Annual Report 2009

Transcription

Annual Report 2009

Siemens Aktiengesellschaft Österreich
www.siemens.at
© Siemens Aktiengesellschaft Österreich 2009
All rights reserved
Printed in Austria
Annual Report 2009
www.siemens.at
www.siemens.at/geschaeftsbericht
Key Figures 2005–2009
Contact
Information on the Report Contents
(Media Relations)
Telephone
Fax
E-mail
Internet
2005
2006
2007
2008
2009
New orders
2,557.3
3,121.3
3,375.9
3,373.0
2,231.2
–33.9 %
Sales
2,499.9
2,485.4
2,525.4
2,795.9
2,973.2
6.3 %
47.0 %
49.9 %
48.4 %
41.0 %
32.4 %
–8.6 %
Investments1)
(as a percentage of sales)
29.5
1.2 %
34.8
1.4 %
41.9
1.7 %
87.3
3.1 %
100.4
3.3 %
15.0 %
Employees (as of September 30)2)
7,919
8,236
7,590
8,371
7,762
–7.3 %
658.1
26.3 %
714.5
28.7 %
713.1
28.2 %
822.1
29.4 %
847.1
28.5 %
3.0 %
540.1
578.4
588.3
590.5
502.8
–14.9 %
18.5
17.7
18.7
20.0
18.2
–8.7 %
Exports (as a percentage of sales)
Personnel expenses
Research and development expenses
Education and training expenses
1)
2)
Postal Address
on prev.
year
(in millions of €)
+43 (0)51707-24046
+43 (0)51707-53000
[email protected]
www.siemens.at/presse
Siemensstraße 92
1211 Vienna
Information on additional locations can be found at
www.siemens.at/standorte
Imprint
The names and designations used in this report may
be registered trademarks. Their use by other parties
may violate the rights of their owners.
Photo Credits
All pictures are copyright
Siemens Aktiengesellschaft Österreich.
We would like to thank:
Pascal Preti / The Image Bank (cover)
Philipp Horak (pages 4 and 8)
Publicis KommunkationsAgentur GmbH, GWA (page 12)
JOKER/ullstein bild, APA Picturedesk (page 61)
Mevla Sales / Siemens IT Solutions and Services (page 62)
/brandville (page 63)
Hertha Hurnaus (page 64)
Angelika Kainz (page 65)
Martin Stickler (page 66)
Georg Lembergh (page 67)
Concept, Coordination and Implementation
Project management:
Christian Holler-Berger
Corporate responsibility:
Klemens Lendl,
Angelika Kainz
Economic data:
Gerold Zakarias
Creative direction:
Martina Mikulka
Art direction:
Agentur PRIMART,
Christina Lehner
Production:
Jutta Duschet
Typesetting and lithography: CPZ Zeitschriftenverlags
ges.m.b.H.
Translation and proofreading:LanguageLink
Sprachdienste GmbH
Printing:
Offset 5020 Druckerei &
Verlag Ges.m.b.H.
Property, plant, and equipment including equipment leased to customers.
Not including employees completing compulsory military service, employees on maternity leave, and apprentices.
Because of the continued work in fiscal year 2009 to implement the new organizational structure consisting of three operating Sectors (Industry, Energy,
and Healthcare) and the two cross-sector business units Siemens IT Solutions and Services (SIS) and Siemens Financial Services (SFS) as well as because
of the Group-wide efforts to streamline the equity holding structure and to reduce the number of business entities in the Group, the key figures for
Siemens Group Austria are no longer included in this annual report.
The material organizational changes and a list of all direct majority shareholdings and of selected fifty-percent shareholdings of Siemens Aktiengesellschaft
Österreich can be found on pages 54 to 57 of this annual report.
This annual report is also published in German.
Electronic versions will be available for download in
English and German at www.siemens.at/presse
at the end of January 2010.
Typesetting and printing errors excepted.
Contents
Key Figures
Contents � 1
At a Glance
Reports
Corporate Responsibility
Statement from the Managing Board � 4
Management’s Discussion
and Analysis � 20
Values and Vision � 60
Economic Responsibility � 62
The Managing Board � 8
Siemens Group Austria � 54
Group Structure � 10
Environmental Responsibility � 63
Supervisory Board Report � 12
Social Responsibility � 64
Supervisory Board and
Managing Board Appointments � 16
Annex
Index of Abbreviations � 70
Disclaimer � 72
Contact
In the Supplement
Balance Sheet for
Income Statement
Appendix with Notes to the Balance Sheet
and Income Statement
Statement from the Managing Board � 4
The Managing Board � 8
Group Structure � 10
Supervisory Board Report � 12
Supervisory Board and
Managing Board Appointments � 16
At a Glance
Company Profile
For over 130 years, the name Siemens has stood for technological competence, innovation,
quality, and reliability in Austria. We offer pioneering technologies and comprehensive
expertise to help our customers succeed in their business and stay competitive.
Our activities are focused on the three sectors of Industry, Energy, and Healthcare.
Siemens and its 7,762 employees generated sales of €2,973.2 million during the fiscal year.
The welfare of many people is based on the value that we create and on our business
success. This is a great opportunity, because when we manage our value creation chain
responsibly – from procuring raw materials all the way to selling the final product –
we contribute not only to the sustainable development of our Company, but also of the
societies in which we are active.
In addition to the challenges that Siemens faces every day as an integrated technology
group, we must also strive to meet the expectations that our various stakeholders
place upon us. One of the most important of these expectations is transparency in our
business activities.
At a Glance
4
Statement
from the
Managing
Board
8
The Managing
Board
10
Group
Structure
12
Supervisory
Board Report
16
Board
Appointments
Ladies and Gentlemen,
Siemens Aktiengesellschaft Österreich successfully completed further
substantial organizational changes over the past fiscal year. The new
Group structure comprising the Sectors of Industry, Energy, and
Healthcare was finalized and implemented. After the management
buyout of the Siegendorf electronics plant, the RCA switching systems
factory in Linz, and the SIMEA plant in Vienna, a new and promising
structure has been found for the remaining non-Group activities in the
form of Melecs Holding, bringing a long restructuring process to a
successful conclusion.
It will come as no surprise that Siemens Austria was hit hard by the international financial and
economic crisis. Some of our industrial customers were faced with massive problems, which in turn
significantly impacted the development of our business. But, together with the management of our
various units and our Company’s pragmatic and supportive employee representatives, we were able
to find flexible and effective measures including the reduction of overtime and vacation time and
special part-time work arrangements during especially difficult periods that allowed us to weather
the crisis with no large-scale staff reductions or other substantial damage to the Company. Another
key advantage in this was certainly the considerable effort that we invested in optimizing and streamlining our cost structures before the outbreak of the crisis. All in all, what we achieved before and
during the crisis has put us in a very advantageous competitive position.
As things stand now, any concrete predictions about how the economy will develop are guesses at
best. While many are saying that the economy has bottomed out, the current conditions are still too
uncertain and volatile to make reliable projections. The significant structural and capacity utilization
problems that arose in the software development unit SIS SDE after the recent significant changes in
the Company’s portfolio were mitigated but not entirely eliminated, in part through a task force set up
by the Works Council. In any case, Siemens Austria strove to remain a reliable employer and live up to
its social responsibility while dealing with the effects of a destructive global economic crisis the likes
of which the world had never seen. It goes without saying that the fundamental laws of economics
cannot simply be suspended, no matter what a company’s intentions. What a company can do, however, is make the best possible choices for the welfare of its employees instead of using the general
economic conditions as an excuse to shirk its social responsibility. For example, Siemens Austria is
still one of the largest and most important industrial vocational educators in the country, with 610
apprentices in training. In times like these when many companies have downsized their vocational
training programs, Siemens Austria has continued training far more apprentices than it needs for its
own operations. The Company also has a long history of providing training to young people with special needs, focusing especially on integrating trainees with hearing impairments into its general apprentice programs. Diversity management, in particular promoting the careers of women at Siemens
Austria, is also a special area of attention. Company daycare centers, specially tailored working time
models, and programs for supporting professional training show how serious the Company is about
Brigitte Ederer, Chairwoman of the Managing Board
increasing the number of women on its staff. Appointing women to key management positions, such
as our recently appointed director of human resources, is also a sign of this.
Over the last fiscal year, Siemens Austria again invested considerable resources in expanding its portfolio of green infrastructure solutions. The global paradigm shift towards an integrated and sustainable climate and energy policy is opening up tremendous business opportunities for patently green
companies like Siemens. Technological innovation is one of the key prerequisites for fundamentally
transforming our energy system, and few companies can claim a broader range of expertise in this
area than Siemens. Especially Siemens Aktiengesellschaft Österreich offers a range of competences
that is difficult for any other single company to match.
There is enormous potential not only in power generation, but also in distribution. The new combined cycle power plant in Timelkam, for example, is one of the most energy-efficient and environmentally friendly plants that can be built with the currently available technologies. Compared to the
old coal-fired power plant at the site, the new plant emits nearly 70 percent less carbon dioxide and
80 percent less nitric oxides while producing up to seven times as much energy. The modernization
of the power plant in Simmering increased its fuel utilization efficiency to over 80 percent, which
translates into a cut of 1.3 million metric tons of carbon dioxide emissions per year. Another key factor in the future will be smart grids, which allow data exchange between the consumer and various
power providers to enable the more sensible and economical use of our resources. Siemens Austria
completed a key pilot project with Energie AG to develop the Automated Metering and Information
System (AMIS), which is now also being implemented by the Swiss power utility Arbon Energie AG.
Our focus on ecological sustainability is also highly important in the Industry Sector, especially in
the areas of building technologies, transport technology, and energy efficiency. Innovative control
and management systems have made it possible for Siemens Austria to develop green building automation solutions that have been recognized under the EU’s Green Building program, for example for
the energy savings contracting model employed at the Theresienbad indoor pool. This project was
f inanced with the saved energy costs and also eliminates 457 metric tons of carbon dioxide emissions per year. In addition, innovative drive solutions can cut an industrial firm’s electricity costs by
up to 70 percent, and it has been estimated that 4,220 gigawatt hours a year could be saved in Austrian
industry alone by installing variable-speed drives and energy-saving motors. We also have a long
track record with our portfolio of sustainable mobility products covering rail, tram, and metro vehicles as well as traffic management and tolling technologies, all of which we integrate to create complete, ecologically managed transport systems. The recent order from the Vienna Transport Authority
for a further 20 of the especially energy-efficient and earth-friendly V-type metro trains again underscored the high performance and quality of Siemens’ mobility products. During braking, the V-trains
can convert over one third of their kinetic energy into electricity and feed it back into the metro power
system. And after its 35 to 40 years of service, up to 90 percent of the V-train can be recycled.
Siemens Austria’s proven competence as a technological innovator in the area of environmental and
climate protection can of course only be maintained when sufficient resources are invested in research and development. In this regard, we were especially pleased when Vienna was made one of
At a Glance
4
Statement
from the
Managing
Board
8
The Managing
Board
10
Group
Structure
12
Supervisory
Board Report
16
Board
Appointments
Corporate Technology’s world competence centers as part of the unit’s global reorganization. This
clearly underscores Siemens Austria’s key role as a researcher and developer, as recognized and
respected within the worldwide company but also by businesses, government agencies, and the
applied sciences community. We are also extremely proud of the fact that the Austrian Corporate
Technology unit was able to bring new world competence centers for the worldwide Siemens group to
Austria.
We look back on a fiscal year that was dominated above all by a financial and economic crisis that
shook the foundations of the world’s economy, and whose end is not yet in sight. Despite these global
economic storms and despite a series of major structural changes, Siemens Austria weathered the
year’s challenges very successfully. This was only possible because every person in the Company
from the highest levels of management down to our newest employees were committed to staying
the course. I would like to sincerely thank all of you for your commitment! Unfortunately, some painful changes had to be made. But now, it is time to look ahead and do everything in our power to make
the most of the upswing that will come after the crisis and to secure Siemens Austria a successful
position in new growth markets.
Vienna, December 21, 2009
For the Managing Board
Brigitte Ederer
Chairwoman
At a Glance
4
Statement
from the
Managing
Board
8
The Managing
Board
10
Group
Structure
12
Supervisory
Board Report
16
Board
Appointments
The Managing Board
of Siemens AG Österreich
Operational Responsibility
Brigitte Ederer, Mag.
Chairwoman
Direction of the Group member company
Siemens VAI Metals Technologies GmbH & Co (VAI)
Direction of the corporate units
Communications (CC)
(including Media Relations, Company Spokesman (CC MR))
Corporate Technology Central Eastern Europe (CT CEE)
General Counsel / Legal (GC / L)
General Secretariat (GS)
Human Resources (HR)
Regional Compliance Office (RCO)
Direction of the Company branches in Austria
Gunter Kappacher, Dipl.-Ing.
Energy Sector Lead
Direction of the Energy Sector
(including the respective Group member companies)
Fossil Power Generation (E F)
Oil & Gas (E O)
Power Distribution (E D)
Power Transmission (E T)
Renewable Energy (E R)
Service Rotating Equipment (E S)
Wolfgang Köppl, Dipl.-Ing.
