Sustainable Procurement at Deutsche Telekom Group.

March 2010

2

CR-Strategy.Corporate Responsibility at Deutsche Telekom has various functions.

Corporate values (new principles)

Code of Conduct

Social Charter

Anti-Fraud Compliance Risk

management

Data protection

Diversity policy

Corporate values (new principles)

Code of Conduct

Social Charter

Anti-Fraud Compliance Risk

management

Data protection

Diversity policy

Governance

Customer satisfaction

Service portfolio

Customer data protection

Products and services adjusted to the Nneeds

Applications for special needs

Customer satisfaction

Service portfolio

Customer data protection

Products and services adjusted to the Nneeds

Applications for special needs

Customers

Qualification Retirement

provision Employee

satisfaction Diversity Employee

dialogue Health care Work-life

balance Mobile

working Corporate

volunteering Charitable

contributions

Qualification Retirement

provision Employee

satisfaction Diversity Employee

dialogue Health care Work-life

balance Mobile

working Corporate

volunteering Charitable

contributions

Employees

Compliance to human rights and social environmental standards

Diversity of suppliers

Compliance to human rights and social environmental standards

Diversity of suppliers

Suppliers

Waste management

Recycling Effective

disposal Fleet Reduction

of carbon dioxide emisions

Reductions in product manufacture and processing activities

Waste management

Recycling Effective

disposal Fleet Reduction

of carbon dioxide emisions

Reductions in product manufacture and processing activities

Environment & Climate

Social engagement/Corporate Citizenship

Innovations social -

cultural impacts of new products

Expanding communi-cations solutions

Social engagement/Corporate Citizenship

Innovations social -

cultural impacts of new products

Expanding communi-cations solutions

Society

Sustainable investment

Evaluation by rating agencies

Sustainable investment

Evaluation by rating agencies

Finance Market

3

Sustainable Procurement is the process through which DT buys products and

services by taking into account:

Sustainable Procurement is the process through which DT buys products and

services by taking into account:

Economical aspects: best value for money considerations such as price, quality, availability, functionality etc.

Economical aspects: best value for money considerations such as price, quality, availability, functionality etc.

Environmental aspects: the effects on the environment that the product and/or service has over its entire Life Cycle including end of life management.

Environmental aspects: the effects on the environment that the product and/or service has over its entire Life Cycle including end of life management.

Social aspects: impacts on issues such as poverty elimination, international equity in the distribution of resources, labour conditions and human rights.

Social aspects: impacts on issues such as poverty elimination, international equity in the distribution of resources, labour conditions and human rights.

What Do We Mean by Sustainable Procurement?

4

Problems in our Supply Chains.Central problems in our supply chains according to conducted Social Audits and NGO-reports:

Child Labour and War Financing in DRC*: in the extraction of minerals for the ICT industry, e.g. Coltan.

Discrimination of women, minorities or migrants, e.g. conducting pregnancy tests before employment. The forms of discrimination are different, often related to social economic backgrounds and difficult to prove.

Excessive Overtime: following the National Chinese Labour Law is the absolute exception. Partly more than 60 hours overtime a month is normal. In extreme cases overtime may exceed even 100 hours a month with only one day off.

Forced Labour: e.g. forced overtime work, partly confiscation of passports, inadequate provisions for labour agencies etc.

Inadequate Payment: in countries like China the regional minimum wage often does not cover the basic needs (Living wage). Partly even the minimum wage is not paid. Sometimes unreasonable deductions for food and accommodation or punitive deductions from the saleries are made.

Obstruction of Workers Councils or Trade Unions: e.g. by threat, intimidation or discrimination of trade unionists and members of workers councils.

Inacceptable Dormitories: partly 12 and more persons in one room, no daylight, no privac or intimacy, less than 2 sqm per person, mould on the walls, partly unacceptable and unhealthy food.

Neglection of Occupational Health and Safety: no working fire extinguishers, insufficient fire drills, missing sign posting of escape routes, insufficient protection clothes (e.g. in stores), insufficient protection in handling hazardous substances.

Child Labour and War Financing in DRC*: in the extraction of minerals for the ICT industry, e.g. Coltan.

Discrimination of women, minorities or migrants, e.g. conducting pregnancy tests before employment. The forms of discrimination are different, often related to social economic backgrounds and difficult to prove.

