enables us to optimally supply the production and sales units, and to stay in close contact with suppliers, across all of the business units. On the other, global pooling enables us to achieve economies of scale that make a substantial contribution to the Company’s productivity.

The supply chain plays a key role for us in terms of sustainability. It requires a high degree of flexibility, particularly in view of the technology shift. Our procurement function is managed globally but is organized regionally with regard to certain raw materials groups. This type of organization enables us to supply the production and sales units in the best possible way, and to stay in close contact with our partners across all Business Units. Global pooling also enables us to achieve economies of scale that make a substantial contribution to the Company’s productivity. For us, sustainability in the supply chain also means implementing our high environmental, social, and ethical standards in our business relationships with suppliers. A key part of this is our code of conduct for suppliers. Like our own business conduct guidelines, it incorporates the most important international standards and conventions and addresses important matters such as compliance, the environment, human rights, and conflict minerals. As well as accepting our Code of Conduct, our suppliers are required to provide self-certification. In addition, we hold supplier days in various regions in order to exchange information with our suppliers. Another cornerstone of our supplier management is the expertise of our employees. We train our global procurement teams and raise awareness of sustainability by running regular information initiatives and training courses.

The issue of conflict minerals is one of the aspects of a sustainable supply chain that continues to gain importance. We addressed this in 2013 by introducing an appropriate policy and expanding our code of conduct for suppliers to include conflict minerals. The target for the OSRAM Licht Group is to create total transparency regarding the origin of potential conflict minerals by 2017.We ensure the necessary transparency in our supply chain through appropriate systems and processes, which we constantly adapt and expand. Our policy on conflict minerals can be found here: www.osram.com/conflictminerals

Please find additional information regarding procurement in > Annual Report 2016, table on p. 31 and section “Procurement” on p. 35 as well as on our website www.osram.com/supplier

G4-EN32Percentage of new suppliers that were screened using environmental criteria.In fiscal year 2016, 684 new code of conducts were accepted by our suppliers. This now covers 98% of our total purchasing volume (goods and services acquired from third parties). In addition, suppliers are required to provide relevant information about themselves, including data relating to specific criteria.

Information and numbers can be found in our > Annual Report 2016, table on p. 31 and section “Procurement” on p. 35 as well as on our website www.osram.com/supplier

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Category: SocialSub-Category: Labor Practices and Decent Work (LA)

G4-DMA LADisclosures on Management Approach for Labor Practices and Decent WorkStrict management and the orderly documentation and monitoring of processes, equipment, methods, and procedures, together with appropriate training programs, are essential to implementing OSRAM’s commitment to providing a safe, healthy working environment for all employees and to minimizing the risk of accidents at work or of employment-related illnesses. All OSRAM employees have an obligation and responsibility to be mindful of safety at all times, wherever they are. In order to monitor ongoing compliance with our occupational safety targets, we have introduced a management system that meets the requirements of the internationally recognized OHSAS 18001 standard.

Risk assessments have to be carried out for all areas of operation by the responsible managers, supported by trained safety representatives. In addition, we have established occupational health and safety committees at all relevant sites, in accordance with local legal requirements or on a voluntary basis. We use key performance indicators to monitor the effectiveness of our occupational health and safety programs. In fiscal year 2016, we introduced two new global KPIs in order to analyze accidents more effectively and ensure that we take appropriate measures. These are the severity rate and the lost time injury frequency rate (LTIFR) per 1,000 employees. The success of our programs can be seen at OSRAM GmbH, where the number of workplace accidents is well below the average reported by the employers’ liability insurance association. As a result, all OSRAM GmbH sites had insurance premiums reimbursed in the 2015 calendar year.

