page 1march 23 rd, 2010 © siemens s.a.e. - egypt siemens corporate responsibility social and...

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Page 1 March 23 rd , 2010 © Siemens S.A.E. - Egypt Siemens Corporate Responsibility Social and governance perspectives Mohamed El-Mahdi Chairman and Managing Director Siemens S.A.E.

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Page 1: Page 1March 23 rd, 2010 © Siemens S.A.E. - Egypt Siemens Corporate Responsibility Social and governance perspectives Mohamed El-Mahdi Chairman and Managing

Page 1 March 23rd, 2010 © Siemens S.A.E. - Egypt

Siemens Corporate ResponsibilitySocial and governance perspectives

Mohamed El-MahdiChairman and Managing DirectorSiemens S.A.E.

Page 2: Page 1March 23 rd, 2010 © Siemens S.A.E. - Egypt Siemens Corporate Responsibility Social and governance perspectives Mohamed El-Mahdi Chairman and Managing

Page 2 March 23rd, 2010 © Siemens S.A.E. - Egypt

ExcellentAchieving high performance and excellent

results

InnovativeBeing innovative to create sustainable value

ResponsibleCommitted to ethical and responsible actions

Siemens’ values… …values for our global business

Page 3: Page 1March 23 rd, 2010 © Siemens S.A.E. - Egypt Siemens Corporate Responsibility Social and governance perspectives Mohamed El-Mahdi Chairman and Managing

Page 3 March 23rd, 2010 © Siemens S.A.E. - Egypt

Siemensaccredited as

Industry Leader in

Eco-Efficiency Environmental Reporting

Corporate Citizenship Labor Practice Indicators Human Capital Development Social Reporting Talent Attraction & Retention

Corporate Governance Risk & Crisis Management Codes of Conduct /

Compliance Customer Relationship

Management Innovation Management

50 %

82 %

Siemens Score

Average Score*

61 %

91 %

Siemens Score

Average Score*

44 %

83 %

Siemens Score

Average Score*

*Average score of all assessed companies in the sectorSource: sam 2009, Corporate Sustainability Assessment – The Yearbook

100%

100%

Only sustainable business results in long-termsuccess and profitable growth

Page 4: Page 1March 23 rd, 2010 © Siemens S.A.E. - Egypt Siemens Corporate Responsibility Social and governance perspectives Mohamed El-Mahdi Chairman and Managing

Page 4 March 23rd, 2010 © Siemens S.A.E. - Egypt

2006 20092007 2008 2010

Immediate Actions ImplementationHow to become a

“recognized leader”?

Tone from the Top

Independent

investigation

Compliance Program

Compliance Organization

Compliance Training

Compliance Tools

Continuous Improvement

Values & Integrity

Collective Action

SustainableDevelopment

Conti-nuous

Improve-ment

Centralization of bank accounts

Exchange of Leadership Team

Did we always meet the expectations?

Page 5: Page 1March 23 rd, 2010 © Siemens S.A.E. - Egypt Siemens Corporate Responsibility Social and governance perspectives Mohamed El-Mahdi Chairman and Managing

Page 5 March 23rd, 2010 © Siemens S.A.E. - Egypt

Continuous communication on all levels …and integration in all processes is key

Anchor compliance in the entire value chain

Engage in regular communication with employees

Explain and demonstrate compliance-

related issues

Show priority of compliance at all times

Promote Siemens'

compliance tools

Motivate and encourage employees

Full commitment towards

Compliant and

Clean Business

Page 6: Page 1March 23 rd, 2010 © Siemens S.A.E. - Egypt Siemens Corporate Responsibility Social and governance perspectives Mohamed El-Mahdi Chairman and Managing

Page 6 March 23rd, 2010 © Siemens S.A.E. - Egypt

Collective Action Siemens’ approach to drive fair market conditions

1) NGO: Non-Government Organization TI: Transparency International ICC: International Chamber of Commerce IO: International Organization PACI: Partnering Against Corruption Initiative CIPE: Center for International Private Enterprise

IBLF: International Business Leaders Forum 2) Is designed for class room discussions in university and highlights the importance of business integrity and compliance. Final draft will be presented by Harvard in Q2 FY 2010

Continuous stakeholder dialogue

Collective Action project

Project Compliance Learning Initiative

Fight corruption in joint agreement with industry peers and other stakeholders

Promote Integrity and Compliance Pacts as well as Long-Term Initiatives in order to foster fair competition in public sector

www.siemens.com/integrity-initiative to fight fraud and corruption (US$ 100 million over next 15 years)

Increase compliance awareness of current and future business leaders

Share compliance best practices with stakeholders by www.siemens.com

Collective Action Learning Initiative

Compliance EfficiencyCompliance EffectivenessCompliance Ineffectiveness

Governance

Policies

Incentives Governance

Policies

Incentives

Governance

Policies

Incentives

Harvard Case Study2)

Knowledge transfer

www.

Learning Compliance

NGO

To

p 5

NG

Os 1

)

IO

Transparency International

World EconomicForum

IBLF

ICC

CIPE

UN GlobalCompact

World BankInstitute

Page 7: Page 1March 23 rd, 2010 © Siemens S.A.E. - Egypt Siemens Corporate Responsibility Social and governance perspectives Mohamed El-Mahdi Chairman and Managing

Page 7 March 23rd, 2010 © Siemens S.A.E. - Egypt

Controls and reporting are main elements … in fostering an integrity culture

Is it the right thing for Siemens?

Is it consistent with Siemens core values and mine?

Is it legal? Is it ethical?

Is it something I am willing to be held accountable for?

Questions to guide Siemens employees towards compliant and responsible behavior

1

2

3

4

Page 8: Page 1March 23 rd, 2010 © Siemens S.A.E. - Egypt Siemens Corporate Responsibility Social and governance perspectives Mohamed El-Mahdi Chairman and Managing

Page 8 March 23rd, 2010 © Siemens S.A.E. - Egypt

STP – Earth Workshop

Best In Class The Green Box The Discovery Box

INDAC Vocational Training Centers

Siemens CSR activities in Egypt

Page 9: Page 1March 23 rd, 2010 © Siemens S.A.E. - Egypt Siemens Corporate Responsibility Social and governance perspectives Mohamed El-Mahdi Chairman and Managing

Page 9 March 23rd, 2010 © Siemens S.A.E. - Egypt

Thank you!