Healthcare Sector Lead
and responsibility for the following countries
(including direction of the following regional companies
and representative offices owned by Siemens AG
Österreich)
Direction of the Healthcare Sector
Imaging & IT (H IM)
Workflow & Solutions (H WS)
Armenia – representative office, Yerevan
Azerbaijan – representative office, Baku
Bosnia and Herzegovina – Siemens d.o.o., Sarajevo
Bulgaria – Siemens EOOD, Sofia
Georgia – representative office, Tbilisi
Kosovo – representative office, Pristina
Croatia – Siemens d.d., Zagreb
Republic of Moldova – representative office, Chişinău
Montenegro – Siemens d.o.o., Podgorica
Romania – Siemens S.R.L., Bucharest
Serbia – Siemens d.o.o., Belgrade
Slovakia – Siemens s.r.o., Bratislava
Slovenia – Siemens d.o.o., Ljubljana
Hungary – Siemens Zrt., Budapest
Direction of the business unit
Image and Knowledge Management
Headquarter for Europe, Middle East & Central Asia, Africa
(H IKM EMEA)
Kurt Hofstädter, Dipl.-Ing. Dr. MBA
Industry Sector Lead
Direction of the Industry Sector
(including the respective Group member companies except
Siemens VAI Metals Technologies GmbH & Co)
Building Technologies (I BT)
Drive Technologies (I DT)
Industry Automation (I IA)
Industry Solutions (I IS)
Mobility (I MO)
Siemens Industrial Manufacturing,
Engineering and Applications (SIMEA)
And direction of the cross-sector business
Siemens IT Solutions and Services (SIS)
Reinhard Pinzer, Dipl.-Kfm.
Chief Financial Officer
Direction of the cross-sector businesses and
other operations
Application Management Center
Mid-South-Europe (AMC MSE)
Elin GmbH & Co KG (ELIN)
Siemens Bacon GmbH & Co (BACON)
Siemens Financial Services (SFS)
Siemens Personaldienstleistungen GmbH & Co KG (SPDL)
Direction of the corporate units and cross-sector services
(including Group member companies)
Business Excellence (BE)
Central Eastern Europe Information Technology (CEE IT)
Corporate Investment Management (CIM)
Corporate Finance (CF)
Global Procurement and Logistics (GPL)
Risk Internal Controls and Reviews (RIC&R)
Siemens Real Estate (SRE)
Taxes (T)
Administrative direction of all Sectors, cross-sector
businesses and Group member companies and
responsibility for the Cluster countries
From left to right:
Reinhard Pinzer, Brigitte Ederer, Gunter Kappacher,
Kurt Hofstädter, Wolfgang Köppl
As of October 1, 2009
Group Structure
The Managing Board
Brigitte Ederer
Chairwoman
Kurt Hofstädter
Industry Sector Lead
Sector
Siemens VAI Metals
Technologies GmbH & Co (VAI)*
Werner Auer
Martin Krauss
Gunter Kappacher
Energy Sector Lead
Wolfgang Köppl
Healthcare Sector Lead
Industry Sector (I)
Energy Sector (E)
Healthcare Sector (H)
Kurt Hofstädter
Reinhard Pinzer
Gunter Kappacher
Johannes Hofmann
Wolfgang Köppl
Wilhelm Kindlinger
Josef Stadlinger
Christian Knechtel
Energy Automation (E A)
Gerd Pollhammer
Elisabeth Hausegger
Imaging & IT (H IM)
Werner Beier
Wilhelm Kindlinger
Industry Automation and
Drive Technologies (I IA&DT)
Christian Zwickl-Bernhard
Rudolf Preslicka
Fossil Power Generation
Energy Solutions Vienna
(E F ES VIE)
Klemens Fink
Hermann Meyer
Workflow & Solutions (H WS)
Werner Beier
Wilhelm Kindlinger
Robert Monsberger
Thomas Balazs
Mobility (I MO)
Gottfried Schuster
Andreas Pálffy
Siemens Industrial
Manufacturing, Engineering
and Applications
Dieter Knöllinger
Stefan Petsch
Irene Gamsjäger
Oil & Gas, Energy Products &
Services (E OPS)
Thomas Briza
Eduard Palisek
Wilhelm Kitzhofer
Power Transmission and
Distribution (E TD)
Leonhard Loibl
Karin Paultraxl
Image and Knowledge
Management
Headquarter for Europe,
Middle East & Central Asia,
Africa (H IKM EMEA)**
Herbert Baumgartner
Gerhard Hauser
Cross-Sector Business
Siemens IT Solutions and
Services (SIS)
Albert Felbauer
Hanns-Thomas Kopf
Edwin Schulz
** Assigned to the Industry Sector
at the Group level
** Business unit
Branch Directors in Austria
Bregenz
Eisenstadt
Graz
Innsbruck
Bernd Spratler
Gerhard Lackner
Gerhard Geisswinkler
Werner Ritter
Regional Companies and Representative Offices
10
Representative office of
Siemens AG Österreich,
Yerevan, Armenia
Siemens AG Österreich, Baku,
Azerbaijan
Norayr Khachatryan
Siemens d.o.o., Sarajevo,
Bosnia and Herzegovina
Siemens EOOD,
Sofia, Bulgaria
Samir Akhundov
Ranko Atijas
Lejla Sokolović
Boriana Manolova
Kurt Hainschitz
Joachim Wiesner
Siemens d.o.o.,
Podgorica, Montenegro
Siemens S.R.L.,
Bucharest, Romania
Siemens d.o.o.,
Belgrade, Serbia
Siemens s.r.o.,
Bratislava, Slovakia
Snežana Ivanović
Ivan Knežević
Cristian Secosan
Joachim Wiesner
Tihomir Rajlić
Ivan Knežević
Vladimír Slezák
Dale André Martin
At a Glance
4
Statement
from the
Managing
Board
8
The Managing
Board
10
Group
Structure
12
Supervisory
Board Report
16
Board
Appointments
Reinhard Pinzer
General Counsel (GC)
Armin Toifl
Cross-Sector Business Corporate Units
Siemens Financial Services (SFS)
Wilfried Stuckart
Cross-Sector Service
Siemens Real Estate (SRE)
Franz Mundigler
Christian Georg Draxler
General Secretariat (GS)
Georg Weiher
Business Excellence (BE)
Wolfgang Raschka
Central Eastern Europe
Information Technology (CEE IT)
Ulrich Bleicher
Communications (CC)
Gerald Oberlik
Other Operations
Media Relations,
Company Spokesman (CC MR)
Harald Stockbauer
Application Management Center
Mid-South-Europe (AMC MSE)
Torsten Andres
Corporate Finance (CF)
Arnulf Wolfram
Siemens Personaldienstleistungen
GmbH & Co KG (SPDL)
Barbara Schalk-Steiner
Gerhard Zummer
Corporate Investment
Management (CIM)
Dietmar Pokorny
Corporate Technology
Central Eastern Europe (CT CEE)
Peter Nowotny
Edeltraud Stiftinger
Global Procurement and
Logistics (GPL)
Josef Kinast
Human Resources (HR)
Brigitta Mlinek
Risk Internal Controls and
Reviews (RIC&R)
Beate Andres
Legal (L)
Armin Toifl
Regional Compliance Office
(RCO)
Walter Sölle
Taxes (T)
Thomas Thomasberger
Klagenfurt
Linz
Salzburg
St. Pölten
Gerhard Geisswinkler
Wolfgang Laub
Willy Stelzer
Wolfgang Schneider
Josef Kolarz-Lakenbacher
Tbilisi, Georgia
Pristina, Kosovo
Siemens d.d.,
Zagreb, Croatia
Chişinău, Republic of Moldova
Ivan Gabashvili
Valon Berisha
Siemens d.o.o.,
Ljubljana, Slovenia
Siemens Zrt.,
Budapest, Hungary
Medeja Lončar
Peter Hinteregger
László Szentkuti
Péter Bogdánffy
Marec Béla Steffens
Mladen Fogec
Peter Hinteregger
Serghei Putilin
As of October 1, 2009
11
12
At a Glance
4
Statement
from the
Managing
Board
8
The Managing
Board
10
Group
Structure
12
Supervisory
Board Report
16
Board
Appointments
Ladies and Gentlemen,
The Supervisory Board of Siemens Aktiengesellschaft Österreich
diligently fulfilled its responsibilities as set forth in the law and in
the articles of association of the Company over the course of
the 2009 fiscal year.
The Managing Board provided the Supervisory Board with regular and detailed reports on all relevant
developments and events in the Company, on its business policies, and on other fundamental aspects
of business management and planning. The Managing Board also informed us of important developments whenever the need arose between our regular meetings.
Key issues addressed in these reports and discussions included the development of the Company and
its business in the adverse economic environment, measures for the carve-out and incorporation as
well as the sale and purchase of business activities, the restructuring of business units (especially
Siemens IT Solutions and Services [SIS]), the ongoing measures to cut costs, and the associated
capacity adjustments. The issues of compliance, dealings with antitrust authorities, and the development of business at the companies in the Central and Southeastern European countries under
Siemens Aktiengesellschaft Österreich’s responsibility were also dealt with in great detail.
Changes in the Supervisory Board
Rudolf Gruber, Deputy Chairman of the Supervisory Board, stepped down from the Board at the end
of the Annual General Meeting on December 9, 2008, also vacating the seat of Deputy Chairman.
Norbert Zimmermann was appointed to the Supervisory Board effective December 9, 2008. Following
this, the Supervisory Board elected Christian Konrad as Deputy Chairman effective December 9,
2008.
Supervisory Board Meetings
The Supervisory Board convened for a total of four meetings and one constitutive meeting during the
fiscal year. The following topics were discussed:
At the first meeting on December 9, 2008, the Board discussed the development of business for the
Industry, Energy, and Healthcare Sectors and for the cross-sector business unit Siemens IT Solutions
and Services (SIS) in fiscal year 2008 and approved the annual financial statements as of September 30, 2008, after reviewing them. The Board discussed the financial and business planning for the
2009 fiscal year and approved the establishment of the central Corporate Technology (CT) unit. The
decision was made that Siemens Aktiengesellschaft Österreich would purchase the entire operations
of Siemens Power Generation und Anlagentechnik GmbH., Vienna (SPGA).
In addition, the Supervisory Board submitted a motion at the Annual General Meeting that Ernst &
Young Wirtschaftsprüfungsgesellschaft m.b.H., Vienna, be appointed as the auditor for the 2009 fiscal year in accordance with the proposal of the Managing Board. Because of the structural changes
Siegfried Russwurm, Chairman of the Supervisory Board
13
within the Company, a new distribution of responsibilities among the Managing Board members was
also decided and a series of other organizational measures in the Company approved.
At the constitutive meeting that was held immediately after the first Supervisory Board meeting,
Christian Konrad was elected Deputy Chairman of the Supervisory Board by vote of the Board.
At the second meeting of the Supervisory Board on March 3, 2009, the Board discussed the current
development of business and also the status of the cost-cutting measures, the situation at Siemens IT
Solutions and Services Program and System Engineering (SIS PSE), and the personnel measures associated with these developments.
After extensive discussion, the sale of the Company’s shares in the SIMEA companies (SIMEA Gesell
schaft zur Fertigung elektronischer Komponenten GmbH, Vienna/Siegendorf, MWW Metallbear
beitungs-GmbH, Vienna, and MELECS SWL GmbH, Linz) and other organizational changes in the
Company were approved.
In addition to covering the current development of business in the Industry, Energy, and Healthcare
Sectors and in Siemens IT Solutions and Services (SIS), the Board exhaustively discussed the current
situation and future of Siemens IT Solutions and Services System Development and Engineering (SIS
SDE, formerly SIS PSE) during the meeting on June 15, 2009. A key focus in this was the status of the
restructuring of this unit and the associated personnel measures. The Managing Board reported on
the successful sale of the SIMEA companies and the successful integration of SPGA.
The Supervisory Board also approved the purchase of the limited partnership (Kommandit) shares in
Siemens Transportation Systems GmbH & Co KG and the purchase of Siemens termelő, szolgáltató és
kereskedelmi zárt körűen működő részvénytársaság (“Siemens Zrt”), Budapest. A new distribution of
responsibilities among the Managing Board members was also adopted.
During the last Supervisory Board meeting in the 2009 fiscal year, which was held on September 7,
2009, the Managing Board reported on the current development of business and the outlook for the
remainder of the fiscal year until September 30, 2009, with regards to Siemens Aktiengesellschaft
Österreich and its most important subsidiaries in Austria and CEE. The current status of SIS SDE and
of the cost-cutting measures was also discussed in detail.
Audit Committee
The committee for auditing and preparing the final acceptance of the financial statements of Siemens
Aktiengesellschaft Österreich as of the end of the fiscal year on September 30, 2008, convened on
December 9, 2008. During this meeting, the financial statements for fiscal year 2008, the proposal for
the appropriation of the profits, and the management’s discussion and analysis were reviewed in
accordance with the legal and other requirements and a proposal for the selection of an auditor
accepted. No cause was found for objection. The Audit Committee regularly collected information on
the ongoing audit and all of the auditor’s material findings. Representatives of the balance sheet auditor were present at the meeting of the Audit Committee and provided clarification when needed.
