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1、Sustainability Report 2024siemens- Siemens Healthineers and Sustainability1.1SiemensHealthineersataglance71.2Our sustainabilitystrategyandtargets101.3Our sustainabilityorganization,and managementapproach131.4Collaboratingwith stakeholdersfor sustainability 151.5CommitmenttotheUN Sustainable Developm

2、entGoals181.6Recognitionsandratings192.0 Healthcare Access2.1Improveaccesstocare242.2Innovatethrough responsible digitalizationandartificial intelligence272.3Personalizedhealthcare352.4Transform toward preventivecare373.0 Resource Preservation3.1NetZero453.2Circularity513.3EUTaxonomy554.0 Diverse an

3、d Engaged Healthineers4.1Growdiversity,equity,and inclusion644.2Investinourpeople674.3VolunteeringandEmployee-ledInitiatives734.4Prioritize employeehealthandsafety764.5Respecthumanrights795.0 Governance for Sustainability5.1 Productqualityandsafety875.2 Globalreleaseprocess925.3 Dataprivacyand cyber

4、security935.4 Applybest businessethicsthrough compliance955.5 Responsiblygrowlong-termbusinessvalue 1005.6 Clearleadershipcommitment1016.0 Partnerships6.1 Collaborationforinnovation105A.0 AppendixA.1 Reporting principles109A.2 Longlistof sustainabilityindicators112A.3 GRIcontent index129A.4 Independ

5、entpractitionersreportona limited assurance engagementon sustainability information 133A.5 Notesand forward-lookingstatements135A.6 Further informationanduseful resources1361.0 SiemensHealthineers andSustainability2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Go

6、vernance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 20243ForewordAtSiemensHealthineers,we pioneer breakthroughs in healthcare:for everyone,everywhere,sustainably.Asaleaderinmedicaltechnology,weseeourroleaspivotalinaddressingchallengesinhealthcare:fighting

7、non-communicablediseases,solvingthecriticalshortageinhealthcarestaff,overcomingproductivitychallengesinhealthcaresystemsworld-wide,andenablingequitableaccesstohealthcare.Sustainability is an integral part of what we do,embeddedinourpurpose,andunderpinnedbyourfoundationininnovationandrobustgovernance

8、.Lastyear,weraisedoursustainabilityambitiontoaddressthegrowingneedsofourstakeholderspatients,customers,shareholdersandcreategreaterbusinessandsocietalimpacttogetherwithouremployeesandglobalpartners.Sincethen,this“NextLevel”ambitionguidesactivitiesacrossourorganizationandisintegratedintobusinessandma

9、nagementdecisions.OurcommitmentsacrossthethreepillarsofHealthcare Access,Resource Preservation,andDiverse and Engaged Healthineers anchorourcontributionstotheUNSustainableDevelopmentGoals,particularlySDG 3,5,12,and 17.Inthisreport,weshareprogressandfurtherdevelop-ments on our ambition.Healthcare Acc

10、essisrootedinourpurpose,withafocusonexpandingpatient impactandeducation and trainingforhealthcareworkforce.Thisyear,werevisedthemeasurementofpatient touchpointstocapturethefullglobalimpactofourproductsandsolutionsandsetatargettoachieve3.3 billion patient touchpoints worldwide by 2030,with1.25 billio

11、n in low-and middle-income countries.Thisambitioninspiresustodrivebreak-throughsthatdemocratizehealthcare,empowerhealthcareworkforceandtransformthesystemofcaretogetherwithourstrategicpartners.WearecommittedtoachievingNet Zero by 2050.Infiscalyear2024weachieved40percentreductioningreenhousegasemissio

12、nsfromourownopera-tions,andworkedtowardadecarbonized,morecircular value chaintogetherwithsuppliersandcustomersforResource Preservation.Weexcelledasanorganizationachievingbothourdiversityandexternal recognitiontargetsfor2025,ayearaheadofplan.With30percentwomeninseniormanage-mentroles,employee engagem

13、entatthetop10percentofthehealthcaresector,andmorethan80percentemployeesinGreatPlacetoWorkcertifiedcountries,weareproudtobeanorganizationthatunitesour72,000+Diverse and Engaged Healthineers withameaningfulpurpose.Throughouremployee-led initiativesandglobalvolunteeringprogram,ourpeoplecreatetangibleim

14、pactinthecommunitiesweworkinandserve.Wehopethatthisreportoffersyouourstake-holdersaclearperspectiveontheshiftswearemakingtodaytoshapeabetter,moresustainablefutureforhealthcare.Togetherwithyou,wearecommittedtothistransformationandlookforwardtoourongoingdialoguetohelpprioritizeanddrivemeaningfuloutcom

15、es.Dr.BerndMontag CEODarleen Caron CHRODr.JochenSchmitz CFOElisabethStaudinger MBM1.0 SiemensHealthineers andSustainability2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability R

16、eport 20244About this ReportOurfiscalyear(FY)2024SustainabilityReport,publishedNovember26,2024,embodiesouron-goingcommitmenttotransparentlycommunicatehowweareaddressingsustainabilitychallengeswhilecreatinglong-termvalueforourstakeholders.Itprovidesacomprehensiveoverviewofourenviron-mental,socialandg

17、overnance(ESG)performanceforFY2024,andhighlightskeyinitiativesandprogresstowardthehighambitionthatwesetforareas in our sustainability materiality assessment.Thispublicationisanimportantsupplementtothefinancialreportinginour AnnualReportandfollowsarobustreportingmethodology.Theinformationprovidedisre

18、portedinreferencetotheGlobalReportingInitiative(GRI)StandardsasdescribedinA.3GRIcontentindex.AsamemberoftheUnitedNationsGlobalCompact,thisreportalsooutlinesourprogressonitsTenPrinciples,providingdetailsandexamplesforourstakeholdersandthegeneralpubliconourinitiativesintheareasofhumanrights,labor,envi

19、ronment,andanti-corruption.ThiswillbeourlastsustainabilityreportpreparedinreferencetotheGRIStandards.BeginninginFY2025,asrequiredunderEuropeanUnionlaw,ourfuturesustainabilityreportingwillcomplywiththeCorpo-rateSustainabilityReportingDirective(CSRD)andtheEuropeanSustainabilityReportingStandards(ESRS)

20、.TheCSRDdefinesabroaderscopeofrequirementsforcompaniestoprovidenon-financialpublicdisclo-suresonESGtopicsandmandatesthatcompaniesreportonsustainability-relatedimpacts,opportuni-ties,andrisks,includingrelevantESGdisclosuresasdefinedbytheESRS.TheSustainabilityReportFY2024wasapprovedbytheManagingBoardo

21、fSiemensHealthineersAG(hereinafter“SiemensHealthineers,”“theCompany,”“we,”or“theGroup”).Reporting period and boundariesThereportingperiodisFY2024(October1,2023,toSeptember30,2024),coveringallBusinessAreasandRegionsofSiemensHealthineers.Unlessin-dicatedotherwise,allfiguresasofFY2022includetheVarianBu

22、sinessArea,whichwasacquiredinApril2021.AllfiguresfromFY2021arereportedwithoutVarian.Anyexceptionsareindicatedassuch.Data collectionDuetooursizeandglobalfootprint,wecollectdatausingawiderangeofITsystemsanddataenviron-ments.Aslocalrulesandregulationsregardingnon-financialdatamaydeviatefromourreporting

23、require-ments,wereconcileandadjustourinputdataforinternalconsistencyandcompliance.Allinformationinthisreportmayhavesignificantdatalimitations,asthatdatamaynotbecomparabletoinformationpublishedbyothercompaniesunderthesameorsimilardesignations.Thenon-financialdataincludedinthisreportwascollectedfromva

24、riousinternalreportingsystems.Astheyarelargelydifferentfromthoseusedforfinancialinformation,wemaybesubjecttolessextensiveinternaldocu-mentation,datageneration,andauditingrequire-mentsasrelatedtothedata,ITsystems,andgeneralcontrolenvironment.Wereportdatarelatedtokeyperformanceindicators(KPIs)onsustai

25、nabilityatourCompanyoveramulti-yearperiod.InadditiontotheseKPIs,acomprehen-siveoverviewofallsustainabilitymetricscanbefoundinAppendixA.2Longlistofsustainabilityindica-tors.Duetorounding,somenumbersandpercent-agespresentedinthisreportmaynotaddupexactlytothetotalsorcorrespondingabsolutefigures.Indepen

26、dent assurancePricewaterhouseCoopersGmbHWirtschaftsprfungs-gesellschaftprovidedindependentassuranceonspecificcorporatesustainabilitydataoutlinedinthisreport.TheKPIsthataremarkedwithweresub-jecttoalimitedassuranceengagementbyPrice-waterhouseCoopersGmbHWirtschaftsprfungs-gesellschaftbasedontheInternat

27、ionalStandardonAssuranceEngagements(ISAE)3000(Revised).Formoredetails,seetheIndependentAssuranceReportinAppendixA.4Independentpractitioners reportonalimitedassuranceengagementonsustain-ability information.2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance

28、for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 202451.0 Siemens Healthineers and Sustainability1.0 Siemens Healthineers and SustainabilityPages519PicturefeaturesemployeesatourofficeinCary,NorthCarolina,UnitedStates.Weare72,000+employeesacross70+countries,unif

29、iedbyasharedpurpose:Wepioneerbreakthroughsinhealthcare.Foreveryone.Everywhere.Sustainably.2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 202461.0 Siemens Healthinee

30、rs and SustainabilityChapter 1 Siemens Healthineers and SustainabilityOurworldsresourcesarelimited,andourcollectivechallengesareurgent.Healthcaresystemsworldwidefacesignificantstrainduetoinadequatefunding,shortageofqualifiedstaff,geographicalbarriers,andgapsinlocalinfrastructure.Thisstrainisfurthere

31、xacerbatedduetotheagingpopulation,risingburdenofchronicdiseases,andincreasingfrequencyofemergencydisruptionsacceleratedbyclimatechange.Advancedtechnologyisonlyasgoodasthenumberofpeoplewhohaveaccesstoit.Thatiswhyinnovationneedsscalability,andsolutionsshouldbetailoredtotheneedsofpatientsandintegratedi

32、ntolocalinfrastructure.Medtechisaglobalbusiness,buthealthcareisinherentlylocal.Wewanttoadvanceaworldwherebreakthroughsinhealthcarecreatenewpossibilitieswithminimalimpactonourplanet.Ourportfolioisatthecenterofclinicaldecision-makingandtreatmentpathwaysandiscustomizedtomeetlocalmarketneeds.Ouruniqueco

33、mbinationofstrengthsenablesustoactivelyshapethetransformationofhealthcaretohelpovercometheworldsmostthreateningdiseasessuchascancer,cardiovascular,andneuro-vasculardiseases,improvethequalityofoutcomes,anddriveaccesstohealthcare.Millionsofpatientstodaysufferfromdiseasesthatcouldalreadybetreatedsucces

34、sfully,simplybecausemeansofdiagnosesandtherapiesarenotyetafford-ableoraccessible.Webelieveeveryoneshouldhaveaccesstohigh-qualityandindividualizedcare,nomatterwheretheylive.Wepioneerbreakthroughinnovationsthathelpextendaccesstoqualityhealth-careforpatientseverywhere.Weworktogetherwithhealthcareprovid

35、erstoaddresstheshortageofskilledhealthcareprofessionals,bybuildingcapabilitiesthrougheducationandtraining,andoptimizingproductivitythroughdigital,data,andAI-basedinnovations.Responsibleandsustainableuseofresourcesisakeycommitmentweuphold,andweanchorenvironmentallysustainableactionsinallouractivities

36、alongtheentirevaluechain.Ouremployeespushtheboundariesofwhatispos-sibleinhealthcareeveryday.Guidedbyourvaluestolistenfirst,wintogether,learnpassionately,stepboldly,andownit,theycontributetoaccessible,sustainablehealthcareandcreatingvalueforourstakeholderscustomers,shareholders,employees,patients,and

37、communities.We are a global team united byan inspiring purposewe pioneer breakthroughs inhealthcare.For everyone.Everywhere.Sustainably.Thisdrives us to advance healthcare access globally andaddress environmental challenges to create a resilient and sustainable future for healthcare.Consequently,weh

38、ave integrated sustainability into our business priorities company-wide.BerndMontag,CEO2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 202471.0 Siemens Healthineers

39、and Sustainability1.1 Siemens Healthineers at a glanceSiemensHealthineersisaglobalproviderofhealth-careproducts,solutions,andservices,withactivitiesinnumerouscountriesaroundtheworld.SiemensHealthineerscomprisestheparentcompanySiemensHealthineersAG,astockcorporationunderthelawsoftheFederalRepublicofG

40、ermany,anditssubsid-iaries.SiemensHealthineersAGisregisteredinthecommercialregisterinMunich,Germany,andhasitsheadquartersinForchheim,Germany.SiemensHealthineershadabout72,000employeesasofSeptember30,2024(September30,2023:about71,000)andgeneratedrevenueofEUR22,363millionandanetincomeofEUR1,959million

41、.SiemensHealthineershasastrongpresenceandmarketpositioningrowthmarketsandisdirectlyrepresentedinmorethan70countriesworldwide.OurmainproductionanddevelopmentsitesareinGermany,theU.S.,China,India,GreatBritain,andSlovakia.Withholisticsystemcompetence,wedevelop,manufacture,andselladiverserangeofinnovati

42、vediagnosticandtherapeuticproductsandservicestohealthcareprovidersinmorethan180countries.Wealsoprovideclinicalconsultingservicesaswellasanextensiverangeoftrainingandserviceofferings.Thiscomprehensiveportfoliosupportscustomersalongtheentirehealthcarecon-tinuum,frompreventionandearlydetectionthroughto