Excessive Overtime: following the National Chinese Labour Law is the absolute exception. Partly more than 60 hours overtime a month is normal. In extreme cases overtime may exceed even 100 hours a month with only one day off.

Forced Labour: e.g. forced overtime work, partly confiscation of passports, inadequate provisions for labour agencies etc.

Inadequate Payment: in countries like China the regional minimum wage often does not cover the basic needs (Living wage). Partly even the minimum wage is not paid. Sometimes unreasonable deductions for food and accommodation or punitive deductions from the saleries are made.

Obstruction of Workers Councils or Trade Unions: e.g. by threat, intimidation or discrimination of trade unionists and members of workers councils.

Inacceptable Dormitories: partly 12 and more persons in one room, no daylight, no privac or intimacy, less than 2 sqm per person, mould on the walls, partly unacceptable and unhealthy food.

Neglection of Occupational Health and Safety: no working fire extinguishers, insufficient fire drills, missing sign posting of escape routes, insufficient protection clothes (e.g. in stores), insufficient protection in handling hazardous substances.

* Democratic Republic of Congo

5

Development of Sustainability within DTAG ProcurementOn the way to Sustainability 2.0

Sustainability Development

Years

Recognition Social Charter Suppliers are obliged

to be compliant with our Social Charter

2003

2006

2009

2012

* E-TASC = Electronic Tools for Accountable Supply Chains, Online Tool for Supplier Self Assessment on Sustainability Performance

1

2

3

4

Differentiation Sustainable Procurement

Strategy Foundation of SPWG First Social Audits Initiation of E-TASC* Supplier Dialog Sustainability

implemented in Procurement Guidelines and General Terms & Conditions

Innovation & Product-development and opportunities

Strategic Management Approach Online-training for purchasers Stakeholder Dialogue Integration in „daily

business”: Increased integration within

procurement guidelines Pre-qualification SAQ Supplier selection and

Supplier-scorecard Sustainability campaign

Business StrategySustainability 2.0 Sustainability is a winning

strategy against competition All procurement decisions

are systematically checked on their impact on sustainability

Vision of world class CR procurement strategy and activity

6

Stabilizing long term oriented investor relations

Increasing DT share in sustainable funds(Socially responsible investment)

Stabilizing long term oriented investor relations

Increasing DT share in sustainable funds(Socially responsible investment)

Share Value

Reputation and trust

Supporting brand building and its values

Stabilizing business

Employee satisfaction

Customer satisfaction

Reputation and trust

Supporting brand building and its values

Stabilizing business

Employee satisfaction

Customer satisfaction

Brand Value

Securing business models and their social acceptance

Creating new business opportunities (driving innovations)

Securing business models and their social acceptance

Creating new business opportunities (driving innovations)

Profitability

Value Driver Sustainability.Significant value by sustainable supply chain management:

Market Leaderby Increased Competitive

Advantage

Minimizing risks, incl. regulatory risks

Avoiding lawsuits Reducing

assurance costs Reducing

production costs through innovative product specification

Minimizing risks, incl. regulatory risks

Avoiding lawsuits Reducing

assurance costs Reducing

production costs through innovative product specification

Cost Saving

7

Sustainable

Procurement Process

Suppliers Purchasers & Employees

Sustainable Investors

Sustainable Procurement

Strategy

Customers & NGOs

Tools for Supplier Evaluation

Sustainable Procurement

Working Group (SPWG)

Tools

Strategy

Sustainable Procurement Strategy. Common approach of CR and procurement guarantees broad integration of sustainability into the procurement processes and guidelines.

Responsibilities

88

Prequalification of Suppliers

Supplier Developme

nt

Procurement Process Sustainability Aspects Tools and Sources

Avoidance of CR related Supply Chain Risks Basic Supplier CR Information Basic Supplier CR Compliance Basic Supplier CR Commitment

Supplier Questionnaire

Supplier-Scorecard Other sources (e.g.

Media, NGO-Reports) Escalation process

Sustainable Specifications Mandatory Sustainability Requirements Additional Sustainability Criteria (e.g.

energy…) Provisioning of Transparency on CR-issues CR Risk-Score CR Compliance CR Commitment

Eco-Efficiency Green Product Innovation/Joint Development Joint Marketing on “green” Products &

Services

Workshops with suppliers

Supplier agreements on Sustainability targets

Supplier Relationship and Cooperation

E-TASC Audit results

Supplier-Evaluation

Sustainability along the Supply Chain. Sustainability addresses all relevant sourcing/supplier management processes to avoid CR related supply chain risks and to utilize respective opportunities.