14
At a Glance
4
Statement
from the
Managing
Board
8
The Managing
Board
10
Group
Structure
12
Supervisory
Board Report
16
Board
Appointments
Annual Financial Statements
The annual financial statements and the management’s discussion and analysis for fiscal year 2008
were audited by the balance sheet auditor appointed in accordance with § 270 of the Austrian Uniform Commercial Code (UGB), KPMG Austria GmbH, Vienna, and were certified without qualification.
After reviewing the auditor’s report and completing its own review of the financial statements, the
Supervisory Board also approved the financial statements at its meeting on December 9, 2008.
Representatives of the balance sheet auditor were present at the balance sheet meeting of the Supervisory Board and provided clarifications when needed.
The Supervisory Board approved the annual financial statements as of September 30, 2008, the management’s discussion and analysis, and the proposal for the appropriation of profits as prepared by
the Managing Board. The annual financial statements as of September 30, 2008, are hereby approved
pursuant to § 125 paragraph 2 of the Austrian Stock Corporation Act (Aktiengesetz).
The Supervisory Board thanks the Managing Board, the line managers, and all employees of the
Company for their great personal effort and commitment to ensuring the continued success of the
Company.
Vienna, December 21, 2009
For the Supervisory Board
Siegfried Russwurm
Chairman
15
Board Appointments
Supervisory Board
Johann Haider, Dipl.-Ing.
Siegfried Russwurm, Prof. Dr.-Ing. Dipl.-Ing.
Chairman of the Supervisory Board
Managing Partner of Hans Haider
Consulting GmbH, Vienna, Austria
Date of birth: May 10, 1942
External supervisory board appointments (in Austria)
Energie Klagenfurt GmbH, Klagenfurt (Chairman)
A.Ö. Krankenhaus des Deutschen Ordens Friesach GmbH,
Friesach
External supervisory board appointments (abroad)
Meinl International Power Ltd.,
St. Helier, Jersey (Chairman of the Board until 11/14/2008)
Member of the Managing Board of Siemens AG,
Berlin and Munich, Germany
Date of birth: June 27,1963
ESMT European School of Management and Technology,
Berlin, Germany
Christian Konrad, Generalanwalt ÖkR Dr.
Deputy Chairman (since 12/9/2008)
Chairman of the Supervisory Board of Raiffeisen
Zentralbank Österreich AG, Vienna, Austria
Date of birth: July 24, 1943
AGRANA Beteiligungs-AG, Vienna (Chairman)
DO & CO Restaurants und Catering Aktiengesellschaft, Vienna
KURIER Redaktionsgesellschaft m.b.H., Vienna (Chairman)
KURIER Zeitungsverlag und Druckerei Gesellschaft m.b.H.,
Vienna (Chairman)
LEIPNIK-LUNDENBURGER INVEST Beteiligungs AG, Vienna
(Chairman)
Raiffeisen Zentralbank Österreich AG, Vienna (Chairman)
RAIFFEISENLANDESBANK NIEDERÖSTERREICH-WIEN AG,
Vienna (Chairman)
RWA Raiffeisen Ware Austria AG, Vienna
UNIQA Versicherungen AG, Vienna (Chairman)
BAYWA AG, Munich, Germany
Südzucker AG Mannheim/Ochsenfurt, Mannheim,
Germany (Deputy Chairman)
SAINT LOUIS SUCRE S.A., Paris, France
Albert Hochleitner, Dipl.-Ing. Dr. h.c.
Former Chairman of the Managing Board of Siemens AG
Österreich, Vienna, Austria
AT&S Austrian Technologie & Systemtechnik
Aktiengesellschaft, Leoben-Hinterberg
Infineon Technologies Austria AG, Villach
Joe Kaeser, Dipl.-Bw.
Member of the Managing Board of Siemens AG,
Date of birth: June 23, 1957
Allianz Deutschland AG, Munich, Germany
Bayerische Börse AG, Munich, Germany
Enterprise Networks Holdings B.V., Amsterdam, Netherlands
University of Augsburg, MBA Corporate Finance
and Rating, Augsburg, Germany
Siegfried Wolf, Ing.
Rudolf Gruber, Dr. iur. (until 12/9/2008)
Deputy Chairman
Co-Chief Executive Officer Magna International Inc.,
Ontario, Canada
Date of birth: October 31, 1957
HGI Beteiligungs AG, Graz (Chairman)
Österreichische Elektrizitätswirtschafts-Aktiengesellschaft
(Verbundgesellschaft), Vienna
Österreichische Industrieholding AG (ÖIAG), Vienna
(First Deputy Chairman)
STRABAG SE, Villach
GAZ Group, Nizhny Novgorod, Russian Federation
Magna International Inc., Ontario, Canada
Former Chairman of the Managing Board of EVN AG,
Maria Enzersdorf, Austria
Date of birth: December 28, 1933
EVN AG, Maria Enzersdorf (Chairman)
Moeller Beteiligungen GmbH, Vienna
Moeller Gebäudeautomation GmbH, Schrems
RAG-Beteiligungs-AG, Maria Enzersdorf (Chairman)
Rohöl-Aufsuchungs AG (RAG), Vienna (Chairman)
Wiener Börse AG, Vienna (Chairman until 6/19/2009,
Deputy Chairman since 6/19/2009)
Helmut Draxler, Dipl.-Ing. Dr.
Norbert Zimmermann, Mag. (since 12/9/2008)
Member of the Supervisory Board and Executive Committee
of the Supervisory Board of RHI AG, Vienna, Austria
Date of birth: April 25, 1950
LINZ AG für Energie, Telekommunikation, Verkehr und
Kommunale Dienste, Linz
OMV Aktiengesellschaft, Vienna
Orange Austria Telecommunication GmbH, Vienna (Chairman)
RHI AG, Vienna (Deputy Chairman)
Steiermärkische Krankenanstaltengesellschaft m.b.H.
(KAGes), Graz
Wiener Städtische Wechselseitige VersicherungsanstaltVermögensverwaltung, Vienna
External administrative board appointments (abroad)
AAE Ahaus Alstätter Eisenbahn Holding AG, Baar,
Switzerland
16
Chairman of the Supervisory Board of Berndorf
Aktiengesellschaft, Berndorf, Austria
Date of birth: April 13, 1947
„DELTA“ Beteiligungsverwaltung AG, Berndorf (Chairman)
Allianz Elementar Versicherungs-Aktiengesellschaft, Vienna
BENE AG, Waidhofen an der Ybbs (Deputy Chairman)
Berndorf Aktiengesellschaft, Berndorf (Chairman)
Berndorf Immobilien AG, Berndorf (Chairman)
Gebrüder Weiss Holding AG, Lauterach
OMV Aktiengesellschaft, Vienna
Oberbank AG, Linz
SCHOELLER-BLECKMANN OILFIELD EQUIPMENT
Aktiengesellschaft, Ternitz (Chairman)
TecNet Equity Technologiebeteiligungs-Invest AG, St. Pölten
(Chairman)
At a Glance
4
Statement
from the
Managing
Board
8
The Managing
Board
10
Group
Structure
12
Supervisory
Board Report
16
Board
Appointments
Elected by the Works Council*
Friedrich Hagl
Chairman of the Central Works Council of Siemens AG
Wolfgang Springer, Ing. Mag. (FH)
Josef Utzig
Date of birth: August 23, 1951
Alfred Zimmermann, Ing.
Honorary Presidents
Managing Board
Brigitte Ederer, Mag.
Chairwoman of the Managing Board of Siemens AG
Date of birth: February 27, 1956
B & C Beteiligungsverwaltungs GmbH, Vienna
(until 5/12/2009)
Boehringer Ingelheim RCV GmbH, Vienna
Österreichische Industrieholding AG (ÖIAG), Vienna
Kurt Hofstädter, Dipl.-Ing. Dr. MBA
Gunter Kappacher, Dipl.-Ing.
Date of birth: September 1, 1959
External board appointments (in Austria)
Austrian Electrotechnical Association (ÖVE), Vienna
(President)
Wolfgang Köppl, Dipl.-Ing.
Heinrich v. Pierer, Prof. Dr. iur. Dr.-Ing. E.h.
Former Chairman of the Managing Board of Siemens AG,
Date of birth: January 26, 1941
Hochtief AG, Essen, Germany
Koç Holding A.Ş., Istanbul, Turkey
Münchener Rückversicherungs-Gesellschaft AG, Munich,
Germany (until 4/22/2009)
ThyssenKrupp AG, Düsseldorf, Germany
(until 11/15/2008)
Reinhard Pinzer, Dipl.-Kfm.
Chief Financial Officer of Siemens AG Österreich,
Vienna, Austria
Allianz Invest Kapitalanlagegesellschaft mbH, Vienna
Josef Staribacher, Dipl.-Vw. Dr.
Date of birth: March 25, 1921
Walter Wolfsberger, Dkfm. Dr.
Date of birth: June 19, 1930
* Elected to the Supervisory Board by the Works Council pursuant
to § 110 paragraph 1 of the Austrian Labor Constitution Act.
As of October 1, 2009.
This list does not include appointments to Group boards.
17
Management’s Discussion
and Analysis � 20
Siemens Group Austria � 54
Reports
Corporate Governance
A clearly structured and actively applied system of corporate governance is one of our
highest priorities. Our corporate governance system is the basis for all of our decisionmaking and control processes. It stands for:
–The responsible, values-based management and control of the Company in a way that
ensures sustainable success,
–Targeted and efficient collaboration between the Managing Board and Supervisory Board,
–Protecting the interests of our shareholders and employees,
–Ensuring transparency and responsibility in all business decisions, and
–The appropriate handling of risks.
This system allows us to create long-term value for our shareholders and customers and to
provide answers to the most important questions of our time.
Management’s Discussion and Analysis
for Siemens Aktiengesellschaft
Österreich for Fiscal Year 2009
1. Economic Conditions
The international financial crisis that erupted in 2008 had a strong negative impact on the economic
conditions in Austria and our traditionally important sales markets in Eastern Europe during the 2009
fiscal year.
At the end of 2008, the 2009 economic forecasts for Austria were still cautiously optimistic, with projected GDP growth of 0.9 percent. However, the projections were continuously revised downwards
over the course of 2009, finally hitting bottom in the summer at a projected GDP contraction of over
4 percent.
This negative trend did not end until late summer 2009, and current projections foresee somewhat
better GDP development in Austria for 2009. Overall, however, economic output is still expected to
shrink by 3.8 percent1) versus 2008.
Compared to 2007 with its GDP growth of 3.5 percent and 2008 with its 2 percent growth rate, the
Austrian economy was hit hard in 2009 and is currently performing 5.8 percent lower than the 2 percent growth projection for the year published in January 2008. GDP is expected to expand again at a
moderate rate of 1.1 percent1) in 2010. However, the absolute level of GDP growth in 2010 will still be
far below that of recent years.
Gross fixed investment is projected to contract by 7.7 percent1) in Austria in 2009, and investments in
equipment, which are highly important for Siemens’ business, are even expected to contract by 12.4
percent1).
The manufacturing industry has also been hit hard, and Austria’s total production volume in 2009 is
anticipated to be 12.5 percent1) lower than in 2008. In some cases, this is also leading to drastic cutbacks in investments in this industry.
The poor global economic environment is also hampering export activity, which has been an important driver of growth in the past. The critical conditions on the national and international financial
markets are an exacerbating factor because of the currently high risk premiums and more restrictive
conditions for obtaining capital.
Despite stabilization and slight increases in the dispatch of goods in recent months, Austrian exports
are expected to decline by 14.5 percent1) overall in 2009.
The economic conditions in Eastern Europe, a key market for Austrian export sales, are particularly
troubling, with an average forecast GDP decrease of about 6 percent2) in 2009. However, we still view
1)
2)
20
Source Austria: Austrian Economy – October 2009, Bank Austria UniCredit Group
Source Eastern Europe: CEE Quarterly 4/2009, UniCredit Group
Reports
20
Management’s
Discussion
and Analysis
54
Siemens Group Austria
this region as a strategic growth market. Wherever the political situation is stable, the need to bring
infrastructure up to western standards should generate considerable potential for the sale of Siemens
products.
The domestic economy in Austria will be supported by private and public consumption, but these
positive effects will not be nearly enough to make up for the negative overall situation. The stimulus
measures enacted by the Austrian government have not yet had any noticeable long-term positive
effects in the sectors of the economy that are relevant for Siemens.
It remains to be seen whether we have passed through the worst of the crisis and are at the cusp of a
lasting economic recovery, or if the conditions have simply stabilized at a low level. In any event, different sectors of the economy and different markets are being affected to varying degrees at different
times, which means that Siemens Aktiengesellschaft Österreich will be faced with disparate general
conditions and considerable challenges in 2010 as well.
2. Development of Business for Siemens Aktiengesellschaft Österreich
2.1. General
The difficult economic conditions in Austria and on the export markets that are important for Siemens
Aktiengesellschaft Österreich (such as CEE) have had a major impact on the development of business,
though the exact effects differed widely in each Sector.
The SucCEEd II cost-cutting program that was launched before the international financial and economic crisis began was continued consistently in all of the Company’s units to increase our competitive strength and to mitigate the effects of the crisis. Through this program, our Group structure was
streamlined further, lasting cuts were made in our administrative costs, and productivity increased
in our operating units. The general economic conditions and the cost-cutting program also necessitated capacity adjustments in some units of the Company.
