OSRAM GRI G4 Report 2015

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OSRAM GRI G4 Report 2015

As 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 society

As 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 & Figures

UN Global Compact Member since 2005

Dow Jones Sustainability Index World Member since 2014

FTSE4Good Index Constituent since 2013

STOXX Global ESG Leaders Index Constituent since 2015

oekom Corporate Rating Prime Status since 2013

RobecoSAM Bronze Class Award Received in 2015 and 2016

RobecoSAM Sustainability Yearbook Included in 2015 and 2016

Economic aspects

(as of September 30, 2015)

Sales €5.6 billion

Compliance 64 reports of potential compliance violations

11 investigations concluded

19 disciplinary action against employees

60 existing matters were closed following detailed assessment

5,558 Classroom trainings

Research and development, patents 2.5 thousand employees in R&D

€ 344.9 million R&D expenses

75% share of R&D expenses for LED technologies

About 17,500 patents and patent applications

About 6,300 patent families

Procurement About €2.9 billion Purchasing volume (goods and services acquired from third parties)

About 2,900 signed code of conducts (which covered 90% of our

purchasing volume)

Customer relationships and marketing 4.2 thousand sales FTE

4.4% share of revenue of single biggest customer

45% share of revenue of top 50 customers

Certification ISO 9001 Matrix Certificate for all production and development locations

ISO TS 16949 for locations, which supply automotive customers

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Ecological aspects

(as of September 30, 2015)

Energy Balance

Primary energy consumption: 3,649,000 GJ (Scope 1)

Electricity use: 2,588,867 GJ (Scope 2)

CO2-Emissions Primary energy: 203,559 t (Scope 1)

Electricity: 369,019 t (Scope 2)

Water Usage 3,288,299 m³

Waste Balance Waste for recycling: 30,665 t Waste for disposal: 11,396 t

Certification ISO 14001 Matrix Certificate for all production locations

ISO 50001 for all production sites in Germany and for Molsheim in France

Social aspects

(as of September 30, 2015)

Total employees (in thousand full-time equivalents - FTE)

33.1

Employees by region (in thousand FTE)

APAC: 13.2 Europe/MEA: 13.8 Americas: 6.0

Employees by segment (in thousand FTE)

Specialty Lighting: 6.1

Opto Semiconductor: 9.2

Lighting Solutions & Systems: 4.8

Lamps: 10.1

Corporate: 2.9 (group management employees and employees of other global corporate

functions)

Certification For details regarding our SA8000 certificate, please see our website www.osram.com/at-a-glance

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Table of Contents

Our 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 2015. The OSRAM Licht Group’s fiscal year began on October 1, 2014, and ended on September 30, 2015.

I. General Standard Disclosure 04

Strategy and Analysis 04

Organizational Profile 04

Identified Material Aspects and Boundaries 10

Stakeholder Engagement 13

Report Profile 14

Governance 15

Ethics and Integrity 15

II. Specific Standard Disclosure 16

Category: Economic 16

Category: Environment 17

Category: Social 23

Sub-Category: Labor Practices and Decent Work 23

Sub-Category: Human Rights 27

Sub-Category: Society 27

Sub-Category: Product Responsibility 29

III. GRI Content Index 2015 30

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I. General Standard Disclosure

Strategy and Analysis G4-1 Provide 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) 2015

Organizational Profile

G4-3 Report the name of the organization.

OSRAM Licht AG

G4-4 Report 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 2015, 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; 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 “AN OSRAM BUSINESS.”

See our > Annual Report 2015, section "Customer Relationship and Marketing", p. 73-74

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

OSRAM Licht AG Represented by Dr. Olaf Berlien, CEO, and Dr. Klaus Patzak, CFO Marcel-Breuer-Straße 6 80807 Munich Germany Phone: +49 89 6213-0 Fax: +49 89 6213-2020 > OSRAM Company Profile

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G4-6 Report 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 region. OSRAM’s global activities (in over 120 countries and with 35 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 breakdown of the key sites is listed below:

See our > Annual Report 2015, p. 41

G4-7 Report 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 90 subsidiaries and investees, including minority interests.

See our > Annual Report 2015, "Organization and Reporting Structure", p. 40 et seq.

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G4-8 Report 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 2015, p. 55 and section “Expertise Along the Entire Value Chain”, p. 95

G4-9 Report 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: 33.1 in thousand full-time equivalents > Annual Report 2015, p. 76 and p. 168

• Total number of operations: Global activities in over 120 countries and 35 production sites > Annual Report 2015, p. 41

• Net sales and total capitalization: Revenues € 5,574.2 million

> Annual Report 2015, p. 4

• Total capitalization broken down in terms of debt and equity: See our > Annual Report 2015, "Consolidated Statement of Financial

Position", p. 113 et seq.

• Quantity of products or services provided: See our > Annual Report 2015, "Results of Operations", p. 53 et seq.

G4-10 a. 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).

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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 2015.