Supplier-Selection

9

Core Elements of the Sustainable Procurement Strategy.

The Sustainable Procurement Strategy is: an integrated part of the procurement strategy and policies fully implemented under the procurement guidelines an important criteria on supplier selection, supplier evaluation and supplier development

The Sustainable Procurement Strategy is: an integrated part of the procurement strategy and policies fully implemented under the procurement guidelines an important criteria on supplier selection, supplier evaluation and supplier development

Compliance is a must: The basic requirements stated in the Social Charter are mandatory.

Standardized Supplier Self Assesments : Self Assessment Questionnaires for pre-qualification and E-TASC

Standardized processes: Clear roles and responsibilities between corporate responsibility and procurement

Knowledge is key: Focus on purchasers and suppliers

Sustainability is a chance: Promoting of innovative solutions

Compliance is a must: The basic requirements stated in the Social Charter are mandatory.

Standardized Supplier Self Assesments : Self Assessment Questionnaires for pre-qualification and E-TASC

Standardized processes: Clear roles and responsibilities between corporate responsibility and procurement

Knowledge is key: Focus on purchasers and suppliers

Sustainability is a chance: Promoting of innovative solutions

Core Elements of the Sustainable Procurement Strategy:

Primary reference points

10

Stakeholder Involvement is Key.How Deutsche Telekom addresses the issue of sustainable procurement?

Purchasers/ Employees

Suppliers

Investors

Customers/NGOs

Sta

kehold

er

Dia

logue D

ay

20

08

and 2

00

9

Stakeholders Tools Targets

Investor conferences CR-Reporting SRI Questionnaires

Online training for purchasers

Internal communication Internal rules and guideline

Sustainability campaign Stakeholder dialogue Follow-up of NGO reports

Supplier Self Assessments Supplier audits Workshops with suppliers Supplier development

Creation of awareness for sustainable procurement

Increased employer reputation

Reduction of reputation risks

Creation of brand value Competitive advantages

Reduction of CR related risks

Increased CR awareness of suppliers

Promotion of innovations

Improvement of Social Rating

Improved attractivity for sustainability-oriented investors

1111

Sustainability provides opportunities for Procurement.Sustainability drives Procurement Engineering and value based Procurement.Supply Chain Security: Factory based sustainability approach along the supply

chain helps to make bottlenecks in the supply chain transparent and to recognize possible threats of the supply chain at an early stage. (Example: Earthquake Taiwan)

Cost Transparency: Sustainability helps to provide information on production chains for a better under-standing on cost structures, cost changes and recognition of chances and risks in global supply chains.

Improved Productivity and Quality: Higher labour standards may help to develop especially for suppliers in low-cost countries to increase productivity and quality (Nike Example Mexico).

Discussing Specifications: Internal customers partly complain on limited influence of procurement on specifications, neglecting significant saving potentials by e.g. lower energy consumption or longer life cycles.

Value Creation: The value of a product is not only based on its functionality but increasingly on the way of production and recycling. The understanding of the link between procurement decisions and sales opens a new potential for value creation.

Innovative Products and Services: Sustainability provides chances for procurement to use market knowledge and supplier relations to support the development of innovative products and solutions.

Employer Reputation and Customer Satisfaction: Sustainablity helps to attract best talents to procurement, increasse customer satisfaction by innovative solutions and may positively influence the reputation of procurement internally and externally.

12

External communication of sustainable procurement for suppliers, NGOs and sustainable investors

To gather information on the sustainability performance of suppliers

Workshops with suppliers on sustainable procurement subjects

Audit and compliance monitoring

External communication of sustainable procurement for suppliers, NGOs and sustainable investors

To gather information on the sustainability performance of suppliers

Workshops with suppliers on sustainable procurement subjects

Audit and compliance monitoring

Promotion of sustainable procurement within Deutsche Telekom

Development of standards for sustainable procurement

Internal communication on sustainable procurement issues

First point of contact and escalation body for sustainable procurement issues

Promotion of sustainable procurement within Deutsche Telekom

Development of standards for sustainable procurement

Internal communication on sustainable procurement issues

First point of contact and escalation body for sustainable procurement issues

Ensure sufficient consideration of sustainability within procurement.

