{"id":12106,"date":"2010-02-09T17:33:14","date_gmt":"2010-02-09T17:33:14","guid":{"rendered":"https:\/\/www.sisinternational.com\/corporate-sustainability-strategies-a-siemens-case-study\/"},"modified":"2025-09-16T20:11:00","modified_gmt":"2025-09-17T00:11:00","slug":"corporate-sustainability-strategies-a-siemens-case-study","status":"publish","type":"post","link":"https:\/\/www.sisinternational.com\/pl\/corporate-sustainability-strategies-a-siemens-case-study\/","title":{"rendered":"Strategie zr\u00f3wnowa\u017conego rozwoju przedsi\u0119biorstw: studium przypadku firmy Siemens"},"content":{"rendered":"
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Siemens jest jedn\u0105 z najbardziej znanych firm na \u015bwiecie i najwi\u0119kszym konglomeratem technologicznym w Europie. Maj\u0105c 430 000 pracownik\u00f3w, $77 miliard\u00f3w dolar\u00f3w przychodu i produkcj\u0119 przemys\u0142ow\u0105, firma naturalnie ma du\u017cy wp\u0142yw na emisj\u0119 gaz\u00f3w cieplarnianych, emituj\u0105c 4,53 miliona ton CO2e.<\/h2>\n

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Siemens and Climate Change<\/h2>\n

Siemens has acknowledged the importance of climate change as one of the most important challenges facing humanity, alongside world poverty and access of all people to proper sanitation and energy.\u00a0 This perspective has helped the company\u2019s manufactured products eliminate 15 times the company\u2019s total emissions.\u00a0 Investing \u20ac2 billion annually in research and development, Siemens has a hefty 30,000 environmental technology patents and offers efficient solutions that better combat climate change.<\/p>\n

The company\u2019s goal is to become a leader in climate change reduction by improving the performance of customers<\/a> through efficient products. In fact, it has proclaimed to media that it has the most environmentally-friendly industrial technologies portfolio.\u00a0 Further, Siemens has publicly embraced the need to address climate change and energy efficiency into its operations, communications, cross functional boards, product development and its membership at non-governmental organizations.\u00a0 Beyond this, Siemens has set tangible targets for the future: its leadership expects by 2011 a 20% increase in energy efficiency and a 20% reduction of global carbon dioxide emissions.\u00a0 Given the company\u2019s size, global research and industrial technology solutions<\/a>, the company has a strong platform to impact climate change.<\/p>\n

Central Question of Inquiry<\/h2>\n

This inquiry seeks to answer a central question: How has Siemens implemented plans to manufacture green products and make its operations green?\u00a0 Indeed Siemens has a vertical organization comprised of many strategic business units with vastly different operations.\u00a0 This question delves into how a very diverse conglomerate like Siemens has integrated climate change among its units.\u00a0 Exploring this question further can help to provide recommendations and understand existing challenges.<\/p>\n

Analysis on Siemens\u2019 embracing climate change<\/h2>\n

Siemens\u2019 overall stance and message on climate change is that climate change fits into a larger discourse on serious challenges facing humanity and the socially responsible corporation.\u00a0 Essentially, Siemens views its role as providing the technologies to better resolve those issues while creating shareholder value.\u00a0 Its management acknowledges the seriousness of climate change<\/a> to human life, without neglecting the complexity of issues.<\/p>\n

Another consideration is advancing a sustainability campaign mirroring that of its competitors, which have largely incorporated climate change into their sustainability goals.\u00a0 For example, Phillips (EcoVision) was one of the first competitors to launch major global PR efforts to demonstrate its green credentials to publics and customers.\u00a0 General Electric (GE) launched its salient \u201cEcomagination\u201d campaign in 2005.\u00a0 ABB had a slogan \u201cPower and productivity for a better world\u201d.<\/p>\n