43、diagnosis,treatment,andfollow-upcare.Ourstrategicprocurementactivitieshelppromoteoursuccessbymakingsignificantandlastingcon-tributionsinfourdistinctcategories:productivity,quality,availability,andinnovation.Our Company22,363million revenue72,000employees1,959million net income110AI-supported product

44、 off erings15.7%adjusted EBIT margin70countries represented2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 202481.0 Siemens Healthineers and SustainabilityWehaveaglo

45、balnetworkofapproximately40,000suppliers.InFY2024,SiemensHealthineerspurchasedgoodsandservicesvaluedataroundEUR9,540million(FY2023:EUR10,190million)fromexternalparties,whichaccountsforabout43percentofourtotalrevenue.Our segmentsDeliveringhigh-quality,affordablehealthcarerequiresscalablesolutionstome

46、ettheneedsofabroadspectrumofhealthcareprovidersandrelatedorgani-zations.Wearestronglypositionedrelativetothisspectrum,whichrangesfrompublicandprivatehealthcareproviders,includinghospitalsandhospitalsystems,publicandprivateclinicsandlaboratories,universities,physicians/jointmedicalpractices,publichea

47、lthagencies,publicandprivatehealthinsurers,throughtopharmaceuticalcompaniesandclinicalresearchinstitutes.Weofferdifferentsolutionstailoredtoourcustomersneedsinallourmarkets.Ourbusinessoperationsaredividedintofourseg-ments:Imaging,Diagnostics,Varian,andAdvancedTherapies.Weareoneoftheleadingglobalprov

48、idersinallthesesegments.Imaging(IM)Our Imagingsegmentprovidesimagingproducts,servicesandsolutions,anddigitalofferings.Ourmostimportantproductsinthissegmentaredevicesformagneticresonanceimaging,computedtomogra-phy,X-ray,molecularimaging,andultrasound.Allourimagingandtherapysystemsaresupportedbyshared

49、softwareplatforms.Weofferabroadandscalablerangeofsoftwaresolutionstosupportthereadingandstructuredreportingofdiagnosticimagesfromdifferentmodalities.Wegenerateasignificantamountofrecurringrevenuesfromourcustomerservicesbusiness(servicesandspareparts)duetoalargeinstalledbaseandlong-termservicerelatio

50、n-ships.Varian(VAR)The Variansegmentoffersabroadportfolioofinno-vativecancercaretechnologiesandservicesthatsupportoncologydepartmentsinhospitalsandclinicsthroughouttheworld.Importantneedsofoncologycustomersinallstagesofthetreatmentprocessareservedwiththeaidofintegratedequip-mentforhigh-precision,ima

51、ge-guidedradiotherapyaswellasdigitalsolutionsforhealthcaremanage-ment,radiotherapytreatmentplanning,andpatientengagement.Withalargeinstalledbase,Variangeneratesrecurringrevenuesfromservicesandsparepartsinthisbusiness.Italsoprovidescustomizedsupportforcancercenteroperations,leveragesex-pertise,bestpr

52、actices,anddigitallyenabledsolutionstohelpcareprovidersimplementoptimized,person-alizedapproachestocare.Future-focusedmicrowave,cryoablation,andembolizationtechnologiesareemployedbyinterventionalradiologistsinthefightagainstcancerandotherconditions.Finally,technol-ogiesformagneticresonanceimaging,co

53、mputedtomography,andmolecularimagingoptimizedforuseinradiotherapy,arebeingusedbyoncologycustomersworldwide.Advanced Therapies(AT)Our Advanced Therapiessegmentsportfolioconsistsofhighlyintegratedproducts,services,andsolutionsacrossmultipleclinicalfieldsusedinthetreatmentofthemostthreateningdiseases.A

54、dvancedTherapiesproductsaredesignedtosupportimage-guidedmini-mallyinvasivetreatments,inareassuchascardiology,interventionalradiology,andsurgery.Themostimportantproductsinthissegmentareangio graphysystemsandmobileC-arms.Inthefieldofendovas-cularrobotics,wefocusexclusivelyonthedevelop-mentofsolutionsu

55、sedforneurovascularinterven-tions.AdvancedTherapiesgeneratesrecurringrevenuesfromitslargeinstalledbaseandcustomerservicesbusiness.2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainab

56、ility Report 202491.0 Siemens Healthineers and SustainabilityDiagnostics(DX)TheportfolioofourDiagnosticssegmentcomprisesin-vitrodiagnosticproductsandservicesthatweoffertohealthcareprovidersinthefieldsofgenerallaboratory,specialtylaboratory,andpoint-of-carediagnostics.Servingabroadselectionofdiagnost

57、ictestsettingsfromcentralizedreferenceandhos pitallaboratoriestocriticalcare,emergencydepartments,andphysicianofficelaboratoriesourcomprehensiveportfoliocoversvarioustestingdisciplines,includingimmunochemistry,hematology,hemostasis,urinalysis,diabetescare,andbloodgas,amongothers.Diagnosticsproductra

58、ngealsoincludesefficientworkflowsolutionsforlaboratoriesandinformaticsproductsthatareintegratedwithourofferingstoimprovetheproductivityofourcustomers.Diagnosticsgeneratesprofitsmainlyfromlong-termcontractsthatincludeaninitialinstru-mentplacementfollowedbyongoingreagentsales,whichresultinapredictable

59、andresilientrevenuestream.Withinthesefoursegmentsweprovidecomprehen-siveservicesallalongthecustomervaluechain.Ourrangeofservicesincludesessentialtechnicalcustomerservicesuchasmaintenanceandrepair,spareparts,medicalequipmentperformancemanage-ment,training,clinicaleducationande-learning,planninganddes

60、ign,financing,assetmanagement,andmanageddepartmentalservicesforlaboratoriesandhealthcarefacilities,aswellashealthcareconsulting,products,andservices.WeoffermanyoftheseservicestoourcustomersthroughValuePartnerships,whicharecomprehensive,long-term,performance-orientedpartnershipsthatenablesustainableo

61、perationalandclinicalimprovementsforourcustomersandactivelyaddressthemostimportanttrendssuchasconsolidationandtheshortageofskilledhealthcareprofessionalsamonghealthcareproviders.Strategy 2025OurCompanyisguidedbyourStrategy2025,whichdefinesstrategicprioritiestoensureourcompetitive-nessbeyond2025.Weha

62、vesuccessfullycompletedthefirsttwophasesofthisstrategy,ReinforcingandUpgrading,expandingourcorebusinessandstrengtheningourroleasaholisticpartnerforourcustomers.Wearecurrentlyinthethirdphaseandourfocusforthisistohelppatientsfightthemostcomplexdiseases(includingcancer,stroke,cardio-vascular,andneurova

63、sculardisease)byadvancinginourcoremarketsandenteringnewgrowthmarkets.Toachievethis,weareleveragingouruniquecapabilitiesinPatientTwinning,PrecisionTherapy,andDigital,Data,andAItocreatebreak-throughsinfightingthesediseases,enablemoreefficientoperationsforhealthcareproviders,andimproveaccesstomodernmed

64、icalcareforunder-servedpopulationseverywhere.TocontributetoourNewAmbition,ourBusinessesandourRegionshavededicatedstrategiesinplacethattieintofivegrowthvectors:CancerCare,Cardio-vascularandNeurovascularCare,NetworkedCare&DigitallyEnabledServices,ChinaHealthcare,andAccesstoCare.Strategy 2025Phase 1Rei

65、nforcingPhase 2UpgradingPhase 3New Ambition20192022202420252.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024101.0 Siemens Healthineers and Sustainability1.2 Our s

66、ustainability strategy and targetsOursustainabilitystrategyisrootedintheneedsandprioritiesofourstakeholders,organizedintothreecorepillarsHealthcare Access,Resource Preservation,and Diverse and Engaged Healthineersandsupportedbytwocross-cuttingenablersVolunteering and Employee-led Initiatives,andGlob

67、al and Regional Partnerships.Together,thesepillarsandenablersleverageourfoundationofinnovationandrobustgovernance,aligningseamlesslywithbroaderorga-nizationalobjectivesunderStrategy2025.OurcommitmentsareintegratedintotheprioritiesofourBusinessesandRegions,ensuringthatwedrivesustainabilityandbusiness

68、outcomesasone.Healthcare AccessWearecommittedtotacklingthegreatestchallengesinhealthcaretoday:fightingthemostthreateningdiseases,acceleratingdiagnosesandeffectiveout-comes,increasingaccesstoaffordablehealthcare,andaddressingcapacityandcapabilitygapsinhealthcareworkforce.WithHealthcare Access,wefocus

69、onexpandingpatientimpactbypioneeringbreakthroughsthatmakehealthcareaccessibleandaffordableforpatientseverywhere.Wemeasureourimpactthroughthenumberofpatienttouchpointsfromourproductsandsolutionsworldwide.Thisyear,weimprovedthecalculationmethodologyforthisKPI,toreflectourreachinamorecomprehensiveway.B

70、asedonthiswenowhaveanewbaselineforpatienttouchpointsworld-wideandinlow-andmiddle-incomecountries,andsetthefollowingtargets:3.3 billion patient touchpoints worldwide,with 1.25 billion patient touchpoints in low-and middle-income countries by 2030.Thesetargetsreplaceourexistingtargetof260millionpatien

71、ttouchpointsinunderservedcountriesby2030.Weworkwithourcustomerstoempowerhealthcareworkforcetodeliverhigh-qualitycarewitheducationandtraining.Ourcommitmentistoprovide 6 million hours of training by 2030.Resource PreservationEnvironmentalsustainabilityisanimperativeinhealth-caretodaybecausehumanhealth

72、isinextricablylinkedtothehealthoftheplanet.ThisiswhywearetakingactiontowardtheUnitedNationscalltolimitglobalwarmingto1.5Candactivelyworkingto-getherwithoursuppliersandcustomerstoreduceourcollectiveemissions.Wearecommittedtoachiev-ingNetZeroemissionsacrossthevaluechainby2050,withthefollowingtargets:9

73、0 percent reduction of Scope 1 and 2 emissions by 2030.28 percent reduction of Scope 3 emissions by 2030,90 percent reduction by 2050.Wealsoworkactivelytodecreaseourconsumptionofmaterialresourcesanddrivecircularityinourprod-uctsandprocesses,aimingto increase share of circular revenue by 2030.Diverse

74、 and Engaged HealthineersOur72,000+diverseandengagedemployeesareunitedbyourpurposeandworktobringsustainabletransformationstothehealthcareindustry.Wearefocusedonthedevelopmentofourworkforceandfosteradiverseandinclusiveculture.Ourtargetsreflectourcommitment:30 percent women representation in senior ma

75、nagement roles by 2025.Maintain top-quartile employee engagement score.“Great Place to Work”in countries representing 80 percent of employees by 2025.2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens He

76、althineers Sustainability Report 2024111.0 Siemens Healthineers and SustainabilityVolunteering,employee-led initiatives,and partnershipsOurenablersamplifyourimpactbyengagingouremployeesandpartnersininitiativesacrossourpillars.Throughemployee-ledinitiativesandourglobalvolunteeringprogram,ouremployees

77、activelycontributetoourprioritiesandcreatetangibleimpactwithintheCompanyandforthecommunitiesweworkinandserve.By 2030,we aim to have 20 percent of our employee workforce participating in employee-led initiatives within the Company,and 100,000 hours volunteered toward community impact.Togetherwithours

78、trategicpartners,weunlockourcombinedexpertiseintechnology,inpatient-centeredinnovation,andinthetransformationofhealthcaretowardgreaterimpactforsocietyandtheplanet.Our materiality assessmentOursustainabilitystrategyandpillarswereshapedbythematerialityassessmentperformedinFY2020.Thisassessmentwassubse

79、quentlyupdatedafterthecombinationwithVarianinFY2021.Thematerialityassessmentprocessyielded14keytopicsbasedonoursignificanceforESGmatters,andformedthebasisforthetopicswecoverinthisreport,organizedintothethreepillarsandgovernance.Ourapproachisoutlinedinthefollowing:1)Identify potential topics.Wecreate

80、dalonglistofpotentialsustainabilitytopicsbyweighingourbusinessmodel,UNSDGs,trendand competitionanalysis,globalreportingstandards(e.g.,GRI),requirementsfromsustainabilityratingagencies,internalsources,andinternalworkshopsinvolvingrepresentativesfromourkeystakeholdergroups.2)Determine topic relevance.

