Performance summary

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IBM relies on a series of metrics to measure our corporate responsibility efforts every year. Below is a summary of the data in several important areas. Our key performance indicators (KPIs) for various parts of the business are also noted, along with some explanation.

KPI denotes key performance indicator


Employees

Learning

We encourage IBMers to flourish by providing guidance and opportunities for career and expertise growth, with the intention of helping both the company and our employees succeed in this rapidly changing world. IBM blends traditional, virtual and work-enabling learning and development activities to accomplish this. This strategy allows us to provide timely, comprehensive and targeted learning through efficient, effective learning delivery mechanisms.


Learning 2011 2012 2013 2014 2015
Learning investments worldwide ($M) KPI 466 477 525 482 484
Learning hours worldwide (M) 27.4 33 40 25.8 25
Learning hours per employee KPI 63 78 82 62.5 58.3

Women in the workforce

For more than 100 years, IBM has been dedicated to addressing the specific needs of women in our workforce and to creating work-life and career development programs that address these needs. We are committed to the progress and leadership development of women in our workforce and to providing opportunities across the more than 170 countries where we do business.


Women in the workforce %KPI 2011 2012 2013 2014 2015
Global workforce 28.5 30.0 30.1 31.1 31.4
Global executives 21.5 22.3 23.2 23.9 24.0
Managers 24.6 25.6 26.0 26.5 26.4

Global illness/injury rate


Global illness/injury rate 2011 2012 2013 2014 2015
Total number (per 100 employees) 0.33 0.29 0.30 0.42 0.33

Volunteering

IBM supports and encourages employees and retirees in skills-based volunteering in their local communities around the world. Since 2003, when IBM launched its volunteering enablement initiative, 280,000 registered users have logged nearly 20 million hours of service worldwide.


Retiree and employee volunteer hours (K) 2011* 2012* 2013 2014 2015
IBM global worldwide 3,201 1,581 1,496 1,532 1,195

* IBM celebrated its Centennial in 2011 — 2012, and the exceptionally high volunteer hours reflect the many special volunteer projects associated with the Centennial.


Giving

IBM tracks and reports global corporate contributions by issue, geography and type of grant. Giving by issue is important, as our goal is to maintain education as our primary focus by using IBM’s innovative skills and technology to improve student skills and performance. Giving by geography is also important, to help us understand the alignment of our resources with our global operations. But the type of our giving — a combination of problem-solving services, innovative technology (including software) and select contributions of cash, all combined in a way to transform approaches to societal challenges and achieve measurable outcomes that are both sustainable and scalable — that is what we believe distinguishes IBM.

While education is our highest priority, educational improvement cannot be achieved unless its connection to other issues is understood. Consequently we intend to continue strategic investments in human services, culture, health and the environment. In addition, it is vitally important that we maintain the flexibility to respond to emerging needs and develop new initiatives, as well as address extraordinary external conditions such as disaster relief and recovery. We believe that our contributions in 2015 met these goals.

IBM operates in a global, fully integrated fashion. This is reflected in the distribution of our citizenship contributions by geography. Some of our contributions are given on a globally competitive basis, so geographical distribution may vary due to the number and quality of applications. By type of contribution, technology and services as a percentage of total contributions increased in 2015. This is fully consistent with our focus on providing transformative and effective solutions. We do not set goals for percentage change in contributions year-to-year, nor for giving by geography or contribution type. We focus instead on increasing the quality of our work with organizations — on projects that successfully use our most innovative solutions, have a significant and measurable impact on key social issues, and are both scalable and sustainable. Current trends in contributions will not necessarily continue, but rather will be determined within the framework of our goal to increase the effectiveness of our contributions.


Global corporate contributions by issue ($M) KPI 2011 2012 2013 2014 2015
Education 141.8 143.0 147.1 149.2 154.8
Culture 3.8 3.7 3.0 3.6 3.4
Human services 17.9 16.9 17.3 20.1 18.6
Health 4.5 3.5 3.5 3.7 3.6
Other 22.7 24.8 32.0 30.7 23.9
Environment 5.4 5.2 5.0 3.1 0.6
Total 196.1 197.1 207.9 210.4 205.0


Global corporate contributions by type ($M) KPI 2011 2012 2013 2014 2015
Cash 46.9 42.6 41.4 36.8 35.5
Technology 91.3 99.2 100.2 104.4 109.5
Services 57.9 55.3 66.3 69.2 60.0
Total 196.1 197.1 207.9 210.4 205.0


Global corporate contributions by geography ($M) KPI 2011 2012 2013 2014 2015
United States 70.8 69.9 75.7 77.8 60.4
Asia Pacific 36.3 35.9 37.5 40.3 42.6
Canada 6.8 7.1 7.8 6.9 5
Europe, Middle East, Africa 60.2 64.4 65.7 64.8 82.2
Latin America 22.0 19.8 21.2 20.6 14.8
Total 196.1 197.1 207.9 210.4 205.0

Environment

IBM maintains goals covering the range of its environmental programs, including climate protection, energy and water conservation, waste management and product stewardship. These goals and our performance against them are discussed in this report. The goals identified here as KPIs are based on stakeholder interest and materiality. IBM considers all of its goals to be important metrics of the company’s performance against its commitment to environmental protection.