Addressing these issues after many of its competitors, Siemens joined these efforts with its own campaign and advanced a definition of environmental best practices in industrial engineering along with the Boston Consulting<\/a> Group.\u00a0 They arrived at the definition \u201c\u201cEnvironmentally intelligent products and solutions\u201d that apply to \u201csignificantly superior environmental standards in comparison to the installed-base average\u201d.\u00a0 This definition favored Siemens\u2019 products, by showing Siemens as having the largest volume of green products.\u00a0 With Siemens\u2019 definition, Siemens claims \u20ac19 billion versus GE\u2019s \u20ac13 billion and Phillips\u2019 \u20ac6 billion.\u00a0 In addition, Siemens can claim that the share of green products among its manufacturing composes 25% compared to GE\u2019s meager 14% and Phillip\u2019s 23%.<\/p>\n

Examining Siemens\u2019 Green Initiatives<\/h2>\n

Siemens, as a global conglomerate, has hundreds of global projects part of a large \u201ceco portfolio\u201d.\u00a0 This paper will only illuminate several most recent international projects, with the purpose of showing how different business units are combating climate change in diverse ways.\u00a0 Indeed, Siemens is a global German company in industrial manufacturing requiring complex cross-border transactions with global clients.\u00a0 Thus, analyzing its operations in the United States is within the international scope of this analysis.\u00a0 Generally, the company focuses on renewable power generation, efficient traditional power generation, efficient energy transmission systems, efficient heating and lighting, efficient transportation, and energy \/ greenhouse gas monitoring systems.<\/p>\n

Siemens Power Generation (SPG) is focused three key solutions.\u00a0 First, it embraces Carbon Capture and Storage (CCS) in coal power generation longterm.\u00a0 The approach is based on increased efficiency in Integrated Gasification Combined Cycle Plants (IGCC) pre-combustion carbon capture.\u00a0 Siemens\u2019 management expects that this will be ready for wide scale commercial use by 2014.\u00a0 Secondly, Siemens is focused on Post-Combustion Carbon Capture by optimizing current solvents and processes, and incorporating the unit into the energy facility.\u00a0 For Siemens, the overall post-combustion capture system involves another stage to remove CO2 and is particularly used in retrofitted older power plants.\u00a0\u00a0 Also, Siemens is a member of the CASTOR project under the European Commission, which is committed to lowering the cost of Post-Combustion Carbon Capture to 20-30 \u20ac \/t CO2.\u00a0 Thirdly, the company is focused on CO2 Compressors efficiency, particularly \u201cgear type\u201d compressors.\u00a0 Analytically, Siemens\u2019 approach accepts that coal has enormous cost advantages that economically outweigh dramatic changes, but still seeks to responsibly capture and store carbon to fight climate change.<\/p>\n

Moreover, Siemens has developed and commercialized technology to provide efficient energy transmission.\u00a0 One of Siemens\u2019 advanced transmission initiatives is High Voltage DC (HVDC) transmission links targeting the grid efficiency.\u00a0 For example, Siemens Energy won a 2008 contract to build a 3000-megawatt HVDC system between China\u2019s Guizhou province to Guangdong.\u00a0 The project, in conjunction with Chinese partners, consisted of developing a system that could transport energy by 800 kV transmission voltage.\u00a0 The benefits were reductions in Greenhouse Gases by more easily connecting remote power plants.\u00a0 This boosted the amount of energy into the grid and simultaneously made energy transmission more efficient.\u00a0 Another similar Siemens HVDC project in China connected a hydroelectric dam from Yunan province to Guangzhou and Shenzhen.\u00a0 In China, the alternative would be coal power.\u00a0 Likewise, the benefits of efficiently connecting a renewable energy source to more remote areas without building polluting coal power plants were significant.<\/p>\n