81、Weevaluatedeachpotentialtopicbyassessingitsrelevancetoourstakeholdersandourabilitytosignificantlyimpactthetopic.Wethenconductedstructuredinterviewswithstakeholderrepresentativesandinternalexpertsandprioritizedtopicsaccordingtotheintervieweesassessments.3)Validation.Wevalidatedtheprioritizedtopicsand

82、clusteredthemaccordingtocontent,whichinvolvedrepresentativesofourvariousstake-holdergroups,includingourManagingBoard.ThismaterialityassessmentwasindependentlyassuredbyErnst&YoungGmbHWirtschafts-prfungsgesellschaft.TheCSRDstatementtobepreparedstartingfromFY2025willbegroundedinthematerialityassess-men

83、tconductedinalignmentwithESRSreportingrequirements,throughwhichthecurrentmaterialtopicswillbeincorporatedinaredefinedmanner,ensuringtheyarealignedwithevolvingsustainabilityprioritiesandreportingstandards.Our material topicsHealthcare Access Improve access to care Innovate through responsible digital

84、ization and artificial intelligence Personalized healthcare Transform to preventive careResource Preservation Combat climate change by reducing emissions Transform toward a circular economyDiverse and Engaged Healthineers Invest in our people Expand diversity,equity,and inclusion Respect human right

85、sGovernance for Sustainability Product quality and safety Clear leadership commitment Apply best business ethics through compliance Responsibly grow long-term business value Leverage partnerships and collaborations for innovation2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Hea

86、lthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024121.0 Siemens Healthineers and SustainabilityOur sustainability commitmentOur commitment across the three pillars and two enablers of our sustainability strategyHealthcare AccessResour

87、ce PreservationDiverse and Engaged HealthineersPatient impactNet ZeroDiversity30%women representation in senior management roles by 20252)Scope 1 and 2 emissions90%reduction by2030 1)3.3 billionpatient touchpoints worldwide by 20301.25 billionpatient touchpoints in low-and middle-income countries by

88、 2030Scope 3 emissionsExternal recognitionEmployee engagement28%reduction by 20301)90%reduction by 2050 1)Maintain Top-quartileCircularityHealthcare workforce education and trainingIncrease share of circular revenue by 20306 millionhours of training provided by 2030in countries representing 80%of em

89、ployees by2025employee engagement score 3)Volunteering and Employee-led InitiativesGlobal and Regional Partnershipsreinforced by our strong foundation of innovation and robust governance1)vs.baseline 2019 2)in addition:adherence to country-specifi c legal requirements 3)compared to the Healthcare In

90、dustry Benchmark2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024131.0 Siemens Healthineers and Sustainability1.3 Our sustainability organization,and management a

91、pproachWearededicatedtoadvancingoursustainabilityimpactthroughproactiveleadership,oversight,andaccountability.Ourleadersareambassadorsofourpurposeandspokespeopleforourbrandastheyengageintheongoingconversationswithourstake-holdersespeciallycustomers,suppliers,partners,investors,andemployees.Theyensur

92、ethatoursustainabilityprioritiesareembeddedinouropera-tionsandthatwecomplywithrelevantstandards,frameworks,andregulations.Ourcommitmenttostrongsustainabilitygovernanceisalsoakeyfactorinthepositiverankingswehavereceivedfromleadingratingagencies.Corporate governance structureAsSiemensHealthineersAGiss

93、ubjecttotheregula-tionsofGermanstockcorporationlaw,wehaveatwo-tierboardstructurecomprisedofaManagingBoardandaSupervisoryBoard.Althoughtheboardsareseparateinfunctionandpersonnel,theycooper-atecloselyintheinterestsoftheCompany.Asourtopmanagementbody,theManagingBoardoverseestheachievementofsustainableg

94、rowthintheCompanysvalue.ItsmembersareresponsiblefortheentiremanagementoftheCompany,over-seeingissuesrelatedtobusinesspolicyandcorporatestrategy,aswellastheCompanysannualandmulti-yearplanstoachievesustainablegrowth.OurSupervisoryBoardoverseesandadvisestheManagingBoardinitsmanagementofourbusinessandre

95、gularlydiscussesbusinessdevelopment,planning,andstrategyimplementation.ItfocusesonourmaterialESGissuesandESGkeyperformanceindicatorsandtheirtargetsatthebeginningofeachfiscalyear.ThestructureandresponsibilitiesoftheManagingBoardandSupervisoryBoardareoutlinedinmoredetailintheCorporateGovernanceStateme

96、ntinourAnnualReport.Sustainability organizational structureWeensureaccountabilityforoursustainabilitystrategyandtargetachievementbyembeddingsustainabilityintoourorganizationalstructure.OurcorporateSustainabilityofficeisresponsibleforthematerialityassessment,overseeingthesustainabilityprogram,andrepo

97、rtingonprogressandperformance.TheteamworkscloselywithleadersandexpertsintheBusinesses,Regions,andFunctionstodrivethesustainabilitystrategyimplementation.TheHeadofSustainabilityleadsthesustainabilityteam,drivesprogramactivitiesacrosstheCompany,andprovidesregularupdatestotheManagingBoard.TheHeadreport

98、stoourChiefHumanResourcesOfficer(CHRO)andmemberoftheManagingBoard.AcentralSteeringCommitteethatincludesallManagingBoardmembers,twoBusinessAreaheads,aRegionhead,andtheChiefTechnologyOfficersupportsthestrategicdevelopmentanddecision-makingonkeysustainabilitymatters.WealsohavesteeringcommitteesforResou

99、rcePreservationandimplementationofcorporatereportingrequirementsalignedwithCSRD/ESRSandEUTaxonomy.ThesecommitteesincludeheadsofFunctionsandHorizon-tals,forexamplefromAccountingandControlling,Quality,StrategicProcurement,EnvironmentalPro-tection,HealthManagement,andSafety(EHS),andCustomerServices.Ine

100、veryunitthereareleaderswhodrivesustainabilityactivitiesandcommitmentswithintheunit,ensuringconsistencyandalignmentwiththesustainabilityoffice.Thedegreeofachievementofsustainability-relatedtargetsispartofregulardialoguesbetweentheManagingBoardandtheleadershipofBusinesses,Regions,andrelevantfunctional

101、units.2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024141.0 Siemens Healthineers and SustainabilitySustainability and leadership compensation Asoutlinedinourannu

102、alcompensationreport,sustainabilityhasbeenanintegralelementoftopmanagementcompensationsinceFY2020.Thus,itisdiscussedinquarterlyreviews.WegrantStockAwards(long-termvariablecompensation)toacknowledgethecontributionsofManagingBoardmembersandselectedseniormanagerstoourlong-termsuccess,promotesustainable

103、growth,andgeneratelastingvaluecreation.Ourlong-termvariablecompensationisbasedonthefollowingtargets:accesstohealthcare,measuredbyaspectssuchasvolumegrowthofinstalleddevicesinunder-servedcountries;reductionincarbonemissions,measuredinkilotons(kt)ofCO2eemitted;andimprovementingenderbalance,measuredbyt

104、heproportionofwomeninseniormanagementroles.TheSupervisoryBoarddefinesthecompensation-relevantESGtargetsatthebeginningofeachfiscalyear.Forfurtherdetails,pleaseseethe FY2024 CompensationReportofSiemens Healthineers Governance Structure for SustainabilitySupervisory BoardManaging BoardSustainability St

105、eering CommitteeCorporate SustainabilityBusiness AreasBusiness HorizontalsRegionsCentral Functions72,000+Diverse and Engaged Healthineers2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Su

106、stainability Report 2024151.0 Siemens Healthineers and Sustainability1.4 Collaborating with stakeholders for sustainabilityEngagingcloselywithourstakeholdersisfundamen-taltoshapingoursustainabilitystrategyandsettingimpactfultargets.Understandingtheneedsandexpectationsofstakeholdersallowsustoalignour

107、effortswithwhatmattersmosttothemwhetheritisinnovationtowardsustainableoutcomes,improv-ingcommunitywell-being,orlong-termvaluecreation.InFY2023,wedevelopedthenext-levelsustainabilitystrategybasedonathoroughstakeholder-backedanalysis,engagingin-depthwithkeycustomers,in-vestors,partners,andemployeeswor

108、ldwide.Guidedbytheinsightsfromtheseconversations,weidenti-fiedoursustainabilityprioritiesandimplementedinitiativestoembedthisinbusinessandmanage-mentdecisions.Weactivelymaintaintheopenandtransparentdialoguewithourstakeholderstoensurethatouractionsremainrelevantandrespon-sive,anddrivepositiveimpact.A

109、pproach to stakeholder engagementWerelyonauthenticdialogueandcollaborationwithourstakeholderstoensureourprioritiesreflectexistingneeds,emergingchallenges,andamutualunderstandingofhowwecanworkside-by-sideto-wardamoresustainablefuture.(Formoreinforma-tion,seeChapter5.6Responsiblegrowthoflong-term busi

110、ness value.).Avarietyofplatformsandmecha-nismsareusedforameaningfulexchangeofideasandperspectives(seethetableonthefollowingpages).Governance of stakeholder engagementOurManagingBoard,Businesses,theRegionsandtheExternalAffairsdepartmentoverseeourstake-holderengagement.ExternalAffairsmanagesthedialogu

111、ewithpolicymakers,governmentandpartners,inclosecollaborationwiththeManagingBoard.WithintheBusinessAreasandtheRegions,theHeadisresponsibleformaintainingacoordi-natedinternalaswellasexternalstakeholderdia-logue.WehavedesignedPrinciplesofCommunicationtocreateuniformityinternallyandexternallyandtocomply

112、withapplicablepublication-andcommuni-cation-relatedobligationsresultingfromthestockexchangelistingandfinancialmarketactivitiesofourCompany.Allofouremployeesmustcomplywiththeseprinciples.Additionalprovisionsapplytopotentialinsideinformationandspecialtypesofcommunications.Asacompany,SiemensHealthineer

113、sispoliticallyneutral.Therefore,weprohibitanydirectorin-kindcontributionsthatsupportpoliticalpurposes,reli-gions,orrepresentpoliticalinterests(e.g.,electionsorpoliticalcampaigns)andcannotholdmembershipinanypoliticalgroupsorparties.European Green DealOurCompanyiscommittedtosupportingtheEUsGreenDeal,w

114、hichoutlinesitsambitiontobecomeclimate-neutralby2050.Werecognizetheimpor-tanceoftheEuropeanGreenDealintransformingthecontinentseconomytowardsustainability.Wecollaboratewithourstakeholderstofostersustain-ablepracticesandinnovationsthatalignwiththeGreenDealsobjectives.Thisincludesinvestmentsinrenewabl

115、eenergyinitiatives,whicharecrucialfordecarbonizationandreductionofourCO2e emissions aswepreserveresourcesandsupportourcustomerstodothesame.WearecommittedtoleveragingtechnologyandinnovationtosupporttheEUGreenDealanditsbroaderenvironmentalandsustainabilitytargets.2.0 Healthcare Access3.0 Resource Pres

116、ervation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024161.0 Siemens Healthineers and SustainabilityStakeholder engagement Our stakeholdersWays of engagementImpact of engagementCustomers Interviews,surveys,

117、andstudies Personalcontactthroughsales,marketing,andcollaborationrepresentatives Subject-specifi cconversationswithupperandseniormanagement Webuildrelationshipsinwhichclosecollaborationallowsustoaddresscomplexandinterrelatedsustainabilitychallenges.Weensurethatourproductsmeettheexistingandemergingne

118、edsofbothpatientsandhealthcarepractitioners.Weexpandourpipelinebyidentifyingandincorporatingcustomerneedsintoproductdevelopment.Weimproveaccesstohealthcarebyidentifyingandlimitingbarriers.Employeesandemployeerepresentatives Employeefocusgroupsandsurveys,includingadeepdiveonsatisfactionsurvey Employe

119、eeventsthatincludeboardmembersandseniormanagement Ongoingexchangesbetweenemployeesandmanagers,board,andemployee representatives Weidentifyavenuestosupportandenhanceemployeediversity.Weincreaseemployeerecruitmentandretention.Wecreatesafer,healthierworkenvironments.Suppliers Surveysandaudits Personalc

120、ontactthroughourprocurementrepresentatives Supplierportalforvirtualcollaboration AnnualSupplierDayeventsataglobalandregionallevel SustainabilityHealthineersprocurementprogram Weincreasetheresiliencyofoursupplychain.Weincreaseindustry-widesustainabilitybysupportingsupplierinitiatives.Investors,capita

121、lproviders,andanalysts Focusedsessionsfordeep-divediscussionswithinvestors,togetherwiththeInvestorRelationsresponsibleforSustainabilityandtheHeadofSustainability Regulardialoguethroughinvestorrelationsrepresentativesandseniormanagement Annualshareholdermeeting AnnualReport,SustainabilityReport,andqu

122、arterlyreportsonresults Press releases Weimprovebusinessconditionsandreduceexternalandinternalrisk.WeenhanceinvestorengagementandsupportforESGinitiatives.Webuildvalueforexistinginvestorsbysecuringbuy-inongrowthopportunities.Wemeasureourprogressandattractivenessthroughfeedbackonperformanceandactiviti

123、es.NGOs,foundations,andmultilateralorganizations StrategicpartnershipswithleadingNGOsandFoundationsfore.g.UNICEF,CityCancerChallengeFoundation,WorldStrokeOrganization,andTheGlobalFund Memberships(fore.g.intheWorldEconomicForum)Regulardialogue Webroadenourgeographicalreachintoidentifi edareasofgreate

124、sthealthcareneedtoincreaseaccess.Weenhanceourimpactthroughsharedresourcesandinnovations.Salesandbusinesspartners Specialprogramsforbusinesspartnerstooff ertheminsightsintoourCompany Dedicatedcomplianceprogramsandtraining Attendanceatkeyconferencestointerviewourpartnersandprovidemarketingmaterials We

125、gainabetterunderstandingofmarketneedsandchanges.Weincreasedirectsalesopportunities.2.0 Healthcare Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024171.0 Siemens Healthineers and

126、 SustainabilityStakeholder engagementOur stakeholdersWays of engagementImpact of engagementIndustryandbusinessassociations Activemembershipinnumerousindustryandbusinessassociations,someofwhichadvocateonpolicymattersfortheirmembers Weexchangeknowledgeandshareinsightstoimprovebothaccesstoandoutcomesof

127、healthcare.Webuildsustainabilityawarenessandfosterdialogueacrosstheindustry.Scienceandacademia Engagementinglobalcollaborationnetworkof2,400+leadingclinicalandacademicpartners Participationinpresentationsandroundtablediscussionsatinternationalscientifi cconferences Participationinmajorinternationali

128、ndustryexhibitions Self-initiatedindustryforums,summits,andthinktanks WeadvanceR&Dacrosstheindustrybysharinginsightsandoutcomes.Policymakers,notifi edbodies,andauthorities Ongoingexchangeswithpolicymakers Advocacyactivities Wehelpadvancethedevelopmentofpolicies.Weincreaseadvocacyeff ortstocovermoret