Additionally to the health and safety of our employees, diversity is an important factor for OSRAM. Diversity for OSRAM means creating the opportunity for employees from different cultures, and with different backgrounds, religions, genders, and skills to work together. In addition, we are convinced that diversity is a prerequisite for generating competitive advantages over our global competitors and securing market share. We use and offer a range of channels to ensure that the benefits brought by this diversity are developed in a sustainable manner.For example, different employee groups can exchange information and ideas in Group-wide networks. Open Mentoring, a program in which employees can choose a suitable mentor for themselves, is one of the ways in which we foster the sharing of experiences across hierarchical and international boundaries. We are also working to encourage more women to enter technological professions and to increase the proportion of managerial roles held by women.Please see additional information in our > Annual Report 2016, section diversity on p. 40-41 as well as on our website http://www.osram-group.com/en/sustainability (click on “Social”).

Competition for qualified employees among companies that rely heavily on engineering and technology is intense. The loss of qualified employees or an inability to attract, retain, and motivate highly skilled employees required for the operation, transition, and expansion of our business could limit our ability to conduct research successfully and to develop and sell marketable products. Competition for qualified personnel is particularly intense in the areas of research and development, engineering, sales, and the project business (qualified LED sales people). We could also lose experienced managers who are important to our business and for the structural changes required. We particularly see challenges in retaining key employees in Asia and the U.S.A.Succession planning, identification and encouragement of talent, and dedicated employee developmentprograms are therefore a focus for us worldwide. They include our concept for developing talent and our Open Mentoring program. We have also expanded our social media presence and are using these channels to recruit new employees in order to secure our position as an attractive employer for the long term. Failure to implement the necessary measures might have a clear adverse effect on our business activities and our net assets, financial position, and results of operations.

Highly motivated, performance-driven employees are essential to the successful development of our business, particularly against the background of the fundamental technology shift in the lighting market. That is why recruiting skilled workers and talented young professionals is one of our top priorities. Changes in the market during the past fiscal year have given rise to many new specialist functions in project and solutions business, sales, production management, and software and application development.

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The transformation of the lighting market and the resulting shift in the business model from an integrated lighting manufacturer toward a dedicated lighting technology provider are also altering the organizational structure and culture of OSRAM. To be able to deal with existing challenges adequately, OSRAM needs, more than ever before, flexible and motivated employees who are willing to remain committed to the Company over the long term. To foster this process, we have launched a number of projects with our employees aimed at enhancing our organizational structures, communications, and corporate culture. These projects have resulted in measures that are helping to harmonize processes and underpin our management culture. We are also constantly refining OSRAM’s employer brand. This enables us to live up to the increasingly high expectations of job seekers regarding the attractiveness of employers. These projects and the measures described form the cornerstone of the realignment of HR work at OSRAM. We firmly believe that, with these measures and, above all, with the help of our skilled and committed employees and managers, we will succeed in realigning OSRAM. If this opportunity (rated as high) materializes, it may therefore have a positive impact on our business activities as well as on our net assets, financial position, and results of operations.Additional information can be found in our > Annual Report 2016, table on p. 40, section “Employees” on p. 39-41, “Shortage of Qualified Employees” on p. 59, section “Personnel Opportunities” on p. 63, and on our website http://www.osram-group.com/en/sustainability (click on “social”).

Aspect: Employment

G4-LA1Total number and rates of new employee hires and employee turnover by age group, gender and region

a. Report the total number and rate of new employee hires during the reporting period, by age group, gender and region.

b. Report the total number and rate of employee turnover during the reporting period, by age group, gender and region.

a. Highly motivated, performance-driven employees are essential to the successful development of our business, particularly against the background of the fundamental technology shift in the lighting market. That is why recruiting skilled workers and talented young professionals is one of our top priorities. In fiscal year 2016, we hired a total of 6,450 new employees, of whom 1,120 were whitecollar workers. Changes in the market during the past fiscal year have given rise to many new specialist functions in project and solutions business, sales, production management, and software and application development.

b. In the past, we managed the realignment of the OSRAM Licht Group to reflect the technology shift primarily by using OSRAM Push, our comprehensive, enterprise-wide continuous improvement program. Transformation costs, job reductions, and cost savings in connection with the program were used to monitor the progress of OSRAM Push. The program was hugely important at OSRAM mainly because of its relevance for the general lighting lamps business. Neverthelss, the methodology of the continuous improvement program will remain relevant for OSRAM’s continuing operations to ensure operating efficiency.