> Annual Report 2015, Table "Employees by Segments" and "Employees by Regions", p. 76

> Annual Report 2015, Table "Employees by Function" (FTE average), p. 168

G4-11 Report 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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G4-12 Describe 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 two-thirds 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 lamp production, energy is also an important part of sourcing. The main finished products manufactured by third parties include certain compact fluorescent lamps, LED lamps, luminaires, and 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 2015, the purchasing volume, i.e. the goods and services acquired from third parties, amounted to around €2.9 billion. The most significant countries in terms of purchasing volumes in fiscal year 2015 were Germany, China, Malaysia, and the United States of America. Approximately one third 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 is based on longstanding experience and consistent development of our footprint. Important locations and additional procurement information can be found in our > Annual Report 2015, p. 41, and section "Procurement", p. 72-73, as well as www.osram.com/supplier.

G4-13 Report 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, and we continued to counter this in fiscal 2015 primarily using the measures forming part of our OSRAM Push improvement program. Beyond the technology-related shifts, changes are increasingly becoming apparent in the business models pursued by companies active in the lighting market. The past fiscal year saw OSRAM react to the transformation of the lighting market, which is proceeding at different speeds and posing a variety of challenges, by departing from its previous strategy in which it positioned itself as a provider of diversified product portfolios along the entire value chain.

OSRAM’s basic shareholder structure changed only slightly compared with the previous year: As of September 30, 2015, around 68% of the shares were held by institutional investors, an increase of around five percentage points compared with the 2014 closing rate. Retail investors held around 14% of the Company’s shares, and Siemens continued to hold around 17%.

For information regarding the size, structure and ownership please see our > Annual Report 2015:

• Chapter "Business Activities and Structure of OSRAM Licht Group", p. 38 et seq. • Section "OSRAM Push Program", p. 52 et seq. • Section “Shareholder Structure”, p. 16

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G4-14 Report 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 which support us in the early recognition of risks jeopardizing the continuity of OSRAM’s business 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 and opportunities. Our risk and opportunity management system is based on a comprehensive, interactive, and management-oriented Enterprise Risk Management (“ERM”) approach and builds on the worldwide accepted “Enterprise Risk Management - Integrated Framework” developed by the “Committee of Sponsoring Organizations of the Treadway Commission” (“COSO”).

For details please see our > Annual Report 2015, "Report on Risks and Opportunities", p. 87 et seq. General information regarding our risk management can be found on our group website http://www.osram-group.de/en/our-management/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 Sustainability Office - 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.

G4-15 List 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.

• 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.

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• OSRAM is member of the European School of Management and Technology (ESMT) and participates in its Sustainable Business Roundtable (SBRT)

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

G4-16 List memberships of associations (such as industry associations) and national or international advocacy organizations in which the organization: Holds a position on the governance body Participates in projects or committees Provides substantive funding beyond routine membership dues Views membership as strategic This 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)

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.

Additionally OSRAM is applying its expertise in the off-grid sector, to help expand the > Global Off-Grid Lighting Association (GOGLA).

Identified Material Aspects and Boundaries

G4-17 a) 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 2015, section “Basis of Consolidation”, p. 119 et seq. 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.

G4-18 Explain 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 2015 shows the conclusion we have reached as a result of our deliberations and gives an overview of our activities and successes in 2015. Reporting basis for this year’s report are the sustainability related material aspects as provided in our Annual Report 2015.

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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 Corporate Sustainability Office 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 Corporate Sustainability Office 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.

The Corporate Sustainability Office used stakeholder engagement to expand the materiality analysis (identification and assessment of key sustainability topics) during fiscal 2015. After the Council had taken OSRAM’s and stakeholders’ viewpoints into account and assessed sustainability topics from both an internal and external perspective, we incorporated external stakeholders in the materiality analysis for the first time, particularly, in relation to the perspective from outside the Company. Representative members of each stakeholder group assessed preselected sustainability topics, and the results were discussed and confirmed by the Sustainability Council. In the economic dimension, the key topics are Operational & Brand Excellence, Innovation Management, Corporate Governance and in the environmental dimension, the key topics are Product Responsibility, Operational Eco-Efficiency, and Climate Strategy. From the social perspective, they are Labor Practices, Occupational Health and Safety, and Human Capital Management.

Information can be found within our > Annual Report 2015, p. 70 and on our website www.osram.com/materiality.

G4-19, G4-20, G4-21 List 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:

The list of entities or groups of entities included in G4-17 for which the Aspect is not material or

The 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 organization For 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 Indicators

Category: Economic

Economic Performance

G4-EC1: Direct economic value generated and distributed

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

Category: Environmental

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

Energy G4-EN3: Energy consumption within the organization

G4-EN6: Reduction of energy consumption

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

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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 services

G4-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: Social

Sub-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

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 Rights

Supplier 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: Society

Anti-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 Responsibility

Customer 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.

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G4-22 Report 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.

G4-23 Report 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 Engagement

G4-24 Provide 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

G4-25 Report 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.