129、opicsincludingoncology,digitalhealthandAI,accesstohealthcare,precisionmedicine,environmentalandsocialsustainability,circulareconomy,tradepolicy,andinternationalcooperation.Wereduceourriskexposurebyproactiveengagementinemergingregulations.Media Pressreleases,pressconferences,andpresstrips Socialmedia

130、engagement AnnualReport,quarterlyreportonresults WeraiseawarenessofourCompanyandactivitiestoamplifyourimpactregionallyandglobally.Competitors Jointparticipationintradeassociations Wecollectivelyaddresscomplexandinterrelatedsustainabilitychallengestomakesustainableprogresstogether.2.0 Healthcare Acce

131、ss3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024181.0 Siemens Healthineers and Sustainability1.5 Commitment to the UN Sustainable Development GoalsIn2015,theUnitedNationsestablishe

132、d17Sustain-ableDevelopmentGoals(UNSDGs)toofferauniver-sallyacknowledgedframeworkforbothpublicandprivatesustainabilityambitions.Toalignourselveswiththisefforttobuildabetterfutureforusandourplanet,weembracetheUNSDGsandhaveidentifiedthreeprimarygoalsthatalignwithourcorebusinessandpriorities:SDG 3:Good

133、health and well-being:“Ensure healthy lives and promote well-being for all at all ages”.Ourproducts,solutions,andinnovations,aswellasoureffortstoestablishuniversalhealthcarecoverageandfightbothcommunicableandnon-communicabledisease,helpfurtherthisgoal.TheseeffortsarereflectedinourHealthcareAccessstr

134、ategicpillar.SDG 5:Gender equality:“Achieve gender equality and empower all women and girls”.We believe that embracingdiversityinallformsiscriticalforoursuccessandarecommittedtoencompassingallformsofdiversity,includingnationality,religiousbeliefs,andsexualorientation,anddrivingmeasurestoenddiscrimin

135、ation.Tosupportourgenderdiver-sitygoals,weworkonmultipleorganizationallevels,fromseniormanagementtoourtalentpipeline.ProgressinthisareaissupportedbyourDiverseandEngagedHealthineersstrategicpillar.SDG 12:Responsible consumption and production:“Ensure sustainable consumption and production patterns”.W

136、estrivetosustainablyconsumeresourcesandenhancecircularitybyresponsiblysourcingrawmaterialsandreusingandrecyclingourproductsattheendoftheirusefullife.Wepursuetheseobjectivesinourownoperationswhilealsoencouragingoursuppliersinitiatives,amplifyingourimpactsacrossourentirevaluechain.OurResourcePreservat

137、ionpillarunderpinsourpursuitofthisgoal.AlthoughwehaveidentifiedthesethreeSDGsascoretoourbusiness,wearecommittedtoall17goals.Wehaveidentifiedtheremaining14SDGsaseitherprimaryorsecondarytoourbusiness(seechart).United Nations Sustainable Development GoalsCore SDGsPrimary SDGsSecondary SDGs2.0 Healthcar

138、e Access3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024191.0 Siemens Healthineers and Sustainability1.6 Recognitions and ratingsWegratefullyacceptrecognitionsandratingsthatacknowled

139、gethesteadyprogressonoursustainabil-ity initiatives.AwardsInFY2024,ourcommitmenttosustainabilityearnedustheprestigiousGermanSustainabilityAward,whichwasestablishedin2008andisgivenannuallyto100companiestoidentifyleadersandrolemodelsintheadvancementofsocialandecologicalrespon-sibility.Itisgrantedincoo

140、perationwiththeGermanChamberofIndustryandCommerce,theFederalMinistryfortheEnvironment,andWWFGermany.OurCompanywasalsoawardedfirstplacetheGrandWinnerintheSustainabilitycategoryattheSAPQualityAwards2024inJune2024.OurwinningentryfocusedonimplementingSAPResponsibleProductionandDesignaprojectthatsignific

141、antlyadvancedourenvironmentalandsustainabilityeffortsbyreducingregulatorycomplexities,optimizingreportingpro-cesses,andpromotingsustainablepackaging.InthisfiscalyearourCompanyhasalsobeenre-wardedbythejointinitiativefromEuPDResearchandtheHandelsblattMediaGroupwiththeCor-porateHealthAwardthatemphasize

142、showgoodcorporatehealthmanagementactsasarolemodel.AwardedcompaniesinGermanydemonstrateastrongcommitmenttothehealthoftheiremployeesandpursueaforward-looking,sustainablehumanresourcesstrategy.WewerealsorecognizedinFY2024asaPartnerfortheAllianceforClimateNeutralErlangen,recogniz-ingouractivecontributio

143、ntotheimplementationofthe41measuresofthecitysClimateAwakeningRoadmap.RatingsOursustainabilityperformanceandESGambitionsarealsorecognizedintheMSCIandSustainalyticsexternalratings,whichmeasuretheimpactofoursustainabilitystrategyandofferusimportantbenchmarksforfurtherprogress.InFY2024,ourscoresforbothr

144、atingsimproved:ourMSCIratingwasupgradedfroma“BBB”ratingto“A”,whileourSustainalyticsESGRiskRatingimprovedfrom19.69to18.07,maintainingourlow-riskrating.Awards FY 2024WinnerGerman Sustainability Award2024Grand WinnerSAP Quality Awards for Sustainability 2023Special AwardCorporate Health Award 2023ESG r

145、ating result MSCIResult2024AYear2023BBBYear2022BBBLaggardAverageLeaderCCCBBBBBBAAAAAAESG risk rating result SustainalyticsResult202418.07Year202319.69Year202221.22NegligibleLow RiskMediumHighSevere01010202030304040+1.0 SiemensHealthineers andSustainability3.0 Resource Preservation4.0 DiverseandEngag

146、ed Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024202.0 Healthcare Access2.0 Healthcare AccessPages2040PictureofamotherandherchildattheSmartClinic,acooperationwiththeColombian RedCrosstobringmedicaldevicestoremoteareas.Wepioneer

147、breakthroughstomake healthcaremoreaccessibleandaffordableforpatientseverywhere.1.0 SiemensHealthineers andSustainability3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024212.0 Healthca

148、re AccessHealthcare Access Our commitmentPatient impactHealthcare workforce education and training6 millionhours of training provided by 20303.3 billionpatient touchpoints worldwide by20301.25 billionpatient touchpoints inlow-andmiddle-income countries by20301.0 SiemensHealthineers andSustainability

149、3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024222.0 Healthcare AccessChapter 2 Healthcare AccessHealthcareisafundamentalhumanright,andthecornerstoneofahealthy,sustainablesociety.Ye

150、t,morethanhalfoftheworldspopulation,4.5billionpeople,lackfullaccesstoaffordableandtimelyhealthcareservices.Thisdisparityaffectsunder-servedcommunitiesnotonlyinlow-andmiddle-incomecountriesbutalsoinhigh-incomecountries.Theriseofunhealthylifestyles,coupledwithanagingpopulation,furtherwidensthegapsinpa

151、tientcare.Thisisespeciallytruefornon-communicablediseases(NCDs)suchascancer,cardiovasculardisease,diabetes,andstroke.Seventeenmillionpeopledieprematurelyeachyearbeforetheyreachtheageof70fromtreatableNCDs.Eighty-sixpercentofthesedeathsoccurinlow-andmiddle-incomecountries.1)Thegrowinggapbetweentheincr

152、easingnumberofpatientsandtheavailabilityofqualifiedclinicalstaffisalsoamajorchallengeforthehealthcareindustry.Todeliverhigh-qualitypatientcareamidst1)World Health Organization:WHO.2023.Noncommunicable diseases.thisimbalance,healthcareprovidersmustfocusonachievingoptimalclinicaloutcomes.Thisrequiresa

153、strategicapproachtoempowerthehealthcareworkforcethroughfocusededucationandtraininganimportantlevertoexpandinghealthcareaccessaswell.At Siemens Healthineers,we pioneer breakthroughs to make healthcare more accessible and affordable for patients everywhere.ThisiswhyHealthcareAccessisthecorepillarofour

154、sustainabilitycommitment.BycombiningourexpertiseinmedicaltechnologywiththeskillsofourdiverseanddedicatedHealthineers,weinnovategloballyanddeliverimpactlocally.OurstrategicstrengthsPatientTwinning,PrecisionTherapy,andDigitalization,DataandAIplaceusattheforefrontofaddressingglobalhealthcarechallengesi

155、ncludingNCDs,healthcarepersonnelshortages,andproduc-tivitygaps.Buildingresilienthealthsystemsrequiresacompre-hensivelong-termapproachthatprioritizespatientoutcomeswhilesupportinghealthcareprofessionalsindeliveringqualitycareeveryday.Throughmorethan150researchprojectswithourcustomersandourstrategicpa

156、rtnerships,wedrivemeaningfulinno-vations,createrobustframeworksofsupportforpatientsandtheworkforce,andacceleratethetran-sitiontowardamoresustainablehealthcaresystem.Our focusWepartnerwithourstakeholdersaroundtheworldtoexpandaccesstohealthcareby Driving healthcare breakthroughsbyapplyingadvancedtechn

157、ologyandAItodemocratizehealthcareandovercomebarriersinlow-resourcesettings.WeembraceAIstransforma-tivepotentialtoenhancediagnosticaccuracy,tailortreatmenttoindividualneeds,streamlineprocesses,andincreaseefficiency,whileen-suringthatitsimplementationalignswithethicalprinciplesandfosterstrust.Expandin

158、g collaborations and strategic partner-shipstoalignresources,transformthesystemofcare,andbuildecosystemsthatbenefitpatients.Bysharingknowledgeandco-creatingwithourpartners,weleveragediverseexpertiseandtechnologiesthatbenefitpatientsacrossdifferentregionsandscalesustainablehealth-caresolutionsmoreeff

159、ectively.Empowering healthcare workforcethrougheducationandtrainingtoclosethegaptowardbetterdeliveryofcare.Ourhybridlearningsolutions,whichfeatureamixofpersonal,remote,andvirtualformats,helpimprovethecompetencesandlearningexperiencesofhealthcareprofessionalsanytimeandany-where.1.0 SiemensHealthineer

160、s andSustainability3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024232.0 Healthcare AccessByintegratingHealthcareAccessintooursustainabil-ityandbusinessstrategy,weareacceleratingourp

161、rogressonUNSDG3:Goodhealthandwell-being;deepeningourcommitmenttoSDG10:Reducedinequalities;andacknowledgingtheimportanceofSDG17:Partnershipsforthegoals.Our targetsWemeasureoursuccessinexpandingaccesstohealthcarethrough“Patienttouchpoints”.ThisKPIisameasureofthenumberoftimespatientsgetincontactwithour

162、productsandsolutions,gettingaccesstodiagnosisandtreatmentwithourin-vivoproductsandreceivingin-vitrodiagnostictestsinclinicallaboratoriesoratthepointofcare.InFY2024,werevisedthecalculationmethodologyforthepatienttouchpointsKPIandmadeitmorecomprehensivebyincorporatingthereachofourglobalportfoliobasedo

163、nactualdatafromoursys-temsandsolutions,andapplyingportfolio,modalityandgeography-specificusageconsiderationsacrossallregionsweoperatein.Withthisrevision,weareabletocalculatepatienttouchpointsfromourentireportfolioforworldwide,andtherein136low-andmiddle-incomecountries(asclassifiedbytheWorldBank),and

164、thisreplacesourearliermethodologythatmeasuredtouchpointsfrom90underservedcoun-tries.Basedonthenewcalculation,wereviseourcommitmentfor2030andhaveestablishedthefollowingtargets:3.3 billion patient touchpoints worldwide,with 1.25 billion patient touchpoints in low-and middle-income countries by 2030.We

165、willcontinuetogrowoureducationandtrainingservicestowardempoweringhealthcareprofessionals,andworktowardthetargettoprovide 6 million hours of training by 2030.MoredetailsonourKPIsandtheirreasoningcanbefoundinAppendixA.1Reportingprinciples.Management approachOurHealthcareAccessstrategyandKPIsareinte-gr

166、atedwiththeBusinessandRegionstrategy,helpingdrivedecisionsonaday-to-daybasistowardpatientandworkforceimpact.HealthcareAccessinitiativesandoutcomesarereviewedregularlywiththeSustainabilitySteeringCommittee.ProgressonKPIsandprojectsaremeasuredandreviewedinquarterlyreviewswiththeManagingBoard.TheSustai

167、nabilityReportdocumentsourHealthcareAccessperformanceonanannualbasisforallourexternalstakeholders.Achievementofthepatienttouchpointstarget(alongsideothersustainabilitytargets)hasbeenincorporatedintotheManagingBoardscompensation(asofFY2020).Ourinternalpoliciesoutlineourcommitmentaswellandensurethatwe

168、alignwithregulatoryrequirementsandbestpracticesglobally.1.0 SiemensHealthineers andSustainability3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024242.0 Healthcare Access2.1 Improve ac

169、cess to careOurnewtargetsreflectourcommitmenttotacklingthegrowinghealthcaredisparitiesthataffectpatientseverywhere.Wedriveadvancementsintechnologyandworktoclosegapsininfrastructureandwork-forceempowerment,enablingourcustomerstooperatemoreefficiently,improvepatientoutcomes,andmoreeffectivelyaddressth

170、erisingburdenofdiseases.Collaboratingwithpartnerswhoshareourvisionisalsoakeypartofourstrategy.Togetherwithourpartners,weworktoovercomecriticalbarriersanddrivetransformative,long-termimprovementstowardaccessible,high-qualityhealthcareforall.Chapter6,Partnershipscoversthesepartnershipsmorecomprehensiv

171、ely.Our progress in FY 2024Withourrevisedcalculationforpatienttouchpoints,weachieved2.6billionpatienttouchpointsworld-widethisyear,ofwhich974millionwerefromlow-andmiddle-incomecountries.Wealsoprovided4millionhoursoftrainingtohealthcareworkforce.InitiativesWeareproudtoshareseveralexamplesofhowweputpa