We provide the number of employees by segment, region and function for fiscal 2015 and 2016 in our > Annual Report 2016, p. 40 and p. 139.

Aspect: Occupational Health and Safety

G4-LA6 Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender.We use key performance indicators to monitor the effectiveness of our occupational health and safety programs. In fiscal year 2016, we introduced two new global KPIs in order to analyze accidents more effectively and ensure that we take appropriate measures. These are the severity rate and the lost time injury frequency rate (LTIFR) per 1,000 employees. The success of our programs can be seen at OSRAM GmbH, where the number of workplace accidents is well below the average reported by the employers’ liability insurance association. As a result, all OSRAM GmbH sites had insurance premiums reimbursed in the 2015 calendar year.

Accidents like stumbling, falling or tripping as well as commuting accidents (accidents related to transportation on the way to work or on the way back home) make up nearly half of all occupational accidents. Our aim is being accident-free – to this end, the accident prevention measures are constantly being improved in our plants. Above that, the OSRAM health and safety committee committed itself to intensify trainings to further reduce the frequency

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and severity of occupational accidents. The numbers below can also be found on our corporate website www.osram.com/hs-statistics.

Occupational safety1

2016 2015Lost time injury frequency rate (LTIFR) per200,000 working hours

0.50 0.53

Severity rate per 200,000 working hours 8.47 7.25

Aspect: Trainings and Education

G4-LA10Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

a. Report on the type and scope of programs implemented and assistance provided to upgrade employee skills.

b. Report on the transition assistance programs provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment.

Sustainable business success at a global level is only possible if we systematically encourage and develop the right employees, facilitate their continuing professional development, motivate them, and ensure they remain with OSRAM. In order to maintain a leading position in the lighting market, we offer our employees at all levels in the Company a wide range of programs and training opportunities to further their personal and professional development. We use classroom formats, e-learning modules, and blended learning for this, depending on the content and focus of the training.

We draw on a wide range of tools to select and develop managers. These range from companyspecific, internal group programs, through individual measures such as coaching or team development, down to external professional development opportunities. One example is our Essentials of Leadership program, which optimally prepares first-time managers for their future roles. Over the course of six months, they are familiarized with the basics of successful people management. The program comprises virtual elements and locally held events.

We launched our Talent Management@OSRAM program in fiscal year 2015 to develop our high potentials and top performers, both at global and local level. High potentials are initially nominated as part of our performance management process. Our talent management activities revolve around development plans focusing on concrete target functions, as well as regular support from Experienced mentors. In addition, we offer our high potentials a wide range of development opportunities that enable them to grow into the jointly defined target function during their three-year membership of the talent pool. The second generation of employees (15 people) is now going through this process, which means that, adding in the first generation of 26 employees, a total of41 employees are participating in the program.

In order to position the Company as an even more attractive employer for technology specialists, we provide highly qualified technology staff with a Key Expert career path. This is an alternative to the traditional management career path and provides the opportunity to focus on technical challenges and to contribute expert knowledge to the Company’s strategic orientation. In fiscal year 2016, a further 15 experts (previous year: six experts) were nominated from six core technology areas.

Please see our > Annual Report 2016, “Employees” on p. 39-41, section “Personnel Opportunities” on p. 63, andour website http://www.osram-group.com/en/sustainability (click on “social”).

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G4-LA14Percentage of new suppliers that were screened using labor practices criteria.