Our efforts to eliminate activities not belonging to our core Sectors of Energy, Industry, and Healthcare or to the cross-sector business units Siemens IT Solutions and Services and Siemens Financial
Services were largely concluded in 2009 with the sale of Siemens Aktiengesellschaft Österreich’s
shares in the SIMEA companies (SIMEA Gesellschaft zur Fertigung elektronischer Komponenten
GmbH, Vienna/Siegendorf, MWW Metallbearbeitungs-GmbH, Vienna, and MELECS SWL GmbH, Linz).
To this end, the part of the SIMEA plant in Vienna that is not used by the Industry Sector was carved
21
out of Siemens Aktiengesellschaft Österreich and transferred to SIMEA Gesellschaft zur Fertigung
elektronischer Komponenten GmbH, Vienna/Siegendorf.
In order to create additional synergies, further focus existing competences, and reduce the number
of Siemens companies (and therefore the Group’s complexity and management costs), the complete
operations of Siemens Power Generation Anlagentechnik GmbH, Vienna, were purchased and integrated into the Division Energy Fossil Power Generation of Siemens Aktiengesellschaft Österreich by
way of an asset deal.
Within the Group, Siemens Aktiengesellschaft Österreich also purchased Siemens Zrt., Budapest, and
the limited partnership shares in Siemens Transportation Systems GmbH & Co KG, Vienna. The integration of these companies’ activities into Siemens Aktiengesellschaft Österreich will be completed
on October 1, 2009.
In the cross-sector business unit Siemens IT Solutions and Services (SIS), the Program and System
Engineering unit (formerly SIS PSE) was also restructured.
The parts of SIS PSE that work for the Energy, Industry, and Healthcare Sectors were transferred into
the newly established unit of Corporate Technology Central Eastern Europe (CT CEE) within Siemens
Aktiengesellschaft Österreich. The remaining parts of SIS PSE that focus on providing services to external customers (primarily in the telecommunications industry) were renamed as SIS SDE (System
Development and Engineering) and set up as a globally active delivery business unit of SIS.
Because of the significant decline in demand for software solutions, especially in the telecommunications industry, a far-reaching restructuring program had to be launched for SIS SDE and will continue after the end of the 2009 fiscal year.
The combination of the Group-wide cost cutting program, the generally difficult economic conditions, and the specific restructuring program for SIS SDE posed enormous challenges for the Company and its management and staff.
When considering the adverse environment, Siemens Aktiengesellschaft Österreich performed well
on the market during the reporting period. The poor general situation in Austria and the considerable
decline in investment activity, especially in industry but also in information technology and software
solutions, had a considerable impact on the development of business for Siemens Aktiengesellschaft
Österreich.
New orders totaled €2.231 billion in the fiscal year, considerably less than in the prior year (€3.373
billion). However, in addition to the general economic factors discussed above, the decline in order
intake was also influenced by the fact that the combined cycle power plant project in Mellach that
was landed last year accounted for €600 million in order intake in 2008, while no such project was
won in 2009 because no further power plant projects were awarded in Austria during the fiscal year.
22
Reports
20
Management’s
Discussion
and Analysis
54
The extraordinary effects of the carve-out of parts of the SIMEA manufacturing operations and the
integration of the operations of Siemens Power Generation Anlagentechnik GmbH roughly balanced
each other out, and therefore caused no notable changes.
Significant orders in fiscal year 2009 included another twenty V-type metro trains for the Vienna
Transport Authority and the order for the installation of the tolling system in Slovakia.
Sales during the period (€2.973 billion) improved by 6.3 percent compared to 2008 (€2.796 billion).
Key factors in this were the fulfillment of numerous orders on hand (which are still at a good level),
including the startup of the combined cycle power plants in Timelkam in Upper Austria and in Simmering (plant 1) in Vienna, as well as the delivery of fifteen railjet trains to Austrian Railways.
Eliminating the one-off effects described above, sales in the period were stable compared to the prior
year. Especially the Energy Sector but also Industry’s Mobility Division posted hefty increases.
Exports accounted for €964 million in sales in the fiscal year (2008: €1.148 billion).
Siemens Aktiengesellschaft Österreich’s strategic objective is to cement and expand its good market
position by consistently focusing on its key areas of business, represented by its Sectors of Industry,
Energy, and Healthcare along with its cross-sector business units Siemens IT Solutions and Services
and Siemens Financial Services.
We are especially striving to offer innovative products and solutions at a fair price to address the challenges arising from the megatrends of demographic change, urbanization, globalization, and climate
change. And we are confident that Siemens’ extensive portfolio covering everything from energy
efficiency and environmental technologies to infrastructure and healthcare solutions as well as systems for increasing productivity in industry will continue to optimally meet our customers’ needs
i nto the future.
To remain successful, we will need to further improve our competitive position and strength. To this
end, the Management Board is continuing to implement the SucCEEd II cost-cutting and productivityboosting program on all fronts, while at the same time making the capacity adjustments required by
the current market situation.
Siemens’ mission statement and the values set forth in it – responsible, excellent, and innovative –
provide the basic framework for the management of Siemens Aktiengesellschaft Österreich.
“Responsible” stands for our obligation to act ethically and responsibly towards our customers, business partners, employees, the environment, and society. “Excellent” represents our drive to achieve
outstanding performance and exceptional results for the benefit of our customers, the Company, and
all employees. “Innovative” stands for pioneering products and solutions that create lasting value.
23
In this, innovation and outstanding performance do not preclude ethical action or living up to our
responsibilities. In fact, just the opposite is the case.
Corporate responsibility and sustainability have long been integral parts of the management philosophy at Siemens Austria.
Siemens is committed to being a model of compliance and transparent business dealings, and created the Siemens compliance program to ensure this.
We live up to our environmental responsibility on the one hand through our broad spectrum of environmentally compatible products and solutions, but also by making wise and careful use of our natural resources at every step of the value creation chain.
And we obligate our business partners and suppliers to comply with ecological and ethical stan
dards.
Our responsibility towards our employees and society is a very fundamental element of how we see
ourselves at Siemens Austria, and is a key motivation in our decisions and actions especially during
economically difficult times. This sense of responsibility led to the conclusion of an agreement with
the Works Council to compensate for capacity fluctuations, and generous social compensation plans
were also created together with the Works Council for the unavoidable resource adjustments.
The support that we provide to cultural and social projects is another way in which we live up to our
responsibility towards the societies in which we are active.
Sustainable and responsible action is the only way that we can reach our business objectives and stay
competitive while creating benefits for society and the environment at the same time.
2.2. Sectors and Divisions of Siemens Aktiengesellschaft Österreich
Industry Sector
Industry Automation and Drive Technologies (I IA&DT)
Sales (in millions of €)
Employees
24
Reports
20
Management’s
Discussion
and Analysis
54
2008
2009
on prev.
year
366.6
274.5
–25.1 %
450
413
–8.2 %
Starting in the second quarter of the 2009 fiscal year, the considerably more adverse market conditions caused by the financial crisis had a significant impact on the Industry Automation and Drive
Technologies Division. Demand slid significantly, especially in the automobile, tool, and machine
building industries. Despite these difficult conditions, the Division was able to preserve its market
shares in all fields of business, and I IA&DT is still the market leader in industrial automation.
The sale of solutions for customers in the automotive, chemicals and pharmaceuticals, food and luxury goods, tunnel automation, and energy management segments again made a good contribution to
I IA&DT’s business success. The Division also consistently expanded the international market share
of the b.data energy management system, which brings a huge degree of transparency to energy consumption in industrial operations, including through projects for prominent customers in China,
Spain, and the U.K.
On the products front, the introduction of the new modular SIMATIC-S7-1200 control system played a
major role in strengthening the Division‘s market position. This system is the core of the new range
for simple but highly precise automation tasks. The new SIMATIC HMI Basic panels and the fully integrated engineering system ensure high system efficiency.
The Division also gained additional market share in the segment for low-voltage switching systems,
largely thanks to the introduction of the new 3 RW 4 soft starters.
The longer time required for large-scale drive projects helped to balance out some of the decline in
sales of drives with capacities above 200 kilowatts. The startup of the new assembly and service center
for geared motors and industrial gearboxes (ASC) has been delayed somewhat by the economic crisis,
but is still proceeding according to schedule overall. Production machines remained a major focus in
the Division’s sales of industry-specific solutions.
Sales of machine tools were down considerably, but still generated good profits. Mechanical Drives
enjoyed a very good fiscal year despite a decrease in order intake, especially in metals and paper as
well as in cement.
Business in the sale of electronics assembly systems was transferred to a legally independent entity
at the beginning of the fiscal year, and the low-voltage activities were integrated into the Building
Technologies Division effective October 1, 2009.
In addition to the introduction of new product families, the areas of energy monitoring and management, energy-efficient drive technologies, and retrofitting will be the key sales focuses in the coming
fiscal year.
25
Employees
2008
2009
on prev.
year
188.9
147.5
–21.9 %
700
664
–5.1 %
The Industry Solutions Division is Siemens’ system and solution integrator for industrial and infrastructure systems and covers the complete lifecycle from planning and construction all the way to
operation and various services. The Industry Solutions Division combines its process and industryspecific expertise and its technological experience with electrotechnical products from other Siemens
Divisions to improve its customers’ productivity and competitive strength. These customers include
companies in the metallurgy, mining, water treatment, pulp and paper, cement, snowmaking and
cable car, automated people mover, and industrial services segments. The Division is also shifting its
focus to account for the increased demand for environmentally friendly solutions.
To boost their efficiency, companies need integrated solutions that make their production and service
processes faster, more flexible, and more efficient as well as bringing lasting increases in the capacity of their systems. This requires a solution provider with process and technological expertise and IT
competence. To help its customers achieve success under these market conditions, the I IS Division
integrates previously isolated hardware and software systems and individually optimized automation systems with innovate IT solutions. It links production steps that were previously separate and
connects the management level with the process level.
The general business conditions were difficult for Siemens Industry Solutions in fiscal year 2009. The
relevant industrial market contracted by 25 percent on average, and few major orders were placed. To
compensate for this development and to counter the strong effects felt from the crisis in the steel
i ndustry, IS Metals Technologies placed a greater focus on modernization projects.
The most important orders in 2009 included projects for the installation of state-of-the-art electrical
and automation systems for Nostra Cement (at the Királyegyháza plant in Hungary) and Arabian Cement Co. Ltd. (at the Rabigh plant in Saudi Arabia). A large number of additional orders were won as
part of the delivery of electrotechnical equipment for a coal feeding conveyor belt system for Enel
S.p.A., Italy’s largest and Europe’s third largest energy group.
Three supra-regional centers of competence were established at IS Water Technologies in Austria during the fiscal year: the Integrated Solutions CoC (industrial process and wastewater treatment), the
Bioclar CoC (municipal wastewater projects) and the Oil/Water Separation CoC. The most important
projects in the water segment during the 2009 fiscal year included the chemical cooling water treat-
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Management’s
Discussion
and Analysis
54
ment system for the Mellach combined cycle power plant, the delivery of components for the water
treatment plant at Aqua Engineering GmbH, and the industrial water treatment system for Infraserv
GmbH & Co. Höchst KG in Frankfurt.
In Innsbruck, the business activities of Alpine Technologies (cable cars, ski lifts, and snowmaking
systems) and Cable Liner (automated people movers) were combined in the Cable Mover Technologies competence center. The successful exclusive partnership with Doppelmayr Cable Cars is being
continued.
Despite the fact that the coming fiscal year will be challenging, the numerous government stimulus
programs should help to generate business. A large share of these investments will go to building
and expanding infrastructure systems, with a focus on so-called green technologies. This will mean
good opportunities for the Industry Solutions Division, as its environmental portfolio covers all industrial sectors and is being improved and expanded continuously. Solutions for increasing energy
efficiency will be especially important in this.
Siemens Industry Solutions also has good prospects in the segment for complex infrastructure systems such as tunnels and stadiums. And Reject Power, an innovative incineration technology for
generating power from waste, is to be expanded into new areas such as biomass and sewage sludge
disposal.
Employees
2008
2009
on prev.
year
160.1
158.0
–1.3 %
662
646
–2.4 %
Building Technologies is the market leader in electrical building systems. As a service provider, system integrator and product supplier, Building Technologies offers a comprehensive spectrum covering building automation, fire protection, electronic safety and security, and electrical installation
products.
The combination of these activities makes Building Technologies the leading provider of energy-efficient and environmentally friendly building solutions.
Despite the difficult economic conditions, sales for Building Technologies grew faster than for the
market as a whole, and the unit again improved its good position in the fiscal year.
27
The business volume with energy efficiency projects increased especially significantly, as the unit
optimally seized the growth opportunities in this rapidly growing market and consistently followed
the trend towards alternative and renewable energy sources.
Business activities in the field of energy efficiency were increased decisively through the establishment of a competence center for the entire Cluster CEE.
Building Technologies also significantly expanded its core portfolio by introducing the new FS 20 fire
detection system, which is based on state-of-the-art technology.
New features were added to the Siveillance™ safety and security management system for emergency
personnel, critical infrastructures, businesses, and buildings, thereby making the software suitable
for even more applications.