Furthermore, wind renewable energy<\/a> is a major part of Siemens\u2019 eco-portfolio. Siemens Energy builds wind turbines, claiming to have globally 1,800 megawatts of offshore wind capacity installed or on order as of late 2008.\u00a0 One major project off of Denmark\u2019s seacoast was its 2008 Rodsand II wind farm contract with E.ON to manufacture 90 wind turbines.\u00a0 To be completed in 2010, the turbines will provide 207 megawatts. Another major project in Sweden is Siemens contract to build Wind turbines for a vast wind farm by the Vattenfall company. The project will generate 170 megawatts.\u00a0 Beyond turbine manufacturing, Siemens also ensures turbine efficiency through vast research and modeling worldwide.\u00a0 To these ends, Siemens operates wind turbine R&D centers in Denmark, Germany, the Netherlands and United Kingdom.<\/p>\n

In Colorado recently, Siemens opened a US wind turbine research center in collaboration with the National Wind Technology Center (NWTC). The facility, focused on researching and developing better turbines, will distribute wind technology research to Siemens\u2019 other centers worldwide.\u00a0 Additionally, Siemens Energy is working with Lawrence Livermore National Laboratory to provide laboratory atmospheric modeling.\u00a0 This can help boost wind farm efficiency, which is plagued in some cases by 20% differentials from actual performance and initial forecasts.\u00a0 Analytically, this commitment is consistent with Siemens\u2019 approach to providing effective products while furthering technology that fights climate change.<\/p>\n

Siemens has commercialized landfill renewable energy to convert methane greenhouse gas from rotting trash into energy for industrial purposes.\u00a0 Siemens views this renewable energy as both profitable and environmentally valuable.\u00a0 For example, the Three Rivers landfill in South Carolina partnered with Siemens building technologies to treat the gas for usage as fuel.\u00a0 Siemens then worked with Kimberly Clark, which treats the gas and consumes it for its own purposes.\u00a0 This process reduces fossil fuels by harnessing existing waste.\u00a0 As the process took place over a distance of several dozen miles, it also boosted transmission efficiency with Siemens advanced energy transmission technology.\u00a0 At the same time, it provided economic benefits to the purchaser Kimberly Clarke, who can purchase the energy from Siemens at a much lower cost than from traditional electricity. The reduction from this Siemens project has removed the greenhouse gas impact of 41,000 cars from the road, according to the EPA.<\/p>\n

Energy-saving retrofitted improvements by Siemens Building Technologies are another major part of Siemens eco-portfolio.\u00a0 An example of this was the Greensboro Coliseum in North Carolina, one of the largest coliseums on the US East Coast.\u00a0 Siemens was contracted to retrofit energy-saving lighting systems, water saving systems and large modifications to the heating ventilation and air conditioning (HVAC) system.\u00a0 The renovation cut energy consumption by 25%.\u00a0 Water and natural gas usage fell 50%. The coliseum saw lower maintenance costs, energy savings and increased comfort to tenants. This Siemens project will have the effect of eliminating 530 cars\u2019 carbon footprint.<\/p>\n

Efficient transportation is another facet of the eco-portfolio. Siemens\u2019 hybrid drive systems, sold to bus manufacturers globally, are comprised of an ELFA system which optimizes energy usage.\u00a0 The effect on these buses was comfortable performance using 40% less energy usage and carbon dioxide emissions.\u00a0 As they often run in urban areas, the buses can also boost urban air quality and reduce the impact of smog.\u00a0 As a result of the systems, the Clinton Climate Initiative inducted Siemens Energy and Automation Inc because of the wide scale implementation of over 1,000 hybrid-drive systems in cities worldwide.<\/p>\n

Another part of Siemens\u2019 plan to combat climate change is membership in non-governmental organizations (NGOs).\u00a0 Siemens\u2019 recent contribution included working on the World Economic Forum\u2019s working paper.\u00a0 Siemens is also a member of the top companies of the Carbon Disclosure Project\u2019s Climate Leadership Index.\u00a0\u00a0 Another key membership is The U.S. Climate Action Partnership (USCAP).\u00a0 Notably, Siemens worked with two-dozen corporations at USCAP in developing a legislative consensus part of a \u201cBlueprint for Legislative Action\u201d.\u00a0 This membership suggests that Siemens supports climate change legislation to 80% emissions reduction cuts in 2050 back to 2005 levels, and a cap and trade emissions scheme.\u00a0 GE, a direct competitor, is also a member showing that competitors view climate change seriously and conveying their own green credentials to publics.<\/p>\n