172、tientsandcommunitiesfirstthisyearasweworkedtogetherwithourcustomerstoexpandaccesstohealthcare.Early diagnosis Ourinnovationeffortsarefocusedonensuringthatourproductsperformatahighlevelinlow-resourcesettings,allowingthenecessarymedicaltechnologytoreachunderservedcommunities.Thisyear,weinstalled over

173、100 MAGNETOM Free.Star systems in low-and middle-income countries,therebyenablingaccesstoMRIforpopulationsthatdidnothaveitbefore.Formoreinformationaboutthisbreakthroughindemocratizinghealthcare,seeour story“BreakingbarriersinMRI”.Bloodtestsarekeytodiagnosingandtreatingdiseasesquickly.Butgettingtestr

174、esultstosupportfasterdiagnosisisachallenge,espe-ciallyinruralKenya.Weareutilizing the latest in drone technology to effectively and effi-ciently transport blood samples from rural areas to centralized labsacrosschallengingterraintoexpeditediagnosisforcriticalcondi-tions.Thissolutionputslife-savingdi

175、agnoseswithinreach for up to 11 million people.AtAarthiScans&Labs,thelargestdiagnosticnetworkinIndia,ourcombined imaging and laboratory diagnostics offerings are helping 2 million people receive diagnoses annually Patient touchpoints worldwide2.6billion3.3billionBaseline FY 2024TargetFY 2030Patient

176、touchpoints in low-and middle-income countries974million1.25billionBaseline FY 2024TargetFY 2030Healthcare workforce education and training4million hours6million hoursBaseline FY 2024TargetFY 20301.0 SiemensHealthineers andSustainability3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0

177、Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024252.0 Healthcare Accessacrosstheir60imagingandlabdiagnosticcenters,includinginruralareas.Advancingearlyandaccuratediagnosisiskeytoenabletimelytreatmentofdiseases.Wehavedeployed mobile unitsthataree

178、quippedwitheverythingfrompoint-of-carelabsolutionsandscreeningequipmenttoadvancedimagingdeviceslikemammographyorCTsystems.Oursmartmobileclinic,ajointprojectwiththeColombiangovernmentandtheColombianRedCross,isequippedwithimagingandlabsystemsandhasthecapacity to serve 200,000 people from vulnerable po

179、pulations in rural Colombia.Comprehensive careCancer AccordingtoaWorldHealthOrganizationreport,over35millionnewcancercasesarepredictedin2050,anincreaseof77percentfromtheestimated20millioncasesin2022.OurvisionatSiemensHealthineersistohelpcreateaworldwithoutfearofcancer.Weareconstantlyex-ploring innov

180、ative approaches to ensure that everyone,everywhere has access to high-quality cancer care.Wepartnerwithleadingorganiza-tionstopushboundaries,leapfrogcurrentlimitationsandbuildscaleforamoreequitablefuture.Readaboutourimpactinthenorth-eastregionofIndiawhichhasthehighestincidenceofcancerinthecountry,i

181、nthestory“Bringing cancercaretonortheastIndia”.Stroke Morethan13millionnewstrokeshappeneachyearworldwide,andglobalstrokemortalityissettorise50percentby2050.Forstrokepatients,timeisoftheessence,inotherwords“timeisbrain”.Everyminutesavedcanpositivelyimpactpatientoutcomes.Ourgoal is to increase access

182、to stroke care and drive solutions that save time along the entire stroke pathwayfromtheonsetofstroketotreatmentandfollow-up.Forinstance,ourmobilestrokeunitsbringoptimizedstrokecaretoruralCatalonia,withtheaimtoreducedoor-to-needletimeby30percent.Morerecently,wealsosignedatwo-yearglobalpartnershipwit

183、htheWorldStrokeOrganizationtodelivereducationandtrainingprogramsaimedatstrengtheningclinicalcapacityanddrivingaccesstomechani-calthrombectomy.Thisminimallyinvasivesur-gerytoremovebloodclotsinthebraingreatlyenhancespatientoutcomes.Throughourpartnership,weaimtomakeitaccessibletothosewhoneeditmost,part

184、icularlyinunder-servedcommunities.Bringing mammograms to communities in needWeaddressthegapinbreastcancerscreeningsacrosstheU.S.bypartneringwithlocalhealthcareproviders,includingPennMedicineinPennsylvania,WakeMedinNorthCarolina,theMedicalUniversityofSouthCaro-lina,andKaleidaHealthinBuffalo(NY),tooff

185、erfreemobilemammogramservicesinunderservedcommu-nities.Ourmobilemammographytrailer(equippedwithqualifiedtechnologistsandthelatest3Dimagingtech-nology)offerswomenaged40andolderanessentialscreeninginthebattleagainstcancer,freeofchargewithnoneedforanappointmentorinsurancecoverage.1.0 SiemensHealthineer

186、s andSustainability3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024262.0 Healthcare AccessEducation and trainingOurfocusoneducatingandupskillingthehealthcareworkforceboostsexpertisea

187、ndefficiency,leadingtogreaterhealthcareaccess,improvedpatientcare,andbetterhealthoutcomes.Wefollowahybridlearningapproachandfocusonfourmainpillarsoftraining(seegraphicontheright).Ourgoalof6millionhoursoftrainingforhealthworkersby2030willbeaccomplishedthroughcontinuousimprovementsandexpandedofferings

188、,particularlyintheareasofdigitalandpersonalizedlearning.Tobuildcapacityandbridgeknowledgeacrossbor-ders,weestablishedlocaltraininghubs.Forexample,wesetupadedicatedTrainingAcademyinCairo,Egyptandsincelastyear,wehavetrainedover2,100expertsfrom13countriesacrosstheMiddleEastandAfrica.Weimplementedahybri

189、dlearningconcept,includingonlinesessions,hands-oncourseswithSmartSimulator,andpracticalonsitetrainingwithsystemsandpatients.Additionally,weprovidedultrasoundandbiopsytrainingusingbreastphan-toms,withover80participantsperwebinarandhands-onsession.Formoreaboutourtraininginitiatives,seeourstory“Strivin

190、gforsustainablehealthcareinTanzania”.Healthcare workforce education and trainingApplication trainingSelf-paced online learningTraining eventsSimulation-based trainingProductandclinicaleducationdeliveredonsiteoronline.Onsitetrainingenablesoptimaldeviceoperationthroughcustomized,hands-onlearning.Onlin

191、etrainingprovidesrapidaccesstoknowledgewithoutdisruptingtheclinicalworkfl ow,usingdiff erentformatssuchasaudio,video,andchatcapabilities.Asynchronousdigitallearningactivitiesprovidedthroughlearningplatformsandtailoredtotherolesandlearningstylesofhealth-careprofessionals.PEPconnect,aglobalonlineplatf

192、orm,enhancesknow ledgeandskillswithmorethan21,000activities,includingeLearning,webinars,andjobaids.VarianThink,focusedononcologyeducation,off ersmorethan300learningactivities.Synchronousclassroomtraining,workshops,andlecturestooptimizehealthcareprofessionalsclinicalortechnicalskills.Participantscanc

193、hoosefromvariouscoursesandbenefi tfromourtrainersandclinicalpartnersexpertise.Whethervirtualorface-to-face,wedeliverpracticalknowledgeinclear,interactiveunits.Learningplatformsenableeasyaccessandmanage-mentoflearningactivitiesincludingcertifi cations.Equipmentorclinicalproceduresimulationtolearnandp

194、ractice,eitherself-guidedoraspartofin-personorvirtualclassroomtraining.Theaimistoshortentheramp-uptimefornewequipmentandworkfl owsandtoincreaseconfi dence.OurSmartSimulatoroff ersclinicalworkfl owsimula-tionsfordiff erentdevicesandusergroups.1.0 SiemensHealthineers andSustainability3.0 Resource Pres

195、ervation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024272.0 Healthcare Access2.2 Innovate through responsible digitalization and artificial intelligenceOurcollectivemissionistorevolutionizemodernmedicineto

196、makeitmoreaccessible,efficient,andhumane.Innovationsinhealthcareneedtoenhanceboththeaccessibilityandoutcomesofmedical diagnosisandtreatmentsthisistheonlywaytoaddsustainablevalueforhealthcaresystemsaroundtheworld.Backedbyanannual research and development investment of EUR 1.9 billion and about 25,000

197、 tech-nical intellectual property rights,including around 16,000 granted patents,weconstantlybringbreak-throughinnovationstomarketforthebenefitofpatients,medicalprofessionals,andsociety.Our unique capabilities at Siemens Healthineers for patient-centered innovationPatient TwinningPersonalization of

198、diagnosis,therapy selection and monitoring,after care and managing healthPrecision TherapyIntelligent and image-guided treatment for the most prevalent diseasesDigital,Data,and AILeveraging digital,data,and AI to advance providers operations with tech-enabled and enterprise services1.0 SiemensHealth

199、ineers andSustainability3.0 Resource Preservation4.0 DiverseandEngaged Healthineers5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024282.0 Healthcare AccessOuraimistoensurethateverypatientreceivesthespecificmedicaltreatmenttheyneed,inahighlyin

200、dividualizedandtargetedway.Toachievethis,thefollowingthreecorecapabilitiesarekeyforus:Patient Twinningaimstodescribetheindividualcharacteristicsofeachpatientaspreciselyaspossiblesothatifneedbetreatmentcanbetailoredtotheindividualgearedeventowardsimulationsatsomepointintime.Thankstoaconstantprocessof

201、innovationinmedicalimagingandlaboratorydiagnostics,weare edgingclosertocreating“digitaltwins”ofindividuals.Precision Therapyadaptsthelatesttechnologypreciselytothesituationandneedsoftheindividualpatient.Robotshelpphysicianstonavigatecathetersthroughbloodvesselsintheheartorbrainwithsubmillimeteraccur

202、acy.High-precisionradiotherapytargetstumorsandpreserveshealthytissueasfaraspossible.Digitalization,Data,and AIworktogether,withAIlinkingdigitalizationanddatatoassistphysicianswithdiagnosisandtreatmentplan-ninganddeliverexactlytherighttreatmentpreciselyforeachpatient.Theyalsohelptominimizeerrors,redu

203、cevariationsincare,andscaletechnologiesup.Thepatientbenefitsfromacourseoftreatmentthathasprovensuccessfulinmanysimilarcasesandknowl-edgeistransportedtowherethepatientisbeingtreated.Withthesecapabilities,wehelpourcustomersapplyadvancementstodeliverhigh-qualitycareforthosewhoneeditthemostandbringmedic

204、altechnologyandexpertisetoplaceswhereitislimited.Innovations highlightsMAGNETOM Flow.platform Greater sustainability and efficiency in MRI First1.5tesla(T)platformfromSiemensHealthineerswithvirtuallyhelium-freetech-nology Focusonefficientworkflowsandpositivepatientexperience Artificialintelligencefo

205、rbetterimagequalityandfasterexaminationscomparedtootherSiemensHealthineersdeviceswithoutAITheMAGNETOMFlow.platformisourpioneeringnext-generation1.5Tsustainableandhelium-independentMRIplatform.Theamountofliquidheliumrequiredforcoolinghasbeenreducedfrom1,500litersto0.7liters,thankstotheDRYCool technol

206、ogy,bringingdowncostsandsavingre-sources.Thesystemhasnoquenchpipe,whichotherMRIsystemsneedtosafelyallowcoldheliumtoescapefromthebuildingdirectlyintotheatmo-sphereintheeventofanemergencyshutdown.Thenewsystemwithaboresizeof60cmcoverstheentirerangeofapplicationsforMRI.Comprehensiveuseofimagereconstruct

207、ionbasedonAIenablesshortermeasurementtimeswithimprovedimagequality,comparedtootherSiemensHealthineersdeviceswithoutAI,andthehighdegreeofautoma-tionsimplifiestheworkflowandprovidesanelevatedpatientexperiencetoourhighestquality.Biograph Trinion TM2)A next-generation,high-performance PET/CT scanner Ult

208、ra-fasttimeofflight3)andspecialair-cooleddesign Sustainableimagingplatformwithlowtotalcostofownership Abletoaddressclinicalneeds,includingoncol-ogy,theranostics,cardiology,and neurologyThisyearweintroducedBiographTrinion,whichisahigh-performance,energy-efficientpositronemissiontomography/computedtom

209、ography(PET/CT)scannerwithawiderangeofclinicalcapabilitiesandlowlifetimeoperationalcost.BiographTrinionisdesignedforoptimaluserandpatientexperience.Itsworkflow,whichispoweredbyAIandenabledbythemyExamCompanionTMintelligentuserinterface,automatestasksandguidestheuserthrougheachstepoftheexamforfast,con

210、sistentresults.Thescannerisdesignedtobeenergy-efficient,withasmartpower-savemodethatpowersdownthesystemovernightandautomati-callypowersitupthenextmorningwithoutdis-2)The products/features mentioned herein are not commercially available in all countries.The future availability cannot be guaranteed.3)

211、Ultra Fast Time of Flight is defined as 80%of employees by 2025Employee engagementMaintain Top-quartileemployee engagement score2)100,000 hof volunteering by 203020%of employees involved in Employee Resource Groups and Innovation Networks by 20301.0 SiemensHealthineers andSustainability2.0 Healthcar

212、e Access3.0 Resource Preservation5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024624.0 Diverse and Engaged HealthineersChapter 4 Diverse and Engaged HealthineersWeareoneteamofmorethan72,000employeeswiththesharedpurpose:We pioneer breakthroug

213、hs in healthcare.For everyone.Everywhere.Sustainably.Becausehowweachievethispurposematters,wealignedonfivecorevaluesthatformthefoundationofourcultureandhelpbringourpurposetolife:We listen first:Welistentoourcustomers,patients,andeachotherbeforeweact.We win together:WetapintotheuniquenessofeveryHealt