Energy conservation

IBM’s goal is to achieve annual energy conservation savings equal to 3.5 percent of IBM’s total energy use. In 2015, IBM again achieved this goal, attaining a 6.3 percent savings from its energy conservation projects.


Energy conservation KPI 2011 2012 2013 2014 2015
As % of total electricity use 7.4 6.5 6.7 6.7 6.3

Product energy efficiency KPI

IBM’s product energy goal is to improve the computing power delivered for each kilowatt-hour of electricity used with each new generation or model of a product. Please see the product stewardship goals and performance table.

Recycled plastics

In 2015, 5.05 percent of the plastic resins procured by IBM and its suppliers through IBM’s corporate contracts for use in IBM’s products contained some recycled content. Comparing only the weight of the recycled fraction of these resins to the total weight of plastics purchased (virgin and recycled), 2.8 percent of IBM’s total plastic purchases in 2015 were recycled plastic versus the corporate goal of 5 percent. The significant decline in the use of recycled plastics in 2015 is largely attributable to the divestiture of IBM’s x86 server business to Lenovo in 2014. Given the diminishing amount of plastics contained in IBM’s current product portfolio, we are re-evaluating the goal to determine how it should be modified to better align with IBM’s current business.


Recycled plastics 2011 2012 2013 2014 2015
% of total plastics procured through IBM contracts for use in its products that have been recycled 12.4 12.6 10.8 12.1 2.8

Product end-of-life management

IBM’s goal is to reuse or recycle end-of-life IT products such that the amount of product waste sent by IBM’s product end-of-life management (PELM) operations to landfills or incineration for treatment does not exceed a combined 3 percent of the total amount processed.

In 2015, IBM’s PELM operations sent only 0.7 percent of the total processed to landfill or incineration facilities for treatment.


Product end-of-life management KPI 2011 2012 2013 2014 2015
% of total processed sent by IBM’s PELM operations to landfill or incineration for treatment 0.4 0.3 0.3 0.5 0.7

Nonhazardous waste recycling

Our voluntary environmental goal is to send an average of 75 percent by weight of the nonhazardous waste generated at locations managed by IBM to be recycled. In 2015, we recovered and recycled 85 percent of our nonhazardous waste.


Nonhazardous waste recycling 2011 2012 2013 2014 2015
% sent for recycling of total generated 78 87 86 86 85

Supply Chain

2015 global supplier spending was down $4.5 billion, affected by decreased revenue across IBM’s product and services lines, by the completed divestiture of our microelectronics business to GlobalFoundries, and from leveraging marketplace pricing opportunities. Production Procurement, Logistics Procurement and diverse-supplier spending had the largest percentage decrease owing to the divestiture. Geographic distribution of supplier spending remained consistent, as our supply base is positioned to serve the needs of our clients on a global basis.


Supplier spending by category 2011 2012 2013 2014 2015
Services and general procurement (%) 64 64 67 71 79
Production procurement (%) 33 33 30 26 18
Logistics procurement (%) 3 3 3 3 3
Services and general procurement ($B) 23.4 22.8 22.1 21.6 20.3
Production procurement ($B) 12 11.5 9.7 7.8 4.7
Logistics procurement ($B) 1.1 1 1 0.9 0.8


Supplier spending by location 2011 2012 2013 2014 2015
North America (%) 34 35 36 37 42
Asia Pacific (%) 34 35 35 33 31
Europe, Middle East, Africa (%) 23 21 21 23 22
Latin America (%) 9 9 8 7 5
North America ($B) 12.5 12.4 11.8 11.2 10.8
Asia Pacific ($B) 12.5 12.4 11.4 9.9 8
Europe, Middle East, Africa ($B) 8.3 7.4 7.0 6.9 5.8
Latin America ($B) 3.2 3.1 2.6 2.3 1.2


First-tier spending KPI 2011 2012 2013 2014 2015
Total U.S. ($B) 10.6 10.7 10.2 9.8 9.3
Diverse U.S. ($B) 1.7 1.7 1.9 1.5 1.3
Diverse non-U.S. ($M) 881 939 917 883 718

The increase in supplier improvement plans completed and accepted was due to a larger number of social responsibility full audits and re-audits conducted in late 2014 and 2015. IBM requires an improvement plan for all suppliers with noncompliance discovered during an EICC audit or re-audit of their facilities; implementation of the plans may begin in one calendar year and complete in the next.


Supplier corrective action plans completed and accepted KPI 2011 2012 2013 2014 2015
473 311 175 141 161