G4-26 Report 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, Townhall Meetings. Customers: Beside 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 with the Corporate Sustainability Office with the sustainable investment community.

Suppliers: We have e.g. Supplier Days to create and ensure a common understanding. 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 initiative, a public-private partnership to promote more efficient lighting.

We also applied stakeholder feedback to expand the materiality analysis during fiscal 2015. After the Council had taken OSRAM’s and stakeholders’ viewpoints into account and assessed sustainability topics from both an internal and external perspective, we incorporated external stakeholders in the materiality analysis particularly, in relation

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to the perspective from outside the Company. Representative members of each stakeholder group assessed preselected sustainability topics, and the results were discussed and confirmed by the Sustainability Council.

G4-27 Report 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 OSRAM Push, our Company-wide, comprehensive, continuous improvement program to adapt business processes. See also our > Annual Report 2015, "OSRAM Push Program", p. 52 et seq.

Report Profile

G4-28 Reporting period (such as fiscal or calendar year) for information provided.

Unless stated otherwise the information and numbers in this document refer to fiscal 2015. The OSRAM Licht Group’s fiscal year began on October 1, 2014, and ended on September 30, 2015.

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

Our last GRI G4 Report was published in 2015.

OSRAM´s Annual Report 2015 (including sustainability information and financial statements) was published in December 2015, our most recent UNGC Communication on Progress 2015 in January 2016.

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

OSRAM has an annual reporting cycle.

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

sustainability@osram.com

G4-32 a) 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 is externally assured, partially data and information of our Annual Report are used in this

report. The OSRAM GRI G4 Report 2015 is not externally assured.

G4-33 a) 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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Governance

G4-34 Report 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 2015, “Corporate Governance Report”, p. 20 and the section “Corporate Governance” on our Investors Relation website www.osram-licht.com. 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 Integrity

G4-56 Describe 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 more energy-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 EC Disclosures 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 www.osram.com/economic.

OSRAM addressed the technology shift toward semiconductor technology, which is radically altering our business environment, with its enterprise-wide, comprehensive, end-to-end continuous improvement program, “OSRAM Push”. It 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 continuing improvement program that, in light of recent market developments and the accelerating pace of transition, will enter a second phase (2015 - 2017). See also our > Annual Report 2014, "OSRAM Push", p. 48 et seq. (111 et seq. in whole pdf) and our > Annual Report 2015, p. 47 et seq. For OSRAM Licht AG the Fiscal Year 2015 was a very successful year – in terms of both our business performance and our realignment. This is a remarkable result, given that we are in the midst of the transformation of the lighting market. 2015 was a year of transformation: we continued to reduce our costs, simplify structures, and optimize our portfolio in the past months. A detailed strategic review of all our activities led to the decision to transfer the lamps business into an independent legal entity. Following the successful realignment and focus on profitability and flexibility, OSRAM launched an innovation and growth initiative – Diamond in fiscal 2016 (November 2015). The actions we have resolved include a significant increase in research and development expenditure as well as investments in the new chip plant for our Opto Semiconductor Business, in the expansion of system expertise in the Specialty Lighting business, and in the area of networked lighting in our luminaire business. Details can be found in the press release here and in our > Annual Report 2015. An additional important part of the economic aspect is our Risk and Opportunity Management. For additional information please refer to our > Annual Report 2015, "Risk and Opportunity Management System", p. 87 and also our corporate > Investor Relation website.

Aspect: Economic Performance

G4-EC1 Direct economic value generated and distributed.

For our economic value generated and distributed please refer to our > Annual Report 2015: • Revenue and operating costs, Table "Consolidated Statement of Income", p. 111 • Personnel Costs, Note 34 “Personnel Costs”, p. 168 • Payments to providers of capital, “Dividend payout ratio”, p. 49

G4-EC2 Financial 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.

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Indicators added by OSRAM

As mentioned before Innovation Management and Quality are key drivers in safeguarding OSRAM’s economic sustainability. Our brand promise for fiscal 2015 was “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 shift in the lighting market means that this business is constantly growing in significance. We responded to this by further increasing the proportion of R&D expenditure for LED-related topics in the past fiscal year. This moderate increase is only apparent on an adjusted basis, since R&D transformation costs had an increased effect in the traditional business in fiscal 2015. On a reported basis, the ratio of R&D expenditure for LED products to total R&D expenditure remained stable. Please find the related numbers and information in our > Annual Report 2015, table on p. 69 and section “Research and Development, Patents” on p. 71-72.

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 Diamond initiative for technology, innovation, and growth. Details can be found in the press release here and in our > Annual Report 2015. Quality

In 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 2015, table on p. 69, section "Production and Quality Management" on p. 73 as well as www.osram.com/quality.

Category: Environmental (EN)

G4-DMA EN Disclosures 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 www.osram.com/environmental as well as additional information in our > Annual Report 2015, "Ecological Aspects", p. 74.