Within Deutsche Telekom

The Sustainable Procurement Working Group.The driver for sustainable procurement within Deutsche Telekom.

Development and tracking of KPIs for sustainable procurement

Outside Deutsche Telekom

Sustainable Procurement

Working Group (SPWG)

as joint working group of Procurement and Corporate Responsibility

13

Dr. Heinz-Gerd Peters [CR/Head of Sustainable Development & Environment]

Dr. Ignacio Campino [Board Representative Sustainability & Climate Change]

Antonio Veloso [CR/Expert Supply Chain] Anke Schweitzer [CPS] André Kokoska [CPS] Andreas Kröhling [Procurement Operations] N.N. [TMUK, representing NT Procurement Function ] Rainer Langenbucher [T-Home, representing IT ISS

Procurement function] Brigitte Pekeler [T-Systems, representing IT HW SW Procurement

function] Marcus Hülsey [TMO, representing Terminal Procurement function] Dennis Neinaber [TMNL , representing Marketing/Indirect

Procurement Function]

Sustainable Procurement Working Group (SPWG).Composition.

14

DT was regularly awarded by leading SRI rating agencies:

Investments in sustainable Supply Chains pay off.Enhancing Corporate Value by Sustainable Procurement.

Sustainable Asset Management (SAM)

„Gold Class for Deutsche Telekom in SAM‘s YearBook 2010“

Oekom Research

„Deutsche Telekom ‚Prime Investment‘ „

15

We know our responsibilities: In 2009 Deutsche Telekom purchased goods and services from 81 countries, many of which are developing or emerging countries. The overall purchasing volume reached 20.4 billion €.

Group-wide sustainable supplier management: enables the focused and systematic management of chances and risks, resulting from a worldwide network of suppliers and sub-suppliers.

We are actively engaged: Deutsche Telekom influences the conditions for production at it‘s suppliers and sub-suppliers worldwide. Deutsche Telekom is actively working within international organisations for fair working conditions and high quality standards.

We aim to be on the leading edge in „Sustainable Supply Chains“: We work actively on the concepts for Sustainability 2.0 within Deutsche Telekom procurement and it‘s implementation. It is our target to be recognised by our competitors, social rating agencies, NGOs and in the public as world class with respect to sustainable procurement.

Growing overall importance of sustainability issues: high influence on procurement and increased involvement or procurement within sustainability issues.

Sustainabilty provides many chances for procurement: It helps to create value by provising information on a better understanding and planning of our value chains.

We know our responsibilities: In 2009 Deutsche Telekom purchased goods and services from 81 countries, many of which are developing or emerging countries. The overall purchasing volume reached 20.4 billion €.

Group-wide sustainable supplier management: enables the focused and systematic management of chances and risks, resulting from a worldwide network of suppliers and sub-suppliers.

We are actively engaged: Deutsche Telekom influences the conditions for production at it‘s suppliers and sub-suppliers worldwide. Deutsche Telekom is actively working within international organisations for fair working conditions and high quality standards.

We aim to be on the leading edge in „Sustainable Supply Chains“: We work actively on the concepts for Sustainability 2.0 within Deutsche Telekom procurement and it‘s implementation. It is our target to be recognised by our competitors, social rating agencies, NGOs and in the public as world class with respect to sustainable procurement.

Growing overall importance of sustainability issues: high influence on procurement and increased involvement or procurement within sustainability issues.

Sustainabilty provides many chances for procurement: It helps to create value by provising information on a better understanding and planning of our value chains.

Sustainable Supply Chain Management at Deutsche Telekom. Result: We really have to take responsibility for our value chain.

Many thanksfor your attention.

17

Escalation Process for Sustainable Procurement. Consequent escalation in case of non-compliance to sustainability requirements.

SPWG CR Request

External Indication of Supplier Non-compliances

SPWG informs Procurement (Supplier Manager)

Committment from supplier, incl. statement and/or action plan

if required

Meeting (SPWG, Procurement, Supplier)

Review SPWG

Escalation to GCL/FHoP

Supplier is not fulfilling DT-request

Not accepted

Escalation up to CPO*** Level

Full support on DT request

-> „supportive“

SupplierDecision on DTAG Request

Fullfiling DT request

-> „compliant“

Acceptable solution

Acceptable solution Supplier still

refuses DT request

-> „not alligned“

Supplier still refuses DT

request-> „not

asupportive“

GCL*/FHoP** to decide on consequences and

measurement planSAP System

SAP marking of suppliers being not supportive or compliant to DTAG CR requests

*Global category leader **Function head of procurement ***Chief procurement officer

18

E-TASC Invitation Process Deutsche Telekom.

