• Customer Avoided Emissions reach 694 million metric tons, exceeding Siemens’ own footprint for second year
• Robust Eco Design now applied to 67 percent of relevant portfolio, supporting resource efficiency and circularity
• More than one million people trained globally through Siemens learning ecosystem, with a target of three million by 2030
Siemens has reported measurable progress toward its 2030 sustainability objectives, stating it is on track across all 14 DEGREE targets in fiscal 2025. The company’s latest performance update shows momentum in emissions reductions, circularity, and people development, with executives framing sustainability as both a growth driver and a resilience strategy.
Customer Emissions Avoidance Surpasses Siemens’ Total Footprint
The group confirmed that products and services sold over the past three years are projected to avoid 694 million metric tons of CO₂ equivalent during their lifetimes. Siemens says this is greater than the company’s entire value chain footprint for the second consecutive year and comparable to Germany’s annual emissions in 2024. The data reinforces the company’s position that decarbonization solutions have become central to its commercial value.
Industrial AI solutions are emerging as a core tool in that uptake. Siemens reports energy savings of up to 30 percent across infrastructure platforms and a 24 percent CO₂ reduction in manufacturing environments when AI is applied to process optimization. Since 2019, Siemens has reduced its Scope 1 and 2 emissions by 66 percent without using carbon credits, advancing toward its target of a 90 percent reduction by 2030.
Judith Wiese, Chief People and Sustainability Officer and member of the Managing Board of Siemens AG, framed integration between business strategy and sustainability as decisive for long-term competitiveness. “When sustainability and business strategies converge and are executed with speed and scale, organizations are best positioned for growth and resilience,” she said. “At Siemens, we empower our customers to do exactly that – accelerate their digital and sustainability transformations by combining the real and digital worlds.”
Wiese added that the company expects technology adoption to expand only if industry talent is equipped to implement it. “Technology only reaches its full potential when it’s accessible to everyone, and that starts with empowering people to master the skills of tomorrow,” she said. Siemens plans to scale its learning programs to reach three million people globally by 2030.
Circularity and Resource Efficiency Strengthen Through Eco Design
Two-thirds of Siemens’ relevant portfolio is now designed under its Robust Eco Design framework, a process intended to reduce environmental impact at product level across hardware, software and services. The company has also increased implementation of biodiversity programs at its operational sites from 18 percent in fiscal 2024 to 55 percent in fiscal 2025.
Siemens reports it has already surpassed its DEGREE target for cutting waste to landfill by 50 percent against a 2021 baseline, and continues to advance toward a zero-waste standard. Executives argue that design-led efficiency is emerging as a competitive advantage as industry shifts toward circularity.
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Eva Riesenhuber, Global Head of Sustainability, highlighted the breadth of the company’s sustainability-linked revenue. “With more than 90 percent of our business enabling customers to achieve a positive sustainability impact in our three key impact areas, we’re uniquely positioned to empower them to become more competitive, resilient and sustainable,” she said. “Our Sustainability Statement 2025 provides measurable proof that our impact on societal infrastructure goes beyond our customers and our own business transformation to reach, ultimately, our planet and society.”
Workforce Learning and People-Centric Strategy Expand at Scale
Siemens recorded 36.6 learning hours per employee over the year, with focus areas including machine learning, AI and digital transformation. The company also reports high work well-being scores, citing job satisfaction, stress balance and sense of purpose as indicators of organizational resilience.
Externally, more than one million people have already participated in Siemens training programs covering sustainability and digitalization. The initiative aims to widen access to skills needed for the energy and industrial transitions while supporting future workforce stability. The company intends to triple that reach within five years.
What Global Decision-Makers Should Note
Siemens’ trajectory suggests acceleration rather than incrementalism. Customer emissions avoidance is growing faster than internal reductions, and learning initiatives extend its influence beyond its own workforce. With product design moving deeper into circularity and more than half of eligible revenue aligned with EU taxonomy criteria, Siemens’ progress speaks to the convergence of regulatory alignment, technology deployment and commercial opportunity.
For investors, sustainability leaders and supply-chain partners, the update provides three strategic signals: emissions reduction is reinforcing product demand, circular design is moving from ambition to operating model, and workforce transformation is becoming essential infrastructure.
As the DEGREE framework moves into its next phase, Siemens has positioned itself as a technology and capability provider in a decarbonizing global economy. The next test will be speed: whether gains measured today scale into system-level impact before 2030.
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