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Aspect: Materials

Aspect-specific DMA guidance for Materials

As 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 lamps 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. We aim to reduce the mercury content in all our products to the lowest amount technically possible. Therefore, we are constantly improving our product and production technology and we are continually upgrading our existing production facilities to implement such technologies. 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 2015, "Product Responsibility", p. 75 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 2015, section “Packaging”, “Product Responsibility”, "Recycling" on p. 75-76 as well as www.osram.com/sustainability-criteria, www.osram.com/packaging, www.osram.com/recycling.

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

The design process, which includes packaging, makes a significant contribution to waste prevention early on. 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 the amount required to protect the contents. This means that, for the majority of our products, folding boxes are used for primary packaging and corrugated cardboard boxes for shipment packaging. The cardboard and paper used to produce these packaging components currently have a recycled content of more than 80%. We implemented a pack-on-demand process in the past fiscal year, initially at the Molsheim site. This is aimed at meeting specific customer requirements, achieving higher packing densities, and as a result reducing costs and the number of transports. It means that the majority of lamps are only packed and stamped with the customer or OSRAM brand once a corresponding order has been received. 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 through the professional disposal of hazardous substances. Anticipating the concept of recycling at an early product development stage means that a large proportion of OSRAM’s lamp components are recyclable. As a result, OSRAM ensures that over 90% of its lamp 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. Fluorescent lamps and discharge lamps contain small amounts of mercury and valuable raw materials. LED lamps and luminaires also contain valuable raw materials, along with electronic components. This is why it is important that the products are collected and recycled or disposed of safely. Information are provided in our > Annual Report 2015, section "Packaging", p. 75, section “Recycling”, p. 76 as well as on our corporate website www.osram.com/packaging and www.osram.com/recycling.

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Aspect: Energy

Aspect-specific DMA guidance for Energy

Within 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 Group, energy efficiency is how we measure both our products and lighting solutions, and our production facilities, on a day-to-day basis. One example is our Energy Efficiency Project, under which a global active team has been devoted to implementing energy-saving and efficiency measures at all plants since 2013. The team continued to devote itself to energy-saving measures with the same high level of commitment in fiscal 2015, enabling a roughly 3% increase in global energy productivity at the end of the fiscal year. This relates to both primary and secondary energy consumption, further reducing the Company’s worldwide CO2 emissions. At the beginning of 2015 we commissioned a further combined heat and power (CHP) plant in Eichstätt, which in January 2016 has been granted as “BHKW of the year” by the German Association of Cogeneration of Heat and Power. It joins the existing CHP plants in Regensburg, Herbrechtingen, and Schwabmünchen. This enables us to achieve sizeable savings that are not only welcome from an environmental perspective, but also cut costs. These CHP plants not only use directly produced waste heat for heating and providing process heat – they also use absorption refrigeration systems to transform this thermal energy into process cooling. Further CHP plants are currently being planned, for example for Schwabmünchen, to support our plants with electricity, heat, and process cooling generated onsite. ISO 50001 matrix certification was issued to all plants in Germany in the past fiscal year. It was resolved to introduce ISO 50001 energy management at all other European plants in order to achieve further increases in energy efficiency through systematic management. Please see also our > Annual Report 2015, table on p. 69 and section "Energy and Climate", p. 74.

G4-EN3, G4-EN6 Energy consumption within the organization. Reduction of energy consumption.

Actual primary energy consumption fell significantly to 3,649,000 GJ compared with 4,226,300 GJ in the prior year. Similarly, total electricity consumption saw a moderate reduction to 2,588,867 GJ (previous year: 2,887,563 GJ). This directly impacted CO2 emissions, which amounted to 203,559 tons (previous year: 233,891 tons) for primary energy consumption and 369,019 tons (previous year: 386,271 tons) for electricity. Beside our Annual Report, please see our corporate website www.osram.com/environmental-management. Within the link “Environmental Data” you can find actual numbers.

Aspect: Water

Aspect-specific DMA guidance for Water

In the production of lighting products water is mainly needed for cooling processes, and thus hardly polluted. But for OSRAM it is still of great importance to use water responsibly. We commit ourselves to manage water and other precious resources sustainably in our guidelines. Thus we make sure to either clean polluted water ourselves or redirect it to local sewage plants. Furthermore we consider the scarcity of this precious resource in all our production processes and monitor our water usage. 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.

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Please see our corporate website www.osram.com/water and our > Annual Report 2015, table on p. 69 and section "Water", p. 75.

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

We again recorded a significant reduction in absolute water consumption in fiscal 2015. Water consumption was 3,288,299 m3 in the past fiscal year (previous year: 3,816,694 m3), a year-on-year reduction of 528,395 m3 (14%). Beside the above mentioned references, please also see our corporate website www.osram.com/environmental-management. Within the link “Environmental Data” you can find actual numbers.

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-EN19 Direct Greenhouse Gas (GHG) emissions (Scope 1). Energy indirect Greenhouse Gas (GHG) emissions (Scope 2). Reduction of Greenhouse Gas (GHG) emissions.