Another focus of activity was client service with an emphasis on migration, maintenance, and a wide
range of other services. Here, a modular service portfolio was created to meet our customers’ individual needs in terms of maintaining the functionality and value of their investments.
Noteworthy projects included the installation of a video detection and public address system in the
Tauern Tunnel, the delivery and installation of a safety and security management system (alarm,
v ideo, and access control) for the H2P2 building, technical systems for the Roppener Tunnel (video
surveillance, public address, and fire detection system), projects with BAXTER (in the area of pharmaceuticals), as well as the Hütteldorf and Theresienbad indoor pools in Vienna.
Mobility (I MO)
Employees
2008
2009
on prev.
year
445.2
506.0
13.7 %
286
306
7.0 %
The past fiscal year brought increased business volume for the Mobility Division.
As an internationally leading provider of transport and logistics solutions, this Division combines
d ifferent transport systems under the motto “Complete Mobility” to carry people and goods more efficiently. For this, the Division combines expertise in the organization of rail and road traffic with solutions for airport logistics, postal automation, and rail power systems as well as with rail vehicles for
local, regional, and long-distance travel together with future-oriented service concepts.
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Management’s
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54
The most important events in the 2009 fiscal year included the receipt of an order for a further twenty
V-type metro trains for the Vienna Transport Authority, the inking of a framework agreement with
Austrian Railways for signaling and control centers and electronic signal boxes, and the winning of a
framework contract with the Vienna Transport Authority for train control systems for the fourth stage
of the expansion of the metro system. The Austrian Railways signaling and control center and traffic
coordination server in Innsbruck went online. The twenty-fifth metro train of the first series was
delivered to the Vienna Transport Authority, and fifteen railjet trains were delivered to Austrian Railways. In addition, Rail Automation successfully entered the market in Morocco and Tunisia.
The preliminary work for the planned integration of the activities of Siemens Transportation Systems
GmbH & Co KG (STS A) into the Mobility Division of Siemens Aktiengesellschaft Österreich on October 1,
2009, was also completed. This new structure will concentrate all mobility activities in Austria in a
single unit, and the STS A plants in Vienna and Graz will expand Siemens Aktiengesellschaft Öster
reich’s manufacturing portfolio.
Siemens Industrial Manufacturing, Engineering and Applications (SIMEA)
Employees
2008
2009
on prev.
year
371.3
220.1
–40.7 %
913
554
–39.3 %
SIMEA is Siemens Aktiengesellschaft Österreich’s unit for the development and manufacture of electronic products and systems for industrial automation applications and industrial drives. Its core competences are development management, production, and logistics. SIMEA covers every stage of the
value creation chain for a modern industrial electronics company.
The past fiscal year was dominated by a significant market contraction, leading to a decline in output.
Due to the management buyout of the SIMEA-managed subsidiaries SIMEA Gesellschaft zur Fertigung elektronischer Komponenten GmbH, Vienna/Siegendorf, MWW Metallbearbeitungs-GmbH,
V ienna, and MELECS SWL GmbH, Linz, (including the SIMEA units of Siemens Aktiengesellschaft
Österreich that did not work for the Industry Sector), the Industry operations at the Siemensstraße
site were also restructured to bring them in line with the new conditions.
In addition to SIS SDE and CT CEE, SIMEA is a key player in Siemens Aktiengesellschaft Österreich’s
research and development activities. Complex high-tech products for industrial applications are
developed and manufactured in Vienna.
29
The core portfolio is being expanded to include the new generation of the SIMOREG direct-current
drive and is being integrated into the existing SINAMICS drive platform. Development work on the
project is nearly complete, and the project will be introduced to the market at the important SPS Drives
fair in November 2009.
The new SINAMICS LC drive generation has already attained a successful position on the market.
These water-cooled power components are being commercially and technically assessed as the basis
for expansion into new markets, such as frequency converters for wind power plants and use in wave
generators. SIMEA also achieved its first successes in establishing a business segment with power
plant excitation.
The first two products in the latest generations of the SITOP and SIMATIC-S7-1200 power supply modules and the selectivity module were successfully introduced onto the market, and development work
for the innovative generation of SITOP Smart power supply units and the new SITOP Compact product
series is proceeding according to schedule.
Another milestone in the 2009 fiscal year was the Automotive unit’s successful start of production of
sensor electronics for Renault in cooperation with Continental.
The electronics plant in Sibiu was certified according to ISO 14000 (environment) and TS 16949 (automotive), thereby underscoring the high level of quality throughout SIMEA. The consistent leveraging
of synergies between the two sites in Vienna and Sibiu and continuous productivity increases have
helped improve SIMEA’s cost position.
Energy Sector
Power Transmission (E T) and Power Distribution (E D), Fossil Power Generation (E F),
Energy Automation (Business Unit E D EA), Oil & Gas, Energy Products & Services (E OPS)
Employees
2008
2009
on prev.
year
348.3
945.8
171.5 %
710
1,005
41.5 %
Sales in the Energy Sector increased considerably in the 2009 fiscal year because of the high level of
orders on hand and because a large number of major projects were settled during the period. Because
investments in infrastructure for new buildings and modernization projects continued despite the
economic crisis, order intake was solid. The integration of the operations of the former Group subsidi-
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ary Siemens Power Generation Anlagen Technik GmbH (SPGA) into the Fossil Power Generation Division of Siemens Aktiengesellschaft Österreich in fiscal year 2009, the number of employees increased
considerably.
In the Power Transmission and Power Distribution Divisions, a partnership for the manufacture and
sale of gas-insulated 36-kilovolt ring main units (RMU) was expanded. A new competence center was
set up in Vienna for the development of tailored meter data management systems for the European
market.
The most important projects over the past year included the refurbishment of Wienstrom’s 110-kilovolt transformer station at Kendlerstraße, the expansion of BEWAG’s transformer station in Neusiedl,
the conversion of the Steweag-Steg transformer station in Werndorf Neudorf, the construction of the
new 20-kilovolt Graz Süd switchgear, and the construction of the 36-kilovolt switchgear at Sandoz.
The Energy Automation business unit achieved key successes in the sale of protection and station
automation equipment and in the delivery of components for turnkey projects completed by the
Power Transmission and Power Distribution Divisions. Important projects included the new control
room for Verbund-APG, the EVN transformer stations at Hausmening and Hohe Wand, BEWAG’s Neu
siedl transformer station, and RAG’s natural gas storage facility in Puchkirchen.
The unit’s role as an international center of competence was expanded in 2009 with the Automated
Metering and Information System (AMIS). Energie AG Oberösterreich is already using AMIS in 10,000
homes in Upper Austria, and Salzburg AG and KELAG were brought on board as key customers for
pilot projects in addition to the first projects that were started in Germany, Belgium, and Switzerland.
The further development of AMIS is very important in strategic terms because of the high level of
v alue creation in Austria.
The Fossil Power Generation Division completed major projects including the startup of the Timelkam
(Upper Austria), Simmering 1 (Vienna), București Vest (Romania), and Kulim (Malaysia) combined
c ycle power plants. The Deir Ali plant in Syria is currently being brought online, and the combined
c ycle plants that are being built in Mellach in Austria, Pego in Portugal, and Enecogen in Holland
represent a healthy level of orders on hand.
The winning of projects in Korneuburg and for the combined cycle plant that is being built in Mellach
made it possible for the unit to maintain its market share in the Instrumentation & Electrical segment
on the stagnating Austrian market.
The Oil & Gas, Energy Products & Services Division successfully expanded its portfolio of services. Important Oil & Gas projects included work on a number of OMV systems and on RAG’s Seven Fields
project.
Product business also developed positively. The Pfaffenau waste incineration plant in Vienna with its
15-megawatt steam turbine generator was handed over to the customer. Turbo-compressors were
sold to customers including Norske Skog and Jungbunzlauer. Two important steam turbine projects
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will be completed for Voest in Linz and Donawitz in the coming fiscal year, and our steam turbines
are being used in projects in Arnoldstein and at Biomass Villach, Mondi Frantschach, and Zellstoff
Pöls.
Extensive maintenance and service contracts were also concluded, continuing the encouraging trend
seen in service business in recent years. The service team for fossil-fuel-fired power plants was also
expanded.
Healthcare Sector
Imaging & IT (H IM) and Workflow & Solutions (H WS)
Employees
2008
2009
on prev.
year
128.2
115.6
–9.8 %
253
319
26.1 %
The Imaging & IT and Workflow & Solutions Divisions see themselves as medical solution providers
with core competences and innovative strength in diagnostic and therapeutic technologies and in
knowledge management, including information technology and system integration. Our objective is
to create maximum benefits for our customers through selected, innovative, and technologically
superior products, systems and solutions that permanently improve their workflows and processes.
Business during the reporting period was dominated by increasing saturation on the market for
equipment used to generate diagnostic data and continued dynamic growth in the market for medical IT.
Despite the difficult market and competitive situation, Healthcare Austria met its order intake targets
for fiscal year 2009, allowing it once again to secure its market leadership in diagnostic equipment.
In the digital radiology segment in Austria, a large number of recording and X-ray generator systems
were sold. A number of orders were also received for new Artis ZeeGo angiography systems.
The Healthcare Sector was especially successful in the field of magnetic resonance imaging, where
the impressive market share underscored Siemens’ technological leadership.
Siemens also maintained its market leadership in healthcare IT after landing orders for additional
complete RIS/PACS systems.
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Siemens Medical Solutions GSD GmbH, Berlin, acquired the full utilization and property rights to the
i.s.h.med software from T-Systems Austria as of April 1, 2009. The i.s.h.med software solution is a
clinical information system that covers the full range of requirements at a hospital and that can be
fully integrated into SAP. After this change in ownership, thirty-four employees were transferred
from T-Systems Austria to Siemens Aktiengesellschaft Österreich. These employees are working
closely with Siemens Healthcare’s developers and are under the management of Siemens headquarters in Germany.
Image and Knowledge Management Europe, Middle East, Africa, Russia & Central Asia (H IKM EMEA)
The center of competence H IKM EMEA was established in April 2009 as the headquarters for Image
and Knowledge Management within the worldwide Siemens group and is responsible for these activities in Europe (including the Commonwealth of Independent States), the Middle East and Africa. This
unit has a business volume of roughly €80 million.
As a provider of process optimization solutions for Healthcare IT, the unit is responsible for rolling out
its medical IT products for radiological image processing, archiving, and distribution, and also for
workflow support.
H IKM EMEA has roughly 350 employees throughout the EMEA countries. These employees are organized into virtual, networked teams that are coordinated through the headquarters in Vienna.
2.3. Siemens Aktiengesellschaft Österreich’s Cross-Sector Businesses
Siemens IT Solutions and Services – CEE (SIS CEE)
Employees
2008
2009
on prev.
year
210.5
215.3
2.3 %
790
998
26.3 %
SIS CEE’s business volume remained stable in fiscal year 2009. This allowed the Siemens IT Division
to solidly maintain its leading position on the IT service market. However, the overall market contracted as a result of the generally difficult economic conditions, and this also had an effect on IT
business.
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Competitive conditions are becoming more and more strained, especially in IT outsourcing. However,
this is not having a direct effect on business thanks to long-term contracts. While few companies
were collecting tenders for IT outsourcing at the beginning of the reporting period, this situation
changed drastically towards the end of the fiscal year. Now, the number of projects that are open for
award shows that many companies are recognizing outsourcing as one of the most promising solutions when business conditions are adverse. In the solutions business, projects such as portal solutions and SAP release changes are still in high demand. In contrast, larger-scale system integration
projects with individualized development services are still being postponed for cost reasons.
All in all, business developed very differently in the individual segments. Things went very well in
the telecommunications, banking, and retail segments, while industry and the public sector clearly
showed the effects of the general market contraction and associated budget cuts.
The service agreements with UniCredit Bank Austria were extended, and the IT service activities for
BAWAG P.S.K. Group were expanded significantly. The insurance company Versicherungsanstalt
öffentlich Bediensteter (BVA) decided to modernize its IT systems from the ground up, and Siemens
won the contract for the management of the fifteen individual projects for the replacement of the
host systems. In addition, the contract for the servicing of the existing IT systems was extended for
another year. An important and encouraging contract was also won for the operation of the complete
IT systems of the Klagenfurt city utilities for seven years. In the industry segment, the long-term IT
outsourcing agreements with RHI and Andritz were extended, and AT&S opted for application management from Siemens.
At the same time, Siemens IT Solutions and Services is preparing now for the challenges to come. The
Healthcare Innovation and Briefing Center was opened in Vienna as an international center of competence and innovation. Now, this unit can offer even more answers for the major questions in e-health,
and will help support the Company’s business throughout Europe with technical innovations and
broad industry-specific expertise.
Another milestone is the new server center that is being built in Vienna according to the latest security standards and the Basel II and ISO certification requirements. The new facility will also be a model of sustainability and energy efficiency. The new computer center will make SIS in Austria part
of the global Outsourcing Production Center, and will serve customers in Austria and throughout
Europe.
