Our Key Performance Indicators - media.miele.com

1 Our Key Performance IndicatorsSUSTAINABILITY REPORT 2015 About the dataThis document is a downloadable version of the Key Performance Indicators section of the Sustainability Report 2015. Similar to the online version of the Report, this version contains relevant key Performance Indicators as well as an overview and progress report for the company s strategic objectives. The GRI Index, the UN Global Compact Progress Report and the Declaration of Conformity to the German Sustainability Code can all be viewed in the online version of the Report. The Report was created based on the "Core" option of the G4 Global Reporting Initiative (GRI) Guidelines.

2 Wherever possible, it provides information that goes beyond the requirements of the "Core" option, in order to meet the information needs of stakeholders to the fullest possible extent. The document identifies the specific GRI-G4 indicator (s) in the margins next to the key Performance Indicators . Unless otherwise indicated, all information contained in this document refers to Miele & Cie. KG and its affiliate imperial Werke oHG. This includes all German production and administration locations, as well as the German sales subsidiary. In addition, the Report provides information about all of the company's international production sites: B rmoos (Austria), Unic ov (Czech Republic), Bras ov (Romania) and Dongguan (China).

3 Some data from the international sales subsidiaries has been included. The reporting period comprises the financial years 2012/13 and 2013/14. The financial year-end is 30 June for each year. The contents of the Key Performance Indicators were finalised in March necessary, the basis used for calculations is explained in a footnote to the corresponding graphic. Comments accompanying the graphics provide descriptions of significant changes over time and additional background information. Any discrepancies in percentage totals are the result of rounding. Gender-specific terms have been avoided for the sake of greater readability.

4 The Key Performance Indicators for the Miele Sustainability Report 2015 are intended to replace the Facts & Figures from the company s 2013 Sustainability Report. In keeping with the two-year reporting cycle, the next Sustainability Report and updated set of key Performance Indicators are scheduled to be published in 2017. 3 Miele Sustainability Report 2015 CompanyStrategyFields of actionStakeholdersManagementSupply chainResources and materialsSupplier managementLocationsEnvironment Environmental management Resource efficiency Energy use and emissionsEmployees Human resources management Vocational training and development Diversity and equal opportunity Occupational health and safetySociety Products Transport and logisticsUseObjectives Progress reportNew objectivesContents1234 Miele turnoverin billions of euros was once again able to increase turnover in the reporting period.

5 In financial year 2013/14, the company generated turnover of billion euros. Compared to financial year 2012/13, this was equal to an increase of 69 million euros and a growth rate of percent. In financial year 2013/14, Miele turnover grew by percent in the German market and by percent G4-EC1G4-9G4-91 ) Incl. other turnover2013 / 1431% Germany 1 )27% Northwest Europe 3% Care products and accessories 7% Customer service 13% Professional 1 )At 77 percent, domestic appliances account for the largest portion of total Miele turnover. In financial year 2013/14, Miele benefitted from the worldwide rollout of new generations of built-in machines and laundry care appliances, as well as the global market launch of the Miele robot vacuum cleaner.

6 The Miele Professional division generated turnover of 418 million euros. This was equal to a percent increase and a 13-percent share of total Miele turnover. 2013 / 14 International turnover as a portion of total turnover1 ) Commercial machines, service and spare parts; 2 ) Incl. cookers/ovens, steamcookers, hobs/cooking zones, cooker 1 ) 26% Laundry care 20% Cooking 2 ) 13% Dishwashers 9% Floor care 8% Refrigeration products 2% Beverage preparation 77% Domestic appliances 5% Asia16% North and South America, Australia, South Africa21% Southern, Eastern and Central Europe1 ) Incl.

7 Other turnoverTurnover by business divisionPercentage of total turnoverTurnover by regionPercentage of total turnoverOutside of Germany, Miele saw a increase in turnover. Specifically in strategically important markets such as the , China and Russia, Miele generated significant two-digit turnover growth in some cases. In Australia, the largest foreign sales market after the and Switzerland, Miele experienced disproportionately strong local growth. However, these gains were mostly negated by unfavourable exchange rates. 5 Miele Sustainability Report 2015G4-9G4-EC12010/112011/122012/132013/ 14 Dishwashers 579 587 610 607 Cookers /ovens 266 269 287 290 Refrigeration products315306310302 Vacuum cleaners2,0012,0122,0852,151 Washing machines803781801782 Tumble dryers317338343338 Other 1 )567577638633 Domestic appliances4,8484,8705,0745,103 Commercial machines 86 87 87 87 Domestic appliances and commercial machines4,9344,9575,1615,1901 )

8 Hobs/cooking zones, cooker hoods, steamcookers, microwave ovens, coffee makers, warmer drawers, rotary ironersThe Miele Group spent a total of 188 million euros on investments in financial year 2013/14. This figure fell by 12 percent (25 million euros) from the previous year, in which Miele had posted a record high on the strength of the largest product and innovation offensive in company history. Major focal points of the reporting period included the modernisation/conversion of production systems in several plants, the construction of new office buildings, and the expansion of the product distribution centre at company headquarters in G for research and developmentas a percentage of total in thousands of units Investmentsin millions of euros 64003002002010/112011/122012/132013/14G4 -EC3G4-EC1 Pension provisionsin millions of eurosPayments to suppliersin millions of eurosThe increase in payments to suppliers 65 million additional euros in financial year 2013/14 from financial year 2011/12 is the result of changes to the product mix as well as higher materials prices.

9 3723403763659008007002010/112011/122012/ 132013/14871762892827 Personnel costs kept pace with total turnover. They once again accounted for a 30-percent share. 10009008002010/112011/122012/132013/1430 %29%30%30%956894971886 Personnel costsin millions of euros Personnel costs as a percentage of total turnoverG4-EC12 Company 7 Miele Sustainability Report 2015 StrategyFields of action2G4-18 G4-19 G4-27 Materiality analysisThis materiality analysis serves to identify key sustainability topics. Here, the relevance of various topics is assessed from both an external and internal point of view.

10 In the external assessment, 22 expert stakeholders were consulted from the scientific and political fields, from non-governmental organisations (NGOs), and from professional associations and the media. Business partners were also surveyed. The internal assessment was then carried out in workshops involving senior managers, plant managers and experts from all relevant areas of the company, such as production, human resources, purchasing, quality and environmental management, and outbound logistics. The topic of "efficiency-enhanced products" was again considered one of the most important issues for the future.