With our systematic risk-based management approach, we ensure that suppliers meet our standards. As part of this, all applicable new suppliers must inter alia provide information on quality, product safety and environmental aspects. We expect our suppliers to comply with our Code of Conduct for Suppliers. It covers areas such human rights, labour, environment, anti-corruption, combines important international standards (e.g. Universal Declaration of Human Rights, ILO Declaration on Fundamental Principles and Rights at work, “Agenda 21” on Sustainable Development, UN Convention Against Corruption) and clearly summarizes our basic values.In fiscal year 2016 684 new Codes of Conducts have been accepted by our suppliers. This now covers in total 98% of our total purchasing volume (goods and services acquired from third parties). In addition, suppliers are required to provide relevant information about themselves, including data relating to specific criteria.

Information and numbers can be found in our > Annual Report 2016, table on p. 31 and section “Procurement” on p. 35 as well as on our website www.osram.com/supplier.

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Sub-Category: Human Rights (HR)G4-DMA HRDisclosures on Management Approach for Human Rights

As a global manufacturing company with businesses worldwide and a variety of suppliers, it is important for us to address and support human rights and labor practices within our company as well as in our supply chain.

Human rights and labor principles are covered by our > BCGs and the OSRAM Code of Conduct for Suppliers (> CoC). Additionally a clause in the Purchase and Order Conditions states the contractors´ obligation to respect the basic rights of its employees and to procure a safe work environment. They shall observe the prohibition of child labor according to the Declaration of the International Labour Organization on basic labor principles.

Adherence is evaluated in our supplier qualification process by several tools and requested to our suppliers: supplier self-disclosures in which relevant data on corporate responsibility criteria is queried and supplier audits are carried out by an impartial external auditor on the basis of the self-disclosures and other specific risk-based criteria.

Please see our > Annual Report 2016, section "Procurement", p. 73, as well as www.osram.com/supplier.

Aspect: Supplier Human Rights Assessment

G4-HR10Percentage of new suppliers that were screened using labor practices criteria.

With our systematic risk-based management approach, we ensure that suppliers meet our standards. As part of this, all applicable new suppliers must inter alia provide information on quality, product safety and environmental aspects. We expect our suppliers to comply with our Code of Conduct for Suppliers. It covers areas such human rights, labour, environment, anti-corruption, combines important international standards (e.g. Universal Declaration of Human Rights, ILO Declaration on Fundamental Principles and Rights at work, “Agenda 21” on Sustainable Development, UN Convention Against Corruption) and clearly summarizes our basic values.

In fiscal year 2016 684 new Codes of Conducts have been accepted by our suppliers. This now covers in total 98% of our total purchasing volume (goods and services acquired from third parties). In addition, suppliers are required to provide relevant information about themselves, including data relating to specific criteria.

Information and numbers can be found in our > Annual Report 2016, table on p. 31 and section “Procurement” on p. 35 as well as on our website www.osram.com/supplier.

G4-HR11Significant actual and potential negative human rights impacts in the supply chain and actions taken.One of the aspects of a sustainable supply chain that has gained special relevance lately is the issue of “conflict minerals”. OSRAM has a long tradition of operating business in a way that is socially and environmentally responsible. Our “Code of Conduct for Suppliers” has always required our suppliers to respect the basic human rights of employees and others, and prohibited our suppliers and their respective suppliers from being complicit in illegal and unethical conduct. However the issue of conflict minerals requires a more stringent approach covering the entire supply chain down to the very origin of these materials. The issue of conflict minerals is one of the aspects of a sustainable supply chain that continues to gain importance. We addressed this in 2013 by introducing an appropriate policy and expanding our code of conduct for suppliers to include conflict minerals. The target for the OSRAM Licht Group is to create total transparency regarding the origin of potential conflict minerals by 2017.

Information can be found in our > Annual Report 2016, p. 35. Please find our Conflict Minerals Policy on our website www.osram.com/conflictminerals.

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Sub-Category: Society (SO)G4-DMA SODisclosures on Management Approach for SocietyFor information regarding our Enterprise Risk Management System please refer to our > Annual Report 2016,"Risk and Opportunity Management System", p. 52. General information can be found on our company website “Corporate Goverance”.