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Siemens IT Solutions and Services – System Development and Engineering (SIS SDE)
(formerly: Siemens IT Solutions and Services Program and System Engineering SIS PSE)
2008
2009
on prev.
year
421.0
277.7
–34.0 %
Employees
2,440
1,555
–36.3 %
As of April 1, 2009, SIS transferred its software development capacities to the new System Development and Engineering (SDE) business unit. Within the worldwide Siemens group, SIS SDE is the third
globally active delivery business unit of SIS after Global Operations (GO) and Professional Services
(PRO). SIS SDE’s mission is to develop software for the external market under the SIS business model.
In doing this, SIS SDE supports the business activities of SIS by developing software for external customers and by developing and implementing solutions for external customers or at their facilities.
The worldwide activities of the new business unit and its twelve European and Asian sites (Austria,
China, Croatia, the Czech Republic, Germany, Greece, Hungary, India, Romania, Russia, Slovakia, and
Turkey) are being managed from Vienna.
In line with the operating structure of SIS, SIS SDE is also organized into three globally managed
units. SDE SVI focuses on the services industries, in other words companies in the telecommunications, media, and financial services markets. SDE IEH focuses on companies in the industry, energy,
and healthcare sectors. And finally, SDE HMC (Horizontal Methods & Competencies) supports SIS
SDE’s business by providing general software development expertise for applications in all industries.
The first six months of SIS SDE’s operations were dominated by a far-reaching transformation, integration, and restructuring process. Key focuses were adapting the internal processes and the value
flow to the SIS business model, developing the internal organizational structure, and preparing for
resource adjustments.
During its initial months, SIS SDE was confronted with considerable challenges resulting from the
global economic crisis, especially a strong decline in orders from its two key clients, Nokia Siemens
Networks and Continental.
Because of the likelihood that the order situation will remain strained over the medium term and possibly over the long term and also because of the high price pressure on the market, SIS SDE was forced
to make capacity adjustments. A social compensation plan was agreed with the Works Council in Austria. In addition, a commission of experts is working on providing as many of the employees affected
by the restructuring as possible with additional opportunities on the job market.
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Noteworthy new projects included a project for one of the leading telecommunications providers in
northern Germany, where SIS SDE’s CONDIS software is being used as an inventory solution in a major state-wide project for statistics and communications technology. SIS SDE was also commissioned
to deliver cameras and distribution units to a firm specializing in electronic equipment for aircraft
cabins in an initial project phase.
2.4. Employees
Our employees and their skills and capabilities are a key asset, if not the most important asset of all,
in enabling us to implement our business strategy as defined by our newly formulated values: responsible, excellent, and innovative. This is why Siemens invests continually in improving these skills and
capabilities on the basis of the specially developed Siemens competence model. Our development
programs focus not only on the “traditional” management career path, but also offer special advancement opportunities for project managers, sales staff, and technical specialists. Employees are given
the opportunity to expand their own know-how and to acquire “tools” to help them successfully master future challenges.
Another focus is talent management, which is designed to ensure a sufficient number of qualified
staff for the future, and also to provide high-potential employees with the means to realize their full
potential in our Company. In addition to building up relevant expertise, a key component of this program is mobility so as to supply all units throughout Cluster CEE with key personnel.
A structured performance management process has been implemented to establish a high-perfor
mance culture in the Company. In this, an employee’s performance, skills, and potential are assessed
and compared within his or her peer group. The supervisors’ assessment and the results derived from
this are used to identify appropriate development opportunities and also remuneration to fairly reward outstanding performance.
Despite the sometimes difficult conditions, Siemens was able to maintain its excellent position on
the labor market. Activities such as student programs, support for students writing dissertations, and
internships make a key contribution to maintaining and expanding this position. The large number
of candidates who apply for each of our internship positions shows that we are on the right path as an
attractive employer in Austria.
A total of 355 people were hired in fiscal year 2009, and 136 employees resigned from the Company.
When the one-off effects of the restructuring programs are eliminated, this is equivalent to a fluctuation rate of 1.7 percent.
Supplementary training is a key element for Siemens Aktiengesellschaft Österreich in continuously
improving its employees’ capabilities. Roughly €18.2 million were spent on vocational education and
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training in the 2009 fiscal year, €9.7 million of which went to employee training and €8.5 million to
apprentice training.
Promoting diversity has also always been a key element of our approach. In this area, Siemens especially strives to create attractive career advancement paths for women and has targeted measures to
meet the training needs of older employees. Siemens has also been offering training for apprentices
with hearing disabilities as part of its general apprentice program for the past ten years. As proclaimed in our mission statement, we take our social responsibility seriously and demonstrate this
commitment through concrete action every day.
In fiscal year 2009, Siemens Aktiengesellschaft Österreich spent a total of €46.5 million for social
benefits, and invested €2.9 million in employee health and occupational safety.
The share matching plan of the worldwide Siemens group started during the reporting period. Under
this program, all employees of Siemens Aktiengesellschaft Österreich have the possibility to participate more directly in the development of the Company. Employees can purchase shares in Siemens
Aktiengesellschaft, Berlin and Munich (our parent company), and after holding the shares for three
years will receive one free share for every three they purchase. In addition to the share matching
plan, the employees will also participate in the Company’s profits in the form of a performance bonus
totaling €8.4 million.
As of September 30, 2009, Siemens Aktiengesellschaft Österreich had a total of 7,762 employees
(2008: 8,371), 309 of whom were apprentices (2008: 355). On the one hand, the change compared to
the prior year was significantly influenced by the integration of the business operations of Siemens
Power Generation Anlagentechnik GmbH, Vienna (+349). On the other, the carve-out of part of the
SIMEA manufacturing operations (–270) and the restructuring programs discussed in section 2.1
made necessary by the general economic conditions (–617) brought a significant headcount reduction.
Employees by function as of the reporting date
Research and development
Manufacturing
9/30/2008
9/30/2009
2,685
2,063
875
521
Installation, maintenance, and service
1,940
2,069
Sales
1,901
2,249
970
860
8,371
7,762
Central, service, and administration
TOTAL Siemens Aktiengesellschaft Österreich
(not including apprentices)
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2.5. Research and Development
The newly established Corporate Technology CEE (CT CEE) with its Research & Technology and Development Center departments and its headquarters in Vienna has been another key spot on the worldwide Siemens group’s research and development map since April 2009. In research, the Corporate
Technology CEE unit applies its expertise to make important contributions to Siemens’ technology
strategy in seven of the fifty worldwide fields of research. In two of Siemens’ fifty global research
fields, namely the development of application-specific chips (ASICs) and constraint-based configurator technologies, Vienna acts as the headquarters and has worldwide responsibility. In another five
fields, Corporate Technology CEE makes contributions to existing technological fields with its own
research programs.
Research and Development Highlights in Fiscal Year 2009
Application-Specific Chips – ASIC and PCB technologies
Electronic components in products for the Sectors of Industry, Energy, and Healthcare are expected to
become increasingly powerful but also smaller at the same time. To meet these requirements, chip
builders must employee increasingly sophisticated methods for the manufacture of semiconductor
chips. The number of transistors on a single chip will soon jump from 80 to 500 million. To what extent the potential of a chip can be tapped in practice is determined during development. The objective
of the research work being conducted by CT CEE is to meet application requirements with increasingly
smaller chips, and to deliver a fault-free chip design with the first draft.
Complex Configurations – Constraint-Based Configurators
When configuring complex machines and systems, modern systems engineering makes use of knowledge databases containing the specifications for all of the necessary individual components. These
specifications are combined by a tool, a configurator, which must take all related conditions into
account. However, when a certain number of possible combinations is exceeded, special approaches
must be used to find a workable solution. This is the object of research in constraint-based configurators.
Intelligent Camera Surveillance Systems – Smart Video
These research activities are currently focusing on facial recognition that can also identify people in
passing and that can search for specific persons in large video libraries and in video streams from
multiple cameras. The advantage in this approach is that existing infrastructure, such as cameras,
can be used while being made more powerful by means of special analysis systems. The ultimate
goal is to create self-learning systems that can complete these analyses independently and issue
alarms automatically when suspicious events are detected.
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Wireless Control – Radio Frequency Technology
CT CEE’s core competences in this field of technology are high-frequency transmission and antenna
technology. These technologies are in demand in industry to allow the measurement of distances
and speed using a special radar technology. This technology makes it possible to operate complex
systems with wireless Simatic Mobile Panels, for example. The challenge in this is meeting the strict
safety requirements, which is much easier with cable-based control systems. To this end, CT CEE is
assisting the Sector with the development of these technologies all the way to series manufacture,
including the obtainment of the necessary permits.
Laboratory Automation – Life Science Systems
Process optimization and sensor systems for the pharmaceuticals industry and hospitals, for example, are the focus of this technological field. When conducting research into the causes of illnesses
at the cellular level, a key aspect is linking genomic and traditional medicine. The use of biosensors
and intelligent automation technologies is being developed to significantly increase the quality of
d iagnostic and monitoring results and is being tested in joint research projects with cancer and Alz
heimer’s disease researchers. Genome and cell research will become considerably easier and faster
through these technologies. This is made possible by modeling and measuring biological processes
during the search for biomarkers, which are measurable indicators of illnesses in an organism. Up
until now, this has only been possible with large-scale and labor-intensive procedures. Mathematical
models will now be used to help simulate the cellular process, thereby reducing the number of experiments that must be performed.
Intelligent Electricity Distribution Networks – Smart Grids
The traditional model of a centrally managed electricity grid is not compatible with the increased use
of renewable energy sources. Research here is focusing on technologies that can make the power
grid – from the electricity provider all the way to the final consumer – intelligent enough to be able to
react to the requirements that come with the use of energy sources such as wind and the sun, which
are sometimes very difficult to anticipate. The technology platform Smart Grid Austria, which comprises twenty-two companies and institutions and which is coordinated by Siemens, is aiming to
combine the resources of all members to find solutions to this challenge.
Wireless Communication – Cooperative Communication Systems
Equipped with dozens of sensors, our cars now collect current and very reliable data about their
i mmediate surroundings. In the future, they are to be able to exchange this information with other
vehicles and also with infrastructure systems that are installed on the roadside. Such ad hoc networks must be established much faster than we are used to with the Internet. The wireless connection must be available within a few milliseconds, guarantee a high level of connection security, and
be protected against tampering. The next milestone in the development of car-to-X technologies is
the worldwide standardization of the individual modules and interfaces, which is to be completed by
2012 at the latest.
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2.6. Intellectual Property Rights
A company can only create innovative new technologies and bring them successfully to the market
when clear rights to such developments are established. For us, this includes protecting our own developments as well as ensuring that we do not infringe on the rights of others on the other hand.
This makes it highly important to continuously monitor research and development work and to register industrial property rights at an early stage. Protecting innovations is important from the start of
development through the life of every product, and is therefore a major aspect of our innovation and
patent strategy.
Our approach creates legal certainty, which is not only a key benefit for Siemens Aktiengesellschaft
Österreich, but also for our customers.
Siemens Aktiengesellschaft Österreich conducts its research and development activities as an integral part of the worldwide Siemens network of innovation. And as part of this network, our innovations are protected by patents and trademarks registered around the world by Siemens’ patent departments. Thanks to this network, innovations from Siemens Aktiengesellschaft Österreich are used
worldwide. Innovations become valuable assets when they are protected as intellectual property. In
order to promote innovation and inventions, the Company has also set up an incentive system to
d irectly reward inventors. In this way, we can effectively promote and utilize the creative potential of
our most talented employees. Our patent registrations and patent portfolio are proof enough of how
successful our patent strategy is.
Roughly 100 new patents were filed during the 2009 fiscal year. Our portfolio of some 4,500 existing
and filed patents strengthens our market position and provides our customers with unlimited access
to all key technologies.
2.7. Opportunity and Risk Management
At Siemens Aktiengesellschaft Österreich, efficient opportunity and risk management is ensured by
the quarterly enterprise risk management reporting system. Under this system, strategic opportunity
and risk reports are prepared by all reporting units on the basis of the COSO II framework, and are
i nput into the worldwide Siemens group’s opportunity and risk management system.
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The enterprise risk management system expands on the previous opportunity and risk management
system as follows:
– A top-down approach: In addition to the proven bottom-up analyses and reporting, management
a lso completes top-down analyses in separate workshops to help identify broad risk relationships.
– Risk assessment based on quantitative and qualitative criteria: Risks are not only assessed for their
impact on earnings, but can also be subject to a qualitative analysis.
– Expanded reporting horizon: The reporting horizon will be increased to three years in the future.
– Expanded risk categorization: The twenty-four risk categories are being assigned to the areas of
strategic, operations, financial, and compliance.
– Improved monitoring of measures: The measures for preventing and mitigating risks will be monitored at more frequent intervals, including when provisions have been recognized on the balance
sheet in accordance with our financial policies.
In addition, Business Excellence (BE) provides direct support to each operating unit under its responsibility for coordinating opportunity and risk management so as to facilitate targeted and efficient
implementation in accordance with each unit’s particular situation. Due to the way in which Siemens
Aktiengesellschaft Österreich conducts its business, this is primarily oriented towards the completion of projects. For this, BE provides:
– awareness events,
– opportunity and risk management training,
– moderation of opportunity and risk management workshops, and
– coaching and the provision of support to project teams.