Additionally, Siemens has built a sustainability board of executives to convey messages to publics and manage sustainability efforts throughout the organization.\u00a0 It appointed a Chief Sustainability officer Barbara Kux to implement sustainable measures throughout diverse businesses. While the Sustainability board\u2019s role is to coordinate sustainability efforts, little information is available about the board\u2019s efforts.<\/p>\n

Perspektywy na przysz\u0142o\u015b\u0107<\/h2>\n

Siemens has acknowledged the impact of the Global Recession on its businesses performance. Siemens\u2019 stock from April 2008-09 lost approximately half its value but remains stable as of late April 2009 around $65 per share.\u00a0 Yet the company predicts its \u201cenvironmental portfolio\u201d will account for nearly \u20ac25 billion of global revenues by 2011, based on 10% annual anticipated growth.\u00a0 Analytically this target shows management\u2019s high expectations for Siemens\u2019 green solutions.\u00a0 According to PricewaterhouseCoopers, Siemens products\u2019 impact by 2011 is projected to slash emissions by 275 million tons, equaling the total emissions generated by six of the world\u2019s largest cities.\u00a0 If this happens, Siemens will gain another green credential to reduce some criticism levied against the company.<\/p>\n

Challenges & Criticism<\/h2>\n

Fang Zhou extensively studied Siemens\u2019 sustainability commitment.\u00a0 In a 2004 study focused on Siemens Australia, Fang found several challenging findings.\u00a0 Fang found that only 40% of business units participated in Siemens\u2019 top improvement program, involving environmental and social sustainability. The reason was that employees considered it too general, unclear and wasteful of their time.\u00a0 Lacking were incentives, awareness, and performance benchmarks outside of strict emphases on financial performance.\u00a0 Put bluntly, Fang proclaimed, \u201cThe results indicated a significant gap between what is important for Siemens and how well Siemens is performing in terms of environmental and social sustainability.\u201d\u00a0 Essentially, Siemens needs to better harness and optimize its human resources to achieve its goals.<\/p>\n

Experts have taken issue of Siemens\u2019 definition of being green, particularly because it was favorable to Siemens in showing publics a stronger commitment to combating climate change.\u00a0 Specialist Gunter Schoech at GL Group raised his concern. Siemens offers combined gas and steam turbine. His point was how could it be considered green when this turbine system will still annually emit 2 million tons of carbon dioxide.\u00a0\u00a0 His analysis was that it could be considered green only in the sense that it offers efficiency gains over the past generations. Siemens would have to claim explicitly that it is 2% more efficient than the last generation of turbines.<\/p>\n

Additionally, Schoech analyzed that Siemens\u2019 sustainability board may face a dismal inefficacy that preceded many of Siemens\u2019 cross-functional company wide boards.\u00a0 The source of their failure has been an inability for cross-functional implementation across units, which certainly vary across Siemens\u2019 diverse specialties.\u00a0 He hypothesized that in the past there were not sufficient incentives and motivation to work together among units for sustainable solutions, similar to Fang\u2019s aforementioned findings.
\nOther challenges exist for Siemens, particularly in comparison with its competitors. Siemens message of its stronger commitment to climate change<\/a> may have less salience than GE\u2019s robust marketing campaign \u201cEcomagination\u201d.\u00a0 To this day, Siemens\u2019 initiative does not have a salient slogan or messaging program to convey to publics a commitment to climate change unlike GE and ABB.\u00a0 Instead, publics see climate change on the Siemens Youtube channel, a point of contact with consumers and businesses, as only one of many other issues that Siemens is addressing.<\/p>\n