Basically, our compliance system is designed to prevent, detect, and respond to potential violations of existing anticorruption and antitrust provisions. The OSRAM Business Conduct Guidelines > BCGs > define group wide rules of conduct, specifically on efforts to combat corruption and on proper conduct when engaging in competition. In addition, we address compliance-related risks through various IT tools. For example, we classify our business partners based on certain risk indicators, such as the level of corruption in the country in which the relevant business partner operates. We have also introduced country-specific tools addressing issues relating to giving and receiving gifts and hospitalities, sponsorships, donations, and memberships. All compliance regulations are continuously evaluated with regard to their practicability and adjusted or further developed if necessary. To ensure the implementation of our compliance system, multiple face-to-face and web-based trainings have been conducted. We keep all of our employees informed about compliance measures and new developments through information material, our intranet and via email. A total of 6,120 employees around the world received personal compliance training in the past fiscal year. In 2016, web-based antitrust training was also successfully rolled out to complement the web-based anticorruption training that had already been developed in 2015.

In order to detect and respond to compliance violations, we rely on the whistleblower hotline “Tell OSRAM”. Furthermore, all employees have the option to report violations to our compliance organization. We follow up on any indication of a violation. An internal compliance investigation is launched if justified by concrete evidence. Upon completion of an investigation, we propose remedies for the identified deficits and supervise their implementation. We also respond to detected misconduct with employment-law disciplinary sanctions. We monitor, evaluate and improve the OSRAM compliance system on a continuous basis.

We follow up on any indication of a compliance violation (investigation). Upon completion of an investigation, we propose remedies for the identified deficits and supervise their implementation. We also respond to detected misconduct with employment-law disciplinary sanctions. OSRAM has established a process regulating the handling of compliance violations to ensure appropriate disciplinary consequences. An essential part of this process is the foundation of the Corporate Disciplinary Committee (subsequently CDC). By using defined standards and uniform criteria for decision-making, the CDC ensures the right to a fair procedure treating all employees equally.

Please see our > Annual Report 2016, p. 32 et seq., and on our website www.osram.com/compliance.

Aspect: Compliance

G4-SO3Total number and percentage of operations assessed for risks related to corruption and the significant risks identified.

All our entities are covered by our Compliance Risk Assessment (CRA). Based on a risk classification of our entities several on-site CRAs are conducted throughout the year. The regular Compliance Risk Assessment (CRA) exists of three elements: Compliance System, Antitrust Assessment, Anti-Corruption Assessment. Additionally ad hoc Risk Assessments are run for specific business topics. All findings during such assessments will be addressed and remediated immediately. The Compliance framework is also part of the regular audit approach. Audits are performed regularly by our Corporate Audit -Team.

Please see our Annual Report 2016, p. 153 and 163.

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G4-SO4Communication and training on anti-corruption policies and procedures.

Our Business Conduct Guidelines (BCGs) are available to all employees and interested public on our website(www.osram.com/bcg).A total of 6,120 employees around the world received personal compliance training in the past fiscal year. In 2016, web-based antitrust training was also successfully rolled out to complement the web-based anticorruption training that had already been developed in 2015.

G4-SO5Confirmed incidents of corruption and actions taken.

In fiscal year 2016, the compliance organization received a total of 59 notifications of potential compliance violations. 16 compliance investigations were finalized as a result of which disciplinary steps were taken against 12 employees. An additional 42 existing matters were closed following detailed assessment. Information can be found in our > Annual Report 2016, p. 30 and within www.osram.com/compliance.

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Sub-Category: Product Responsibility (PR)G4-DMA PRDisclosures on Management Approach for Product Responsibility

Please refer to the DMA guidance for the aspect “Materials”.

Aspect: Customer Health and Safety

G4-PR1Percentage of significant product and service categories for which health and safety impacts are assessed for improvement.

We conduct product lifecycle analyses in order to evaluate the overall impact of OSRAM products on the environment. The methodology used for these analyses is based on the international ISO 14040 and ISO 14044 standards.

Please see our corporate website www.osram.com/lca, and our > Annual Report 2016, "Product Responsibility", p. 38.