214、hineeracrosstheorganizationtoachievemore.We learn passionately:Weemphasizelifelonglearningtonurturecreativity,out-of-the-boxthinking,andcontinuousdevelopment.We step boldly:Weembracechallengesandpushourselvestotheboundariesofwhatispossible.We own it:Wetakeresponsibilitybyholdingourselvesaccountablef

215、orresults.Our focusBuildingandnurturingapurpose-fueledteamrequiresaclearfocusonwhatmattersmosttoourpeopleandourCompany.Toenrichourcollectiveknowledge,reflecttheneedsofourglobalcommunities,becomemoreinnovative,andeconomicallyresilient,wemustcontinuetogrow diversity,equity,and inclusion(DE&I).Byem-bra

216、cingtheuniqueperspectivesandexpertisethatstemfromourdifferencesandthatwebringtoourCompanyandculture,wecanleverageourfullindividualandcollectivestrengths.Thisfocusencompasseshowwelistentooneanother,createfairaccesstolearninganddevelopment,andcultivateinclusiveteamsandspaces.We invest in our peopleand

217、supportthemtoflourishandbereadyforthefuture.OurPeople&LeadershipPractices(PLP)provideaframeworkformanagersandemployeestosharedialoguesandactivitiesalongfourkeythemes:LiveOurCulture,DevelopTalent,EmbraceLearning,andElevatePerformance.PLPrecognizesandrewardsindividualcontributionsineachoftheseareasand

218、demonstratesourdedicationtoouremployeesandtheirgrowth.We expand Volunteering and Employee-led initiatives withafocusonadvancingoursustainabilitypillarsofHealthcareAccess,ResourcePreservation,andDiversityandEngagement.Throughthesepracticeswegiveourtimeandshareourpassions,experiences,andskillsacrossou

219、rinternalandexternalcommuni-ties.Thesecollaborationsreachacrossboundaries,unlocknewimpacts,buildresilience,andcultivateamindsetinwhichgivingbacktoourcommunitieswhereweliveandworkispartofouridentityasHealthineers.We prioritize employee health and safety.This is morethanjustergonomics,healthcarebenefi

220、ts,andsafetycertifications.Itisaboutcreatingahealthyworkenvironmentandencouragingallemployeestoprioritizetheirownwell-beingandtakecareofoneanother.Ouremployeesdevoteeveryworkingdaytoimprovingthehealthofpatientsworldwide,andourhealthandsafetypracticesprotectthemastheyworktoachieveourpurpose.We respec

221、t human rightsasfundamentaltoourbusi-nesspractices,partnerships,and BusinessConductGuidelines.Weacceptourresponsibilityanddutytosetanexampleforhowtotreatoneanother,andtohonorandprotectthedignity,privacy,andpersonalrightsofeveryindividual.Theseprioritiesarewovenintothefabricofourcul-ture,underscoreou

222、rinvestmentinsupportingourpeopleandcommunities,anddirectlycontributetobetterbusinessoutcomes.Theyalsoguideustouphold several important SDGs,includingSDG3:Goodhealthandwell-being,SDG4:Qualityeduca-tion,SDG5:Genderequality,SDG8:Decentwork1.0 SiemensHealthineers andSustainability2.0 Healthcare Access3.

223、0 Resource Preservation5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024634.0 Diverse and Engaged Healthineersandeconomicgrowth,andSDG16:Peace,justice,andstronginstitutions.Our targetsInthelastfiscalyear,weraisedourambitionandsetthefollowingt

224、argets:30 percent women representation in senior management roles by 2025.Maintain Top-Quartile employee engagement score each year.Great Place to Work in countries representing 80 percent of employees by 2025.20 percent of employees participating in Employee Resource Groups and innovation networks

225、by 2030.Thisyear,wehavealsoaddedacommitmenttogrowourvolunteeringhourswiththefollowingtarget 100,000 hours volunteered by 2030.(Fordefinitions,seeAppendixA.1Reportingprinciples).Management approachEffectivemanagementandgovernancearecrucialtofosteringahealthy,inclusive,andcompliantworkenvironment.TheH

226、umanResources(HR)functionledbytheCHROisresponsibleforthegovernanceofallworkforcerelatedtopicsacrossourCompany.Thefunctiondrivesthedevelopmentandimplementationofcom-prehensivepolicies,guidelines,andstandardsthatensurefairtreatment,equalopportunities,andalignmentwithourvalues.Ourpoliciescoverareassuch

227、asrecruitment;diversity,equityandinclusion;employeewell-being;andcareerdevelopment.Theyaredesignedtosupportthedevelopmentandengagementofourworkforcewhileensuringadherencetolegal,compliance,andregulatoryrequirementsacrossallregionsweoperatein.Regularauditsandreviewsareconductedtoensurethatthesepolici

228、esareuptodateandalignedwithevolvingglobalstandardsandregulations.1.0 SiemensHealthineers andSustainability2.0 Healthcare Access3.0 Resource Preservation5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024644.0 Diverse and Engaged Healthineers4.1

229、 Grow diversity,equity,and inclusionAtSiemensHealthineers,wechampiondiversity,equityandinclusion(DE&I)ineverythingwedoandarededicatedtoensuringthatourworkforceandculturereflectthediversityoftheglobalcommunitiesweserve.TotakeconcreteactiontowardachievingourDE&Igoals,wehaveestablishedaglobalDE&ICounci

230、landfourRegionalDE&ICouncilsfortheAmericas;AsiaPacificandJapan;China;andEurope,MiddleEast,andAfrica.Theyareresponsibleforsponsoringstrategiesthateffectivelycultivateacultureoffair-nessandinclusivityforall.TheGlobalDE&ICouncilissteeredbymembersofourManagingBoard,seniorexecutivesrepresentingavarietyof

231、RegionsandBusinesses,theHeadof PeopleandCulture,andtheHeadofDE&IandCulture.Itestablishestheoverallstrategicdirection,ensuresalignmentacrossRegions,andprovidesgovernanceandoversighttoensureDE&Ipracticesareintegratedintobusinessgoalsandleadershipaccountability.OurRegionalDE&ICouncilsaddressRegion-spec

232、ificchallengesandopportunities,ensuringalignmentwiththeuniqueculturalandsocio-economiccontextsoftheirrespectiveareas.Theyplayacrucialroleindevelopinglocalizedstrategiesandmonitoringprogressthroughdata-driveninsightstomakecontinuousimprovementsincreatinginclusiveenvironmentsthatbenefitemployeesandcus

233、tomersalike.Our progress in FY 2024Wegrewtheshareofwomenrepresentationinourseniormanagementpositionsthisyearsignificantlyandhaveachieved30percent,ayearaheadofsched-ule.TheproportionofwomenemployedintheCompanyis32percent.OurManagingBoardhas50percentwomenrepre-sentation,withtwooutofthefourManagingBoar

234、dmembersbeingwomen.OurSupervisoryBoardismadeupofeightwomenandtwelvemen.Employee structureEmployee ageWorldwide42 yearsis the average age of our employees25%older than 50 years62%30 to 50 years13%under 30years47,333of our Healthineers work in the U.S.,Germany,China,India,the UK,and JapanDiversity32%o

235、f employees are women1.0 SiemensHealthineers andSustainability2.0 Healthcare Access3.0 Resource Preservation5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024654.0 Diverse and Engaged HealthineersFormoredetailsonthecompositionofourBoards,pleas

236、eseeour AnnualReport.Thirteenpercentofouremployeesareunder30,while62percentareinthe30to50bracket,and25percentareolderthan50.TheaverageageinFY2024was42.MorethantwothirdsofouremployeesarebasedintheU.S.,Germany,China,India,theUK,andJapan.Building a diverse teamTobuildourdiverseteam,westrivetoattractand

237、retainexceptionalindividualsthatrepresentvaryingbackgrounds,ethnicorigins,genderidentityorexpressions,sexualorientations,disabilities,religions,beliefs,ages,classes,socioeconomicstatus,andanyotherprotectedclassorcharacteristicthathasbeenhistoricallymarginalized.Ourglobalrecruitingorganizationactivel

238、ymarketsandsourcesdiversecandidatesandensuresthatinitialcandidatepoolsincludediversecandidates.Weuseinclusivelan-guageinallourjobdescriptions,applyAItechnologyassistanceincludinggenderdecodertools,utilizediversityjobboards,attendcareerfairsandeventstoreachunderrepresentedpopulations,andencouragerefe

239、rralsfromexistingemployeesandemployeenetworks.Wehireemployeesbasedonmeritandbusinessrequirements,ensuringfairandequitableaccessandprocesses.OurinterviewersrepresentthediversityofourCompanyandstrivetoreducebiasduringinterviews.Wehighlyencourageallrecruiterstocompleteourunconsciousbiastraining,usestru

240、c-turedinterviewsconsistentlytopromoteequitableopportunities,andapplyobjectiveandstandardizedhiringdecisioncriteriatodecreasebiasintheselectionprocess.Wealsoworktomitigatebiasthroughourseniormanagementselectionprocess,whichincludesaclearsuccessprofile,adiversecandidate(longlist)slateforeachrole,anex

241、ternalassessmentfromanindustryleader,andadiverseinterviewerpanel.Ourdiverseinterviewerpanelincludesleadersfromvariousbackgroundsandexpertise,enrichingourevaluationswithinsightsthatreflectvariousorgani-zationalperspectives.Theinterviewprocessfocusesoncandidatesdemonstratedabilities,alignmentwithourco

242、revalues,andpotentialforgrowthwithinourorganization.Wehavealreadyseentangibleresults.Wehavesucceededinelevatingmorewomenandotherdimensionsofdiversityintoseniorman-agementandarecascadingthismodeltootherimportanttalentareas.Diversity progress:%women representation in senior management roles17%30%30%FY

243、 2019FY 2024Target FY 2025Recognitions for DE&IInFY2024,wereceivedmultipleimportantrecog-nitionsacrossourglobaloperations,includingthefollowing:In China,weearnedT+Employerdesignation,recognizingusasabestplacetoworkinhealth-care.In India,wewontheCampaignIndiaPRAward2024forDiversityandInclusionCompany

244、oftheYearandtheBioSpectrumExcellenceAwardforBestWorkplaceinBio&HealthScience.In the U.S.,wescored100percentontheHumanRightsCampaignFoundationsCorporateEqualityIndexforthesixthtimeandwerenamedaMilitaryTimesBestforVetsEmployerfortheninthtime.1.0 SiemensHealthineers andSustainability2.0 Healthcare Acce

245、ss3.0 Resource Preservation5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024664.0 Diverse and Engaged HealthineersReducing unconscious biasRecognizingandaddressingunconsciousbiasisessentialtobuildafairandinclusiveworkplace.Wecreatedaneffectiv

246、eunconsciousbiastrainingprogramwithleadingexpertsandpartnerstoaddressthischallenge.Thisprogramaimstoenhanceourleadersunderstandingofunconsciousbiasandprovidethemwithactionabletoolstopromoteinclusivitythroughouttheorganization.AsofFY2024,therewereover8,000completions,includingtopleaders.Thisopportuni

247、tyforlearningandgrowthhasempoweredallHealthineers,particularlythoseinleadershippositions,totakeownershipoftheiractionsandcontinuallyevolveourorganizationtowardgreaterequityandinclusion.Promoting inclusive languageWepromotetheuseofinclusivelanguageacrossallcommunications.Weadheretoaresolutiongovernin

248、ggender-neutrallanguagereleasedbyourManagingBoard,whichstipulatestheuseofgender-neutrallanguageinallwrittencompanycommunications,internallyandexternally.Inpersonalcommunications,employeesdecideindividuallyontheiruseofin clusivelanguage.Employeesareencouragedtoactivelyparticipateintheemployee-ledIncl

249、usiveLanguagecommu-nityonourVivaEngageplatform.Thecommunityfostersopendialogueandcontinuouslearningaboutinclusivecommunication,providingasupport-ivespaceforemployeestoaskquestions,share experiences,andengagewithothersonDE&Itopics.Formoreabouttheimportanceofinclusivelan-guage,seeourstory“Buildinginsi

250、ghtstostrengthen inclusion”.Increasing accessibilityToimprovedigitalaccessibility,agroupofHealthineersworkedonasolutioncalledEye-AbleAssist.Itisisapowerfultoolthatpromotesdigi-tal inclusionbyseamlesslyintegratingwithourIntranet,theInternet,andothersoftwareandapplications.Thiswasagroundbreaking,compr

251、e-hensivestepinmakingourdigitalworkspacemoreaccessibleforindividualswithvisualimpairments,empoweringthemtotailortheirexperiencetotheirspecificvisualneeds.Ensuring pay equityToupholdequitabletreatmentforallemployeesandexpressappreciationandrespect,wearecommittedtofairandtransparentpaypractices.Althou

252、ghourcompensationpackagesvaryregionallybasedonlocalregulations,weadheretotheprincipleofequalpayforequalwork.Thismeansthatforsimilarjobprofiles,candidateswithcomparablecompetency,experience,andperformanceareofferedcomparablecompensationregardlessofrace,ethnicorigin,genderidentity,genderexpression,sex

253、ualorienta-tion,disability,religion,beliefs,age,class,socio-economicstatus,oranyotherprotectedclassorcharacteristicthathasbeenhistoricallymarginalized.Toachievethisequity,priortosalaryplanning,wereviewcompensationannuallyvis-a-vismarketdatatovalidatepaystructures.Wealsodiscussanddeterminewageswithem

254、ployeerepresentativesinfree,collectivebargainingnegotiations.Offering Fair Benefit AccessWeworktogiveequitableaccesstoimportantbene-fitsacrossourworkforce.Forexample,weensureourLGBTQIA+colleaguesandfamilymembershaveaccesstoarangeofsupportivebenefitssuchasfertilityandadoptionservices,inclusionofsame-