Actual primary energy consumption fell significantly to 3,649,000 GJ compared with 4,226,300 GJ in the prior year. Similarly, total electricity consumption saw a moderate reduction to 2,588,867 GJ (previous year: 2,887,563 GJ). This directly impacted CO2 emissions, which amounted to 203,559 tons (previous year: 233,891 tons) for primary energy consumption and 369,019 tons (previous year: 386,271 tons) for electricity. Beside our > Annual Report 2015, p. 69 and p. 74, please see our corporate website www.osram.com/environmental-management. Within the link “Environmental Data” you can find actual numbers.

Aspect: Effluents and Waste

Aspect-specific DMA guidance for Effluents and Waste

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

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

In the past fiscal year, OSRAM produced 30,665 tons of recyclable waste worldwide (previous year: 35,689 tons) and 11,396 tons (previous year: 13,195 tons) of waste for disposal. The absolute reduction in both types of waste is attributable among other things to past plant closures and relocations that have already been performed. Please see our > Annual Report 2015, table on p. 69 and section "Waste", p. 75.

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Aspect: Products and Services

Aspect-specific DMA guidance for Products and Services

Our 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 work to reduce the use of critical substances wherever technically and economically viable, a process that also goes beyond the legal requirements. 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. OSRAM fully complies with these limits.

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. Fluorescent lamps and discharge lamps contain small amounts of mercury and valuable raw materials. LED lamps and luminaires also contain valuable raw materials, along with electronic components. This is why it is important that the products are collected and recycled or disposed of safely.

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

The RoHS directive, which also imposes mercury limits for lamps, serves as a model for comparable legislation in other countries and regions. Four further phthalates (plasticizers used in plastics) were added to the list of restricted substances in June 2015. They must be withdrawn from use by mid-2019 at the latest. We do not use phthalates in our own production processes, but are also required to ensure that this is the case throughout our supply chain. We have developed and implemented a dedicated SAP tool that enables us to monitor the use of critical substances at the component level and to ensure long-term legal compliance given the constantly increasing requirements.

In the past, we conducted life cycle analyses for certain typical products in order to evaluate the overall impact of OSRAM products on the environment. The methodology used for these analyses was based on the international ISO 14040 and ISO 14044 standards. Please see our corporate website www.osram.com/lca, and our > Annual Report 2015, "Product Responsibility", p. 75.

G4-EN28 Percentage 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 through the professional disposal of hazardous substances. Anticipating the concept of recycling at an early product development stage means that a large proportion of OSRAM’s lamp components are recyclable. As a result, OSRAM ensures that over 90% of its lamp components can be recycled.

Please see our corporate website www.osram.com/recycling and our > Annual Report 2015, section “Recycling”, p. 76.

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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.

For us, sustainability in the supply chain means implementing our high environmental, social, and ethical standards in our business relationships with our 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 significant topics such as compliance, the environment, human rights, and conflict minerals. 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 addition to their acceptance of our Code of Conduct, we require our suppliers to provide relevant self-disclosures and compliance audits are performed to check these. In addition, we hold supplier days in various regions to exchange information with our suppliers. Another cornerstone of our supplier management is the expertise of our employees, which we expand by providing specialized training.

One of the aspects of a sustainable supply chain that has recently gained special relevance is the issue of “conflict minerals”. We addressed this by introducing a corresponding policy and expanding our Code of Conduct for Suppliers to include this issue in 2013. 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 2015, table on p. 69 and section “Procurement” on p. 73 as well as on our website www.osram.com/supplier

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

About 2,900 suppliers have accepted our code of conduct. This total covers 90% of our 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 2015, table on p. 69 and section “Procurement” on p. 73 as well as on our website www.osram.com/supplier

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Category: Social Sub-Category: Labor Practices and Decent Work (LA)

G4-DMA LA Disclosures on Management Approach for Labor Practices and Decent Work

Strict 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 assessment has to be carried out for all areas of operation by the responsible line managers, supported by trained safety representatives. They assess the potential risks that may arise in each activity and propose countermeasures to reduce them. The measures are systematically announced and implemented, and regularly monitored. 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. Additionally to the health and safety of our employees, diversity is an important factor for OSRAM. For us diversity is creating the opportunity for employees from different cultures, and with different backgrounds, religions, genders. In addition, we are convinced that diversity is a prerequisite for generating competitive advantage in a competitive global environment. 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 various Group-wide networks. In fiscal 2015 we invited undergraduate and post-graduate students to Light Spectrum, an event providing information on new technical developments and attractive career opportunities at workshops in Munich, Shenzhen, and Hillsboro. Please see additional information in our > Annual Report 2015, p. 76-77 as well as on our website www.osram.com/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 R&D, engineering, and the project business (qualified LED sales people). We could also lose senior managers who are important to our business and for the structural changes required. We see challenges in retaining key employees in Asia and the U.S.A. in particular. Succession planning, identifying and developing talent, and dedicated employee development programs are therefore a global focus. Among other things, we have a 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 sustainably secure our position as an attractive employer. Failure to implement these measures may have a clear adverse effect on our business and on our net assets, financial position, and results of operations. Highly qualified specialists and managers are crucial to OSRAM’s success. Among other things, we use 360-degree feedback to develop these employees. We also aim to foster a sense of loyalty to OSRAM and do so by conducting global employee surveys, for example. Based on the results, specific action plans and measures have been or are being developed to shape and take forward the change process within the Company. We want the surveys to tell us how successful we have been so far. At the same time, it is important for us to identify subjects and areas where we still need to make adjustments or improvements. This feedback helps us to manage the current change process sustainably and in a focused manner. Our corporate Human Resources department analyzes the results and keeps close track of the progress made in implementing the measures. If this opportunity materializes, it may have a positive impact on our business activities as well as on our net assets, financial position, and results of operations.