Aspect: Product and Service Labeling

Aspect-specific DMA guidance for Product and Service Labeling

To ensure that we comply with national legal requirements in all the countries in which we do business we use a specially designed database, the Market Access Conditions Awareness Platform. Among other things, the database includes requirements for product labeling. If there are any changes to national legal requirements the relevant subsidiaries will enter the new requirements in the database. A structured communication process willthen start to ensure that the Business Units are aware of the new requirements and can implement the changes.

G4-PR5 Results of surveys measuring customer satisfaction.

Our relationships with many of our customers go back many years, and they are maintained by means of ongoing key account management. OSRAM uses the Net Promoter Score (NPS) to measure customer satisfaction. Based on an annual survey, it indicates how likely customers are to recommend OSRAM. In the past fiscal year, there was a further rise in our NPS, which was already high compared with our competitors.

Please see our > Annual Report 2016, “Customer Relationships and Marketing”, p. 36 et seq.

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III. GRI Content Index 2016Our GRI Index is based on version G4 “Core” of the international guidelines published by the Global Reporting Initiative. The table of contents below provides an overview of the reported categories.


General Standard DisclosuresIndicator Description Page

Number

Strategy and AnalysisG4-1 Statement from the most senior decision-maker 04

Organizational ProfileG4-3 Name of the organization 04

G4-4 Primary brands, products, and services 04

G4-5 Location of the organization’s headquarters 05

G4-6 Number and names of countries with significant operations 05

G4-7 Nature of ownership and legal form 05

G4-8 Markets served 06

G4-9 Scale of the organization 06

G4-10 Employee breakdown 07

G4-11 Percentage of total employees covered by collective bargaining agreements 08

G4-12 Organization’s supply chain 09

G4-13 Significant changes during the reporting period regarding the organization’s size, structure, ownership, or its supply chain

09

G4-14 Precautionary approach or principle 10

G4-15 Externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses

10

G4-16 List memberships of associations (such as industry associations) and national or international advocacy

11

Identified Material Aspects and Boundaries

G4-17 List of entities included in the organization’s consolidated financial statements 12

G4-18 Process for defining the report content and the Aspect Boundaries and how the organization has implemented the Reporting Principles for Defining Report Content

12

G4-19 Material Aspects identified in the process for defining report content 13

G4-20 Aspect Boundary within the organization for each Material Aspect 13

G4-21 Aspect Boundary outside the organization for each Material Aspect 13

G4-22 Restatements of information provided in previous reports 14

G4-23 Significant changes from previous reporting periods in the Scope and Aspect Boundaries

14

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Stakeholder EngagementG4-24 List of stakeholder groups engaged by the organization 14

G4-25 Basis for identification and selection of stakeholders with whom to engage 15

G4-26 Organization’s approach to stakeholder engagement 15

G4-27 Key topics and concerns that have been raised through stakeholder engagement 15

Report ProfileG4-28 Reporting period (such as fiscal or calendar year) for information provided 16

G4-29 Date of most recent previous report 16

G4-30 Reporting cycle 16

G4-31 Contact point for questions regarding the report or its contents 16

G4-32 ‘In accordance’ option 16

G4-33 External assurance for the report 16

GovernanceG4-34 Governance structure of the organization 17

Ethics and IntegrityG4-56 Organization’s values, principles, standards and norms of behavior 17

Specific Standard DisclosureDisclosures on Management Approach (DMA) and Indicators

Description Page Number

Category: Economic (EC)G4-DMA EC Disclosures on Management Approach for Economic 18

Material Aspect: Economic PerformanceG4-EC1 Direct economic value generated and distributed 18

G4-EC2 Financial implications and other risks and opportunities for the organization's activities due to climate change

19

Indicators added by OSRAM

Innovation Management, Quality 19

Category: Environmental (EN)G4-DMA EN Disclosures on Management Approach for Environmental 20