Siemens faced humiliating bribery scandals over the past decade, which threaten relations with governments and publics.\u00a0 First, the company participated in the Oil-for-Food program and was alleged to have paid surcharges to Saddam Hussein\u2019s government.\u00a0 Secondly, Siemens was in the spotlight for \u20ac1.3 billion in corruption scandals in the past few years.\u00a0 Thirdly, the company was forced to pay a fine of $300 million to a court in Germany due to corruption abroad.\u00a0 Siemens also faces a lawsuit in Chattanooga for poor design of a sludge treatment plant.\u00a0 Other scandals involve funding AUB, a rival trade union, to disarm its primary rival trade union, IG Metall Union.\u00a0 On April 23 2009, the Defense Department Criminal Investigative Services raided Siemens Medical Solutions\u2019 offices in Pennsylvania following an awarded military imaging contract.\u00a0 Thus, Siemens needs to build trust not only for its climate initiatives but also for its ability to win government contracts.<\/p>\n

Publics are also not fully satisfied with Siemens\u2019 commitment.\u00a0 While Siemens ranks highly in its policy stance, Climate Counts calls Siemens a \u201cStriding\u201d company that still has a lot of work to do outside of its strong 2007 gains.\u00a0 In fact, Climate Counts gave Siemens unsatisfactorily half marks in transparency (6 out of 12 points), internal usage of energy (23 out of 56 points), and internal carbon auditing (14 out of 22 points).\u00a0 Furthermore, Greenpeace has questioned how forthright Siemens was in disclosing and eliminating harmful chemicals from its operations and manufacturing.\u00a0 For example, Fujitsu-Siemens has not promised to disclose chemical usage and has not committed to eliminate polyvinyl chloride (PVC) and brominated flame retardants (BFRs).<\/p>\n

Recommendations & Evaluative Conclusions<\/h2>\n

Siemens is a paragon of a company that sees environmentally-friendly products as a way to fight global warming while becoming more efficient in its own operations.\u00a0 With fewer inputs to make more outputs, Siemens is providing shareholder value and environmental benefit.\u00a0 Its strategy has not limited revenues or jeopardized its operational integration; on the contrary, it has grown them to the extent that Siemens\u2019 management is proudly proclaiming that 25% of its eco-portfolio will come from environmentally-friendly products by 2011.\u00a0 With collaboration with governments and prominent NGOs, Siemens is quietly building goodwill for stakeholders concerned with climate change.<\/p>\n

The major issue lies with Siemens optimizing its commitment and implementing a unified effort across diverse business units.\u00a0 Research showed that employees and managers<\/a> are not fully aware of how to manage sustainability, particularly among different units.\u00a0 As a result, the efficacy of Siemens\u2019 efforts may not be at their potential.\u00a0 As suggested earlier, Siemens\u2019 cross functional sustainability board may be ineffective because of the past failures in similar boards at Siemens.<\/p>\n

There are several recommendations, according to Fang Zhou who extensively conducted fieldwork research on sustainability among Siemens employees.\u00a0 First, Siemens needs to develop both management\u2019s awareness and skills to be socially responsible.\u00a0 Secondly, it needs to provide robust performance metrics that can be audited for proper implementation.\u00a0 Thirdly, incentives need to be improved.\u00a0 Fourthly, communications need to better assert Siemens\u2019 visions to stakeholders.\u00a0 Lastly, sustainability needs to be integrated into strategic planning and global strategy to better balance performance, operational excellence and sustainability.<\/p>\n

Beyond these research-based suggestions, Siemens should consider aggressively developing industry\u2019s most efficient products.\u00a0 Efficiency is a major paradigm in industrial products because of (1) climate change, (2) the global recession\u2019s emphasis on efficiency and (3) rising energy costs. Companies with the most efficient products can develop competitive advantages<\/a>.\u00a0 Such competitive advantages are crucial because competition among GE, ABB and Siemens is fierce.<\/p>\n