Standard Escalation-ProcessNaming of “non-compliant” suppliers to procurement

Supplier E-TASC Invitation

DT Master Supplier List of suppliers to be addressed by E-

TASC

Information of suppliers on E-TASC requirements and

verification of contact data. Provisioning of feedback.

DT Supplier Manager

SPWG

Status Report on the E-TASC

Invitation Process, provided within

TPC

Corporate Admin E-TASC

19

Online Trainings Tool for Sustainable Procurement.We already qualifyed 500 employees within procurement.

20

E-TASC: The Sustainability Tool for the ICT Industry. A common web-based supplier sustainability self-assessment tool

www.e-tasc.com

21

Full Subscriber: 1,000 – 30,000 US-$, depending on revenues. All facilities are covered

Partial Subscriber: 470 $ for each facility.

Full Subscriber: 1,000 – 30,000 US-$, depending on revenues. All facilities are covered

Partial Subscriber: 470 $ for each facility.

2 Membership Options

CR risks are identified at an early stage and therefore any detected risk can be properly managed and action plans can be implemented.

One standardized questionnaire for the ICT industry makes comparison of suppliers possible and reduces the transaction costs.

The system allows an automated risk evaluation based on the answers provided by the supplier in the SAQ

The ICT industry wide approach helps to share the costs to develop and to run a sustainability system.

CR risks are identified at an early stage and therefore any detected risk can be properly managed and action plans can be implemented.

One standardized questionnaire for the ICT industry makes comparison of suppliers possible and reduces the transaction costs.

The system allows an automated risk evaluation based on the answers provided by the supplier in the SAQ

The ICT industry wide approach helps to share the costs to develop and to run a sustainability system.

Benefits for Deutsche Telekom

Suppliers are able to demonstrate their own Corporate Responsibility status to other clients/interested parties in a secure manner.

Information held in the system is owned by the respective company and can be made available to other companies, reducing requests for other lengthy prequalification.

“One” standard self assessment questionnaire in the future used by all the ICT industry instead of individual company self assessment questionnaires will reduce transaction costs.

Suppliers can benefit from best practice examples provided by the system.

Suppliers are able to demonstrate their own Corporate Responsibility status to other clients/interested parties in a secure manner.

Information held in the system is owned by the respective company and can be made available to other companies, reducing requests for other lengthy prequalification.

“One” standard self assessment questionnaire in the future used by all the ICT industry instead of individual company self assessment questionnaires will reduce transaction costs.

Suppliers can benefit from best practice examples provided by the system.

Benefits for our Suppliers

E-TASC: Advantages for DT and its Suppliers.Reduced Transaction Costs by Standardisation.

22

Evidence for high risk

Process for Auditing of “High Risk” Suppliers.

E-TASC Business

No Audit

Master Supplier ListClosing of the audit

SPWG Evaluation, decision on

conducting a social audit of the supplier

Intranet (TPC)Provisioning of Audit Reports and corrective action plans for

purchasers

Audit PreparationDT Audit Team: Briefing of procurement and suppliers

Conducting the Audit DT Audit Team: Conducting

Audit, Pre-Assessment Report

Draft Audit ReportDT Audit Team:

Findings & Recommendations

Feedback of the SupplierSupplier: Feedback and suggestion

for corrective action plan

DT Audit TeamFollow-up and verification of

implementation of corrective actions

Corrective Action PlanDT Audit Team /Supplier: Agreement onfinal Audit report and corrective actions

Social Audit(Process should not exceed 3

months)-

Microsoft Excel-Arbeitsblatt

Risk based Audit Planning Process

23

Social Charter for the Deutsche Telekom Group.We expect Commitment to Social Standards and Principles.