255、genderpartnersasdependents,HIVpreventionandtreatments,behavioralawarenessseminars,trans-genderhealthcoverage,andmanyothers.FormoredetailedinformationonourbenefitsandhowtheypromoteequitythroughoutourCompany,seeChapter4.2Investinourpeople:Providingcomprehen-sivebenefits.1.0 SiemensHealthineers andSust

256、ainability2.0 Healthcare Access3.0 Resource Preservation5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024674.0 Diverse and Engaged Healthineers4.2 Invest in our peopleOurPeopleandLeadershipPractices(PLP)arecornerstonesofourculture.Theyfostera

257、senseofbelonging,empoweremployeestobringtheirbestselvestowork,andestablishmutualexpectationsandgoalalignmentbetweenmanagersandemploy-ees.Thesepracticescreateanenvironmentthatvaluesempowermentandleadstogoalsthatpriori-tizesongoingdevelopment,andcontributiontobusinessimpact.Theyalsohelpustobuildinclus

258、iveworkplaceswhereideasarenurturedandpeoplethrive.ByengagingwithPLP,employeeswitnessthedirectimpactoftheirworkandhowtheireffortscontributetoourCompanyssuccess.PLPisorganizedaroundfourkeyelementsintegraltofosteringastrong,inclusive,andhigh-performanceculture:Liveourculture,Developtalent,Embracelearni

259、ng,andElevateperformance.Our progress in FY 2024Employee EngagementInFY2024,78percentofouremployees,morethan56,000,participatedinourengagementsurvey.Ourhighengagementscoresplaceusinthetoptenpercentofcompaniesinthehealthcaresector.External recognitionTheGreatPlaceToWorkevaluationisanindepen-dentbench

260、mark.In2023,wesetatargettohave80percentofemployeesinGreatPlacetoWorkcertifiedcountriesby2025.WeareproudtohavealreadyachievedthisrecognitioninFY2024,with25countriesrepresentingover80percentofourworkforceachievingthiscertification.Readmoreabout this in our story“Drivinganexceptional employeeexperience

261、”.Live our cultureOurCompanycultureembodiesourvalues,cele-bratesourdifferences,andnurturesinclusionsothatallHealthineersfeelrespectedandappreciatedfortheiruniquecontributions.Westrivetofosteranenvironmentwhereeveryonecanbeaninnovator,takeownershipoftheirideas,andfeelencouragedtospeakup.Inthisway,wen

262、otonlycontributetogroundbreakinghealthcareinnovations,butcontinu-ouslyimprovehowweworktogetherandsteadilyevolveourteamsstrengthsandskills.Onboarding new employeesOurnewemployeesjourneysbeginwithaprofes-sionalandengagingglobalonboardingprocesstohelpthemfeelwelcomedandsupportedinbecom-ingproductivemem

263、bersofourcommunity.Ondayone,newhiresaregivenanOnboardingPassportthatoutlinesactionitemstopreparefortheirfirstfewweeksandmonthswithus.Inaddition,manag-ersuseajob-specifictrainingtemplatetohaveanopendialogueandmeaningfulconversationswiththeirnewemployees.Newemployeesarealsomatchedwithabuddywhocananswe

264、rquestionsandhelpthemlearnaboutourcultureandhowweworktogether.In FY 2024,we received over 1.77 million applications worldwide,conducted over35,000 job interviews,and hired morethan 7,400 new staff.On average,we receive over 144 applications for every job we post and are proud to be anemployer of cho

265、ice in the medtech industry.Supporting flexible workLivingourculturealsomeansofferingouremployeesremoteworkingopportunitiesandflexiblehoursbasedontheirneedsandlifestagesandourbusinessrequirements.InFY2024,weintroducedtheconceptofHuman-CentricCollaboration,whichbuildsonourpreviousflexibleworkguidance

266、,givingeachHealthineerandtheirmanagertheautonomytodeterminethebestworksettingforthemselvesandtheirteam,whilebeingaccountablefortheirout-comesandresults.Ourteamsdecideonthebest1.0 SiemensHealthineers andSustainability2.0 Healthcare Access3.0 Resource Preservation5.0 Governance for Sustainability6.0 P

267、artnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024684.0 Diverse and Engaged Healthineerscollaborationmodesbasedontheirwork,andweprovidestate-of-the-artinfrastructuretosupportthem.TosupportthefourfocusareasofourHuman-Centric Collaboration initiativeflexibility,intentionalcol-labora

268、tion,leadingahybridteam,andthrivinginahybridteamwedevelopedarobusttoolkitthatincludesmanagerresources,aworkshoponinten-tionalcollaboration,andself-reflectiontoolsforleadersandemployeestoevaluatetheirhuman-centriccompetencies.In2023,wealsolaunchedtheInternationalMobileWork(IMW)pilotprojectinGermany,w

269、hichallowsourworkforcetoworkinmultipleEuropeancountriesforupto30daysperyear.Thisopportunityhelpstoprepareourleadersandemployeestoadapttodiversebusinessandemployeeneeds.Designing welcoming workplacesThewayweworkisinfluencedbyoursurroundings.AtSiemensHealthineers,ouraimistoprovideouremployeeswithathou

270、ghtfully designed inclusive workspacethatfosterswell-being,collaboration,andinnovation.Forexample,wecreatespacesthatmeetadiverserangeofaccessibilityneeds,includingthoserelatedtophysical,cognitive,andsensorydifferences.OurRealEstateteamfocusesondesign-inghuman-centricspacesandactivity-basedenviron-me

271、ntstopromoteintentionalcollaborationamongallHealthineers.AspartofourprocesstocreateenvironmentsthatworkbestforallHealthineers,weengagewithEmployeeResourceGroupsandotheremployeestogatherideasabouthowtobemoreinclusiveofdiversityofallkinds.Providing comprehensive benefitsOur Global Benefits Strategysup

272、portsouremployeesbyemphasizingahuman-centricapproachtoem-ployeebenefitsandensuringconsistencyandtrans-parency.Thestrategyincludescleargovernancestructures,promotesequitybyprovidinginclusivebenefitsinallthecountrieswhereweoperate,andfosterspositiveemployeeexperiencesbyleveragingdigitalizationandtechn

273、icalcapabilitiestoenhanceemployeesupport.Listening to our employeesWebelievethateveryvoicematters.Welistenfirstandputthisvalueintoactionthroughactivelylisten-ingtoourcolleaguesandmakingsureeveryoneisheard,valued,andreceivedwithanopenmindsowecanalllearnandgrowtogether.Openandhonestcommunicationiscent

274、raltoourcultureandessentialtoourcollaborativeprocess.OneimpactfulwayweachievethisisthroughHealthyDialogues,whichin-creasecollaboration,creativity,andproblem-solving.HealthyDialoguesaresupportedthroughtheHealthy Dialogue Methods(HDM),whichpromotehigh-impactconversations,allowingeveryHealthineertoiden

275、tifybehaviors,concreteactions,andcommitmentsthatconnectourHealthineerspurposeandvaluestotheirteamspriorities,andencourageopenandconstruc-tivecommunicationwithintheteam.Global Benefits program highlightsProgramAchievementMentalHealthThewell-beingofallouremployeesiscrucialtooursuccess.Mentalhealthisap

276、riorityforus.Inlate2022,wegaveeveryemployeeworldwideaccesstoadigitalplatformthatoff ersmeditationandmindfulnesstools.Additionally,wealsoprovideanextrasubscriptionforeachemployeetosharewithfamilymembers.Manyofourleadershaveintegratedmindfulnessintotheirmeetingsandroutines.Wealsohostedourfi rstGlobalH

277、ealthDays,off eringvariouslearningandengagementopportunitiestopromoteself-careandsupportforothers.HealthineersLife&WorkAssistanceProgramOurEmployeeAssistanceProgram(EAP)supportsouremployeescopingwithchallengesbothpersonallyandprofessionally.WithourLife&WorkAssistanceProgram,weoff eremployeesandtheir

278、familymembers24/7/365confi dentialsupportbymasters-levelcounsellorsorglobally.BeforeFY2023,EAPswerenotavailableeverywhere,soSiemensHealthineerslaunchedaglobalprojecttoensurethatallemployeeshaveaccess.ByFY2024,wehaveachievedfullcoverageofallemployeesgloballywithaccessforfamilymembers.GlobalBusinessTr

279、avel MedicalInsuranceInOctober2023,weintroducedacomprehensiveglobalcoverageformedicalinsuranceforinternationalbusinesstravelers.Thecoverageincludesemergencymedicalcareandassistanceduetosicknessandaccidentaswellasevacuationandrepatriation.Somecountrieshaveoptedoutduetolocallegislativerequirements.1.0

280、 SiemensHealthineers andSustainability2.0 Healthcare Access3.0 Resource Preservation5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024694.0 Diverse and Engaged HealthineersWealsooffereveryHealthineertheopportunitytoparticipateinaCultureWorkdia

281、loguetodiscusshowweliveourvaluesandhoweachofuscanactivelyshapeourculture.WiththesupportofourCatalystNetworkaglobalemployeecommunityfocusedonbringingourculturetolifewehosttheseengaging,impactfulmonthlydialoguesforexistingandnewemployees.ToassesstheperformanceofourBusinessAreas,BusinessHorizontals,Fun

282、ctions,andRegionscomparedtotheoverallorganization,weconductacomprehensiveDeepDiveAnalysisquarterly.Thesedata-drivenanalysescoupledwithdialoguesenableseachpartofourbusinesstorecognizetrends,targetopportunities,highlightsuccesses,anddiscussnextsteps.Finally,ourHealthineers Forum,aglobaltoolforemployee

283、feedback,provideseachemployeewithamonthlyconfidentialandvoluntaryopportunitytosharetheirthoughtsandchallenges.ThroughtheForum,wesolicituniqueideastoenhanceourtalentdevelopmentprocesses,expandresourcesforcareeractualization,andstrengthenourcultureofbelonging.Employeesanswerquestionsincatego-rieslikee

284、ngagement,DE&I,andvalues,andmanag-ersreceivereal-timefeedbackfromtheirteam,gainvaluableinsightsintotheirperformance,andcanfocusonspecificareasforimprovement.Weprovideaccesstothissurveythroughvariouscommunicationchannels,suchasemail,mobileapp,andsite workstations.Questionsarecurrentlyavailablein20lan

285、guages.Expressing appreciationHowwerecognizeandrewardourpeopleisanimportantpartofbuildingastrongteam.OurHealthineersExpressAppreciation,Recognition,andThanksprogram(HEART)isarecognitionandrewardinitiativethatencouragesemployeestoexpressgratitudeandacknowledgeeachothersachievementsacrosstheCompany.Th

286、roughourHEARTtool,employeescansendeCardsandnomi-natecolleaguesforpoint-basedrewardsthatcanbeusedtoselectanitemfromourcatalogueofgifts.In FY 2024,colleagues from 72 countries sent 124,156 awards,with 19 percent ofeCards sent between countries and 71percent of awards given by peers.Regional Benefits p

287、rogram highlightsCountryAchievementGermanyWeenhancedouremployer-fi nancedCompanypensionplantoprovideemployeeswithcoverageforretirement,disability,anddeath,cateringtothediversityanddiff erentgenerationsinourworkforce.Improvementsalsoincludeaminimumemployercontributionforlowertariff groups,increasedco

288、ntributionsforpart-timeworkers,andanewinitialcontributionforapprenticesanddualstudentswhojoinuspermanentlyaftercompletingtheirprogram.ThisplanredesignwasawardedtheGermanbAVPrize(DeutscherbAVPreis)in2023.ChinaNewlyintroducedfi nancialwellbeinginitiativesinChinaincludeauniquelong-termretirementsavings

289、plan,wheretheCompanymatchescontributionsuptoa1:2ratioandinvestsbasedonservicelength.IndiaWecovermaternityexpensesuptoINR70,000,surrogacy,andmedicalterminationofpregnancyunderourfullysponsoredbasemedicalinsuranceplan.Wealsooff er30weeksofpaidmaternityleave(fourweeksmorethanthestatutoryrequirement)and

290、uptofi vemonthsofunpaidleave.Formothersreturningtoworkaftermaternityleaveoradoption,wesubsidizethecostofdaycareforchildrenagedsixmonthstosixyearsduringstandardoffi cehours,andwomenemployeescanvisitthedaycarefacilityuptofourtimesduringtheworkday.LatinAmericaWeimplementedanewmaternity,paternity,andpar

291、entalleavepolicywhereallwomenemployeesaregrantedsixmonthsofpaidmaternityleave,andallmaleemployeesreceiveonemonthofpaidleave.Same-sexcouplescanchoosewhichcategoryofleaveeachwillreceive.UnitedStatesWeoff erAccessHope,whichfacilitatesremoteconnectionsbetweenanemployeeordependentslocaloncologistandcance

292、rspecialistsatthesevenNationalCancerInstitute(NCI)DesignatedComprehensiveCancerCenterstoensurethebestplanofactionandoutcome.NetherlandsWeintroducedafl exiblebenefi tsplatformthatcaterstotheneedsofindividualemployeesacrossallgenerationsbyprovidingallowancesthatenablethemtopurchasebenefi tssuchasextra

293、holidays,age-serviceleaves,pensions,insurance,healthandwell-beingservices,andotherlocalbenefi ts.1.0 SiemensHealthineers andSustainability2.0 Healthcare Access3.0 Resource Preservation5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report 2024704.0 Div

294、erse and Engaged HealthineersDevelop talentWewantourpeopletothriveandbefuture-readyforthenextsetofhealthcarechallenges.Flourishingtomorrowmeansnourishingtalenttoday.Toachievethis,wehavedevelopedprogramsandinitiativesdesignedtoprovideastructuredpathtoadvance-ment.Thisincludesthreeleadershiplearningjo