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Additional information can be found in our > Annual Report 2015, table on p. 69, section “Employees” on p. 76-77, “Shortage of Qualified Employees” on p. 92, section “Personnel Opportunities” on p. 97, and on our website www.osram.com/social.

Aspect: Employment

G4-LA1 Total 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.

Highly motivated, performance-driven employees are crucial to the successful development of our business, particularly against the background of the above-mentioned fundamental technology shift in the lighting market. Our employees are one of our key resources. Market changes made redundancies necessary in fiscal 2015, particularly in traditional general lighting.

We are continuing to manage the realignment of the OSRAM Licht Group to reflect the technology shift using OSRAM Push, our comprehensive, enterprise-wide continuous improvement program. We started the second phase of the OSRAM Push program (OSRAM Push) at the beginning of fiscal year 2015 in response to the ongoing changes in market conditions and are implementing further process improvements and structural adjustments. The measures affect not only production capacity for traditional general lighting products, but also sales, administration, and other indirect functions throughout the Company.

1) The information shown here reflects the project’s cumulative progress.

See > Annual Report 2015, p. 48 and 52

Additionally we provide the number of employees by segment, region and function for fiscal 2014 and 2015 in

our > Annual Report 2015, p. 76-77 and p. 168.

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.

The effectiveness of our health and safety programs can be measured by the following relevant statistics. In comparison to previous years the numbers of occupational accidents are relatively constant within OSRAM GmbH. With less than eight accidents per 1000 employees in 2015 we are way below the industry average. Not only can this be explained by the intensive training that has been conducted by superiors and health and safety officers, but also by an increasing awareness of the importance of safety throughout the workforce. Improved machine safety, already during the planning and construction phase of machines, also helped to decrease incidents over the last years.

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 Accidents

Year OSRAM GmbH* OSRAM Europe*

2013 10 8

2014 8 7

2015 8 6

Occupational accidents per 1000 employees resulting in more than three lost workdays, excluding the day of accident. Off-site accidents are not included in this statistic.

Absenteeism

Year OSRAM GmbH*

2013 4.4 %

2014 4.6 %

2015 5.1 %

The development of absenteeism due to illness over the last twelve years. The total absence is shown as a percentage of the entire ordinary working hours.

* OSRAM GmbH encompasses all sites in Germany, excluding affiliated companies. OSRAM Europe comprises all sites in Europe, including affiliated companies and OSRAM GmbH.

Aspect: 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 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 our 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 and we use 360-degree feedback to develop our employees.

We draw on a wide variety 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 have relaunched our Talent Management @ OSRAM program 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.

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 program. 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 2015, a further six experts (previous year: 20

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experts) were nominated; these are assigned to twelve defined core technology areas, such as semiconductors, electronics, and lighting modules.

Please see our > Annual Report 2015, “Employees” on p. 76-77, section “Personnel Opportunities” on p. 97, and our website www.osram.com/social.

Aspect: Supplier Assessment for Labor Practices

G4-LA14 Percentage 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.

About 2,900 suppliers have accepted our code of conduct. This total covers 90% of our 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 2015, table on p. 69 and section “Procurement” on p. 73 as well as on our website www.osram.com/supplier

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Sub-Category: Human Rights (HR)

G4-DMA HR Disclosures 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 2015, section "Procurement", p. 73, as well as www.osram.com/supplier.

Aspect: Supplier Human Rights Assessment

G4-HR10 Percentage 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.

Over 2,900 suppliers have accepted our code of conduct. This total covers 90% of our 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 2015, table on p. 69 and section “Procurement” on p. 73 as well as on our website www.osram.com/supplier.

G4-HR11 Significant 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. For that reason, OSRAM has developed this policy to supplement our Code of Conduct for Suppliers. We have systems and processes in place to ensure accountability in our supply chain and we will improve these systems as necessary to meet new requirements.

Please find our Conflict Minerals Policy on our website www.osram.com/conflictminerals

Sub-Category: Society (SO)

G4-DMA SO Disclosures on Management Approach for Society

For information regarding our Enterprise Risk Management System please refer to our > Annual Report 2015, "Risk and Opportunity Management System", p. 87. General information can be found on our company website www.osram-group.com/en/our-company/our-management/corporate-governance.