Primary reference points

Acknowledges and respects the cultural, social, political and judicial diversity of all nations and societies

Recognizes the basic right of freedom of association Forbids all forms of forced labour Seeks to eliminate exploitive child labour Rejects all forms of discrimination and promotes equal

opportunities and diversity of employees Respects the right to adequate remuneration and work

contracts Adheres to the different countries’ national regulations on

working hours and regular paid holiday Employee training in order to ensure and sustain a high

level of performance and to guarantee high-quality services

Compliance with minimum standards for health and safety protection

24

Supplier Evaluation: The Supplier Scorecard.Structure of the evaluation criteria. (under development)

1. Price level & market conformity

2. Contract negotiations

3. Rfx quality and Rfx process

4. Communication & transparency

5. Supplier-performance

6. Logistic processes

7. Management of invoices

8. Customer satisfaction & services

9. Incident & management of complaints

10. Penalties

11. Technology & proactivity

12. Innovation & creativity

13. Strategic importance and collaboration

Commercials & Contracts Logistics Quality Innovation

& Technology

Pricing Price position

within competition

...

Delivery in time Completeness of

delivery ...

Management Escalations

Quality assurance

...

International standards

Dimensions for Supplier Evaluation

Key Per-formance Indicators (KPI)

KPI Attributes (Examples)

14. tbd

KeyFinancials

Financial KPIs

51 2 3 4

15. Corporate responsibility (CR) Compliance

16. Corporate Responsibility (CR) Commitment

17. Sustainability Risk according to

E-TASC score

Sustainability

Energy & resource efficiency

Child labour avoidance

6

Internal View External View Internal & External

Operation modeOperation mode

Procurement Risk Assessment under development

Top suppliers should be evaluated two times a year Evaluation by Procurement (Commercials & Contracts, Logistics) and IT (Quality,

Technology & Innovation). Core Financials, Evaluation by Procurement Risk Management. Sustainability, Evaluation by the Sustainable Procurement Working Group (SPWG)

Top suppliers should be evaluated two times a year Evaluation by Procurement (Commercials & Contracts, Logistics) and IT (Quality,

Technology & Innovation). Core Financials, Evaluation by Procurement Risk Management. Sustainability, Evaluation by the Sustainable Procurement Working Group (SPWG)

25

Proactive eco efficiency Carbon footprint Sustainable product development Social ratings CR-approach CR certificates (Non mandatory) Common CR Initiatives Cooperation with NGOs

Proactive eco efficiency Carbon footprint Sustainable product development Social ratings CR-approach CR certificates (Non mandatory) Common CR Initiatives Cooperation with NGOs

Based on the Supplier Self Assessment via E-TASC as long as this information is available

Based on the Supplier Self Assessment via E-TASC as long as this information is available

Internal and external Sources: Including Supplier Self Assessments, E-TASC (if available), Audit Reports, NGO Reports, Press Releases, Rating Agencies, other Sources

25

Supplier Evaluation.Sustainability is one out of six criteria within the Supplier Scorecard.

Freely chosen employment Child labour avoidance Working hours Wages & benefits Human right treatment Non-discrimination Freedom of association Occupational health and safety Emergency readiness Avoidance of physical demanding

work Safety of working equipment Dormitories & Canteens Pollution and waste prevention Energy and resource efficiency Usage of restricted and prohibited

substances Business ethics Mandatory CR certificates

Freely chosen employment Child labour avoidance Working hours Wages & benefits Human right treatment Non-discrimination Freedom of association Occupational health and safety Emergency readiness Avoidance of physical demanding

work Safety of working equipment Dormitories & Canteens Pollution and waste prevention Energy and resource efficiency Usage of restricted and prohibited

substances Business ethics Mandatory CR certificates

50% WeightCR-Compliance

25% WeightCR-Commitment

25% WeightE-TASC Risk Score (if available)

External SourcesSupplier Questionaire, E-TASC Score

26

Sustainable Procurement ProcessesSustainability criteria for bid evaluation

Supplier related Criteria Supplier based risk score (E-TASC-Score) Labour standards at suppliers (SA8000, OHSAS18001) Ecological commitment of suppliers (IT, Logistics, Networks, Terminals)

Terminals (Com & IT) Energy consumption/CO2-

Balance Environmental packaging Durability & recyclability Extendability Used materials Ergonomic aspects Radiation (SAR) Data protection Disabled friendliness

Product/Service related Criteria

Networks Energy consumption Carbon Footprint Usage of natural resources Hazardous substances Recyclability

Marketing & Indirect Energy consumption Carbon Footprint (e.g. Logistics) Use of natural resources (e.g.

paper) Employee qualification

(manpower) Social impact (e.g.

marketing/content) Child protection (Content) Hazardous substances (LCC)