Material Aspect: MaterialsG4-DMA Aspect-specific DMA guidance for Materials 20

G4-EN2 Percentage of materials used that are recycled input materials 20

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Material Aspect: EnergyG4-DMA Aspect-specific DMA guidance for Energy 21

G4-EN3 Energy consumption within the organization 21

G4-EN6 Reduction of energy consumption 22

Material Aspect: WaterG4-DMA Aspect-specific DMA guidance for Water 22

G4-EN10 Percentage and total volume of water recycled and reused 22

Material Aspect: EmissionsG4-DMA Aspect-specific DMA guidance for Emissions 22

G4-EN15 Direct Greenhouse Gas (GHG) emissions (Scope 1) 22

G4-EN16 Energy indirect Greenhouse Gas (GHG) emissions (Scope 2) 22

G4-EN19 Reduction of Greenhouse Gas (GHG) emissions 22

Material Aspect: Effluents and WasteG4-DMA Aspect-specific DMA guidance for Effluents and Waste 22

G4-EN23 Total weight of waste by type and disposal method 22

Material Aspect: Products and ServicesG4-DMA Aspect-specific DMA guidance for Products and Services 23

G4-EN27 Extent of impact mitigation of environmental impacts of products and services 23

G4-EN28 Percentage of products sold and their packaging materials that are reclaimed by category

23

Material Aspect: Supplier Environmental AssessmentG4-DMA Aspect-specific DMA guidance for Supplier Environmental Assessment 24

G4-EN32 Percentage of new suppliers that were screened using environmental criteria 24

Category: SocialSub-Category: Labor Practices and Decent Work (LA)G4-DMA LA Disclosures on Management Approach for Labor Practices and Decent Work (LA) 25

Material Aspect: EmploymentG4-LA1 Total number and rates of new employee hires and employee turnover by age group,

gender and region26

Material Aspect: Occupational Health and SafetyG4-LA6 Type of injury and rates of injury, occupational diseases, lost days, and absenteeism,

and total number of work-related fatalities, by region and by gender26

Material Aspect: Trainings and EducationG4-LA10 Programs for skills management and lifelong learning that support the continued

employability of employees and assist them in managing career endings27

Material Aspect: Supplier Assessment for Labor PracticesG4-LA14 Percentage of new suppliers that were screened using labor practices criteria 28

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Sub-Category: Human Rights (HR)G4-DMA HR Disclosures on Management Approach for Human Rights (HR) 29

Material Aspect: Supplier Human Rights AssessmentG4-HR10 Percentage of new suppliers that were screened using labor practices criteria 29

G4-HR11 Significant actual and potential negative human rights impacts in the supply chain and actions taken

29

Sub-Category: Society (SO)G4-DMA SO Disclosures on Management Approach for Society 30

Material Aspect: ComplianceG4-SO3 Total number and percentage of operations assessed for risks related to corruption

and the significant risks identified30

G4-SO4 Communication and training on anti-corruption policies and procedures 30

G4-SO5 Confirmed incidents of corruption and actions taken 31

Sub-Category: Product Responsibility (PR)G4-DMA PR Disclosures on Management Approach for Product Responsibility (PR) 32

Material Aspect: Customer Health and SafetyG4-PR1 Percentage of significant product and service categories for which health and safety

impacts are assessed for improvement32

Material Aspect: Product and Service LabelingG4-DMA Aspect-specific DMA guidance for Product and Service Labeling 32

G4-PR5 Results of surveys measuring customer satisfaction 32

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Date: February 2017

Contact

Group SustainabilityOSRAM Licht AGMarcel-Breuer-Straße 680807 MunichGermany

Mail [email protected] www.osram.com/sustainability

OSRAM Licht AG

Germany Supervisory Board Chairman: Peter BauerChairman of the Managing Directors: Dr. Olaf BerlienResponsible acc. to German Interstate Broadcasting Agreement (§ 55 para. 2): Jan-Peter SchwartzHead Offices: MunichCommercial Register, Munich Registration Court:HRB 201526Tax ID number: DE 811148275

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