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Basically, our compliance system is designed to prevent, detect, and respond to potential violations of existing anticorruption and antitrust provisions. We address fighting corruption and the proper conduct when engaging in competition through our company wide policies, in particular our Business Conduct Guidelines and our Compliance Guideline. In addition, we made use of various IT tools to assess compliance-related risks. For example, we classify our business partners based on certain risk indicators, such as the level of corruption in the country (Transparency International TI/CPI) in which the relevant business partner operates. The Business Partner Tool supports our employees how a Compliance Due Diligence on a business partner has to be performed. We have also introduced country-specific tools addressing issues relating to giving and receiving gifts and hospitalities, sponsorships, donations, and memberships (SpoDoM-Tool). To ensure the implementation of our compliance guidelines, processes and tools multiple face-to-face and web-based trainings have been conducted, including at top management level. We keep all of our employees informed about compliance measures and new developments through information material, our intranet and via email.

For reporting possible compliance violations, we rely on an anonymous and secure whistleblower hotline (“Tell OSRAM”). Third parties can access Tell OSRAM via our company website www.osram.com/compliance in several languages. Any information will be treated confidentially. Tell OSRAM offers a secure communication platform using latest privacy technologies. Furthermore, all employees have the option to report violations to our compliance organization.

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 our > Annual Report 2015, p. 71, our > Annual Report 2014, “Compliance”, p. 87 et seq. (150 et seq. in whole pdf) and www.osram.com/compliance.

Aspect: Compliance

G4-SO3 Total 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 Exposure Assessment, Anti-Corruption Exposure 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/RIC-Team (RIC = Risk and Internal Controls). Please see our our > Annual Report 2015, p. 71.

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

Our BCGs are available to all employees and interested public in the internet (www.osram.com/bcg).

A total of 5,558 employees around the world received personal compliance training in the past fiscal year. We also introduced mandatory web-based training for sensitive functions. Please see our our > Annual Report 2015, p. 71.

G4-SO5 Confirmed incidents of corruption and actions taken.

In fiscal year 2015, the compliance organization received a total of 64 notifications of potential compliance violations. 11 compliance investigations were finalized as a result of which disciplinary steps were taken against 19 employees. An additional 60 existing matters were closed following detailed assessment. Information can be found in our > Annual Report 2015, p. 69 and within www.osram.com/compliance.

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Sub-Category: Product Responsibility (PR)

G4-DMA PR Disclosures on Management Approach for Product Responsibility

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

Aspect: Customer Health and Safety

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

We conducted life cycle analyses for certain typical products, in order to evaluate the impact of OSRAM products. The methodology used for these analyses was based on the international ISO 14040 and ISO 14044 standards.

Please see our corporate website www.osram.com/lca, and our > Annual Report 2015, "Product Responsibility", p. 75.

Aspect: Product and Service Labeling

Aspect-specific DMA guidance for Product and Service Labeling

OSRAM's success is closely linked to the satisfaction of our customers. Our sales function represents OSRAM’s face to the customer. Global sales management is centralized, whereas implementation takes place at local level. This positioning allows us to meet our customers’ varied demands, leverage the full potential of our brands, and react flexibly to market developments.

We use numerous measures to improve sales efficiency. For example, we have a digital CRM (customer relationship management) system, which optimizes the customer service provided to OEMs and project business customers in particular. In addition, we held numerous training sessions for our employees and customers to inform them about the shift in the lighting market, familiarize them with our products, and thus foster their long-term loyalty to OSRAM.

We have also established a global key account management team for our customer relations. In addition, members of the Managing Board are in direct two-way contact with our customers to understand their requirements even better.

Please see www.osram.com/crm

G4-PR5 Results of surveys measuring customer satisfaction.

Our Our relationships with many of our customers go back many years, and we use our Key Account Management system to systematically and continuously maintain them. OSRAM uses the Net Promoter Score (NPS) to measure customer satisfaction with our sales performance. Based on an annual survey of a representative group of customers, this reveals how likely customers are to recommend OSRAM as a supplier to other companies. In the past fiscal year, we successfully maintained our NPS results at a high level compared with our competitors.

Please see our > Annual Report 2015, “Customer Relationships and Marketing”, p. 73.

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III. GRI Content Index 2015

Our 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.

Unless stated otherwise the information and numbers in this document refer to fiscal 2015. The OSRAM Licht Group’s fiscal year began on October 1, 2014, and ended on September 30, 2015.