Additionally, publics are less aware of Siemens\u2019 commitment to climate change, in comparison to GE\u2019s initiatives.\u00a0 Siemens self-defined metrics show the company to be the best in its class with efficient products and having one of the largest annual investments in environmentally friendly products.\u00a0 But its communications message are not as salient as GE\u2019s.\u00a0 This leads back to the issue of optimizing and enhancing the sustainability campaign\u2019s implementation.<\/p>\n

Furthermore, although Siemens is transparent about its activities, that has not prevented publics like Greenpeace from questioning its disposal of dangerous chemicals.\u00a0 As Siemens Power Generation embraces Carbon Capture and Storage (CCS), the company should consider clearly defending the merits and safety.\u00a0 This is because anti-\u201cclean coal\u201d organizations are making claims in mainstream television and online media.\u00a0 Simultaneously, Siemens should cultivate relations with governments as it faces very serious corruption allegations.\u00a0 Not doing so can jeopardize its aims in combating climate change.<\/p>\n

With an optimized effort at implementing further efforts throughout different businesses, Siemens can optimize a currently robust climate change effort and simultaneously deliver superior value to customers and investors.<\/p>\n

Dane<\/h2>\n

Exhibit 1: Siemens Power Generation company witnesses major profits and growth in providing efficient energy transmission due to the ageing US power grid.\u00a0<\/span><\/p>\n

The overall message to shareholders in this speech was that Siemens advanced technologies are not only contributing to profits, but also upgrading the grid to fight inefficient energy transmission impacting climate change.<\/p>\n

The chart shows a red spike showing a ballooning need to replace ageing infrastructure, and Siemens can fulfill that need with efficient grid solutions.<\/p>\n

Highlighted summary of data:<\/p>\n

    \n
  • According to UBS and Siemens, the major needs for \u201creplacement\u201d of European ageing infrastructure in 2012, 2016, 2018, 2026 and 2030<\/li>\n
  • The value of European replacements range from \u20ac5 billion to \u20ac26 billion per year<\/li>\n<\/ul>\n

    Source: Siemens Publications.<\/p>\n

     <\/p>\n

    Exhibit 2: Siemens Power Generation demonstrated to shareholders how it has maximized the division\u2019s profits.\u00a0 <\/span><\/p>\n

    Indeed this measure of success shows how incorporating environmentally friendly products in power generation can benefit the bottom line.<\/p>\n

    Highlighted summary<\/p>\n

      \n
    • Revenue growth rose by 15% CAGR in 2008<\/li>\n
    • Return on Capital Employed (ROCE) rose by a hefty 80%<\/li>\n
    • The division\u2019s profit rose by 40% CAGR<\/li>\n<\/ul>\n

      Source: Siemens Publications.<\/p>\n

       <\/p>\n

      Exhibit 3: Financial Contribution of power generation to Siemens\u2019 bottom line.\u00a0 <\/span>The table shows how businesses targeting climate change are contributing some of the highest contributions to Siemens\u2019 bottom line.<\/p>\n

      Highlighted summary of Siemens\u2019 Green Businesses\u2019 growth:<\/p>\n

        \n
      • Renewable Energy \u2013 38% adjusted growth in orders from 2008 \u2013 2009<\/li>\n
      • Drive Technologies \u2013 16% adjusted growth in orders from 2008 \u2013 2009<\/li>\n
      • Building Technologies (e.g. green retrofits) \u2013 3% adjusted growth in orders from 2008 \u2013 2009<\/li>\n
      • Power Transmission \u2013 1% adjusted growth in orders from 2008 \u2013 2009<\/li>\n
      • Power Distribution \u2013 6% adjusted growth in orders from 2008 \u2013 2009<\/li>\n<\/ul>\n

