Siemens Compliance Program

Transcription

1 Siemens Compliance Program Dale A. Martin CEO Siemens Hungary New York State Bar Associacion International Section Prague Regional Meeting March 8-9, 2012 Page 0 Siemens Zrt. 2012

2 Our values have been the foundation for Siemens' success for over 160 years Our values for long-term success worldwide Responsible means that we undertake to conduct ourselves in an ethical and responsible manner Excellent describes our high performance and the excellent result of our work Innovative describes our endeavor to create sustainable value both now and in the future Page 1 Siemens Zrt. 2012

3 Corruption blocks sustainable development of nations 1 Corruption leads to bad decisions and to the misallocation of resources 2 It cripples national economies, especially those of developing countries 3 It distorts competition and slows economic development Page 2 Siemens Zrt. 2012

4 Corruption sabotages markets 1 2 A corrupt company culture diminishes transparency and credibility With less incentive to compete on the basis of quality and price, product quality suffers 3 Inaccurate accounting (books and records) leads to loss of control Page 3 Siemens Zrt. 2012

5 Tapping future growth in emerging markets requires a proper implementation of compliance at the same time Strengthening local presence in fast-growing markets to gain market share... United States Europe 1) Germany Russia CPI 2) Middle East China Brazil Africa India Bubble size = Estimated GDP growth from 1990 to is as important as implementing compliance to protect against the high corruption risk 1) Europe = EU 15 w/o Germany 2) Source: Transparency International Corruption Perceptions Index 2011 Page 4 Siemens Zrt. 2012

6 In the change process, several elements were crucial in becoming a recognized leader in terms of integrity Immediate Actions Implementation How to become a recognized leader? Exchange of Leadership Team Compliance Program DoJ/SEC settlement December Continuous Improvement World Bank settlement July Continuous Improvement Tone from the Top Compliance Organization Values & Integrity Independent investigation Compliance Training Collective Action Centralization of bank accounts Compliance Tools Sustainable Development Page 5 Siemens Zrt. 2012

7 Siemens Compliance Program aims at the synergy of all three dimensions Prevent Detect Respond "Tone from the Top" Compliance Organization Training Policies, Procedures and Compliance Tools Program communication Centralization Integration in personnel processes Continuous improvement Compliance Helpdesk 1) Compliance investigations Compliance reviews Compliance controls Consequences for misconduct Global case tracking Monitoring effectiveness DoJ/SEC have appointed a Monitor who is watching our compliance program 1) Incl. Global Ombudsman function Page 6 Siemens Zrt. 2012

8 Controls are not enough. We continue to foster an integrity culture Questions to guide Siemens employees towards compliant and responsible behavior 1 Is it the right thing for Siemens? 2 Is it consistent with Siemens core values and mine? 3 Is it legal? 4 Is it something I am willing to be held accountable for? If the answer is YES to all of those questions, don t worry, be confident! Page 7 Siemens Zrt. 2012

9 Siemens goes beyond internal programs Step 1 Internal Siemens Compliance Program Step 2: External Share experiences, best practices and success stories Step 3: Collective Action Reach out to industry peers via neutral facilitators and initiate joint activities Step 4: Result Become leader in transparency and compliance Global Advice Network Establish equal compliance standards for all market players via "Collective Action" Page 8 Siemens Zrt. 2012

10 Collective Action" fosters high compliance standards for all market players Create high compliance standards via a concept of prevention Customers Government Fight corruption in concert with competitors and other players Integrate an independent institution for promotion and monitoring NGOs 1) Collective Action Society Agree on sanctions in case of violations Competitors 1) Non-governmental organizations such as Transparency International Page 9 Siemens Zrt. 2012

11 Funded projects cover all major growth regions and high-risk countries (~ 30 projects, ~ USD 40M) The number of project proposals per region is indicated in brackets; one third of Collective Action projects include Education & Training elements 53% 47% Global Projects (6 projects, 8.3M) North America (1 sub-project, 0.6M) North West Europe (1 sub-project, 0.5M) South West Europe (1 sub-project, 0.6M) CEE (4 sub-projects, 4.6M) 22% 67% 33% 78% Russia (3 sub-projects, 1.9M) China (5 sub-projects, 4.1M) North East Asia (1 sub-project, 1M) South America (4 sub-projects, 2M) Brazil (2 sub-projects, 3.5M) Middle East India (4 sub-projects, 4.0M) (3 sub-projects, 1.5M) Asia-Pacific (3 sub-projects, 3 M) Note: Due to importance of BRIC they are shown separately and are not included in clusters; schematic illustration only subject to change Region / Country of implementation (number of project proposals) % of Collective Action Bubble size = Approximate % of Education & Training value of funding Africa (5 sub-projects, 3.9M) Key Messages Focus lies on Collective Action Almost half of the projects will be implemented by local organizations 38% of all projects in BRIC and MENA Page 10 Siemens Zrt. 2012

12 2010 Top 20 Best Companies for Leadership Siemens management culture recognized worldwide Siemens ranked 4th in Global Best Companies for Leadership in 2010 Source: Page 11 Siemens Zrt. 2012

13 You are welcome at our sustainable site! Magyarország Page 12 Siemens Zrt. 2012