2.8. Quality Management
Constant changes and the complexity of Siemens’ business make systematic, planned action imperative. Siemens Aktiengesellschaft Österreich’s management system is oriented towards the needs of
its customers and the demands of the markets, and complies with the applicable laws, international
standards, and technical rules. Our high commitment to quality enables us to develop and market
products, systems, and services that optimally meet our customers’ needs. To ensure the viability of
our management system over the long term, our quality strategy focuses on three key pillars: customer satisfaction, staff qualifications, and process management. In addition to our adherence to the
principal of continuous improvement, internal quality audits and assessments by independent external experts are also conducted at regular intervals to refine our management system.
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Mandatory Elements – The Foundation of High Quality at Siemens
Siemens Quality Management goes beyond the internationally valid standards that are generally
demanded by the market (such as ISO 9001). The principles of this system are formulated as binding
requirements and continually adapted to meet the prevailing challenges on the global market.
Siemens Quality Management sets out nine “mandatory elements,” benchmarks that were created
from an international comparison of globally active quality leaders. The consistent application of
these elements and their continued refinement are verified in regular internal system audits in cooperation with the responsible management.
Personnel Qualifications
High-quality results can only be guaranteed by quality managers with the necessary skills and abilities. The learning concept for Siemens quality managers is harmonized throughout the worldwide
group, accounts for local and specific business needs, and ensures that the quality managers receive
regular refresher training. The Siemens Quality Management training model provides comprehensive and internationally respected education for quality managers (in accordance with the EOQ criteria) in our line and project organizations.
International Network
Collaboration with PMA (Projektmanagement Austria), ÖQS (Quality Austria), and GPM (Gesellschaft
für Prozessmanagement), active involvement in key internationally recognized quality management
events, and involvement in the development of modern management approaches such as “Managing
Productivity” are clear manifestations of the pioneering role that Siemens plays in quality management.
2.9. Environmental Management
Our environmental policy is based on our responsibility towards other people and the environment.
The officers appointed at Siemens Aktiengesellschaft Österreich for environmental protection, waste
management, the transport of hazardous goods, and other tasks turn this responsibility into action
throughout the Company by enacting and enforcing clearly defined rules to ensure legal compliance.
Key objectives are the sparing use of our natural resources and the reduction of harmful emissions
into our air, soil, and water. Our manufacturing plants and some Divisions at Siemens are either working on obtaining environmental certification or have already implemented environmental management systems according to ISO 14001 or other standards. We have also incorporated our suppliers
i nto these systems.
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Every employee at the Company can obtain information on how our environmental policy is implemented on the special internal environmental protection web site that was set up for this purpose.
Our products are also subject to strict regulations. An internal Siemens standard that is binding for all
employees in development, purchasing and manufacturing, as well as with regards to a product’s disposal at the end its life, ensures that the Company acts in a sustainable manner.
In order to obtain an overview of the effects of the environmental measures that we implement, consumption data for power, water, electricity, and waste as well as other relevant data are collected
from the individual sites at the end of the year and compared to the data for the previous years. The
information that we obtain in this way shows us where we need to take additional steps to improve
Siemens Aktiengesellschaft Österreich’s protection of the environment.
A key focus in this is the prevention and reduction of waste wherever possible, and the collection of
unavoidable waste for recycling or other sensible use. The consistent sorting of waste at all Siemens
Aktiengesellschaft Österreich sites and the resulting increase in the collection of materials for recycling boosted the volume of recyclable waste from 1,294 metric tons in the 2008 fiscal year to 1,325
metric tons in the reporting period. The volume of non-recyclable waste also fell from 1,179 to 1,003
metric tons (or by roughly 6 percent) in the same comparison period.
Thanks to space optimization efforts, sustainable energy management, the use of energy-efficient
solutions, building insulation improvements, and the increased use of low-consumption lighting, the
Company reduced its energy and water consumption slightly compared to the prior fiscal year. These
measures and continuous efforts to increase environmental awareness among our staff made it possible for us to cut our total energy consumption, including the fuel used by our vehicle fleet, from
105,598 megawatt hours in 2008 to 76,353 megawatt hours in 2009.
In the same period, our use of drinking and industrial water, and therefore also our wastewater, fell
from 661 to 311 thousand cubic meters. Key factors contributing to this improvement included the
refurbishment of the cooling system in the data center.
Siemens Aktiengesellschaft Österreich was also successful in significantly cutting its emissions of
potentially climate-changing gases in the 2009 fiscal year. Compared to the prior fiscal year, the volume of such gases generated by the Company (including the carbon dioxide emissions of our vehicle
fleet) fell from 2,858 to 1,083 metric tons, and potentially climate-changing gases generated by third
parties fell from 16,094 to 11,318 metric tons, a total cut of over 34 percent.
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The carbon dioxide emissions of Siemens Aktiengesellschaft Österreich’s vehicle fleet, which consists of passenger cars, trucks, and other utility vehicles, was reduced from an average of 189 grams
per vehicle and kilometer driven in 2008 to 179 grams in the reporting period thanks to the increased
use of environmentally friendly and fuel-efficient vehicles.
Investments in environmental protection totaled €1.35 million in fiscal year 2009, roughly the same
level as in 2008.
Austria’s government has been working to enact environmental policy measures to reverse the greenhouse gas emission trend for many years. Siemens is a partner in these efforts and offers products,
system components, services, and know-how in all segments that make key contributions to implementing this climate policy.
2.10. Procurement
Strategic Purchasing: A Key Factor in Our Success
Siemens Aktiengesellschaft Österreich purchased €2.0 billion in goods and services from roughly
14,000 outside suppliers in the reporting period. Around 10,000 of these suppliers are located in Austria. Because of the broad spectrum of Siemens’ business activities, this purchasing volume entails
contacts with over 30,000 vendors, all of which are selected and assessed using a fully integrated
supplier management system. Because of the economic climate, the Company launched the Groupwide Supply Chain Management Initiative (SCMI) in January 2009 with the objective of achieving additional savings in procurement. The key elements of SCMI are now being implemented at Siemens
Aktiengesellschaft Österreich in close cooperation between the Divisions, central units, and Corporate Procurement. The targets set for the reporting period under this initiative were met in Austria.
Sustainability in the Supply Chain
Our Corporate Procurement Policy outlines the principles of professional purchasing and specifies,
among other things, that a supplier’s adherence to high ethical and legal standards as outlined in the
worldwide Siemens group’s Business Conduct Guidelines must be verified during the vendor selection
process. The Code of Conduct is based on the Siemens values of responsible, excellent, and innovative,
and Siemens suppliers must undertake to protect the basic rights of their employees and to prevent child
labor, as well as to strive to ensure the health and safety of their employees and to protect the environment. The Code of Conduct is a binding part of all new and renewed procurement contracts and forms the
basis of our business relationships. Self-assessments and vendor assessments are used to monitor com-
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pliance with this code. Audits are also conducted at suppliers’ facilities to carefully assess compliance
with the sustainability criteria and to identify violations of the Code of Conduct.
Green Company
We are not only responsible for ensuring sustainability in our supply chain, but also for protecting the
environment. Simply offering environmentally compatible products and solutions is not enough to
save our natural resources and prevent harmful emissions into the air, water, and soil. For this reason, these aspects receive special attention within our organization.
Corporate Logistics ensures that waste is collected properly and that recyclable products such as
printer cartridges, electronic waste, and packaging are actually recycled. When it comes to shipping
packaging, attention is paid to ensuring efficiency and that the packaging materials can be reused in
order to generate as little waste as possible. And the separate transport of individual goods is avoided
whenever possible to reduce the carbon dioxide generated by goods carriage.
Internal mail is distributed using only electric vehicles. And when new gasoline-powered vehicles are
purchased for the Siemens fleet, low fuel consumption and carbon dioxide emissions are key selection criteria. As part of the frequent-driver regulations, the cost calculation for private use accounts
for carbon dioxide emissions by means of a bonus and penalty system. The waxes, cleaners, and antifreeze that we use are made of environmentally friendly substances, and broken windshields and
used oil, tires, and batteries are disposed of properly.
2.11. Investments
Siemens Aktiengesellschaft Österreich invested €100.4 million in property, plant, and equipment
during the fiscal year, 15.0 percent more than in fiscal year 2008. Of this, €64.4 million went into the
construction of Siemens City Vienna.
2.12. Financial and Hedging Instruments
The company employs derivative financial instruments to protect against risks, primarily those arising from exchange rate fluctuations. Derivative transactions hedged 97 percent of the currency risk
to which the Company was exposed as of September 30, 2009.
To mitigate customer default risk, we rate the creditworthiness of all of our customers, actively manage our receivables, and arrange for advance payments for the construction of major systems. In
addition to our hedging instruments, we also make use of facilities offered by Österreichische Kontrollbank and letters of credit for export transactions.
45
We encounter the risk of price changes primarily in our business in building large-scale systems. This
applies especially to the prices of materials and components that we must purchase and that are
determined by the prices of the employed raw materials (such as copper) on the global market. We
primarily seek to manage this risk by passing the conditions in our contracts with our customers on
to our suppliers, as well as by concluding supply agreements with fixed prices for the required period
(in part including advanced payments) whenever possible. We also employ commodity hedges to a
limited extent.
Because of our existing liquidity and our involvement in the worldwide Siemens group’s cash-pooling
system, Siemens Aktiengesellschaft Österreich’s liquidity risk is extremely low at this time.
2.13. Financial Position
Siemens Aktiengesellschaft Österreich’s financial position in fiscal year 2009 was influenced to a significant extent by the integration of the business operations of Siemens Power Generation Anlagentechnik GmbH, Vienna, and the carve-out and partial sale of the parts of the SIMEA manufacturing
operations not used by the Industry Sector, as well as by the restructuring measures discussed earlier
in this report.
The Company’s net assets at the end of the reporting period decreased by €279.5 million compared to
the end of the 2008 fiscal year. This can be attributed above all to the decrease in the number of
advance payments received and forwarded to affiliated companies. On the assets side of the balance
sheet, the development of our financial assets was significantly influenced by the purchase of
Siemens Zrt., Budapest, and of the limited partnership shares in Siemens Transportation Systems
GmbH & Co KG, Vienna. The receivables from affiliated companies reflect the cash flow results shown
under the financial performance indicators arising from the investment of Company liquidity through
the Siemens global cash-pooling system in addition to the above-mentioned changes in advanced
payments received.
The shareholders’ equity of Siemens Aktiengesellschaft Österreich fell by €14.5 million in 2009 compared to the prior fiscal year. Capital reserves increased by €22.8 million, while the profit for the year
was lower than in 2008, coming in at €97.7 million. After the deduction of the dividend in the amount
of €135.0 million, this is the shareholders’ equity reported on the balance sheet.
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The result on ordinary operations fell significantly to €160.3 million (2008: €254.6 million), largely
due to the restructuring measures that had to be implemented during the period. This also caused a
significant decline in the return on sales and the equity return.
Return on sales
Earnings before interest and taxes*)
Sales revenues
*) Result on ordinary operations for 2009 less interest expense
Result on ordinary operations
+ Interest and similar expenses
Sales revenues
Return on sales
2009
€000
2008
€000
160,315
254,583
4,174
5,450
164,489
260,033
2,973,230
2,795,885
5.5 %
9.3 %
2009
€000
2008
€000
160,315
254,583
Equity return
Shareholders’ equity (after dividend)*)
*) At the start of the fiscal year
Shareholders’ equity at the start of the fiscal year
less dividend
Equity return
991,437
1,005,814
–135,000
–150,000
856,437
855,814
18.7 %
29.7 %
47
Despite the considerable decrease in earnings in the 2009 fiscal year, the reduction in the balance
sheet total and the smaller planned dividend resulted in an improved equity ratio.
Equity ratio
Shareholders’ equity (after dividend)
Adjusted total capital*)
*) Total net assets less advanced payments received recognized under liabilities
2009
€000
2008
€000
Shareholders’ equity
976,938
991,437
less dividend (2009: planned dividend)
–98,000
–135,000
878,938
856,437
2,987,904
3,267,395
Balance sheet total
less advanced payments received
Equity ratio
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–475,922
–732,681
2,511,982
2,534,714
35.0 %
33.8 %
Siemens Aktiengesellschaft Österreich’s working capital is driven substantially by the large volume
of advance payments for its projects. Refinancing needs are covered by the available liquidity, the
expected net cash from operations in fiscal year 2010, and by tapping the worldwide group’s cashpooling system if needed.
Working capital (without income taxes or financial investments)
Current assets including deferred items
less long-term current assets
= short-term current assets
less short-term financial assets
9/30/2009
€000
9/30/2008
€000
1,294,025
1,791,240
–236,847
–354,222
1,057,178
1,437,018
–228,000
–315,000
less short-term capitalized deferred taxes
–17,005
–35,222
less short-term income tax receivables
–31,859
–14,654
780,314
1,072,142
1,987,431
2,250,546
98,000
135,000
Debt including deferred items
plus planned dividend
less long-term debt
= short-term debt
less short-term financial obligations
less short-term income tax provisions
less short-term income tax obligations
Working capital
–453,226
–382,527
1,632,205
2,003,019
–58,184
–58,188
0
0
–25,486
–52,310
1,548,535
1,892,521
–768,221
–820,379
49
The changes in the long-term assets cover ratio are similar to those in the working capital. Because of
the particular characteristics of the system-building business (high advance payments) and the Company’s function as the parent of a sub-group (high financial investments), part of the Company’s longterm assets are covered by short-term debt. As shown above, however, Siemens Aktiengesellschaft
Österreich’s access to refinancing under the worldwide cash-pooling system is expected to preclude
any maturity transformation problems.