295、urneysdesignedtomeetouremployeeswheretheyareintheircareers,butwithaneyetowardtheirfutures:Aspire2LeadhelpspotentialleaderstoreflectontheiraspirationstoleadwhilealsoexperiencingwhatisexpectedofapeoplemanagerintheCompany.Lead2Growsupportsnewlypromotedpeoplemanagersonnavigatingthetransitionfromanindivi

296、dualcontributortoaleader.Leaders for Leadersassistsleadersofpeoplemanagersindeepeningtheirleadershipjourneywhilebuildingskillsandtechniquestofurtherdeveloptheirleadershipteam.In FY 2024,we offered 49 of our struc-tured leadership learning journeys to888 participants across our global Regions.Wealsoo

297、fferseveralacceleratedprogramsthattargetleadersatkeycareermoments.Thesehybridorvirtual,high-touchprogramsconsistofglobal,regional,andindividualmodulesandaretailoredtocreateimpactandlastingbehaviors:Forourearlycareertalents,the12-monthPromising Healthineers programprovidesinsightsintotheirownleadersh

298、iptraitsandcompetencies.Participantsgetaccesstofoundationalcoursesonself-development,peercoaching,communication,healthandwellness,andfinancialliteracy.Theymeetandlearnfromglobalandlocalleaders,andareabletoputintopracticekeyskillsthroughspecially-craftedbusinesschallenges.Our Senior Healthineers Pote

299、ntial program focusesonleaderswhoarepivotingfrom“leadingleaders”to“leadingorganizations”withadeepfocusonpersonalmasterytobuildasolidfoundationforthefuture.Participantsreceivecomprehensivepsychometricand360assessments,aweek-longimmersiveonsiteprogram,followedbyninemonthsofcuratedlearninglabs,executiv

300、ecoaching,andalumniactivities.InFY2024,500+Healthineersparticipatedinoneoftheseaccelerateddevelopmentprograms.Theseleadersalso“payitforward”bymentoringparticipantsinotherprograms.Withourfirmcommitmenttolearningandgrowth,weempowerallHealthineers,particularlythoseinleadershippositions,totakeownership,

301、makeboldmoves,andevolveourorganizationintoamoreinclusiveandequitableone.WelaunchedournovelAmplifyprograminFY2024,todevelopthepipelineforseniorleadershiproles,especiallyaddingmorewomenleaders.FormoreinformationabouttheAmplifyprogram,seeourstory“Amplifyingleaders impact”.Ourculturelaysthefoundationfor

302、employeestopro activelyplantheirowndevelopmenttodrivetheircareerfocusandtosettheirownpaths.Weencour-ageallHealthineerstoconnectwiththeirmanagersthroughouttheyeartoreviewandupdatetheirde-velopmentplans,engageindiscussionsabouttheirprogress,andidentifynewopportunitiesforgrowth.Additionally,ourInternal

303、JobMarketamplifiescareerdevelopmentandadvancementforcurrentemploy-eesbymakingopenpositionstransparenttoallcolleaguesbeforetheyareadvertisedonrecruit-mentplatforms.Weencourageself-nominationandqualifiedinternalapplicantsreceivepreferentialconsideration.Embrace learningWefosteraninclusiveculturewherec

304、uriosity,con-tinuouslearning,feedback,andexchangeinspireinnovationandcreateacompetitiveadvantageforourCompany.Thisgrowthmindsetsecuresourpositionasastronglyinnovativehealthcarecompanywithdiversecapabilitiesandalearninglandscapethatsupportsusasamedtechindustryleader.WesupportHealthineersinbeinglifelo

305、nglearnersbothintheircurrentroleandinnewopportunitiesandtothriveinanevolvingdigitallandscapethroughouremployee-ledinitiative,#DigitalTogether.1.0 SiemensHealthineers andSustainability2.0 Healthcare Access3.0 Resource Preservation5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Hea

306、lthineers Sustainability Report 2024714.0 Diverse and Engaged HealthineersRecognizingthatwehaveadiversegloballearnercommunity,ourofferingsrangefromonlineinstructor-ledlearningdeliveredinvarioustimezonesandlanguagestoonsitesessionsonkeytopics,andself-pacede-learningthatcanbeaccessed24/7.Ourlearningex

307、perienceplatformSkillUpprovidesrelevantlearningrecommendationsandhelpsuserstodiscoverlearningopportunitieseasily.Itaggre-gateslearningcontentfrommanysourcesandoffersdirectaccesstomultiplecategoriesofcuratedlearningexperiencesbasedonskills,roles,topics,andmore.In FY 2024,a total budget of EUR 82.6mil

308、-lion was spent on continued training inthe Company,with more than2.98mil-lion training hours completed.InFY2024,webroadenedourlearningresourcesto1,870learningpathsand971learningplans,cover-ingawiderangeoftopicssuchasdiversity,equity,andinclusion,innovationinhealthcare,andessentialmanagementskills.T

309、hesenewlearningmaterialsareparticularlyrelevanttoHealthineersandhaveincreasedSkillUpengagement,with50,485userslogins.Ourcommitmentextendsbeyondtraditionallearningformatstoholisticemployeedevelopment.Weem-powerourworkforcebyintegratingsustainabledevelopmentandgrowththroughoptionalpsycho-metricdevelop

310、mentassessments(Hogan)andgloballyavailableone-to-onecoachingthroughourpartners.Thisensuresthatouremployeesdeveloptheircoreskillsandarewell-equippedtoadaptandthriveinadynamicdigitalworkplace.DigitalTogetherIn2019,weintroduced#DigitalTogethertoaddresstheneedtolearnandadapttoaconstantlychangingdigitale

311、nvironment.Aspartners,weenableandsupportthedigitaljourneyofouremployees.ThisincludesmasteringtheuseofourITlandscapeandcreatingcollaborationandengagementinthedigitalworkplacetopioneerbreakthroughsinhealthcare.#DigitalTogether Learning Events:Weoffermultiplelearningeventsindifferentformatsthroughoutth

312、eyear.Theyareopentoallemployees,regardlessoftheirdigitalknowledgelevel,andincludeBarCamp,WorldTours,andDigiCon.InFY2024,weofferedtwoWorldToursby#DigitalTogetherandprovidedinsightsintothelatestgenerativeAItoolsandfilestoragemanagementtonearly4,000participations.Additionally,weofferedaBarCampandagloba

313、ldigitaleventDigiConwithmorethan2,000participants.Open Learning Sessions:WeprovideavarietyoflivetrainingsessionsongenerativeAIandITtools.InFY2024,weconducted90sessionsfor3,654Healthineers.Customized Services:InFY2024,weprovided27customizedserviceswitha96netpromoterscoreto27differentdepartmentsinwhic

314、hweofferpersonalizedtrainingstailoredtothedepartmentanditsspecificlearningobjectives.Train the Trainer Program:#DigitalTogethertrainersdrivedigitalizationacrossthe Companybylayingthefoundationforhigh-leveldigitalworkingstandards.Bytransferring#Digital-Togetherlearningofferingsintotheirlanguagesandre

315、gions,#DigitalTogethertrainersensureglobalexchangeandequalstandardsindigitali-zation.AllHealthineersareencouragedtoparticipateinourTraintheTrainerProgram.#DigitalTogether Champions Community:Our ChampionsCommunityincludes1,059em-ployeeswhovolunteerasdigitaladoptionmulti plierstoinfluencetheirteams,i

316、nspireandguidecolleagues,coachandtrainpeers,andidentifybusinesschallenges,allwhilesharingdigitalbestpractices.1.0 SiemensHealthineers andSustainability2.0 Healthcare Access3.0 Resource Preservation5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Healthineers Sustainability Report

317、2024724.0 Diverse and Engaged HealthineersElevate performanceHowweachieveourbreakthroughsisjustasimport-antaswhatwedeliver.Tocreateconsistent,sustain-ableimpact,wesetmeasurablegoalsandmutualexpectationstocontinuallyelevateourperformanceandkeepusfocusedonourpurpose.ThroughtheframeworkofourannualTalen

318、tReviews,webringourleadershipteamstothetabletoinvestthousandsofhoursevaluatingemployeesatalllevelsoftheorganization.Theleadersdiscussgoalachieve-mentandalsohowemployeesaccomplishedthesegoals.Thisprocessculminatesinafull-dayC-suiteexecutivesessiontodivedeepintotalentpoolsandcriticalroles,andthoughtfu

319、llybuildourtalentpipe-lines.ThisperformancemanagementcycleappliestoallHealthineers,fromourtopleaderstoemployeesattheearlieststageoftheircareerjourney.TalentReviewshaveresultedinmoredeliberatecross-organizationaltalentmovesandstretchroles,withover34percentofsuccessionplanshavingcross-organizationalsu

320、ccessorsandmorethan60percentofexecutiverolesresultingfromcon-firmedsuccessionplans.Theyhavereinforcedourinclusiveculturebyencouragingopencommunica-tionaboutexpectations,commitmenttoactions,aswellasanopenmindtogiveandreceivefeedback.In FY 2024,91 percent of Healthineers set goals with their managers,

321、with 71percent completing Q2 and 74 percent completing Q4 performance check-ins.Healthineers Performance Systems and Human Resource Core MethodsTheHealthineersPerformanceSystems(HPS)ishowweoperateourbusinessandelevateourperfor-manceakeycomponentofourPeople&LeadershipPractices.HPSandHPSCoreMethodsuse

322、consistentlanguage,helpingusexecuteourstrategyeffectively,gaincompetitiveadvantage,andfulfillthepromiseswemaketoourcustomers,society,andinvestors.Theyenableusto:Developindividualandorganizationalcapabili-tiesinleanandagilemethods Continuouslyimprovehowwecreatecustomervaluebyeliminatingnon-value-adde

323、dactivities DriveCompany-widealignmentonstrategicinitiativesbyproactivelyprioritizingandmanag-ingourteamsactivitiesHPSCoreMethodsinclude:StructuredProblemSolving:Asix-stepprocesstodeterminerootcausesoralignonleverstoachievenewtargetsandensuresolutionsclosethegap.HoshinKanri:Aprocesstotranslateourstr

324、ategyintotactics,alignouractivities,prioritizere-sources,andactivelymanageourplans.AgileVisualManagement:Regularmeetingstomeasureourperformancerelativetoourtargetsandaddressdeviationsasateam.ValueStreamMapping:Amethodtovisualizetheflowofthecurrentsystem,identifywaste,andprioritizeopportunitiesforimp

325、rovement.WealsoapplyHealthyDialogueMethodsandGROWsCoachingtoemphasizekeycultureelementssuchastrust,listening,questions,reflections,andaccount-ability.Thesemethodsarerootedinthedesiredbehaviorsandoutcomesofourpurposeandvaluesandcontributetoourgoalofmakingourpurposeandvaluespersonal,relevant,andvisibl

326、e.GROWsCoachingisdesignedtoelevateskillsinconductingcoachingconversationsandtopromotegoal-focusedcoachingdialoguesaspartofoursharedculture.1.0 SiemensHealthineers andSustainability2.0 Healthcare Access3.0 Resource Preservation5.0 Governance for Sustainability6.0 PartnershipsA.0AppendixSiemens Health

327、ineers Sustainability Report 2024734.0 Diverse and Engaged Healthineers4.3 Volunteering and Employee-led InitiativesThroughvolunteering,ouremployeesactivateourpurposethroughouttheworldandcontributeacrossourpillarsofsustainability:improvinghealthcareaccessforall,preservingourplanetsresources,andimpro

328、vingourlivesatworkandinourcommunities.Overtheyears,wehavealsoactivelyencouragedandsupportedemployeestoformcommunitieswithintheorganizationandleadinitiativesthathavetransformativepotentialforthemandtheCompany,especiallyinacceleratingoutcomesconnectedtooursustainabilitygoals.TheseEmployeeNetworksandRe

329、sourceGroups(ERGs)createandholdimportantspaceswhereourpeoplefindbelonging,buildaware-ness,connectwithdevelopmentopportunities,andcontributetosharedgoals.Employeecommunitiesprovidenetworkingopportunitiesacrosslocationsandorganizationalgroupsandofferachanneltovoiceperspectivesandideas.Theyalsoplayasig

330、-nificantroleinhelpingemployeesreachtheirfullpotentialrelatedtoprofessionaldevelopment,advocacy,andinnovation.Our progress in FY 2024AcrossourRegions,diverseteamsofemployeesworkedside-by-sideastheycollectivelyvolunteered,supportingfacilitiesforelderlypeopleandchildren,contributingtorestoringnaturalh

331、abitatsthatarethreatenedbyclimatechange,raisingawarenessforcancercarebyvolunteeringforscreeninginitiatives,andorganizingcharityruns.Ten percent of our employees were part of ERGs and Innovation Net-worksandhelpedtoaccelerateoursustainabilityoutcomestocreateimpactwithintheorganization.Our employees a

332、lso logged in 6,097 hours of volun-teeringforcausesthatcreatetangibleimpactincommunitiestheysupportedglobally.Our initiativesGlobal volunteering programInaworldwithrisingsocialandenvironmentalchallenges,thedesiretomakemeaningfulimpactgrowsstrongerforpeopleeverywhere.Our employeesrecognizethatahealth

333、ier,moreresilientsocietybenefitseveryoneandhavebeensupportingtheircommunitiesbyactivelyparticipatinginlocalprojectsandeventsthatcontributetothegreatergood.AsaCompany,webelieveinempoweringourworkforcetogiveback,andarecommittedtobuildingequalandinclusivecommunitiesbecausethisisalsohowwescaleourimpact.OurHealthineersVolunteeringProgramenablesour72,000+Healthineerstoconnecttheirpersonal purposewithour