        References:<\/b><\/p>\n

          \n
        • \n
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        • \n
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        • \n
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          “Methane gas from Three Rivers landfill will power Kimberly-Clark plant.” TheTandD.com. 21 Mar. 2009 <http:\/\/www.thetandd.com\/articles\/2008\/03\/08\/news\/12994757.txt>.<\/h6>\n<\/li>\n
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        • \n
          Schoech, Gunter. \u201cWhy industrial conglomerate Siemens suddenly discovered it’s “green” mission.\u201d March 2, 2009. GLG Group.\u00a0 21 March 2009. <http:\/\/www.glgroup.com\/News\/Why-industrial-conglomerate-Siemens-suddenly-discoverd-its–green–mission-34852.html><\/h6>\n<\/li>\n
        • \n
          \u201cSiemens AG\u201d.\u00a0 Google Finance.\u00a0 25 April 2009.\u00a0 <http:\/\/www.google.com\/finance?q=NYSE%3ASI>.<\/h6>\n<\/li>\n
        • \n
          “Siemens – Climate Action.” Climate Action. 21 Mar. 2009 <http:\/\/www.climateactionprogramme.org\/companies\/article\/siemens\/>.<\/h6>\n<\/li>\n
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          “Siemens, E.ON sign \u20ac275M deal for offshore wind | Cleantech Group.” Cleantech Group. 23 Apr. 2009 <http:\/\/cleantech.com\/news\/3664\/siemens-eon-sign-%E2%82%AC275m-deal-offshore-wind>.<\/h6>\n<\/li>\n
        • \n
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        • \n
          “Siemens Predicts Big Revenue from Green Products on Managing Automation.” Manufacturing Technology. 25 Apr. 2009 <http:\/\/www.managingautomation.com\/maonline\/news\/read\/Siemens_Predicts_Big_Revenue_from_Green_Products_32088>.<\/h6>\n<\/li>\n
        • \n
          “Siemens* Score.” Climate Counts. 21 Mar. 2009 <http:\/\/www.climatecounts.org\/scorecard_score.php?co=50>.<\/h6>\n<\/li>\n
        • \n
          “Siemens TV.” Siemens Answers. YouTube. 21 Mar. 2009 <http:\/\/www.youtube.com\/user\/siemens>.<\/h6>\n<\/li>\n
        • \n
          Voges, Klaus. “Climate Change Mitigation Technologies – the Siemens Roadmap to Carbon Capture and Storage.” Rome 2007 World Energy Congress (2007).<\/h6>\n<\/li>\n
        • \n
          “What does climate change mean for Siemens?” 21 Mar. 2009 <https:\/\/www.swe.siemens.com\/belux\/portal\/en\/press\/Pages\/what_does_climate_change_mean_for.aspx>.<\/h6>\n<\/li>\n
        • \n
          “Wind Energy: Vattenfall and Siemens sign wind energy deal.” Gulf Oil & gas: Asia, Middle East & Africa Oil & Gas e-Marketplace. 25 Apr. 2009 <http:\/\/www.gulfoilandgas.com\/webpro1\/MAIN\/Mainnews.asp?id=5598>.<\/h6>\n<\/li>\n
        • \n
          Zhao, F. (2003), “Siemens\u2019 business excellence model and sustainable development”, Measuring Business Excellence, Vol. 8 No.2, pp.55-64.<\/h6>\n<\/li>\n<\/ul>","protected":false},"excerpt":{"rendered":"

          Understand how companies like Siemens are adapting to climate change.<\/p>","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[292],"tags":[],"class_list":["post-12106","post","type-post","status-publish","format-standard","hentry","category-strategy","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-50"],"_links":{"self":[{"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/posts\/12106","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/comments?post=12106"}],"version-history":[{"count":2,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/posts\/12106\/revisions"}],"predecessor-version":[{"id":81313,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/posts\/12106\/revisions\/81313"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/media?parent=12106"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/categories?post=12106"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/tags?post=12106"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}