General Standard Disclosures

Indicator Description Page Number

Strategy and Analysis

G4-1 Statement from the most senior decision-maker 04

Organizational Profile

G4-3 Name of the organization 04

G4-4 Primary brands, products, and services 04

G4-5 Location of the organization’s headquarters 04

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 06

G4-11 Percentage of total employees covered by collective bargaining agreements 07

G4-12 Organization’s supply chain 08

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

08

G4-14 Precautionary approach or principle 09

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

09

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

10

Identified Material Aspects and Boundaries

G4-17 List of entities included in the organization’s consolidated financial statements 10

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

10

G4-19 Material Aspects identified in the process for defining report content 11

G4-20 Aspect Boundary within the organization for each Material Aspect 11

G4-21 Aspect Boundary outside the organization for each Material Aspect 11

G4-22 Restatements of information provided in previous reports 13

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

13

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Stakeholder Engagement

G4-24 List of stakeholder groups engaged by the organization 13

G4-25 Basis for identification and selection of stakeholders with whom to engage 13

G4-26 Organization’s approach to stakeholder engagement 13

G4-27 Key topics and concerns that have been raised through stakeholder engagement 14

Report Profile

G4-28 Reporting period (such as fiscal or calendar year) for information provided 14

G4-29 Date of most recent previous report 14

G4-30 Reporting cycle 14

G4-31 Contact point for questions regarding the report or its contents 14

G4-32 ‘In accordance’ option 14

G4-33 External assurance for the report 14

Governance

G4-34 Governance structure of the organization 15

Ethics and Integrity

G4-56 Organization’s values, principles, standards and norms of behavior 15

Specific Standard Disclosure

Disclosures on Management Approach (DMA) and Indicators

Description Page Number

Category: Economic (EC)

G4-DMA EC Disclosures on Management Approach for Economic 16

Material Aspect: Economic Performance

G4-EC1 Direct economic value generated and distributed 16

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

16

Indicators added by OSRAM

Innovation Management, Quality 17

Category: Environmental (EN)

G4-DMA EN Disclosures on Management Approach for Environmental 17

Material Aspect: Materials

G4-DMA Aspect-specific DMA guidance for Materials 18

G4-EN2 Percentage of materials used that are recycled input materials 18

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Material Aspect: Energy

G4-DMA Aspect-specific DMA guidance for Energy 19

G4-EN3 Energy consumption within the organization 19

G4-EN6 Reduction of energy consumption 19

Material Aspect: Water

G4-DMA Aspect-specific DMA guidance for Water 19

G4-EN10 Percentage and total volume of water recycled and reused 20

Material Aspect: Emissions

G4-DMA Aspect-specific DMA guidance for Emissions 20

G4-EN15 Direct Greenhouse Gas (GHG) emissions (Scope 1) 20

G4-EN16 Energy indirect Greenhouse Gas (GHG) emissions (Scope 2) 20

G4-EN19 Reduction of Greenhouse Gas (GHG) emissions 20

Material Aspect: Effluents and Waste

G4-DMA Aspect-specific DMA guidance for Effluents and Waste 20

G4-EN23 Total weight of waste by type and disposal method 20

Material Aspect: Products and Services

G4-DMA Aspect-specific DMA guidance for Products and Services 21

G4-EN27 Extent of impact mitigation of environmental impacts of products and services 21

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

21

Material Aspect: Supplier Environmental Assessment

G4-DMA Aspect-specific DMA guidance for Supplier Environmental Assessment 21

G4-EN32 Percentage of new suppliers that were screened using environmental criteria 21

Category: Social

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

G4-DMA LA Disclosures on Management Approach for Labor Practices and Decent Work (LA) 23

Material Aspect: Employment

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

24

Material 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

24

Material Aspect: 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

25

Material Aspect: Supplier Assessment for Labor Practices

G4-LA14 Percentage of new suppliers that were screened using labor practices criteria 26

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Sub-Category: Human Rights (HR)

G4-DMA HR Disclosures on Management Approach for Human Rights (HR) 27

Material Aspect: Supplier Human Rights Assessment

G4-HR10 Percentage of new suppliers that were screened using labor practices criteria 27

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

27

Sub-Category: Society (SO)

G4-DMA SO Disclosures on Management Approach for Society 27

Material Aspect: Compliance

G4-SO3 Total number and percentage of operations assessed for risks related to corruption and the significant risks identified

28

G4-SO4 Communication and training on anti-corruption policies and procedures 28

G4-SO5 Confirmed incidents of corruption and actions taken 28

Sub-Category: Product Responsibility (PR)

G4-DMA PR Disclosures on Management Approach for Product Responsibility (PR) 29

Material Aspect: Customer Health and Safety

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

29

Material Aspect: Product and Service Labeling

G4-DMA Aspect-specific DMA guidance for Product and Service Labeling 29

G4-PR5 Results of surveys measuring customer satisfaction 29

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Date: February 2016

Contact Sustainability

OSRAM Licht AG Marcel-Breuer-Straße 6 80807 Munich Germany Mail sustainability@osram.com Internet www.osram.com/sustainability

OSRAM Licht AG

Germany Supervisory Board Chairman: Peter Bauer

Chairman of the Managing Directors: Dr. Olaf Berlien

Responsible acc. to German Interstate Broadcasting Agreement (§ 55 para. 2): Jan-Peter Schwartz Head Offices: Munich

Commercial Register, Munich Registration Court: HRB 201526

Tax ID number: DE 811148275