Long-term assets cover ratio
Equity*) and long-term debt
Non-current assets
*) Shareholders’ equity (after dividend) plus untaxed reserves
2009
€000
2008
€000
Shareholders’ equity
976,938
991,437
less dividend (2009: planned dividend)
–98,000
–135,000
23,535
25,412
plus untaxed reserves
Long-term debt
Fixed assets
Long-term current assets
Long-term assets cover ratio
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902,473
881,849
453,226
382,527
1,355,699
1,264,376
1,693,879
1,476,155
236,847
354,222
1,930,726
1,830,377
70.2 %
69.1 %
The restructuring measures implemented in the 2009 fiscal year and the acquisition of Siemens
Transportation Systems GmbH & Co KG, Vienna, and Siemens Zrt., Budapest, also had an influence on
the Company’s cash flow. These were the main reasons for the outflow of liquidity in the amount of
minus €124.0 million as of the reporting date.
Cash flow statement
2009
€000
2008
€000
Cash inflow from operating activities
Profit for the period
95,799
131,916
Depreciation on fixed assets
120,158
300,948
Changes in social capital
–22,207
631
–6,128
–35,633
Changes in the other non-current provisions
Other
51,693
120,880
Cash flow from the results
239,315
518,742
Changes in inventories
143,797
–168,944
Changes in receivables
31,018
–35,505
Changes in advance payments received
–69,946
224,901
Changes in accounts payable
–25,161
–73,512
35,813
100,434
354,836
566,116
–93,995
–56,240
–261,176
–23,365
–355,171
–79,605
–135,000
–150,000
Changes in the other current provisions
Operating cash flow
Cash flow from investments
Investments in intangible assets and property, plant,
and equipment less proceeds from the sale of assets
Investments in financial assets less proceeds from the sale
of financial assets
Cash flow from financing
Dividend disbursement
Changes in financial liabilities / other
11,322
–53,179
–123,678
–203,179
Net result from the integration of SIS SBS and T&D KEG
Changes in cash and cash equivalents including securities
–23,081
–124,013
260,251
51
3. Branches
On September 30, 2009, Siemens Aktiengesellschaft Österreich had branches in the following countries: Algeria, Bosnia and Herzegovina, Bulgaria, Georgia, Germany, Greece, Great Britain, Italy,
Kosovo, Mexico, the Netherlands, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Sweden, and
Switzerland.
No branches were opened or closed during the 2009 fiscal year.
4. Proposal for the Appropriation of Profits
The Managing Board of Siemens Aktiengesellschaft Österreich proposes the disbursement of a dividend in the amount of €98 million.
In addition, the Managing Board proposes that the profit for the period remaining after the disbursement of the dividend be carried forward to next year’s balance sheet.
5. Outlook for Fiscal Year 2010
Despite the fact that economic conditions stabilized somewhat at the end of the 2009 fiscal year and
the general consensus projection of a slight recovery for the economy as a whole in 2010, the market
environment will remain challenging in fiscal year 2010. We currently expect business with the sale
of products in the Industry Sector to stabilize in the coming year. We also expect that our extensive
“green portfolio,” our large number of innovative products and solutions, and the worldwide Siemens
centers of competence that are located within Siemens Aktiengesellschaft Österreich will be a source
of further business opportunities in Austria and abroad. In addition to the associated potential for
export sales, Siemens Aktiengesellschaft Österreich’s good position on its home market, including in
the service and solutions segment, is also reason for optimism. The infrastructure-based economic
stimulus programs that have been announced by the Austrian government may also bring additional
positive impulses.
The cross-sector business unit Siemens IT Solutions and Services will again be faced with consider
able challenges in the 2010 fiscal year. This applies especially to SIS SDE because of its dependence
on key customers such as Nokia Siemens Networks.
The targets defined in the SucCEEd II cost-cutting program were already met in the 2009 fiscal year,
meaning that the program has been fulfilled ahead of schedule. This success has played a key role in
preserving the competitiveness of Siemens Aktiengesellschaft Österreich even as the market environment worsened. To maintain the cost position that we have achieved, we must continue to focus
on consistent cost management and on increasing our productivity even further.
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Ensuring that our employees continuously improve their qualifications, especially in the areas of
engineering and project management, will again be an important task in the 2010 fiscal year.
6. Events after the Reporting Date
Because of the exit of the general partner Siemens Transportation Systems GmbH, Vienna, (now
Siemens Liegenschaftsverwaltung GmbH, Vienna), Siemens Transportation Systems GmbH & Co KG
has been absorbed by Siemens Aktiengesellschaft Österreich. We are aware of no additional material
events requiring disclosure after the end of the fiscal year.
Vienna, November 20, 2009
The Managing Board
Brigitte Ederer
Chairwoman
Kurt Hofstädter
Member of the Managing Board
Gunter Kappacher
Wolfgang Köppl
Reinhard Pinzer
53
Changes in the Consolidated Group
The organization of the Company’s structure into the three operating Sectors and the cross-sector
business units Siemens IT Solutions and Services (SIS) and Siemens Financial Services (SFS) that
began in the 2008 fiscal year continued in the reporting period. In addition, a large number of business activities were integrated into the respective regional companies as part of the Group-wide
efforts to streamline the equity holding structure and to reduce the number of subsidiary companies.
In April 2009, Siemens Aktiengesellschaft Österreich sold its stake in SIMEA Gesellschaft zur Fertigung elektronischer Komponenten GmbH, Vienna, after contributing the units Electronics, Drives &
Systems (EDS) and Information and Communication/Transportation – Traffic – Industry (I&C TTI); its
partnership shares in SIMEA Gesellschaft zur Fertigung elektronischer Komponenten GmbH & Co KG,
Siegendorf; its stake in MWW Metallbearbeitungs-GmbH, Vienna, after contributing its share in MWW
Metallbearbeitungs-GmbH & Co KG, Vienna; as well as its stake in MELECS SWL GmbH, Linz, after
contributing the Racks Cabinet Assembling (RCA) unit.
In the Energy Sector, the complete business operations of Siemens Power Generation Anlagentechnik
GmbH, Vienna, were taken over and integrated into Siemens Aktiengesellschaft Österreich during
the 2009 fiscal year.
In September 2009, 48 percent of the shares in „smart technologies“ Management-Beratungs- und
Beteiligungsgesellschaft m.b.H., Vienna, were sold. Siemens Aktiengesellschaft Österreich now
holds 26 percent of the shares in this company.
In September 2009, Siemens Aktiengesellschaft Österreich acquired 99.9 percent of the shares in the
Hungarian regional company (Siemens Zrt., Budapest) from Siemens Aktiengesellschaft, Berlin and
Munich, and Siemens Beteiligungen Inland GmbH, Munich.
In September 2009, Siemens Aktiengesellschaft Österreich acquired the limited partnership shares
in Siemens Transportation Systems GmbH & Co KG, Vienna. The complete activities of this company
will be integrated into Siemens Aktiengesellschaft Österreich during the 2010 fiscal year.
In October 2008, Siemens d.o.o., Mostar, was merged with the regional company Siemens d.o.o. Sarajevo, Sarajevo.
FORTE BUSINESS SERVICES S.R.L., Bucharest, and Siemens IT Solutions and Services d.o.o., Belgrade,
were integrated into the respective regional companies in Romania and Serbia in April 2009.
In the Industry Sector, Rigens SIA, Riga, was sold to SIA Eko Osta, Riga, in June 2009.
The following table shows all direct majority shareholdings and selected 50-percent shareholdings of
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Industry Sector
Shareholding
Nominal capital
in millions
of currency units
ELIN EBG Traction GmbH, Vienna, Austria
100.00 %
EUR 0.750
Siemens VAI Metals Technologies GmbH & Co, Linz, Austria
100.00 %
EUR 73.000
SIMEA Sibiu S.R.L., Sibiu, Romania
100.00 %
RON 12.687
Shareholding
Nominal capital
in millions
of currency units
99.99 %
MXN 381.107
Siemens Transformers Austria GmbH & Co KG, Vienna, Austria
100.00 %
EUR 2.500
Siemens Transmission & Distribution S.A.S., Grenoble, France
100.00 %
EUR 4.000
VA TECH (UK) Ltd., Frimley, Surrey, Great Britain
100.00 %
GBP 48.000
VA TECH Elin Transformer Guangzhou Co. Ltd., Guangzhou, People’s Republic of China
63.00 %
USD 22.726
VA TECH T & D Co. Ltd., Riyadh, Saudi Arabia
51.00 %
SAR 4.500
VA TECH T & D UK Ltd., Frimley, Surrey, Great Britain
100.00 %
GBP 15.290
VA TECH Transmission & Distribution GmbH, Vienna, Austria
100.00 %
EUR 0.035
Shareholding
Nominal capital
in millions
of currency units
69.10 %
EUR 0.727
Energy Sector
Siemens Transformadores, S.A. de C.V., Guanajuato, Mexico
Healthcare Sector
ITH icoserve technology for healthcare GmbH, Innsbruck, Austria
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Cross-Sector Businesses and Services
Shareholding
Nominal capital
in millions
of currency units
addIT Dienstleistungen GmbH & Co KG, Klagenfurt, Austria
100.00 %
EUR 0.040
ANF DATA spol. s r.o., Prague, Czech Republic
100.00 %
CZK 4.800
Arbeitsmarktservice BetriebsgmbH & Co KG, Vienna, Austria
60.00 %
EUR 2.250
Archivium Dokumentenarchiv Gesellschaft m.b.H., Vienna, Austria
50.00 %
EUR 0.400
Siemens Program and System Engineering S.R.L., Brasov, Romania
99.75 %
RON 0.005
Siemens Program and System Engineering s.r.o., Bratislava, Slovakia
100.00 %
EUR 0.505
Siemens Programm- und Systementwicklung GmbH & Co. KG, Hamburg, Germany
100.00 %
EUR 2.045
Siemens Properties Ltd., Douglas, Great Britain
100.00 %
GBP 0.001
Siemens PSE Program- és Rendszerfejlesztö Kft., Budapest, Hungary
100.00 %
HUF 51.000
74.90 %
EUR 1.600
100.00 %
EUR 2.700
Shareholding
Nominal capital
in millions
of currency units
50.00 %
EUR 14.600
100.00 %
RON 0.006
50.00 %
EUR 1.000
Siemens Electronics Assembly Systems GmbH & Co KG, Vienna, Austria
100.00 %
EUR 0.035
Siemens Pensionskasse AG, Vienna, Austria
100.00 %
EUR 5.000
unit-IT Dienstleistungs GmbH & Co KG, Linz, Austria
VVK Versicherungs-Vermittlungs- und Verkehrs-Kontor GmbH, Vienna, Austria
Non-Group Activities
ELIN GmbH & Co KG, Linz, Austria
Siemens (Austria) Proiect Spital Coltea S.R.L., Bucharest, Romania
Siemens Bacon GmbH & Co KG, Vienna, Austria
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Regional Companies
Shareholding
Nominal capital
in millions
of currency units
96.57 %
HRK 94.591
Siemens d.o.o., Banja Luka, Bosnia and Herzegovina
100.00 %
BAM 0.206
Siemens d.o.o. Beograd, Beograd, Belgrade, Serbia
100.00 %
EUR 4.566
Siemens d.o.o., Ljubljana, Slovenia
100.00 %
EUR 1.961
Siemens d.o.o., Podgorica, Montenegro
100.00 %
EUR 0.005
99.86 %
BAM 1.475
100.00 %
BGN 0.793
98.73 %
RON 13.021
Siemens s.r.o., Bratislava, Slovakia
100.00 %
EUR 13.576
Siemens Zrt., Budapest, Hungary
99.99 %
HUF 2,600.000
Shareholding
Nominal capital
in millions
of currency units
ComBuild Kommunikations & Gebäudetechnologie GmbH, Vienna, Austria
100.00 %
EUR 10.901
KDAG Beteiligungen GmbH, Vienna, Austria
100.00 %
EUR 6.570
Siemens d.d., Zagreb, Croatia
Siemens d.o.o. Sarajevo, Sarajevo, Bosnia and Herzegovina
Siemens EOOD, Sofia, Bulgaria
Siemens S.R.L., Bucharest, Romania
Other
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Values and Vision � 60
Economic Responsibility � 62
Environmental Responsibility � 63
Social Responsibility � 64
Social Responsibility
Responsible, excellent, and innovative. These are the core values that guide all of our
actions. Siemens lives up to its responsibility for the economy and society, and has transformed itself into the world’s leading green company. We are the global market leader in
products and solutions for environmental protection, and generated some €19 billion – one
fourth of Siemens’ worldwide total group sales – in revenue with this portfolio. Whether
with energy-saving drive technologies, wind power systems, extremely efficient combined
cycle power plants, systems for traffic management, or energy savings contracting models
for building renovation: In all areas of our business, we are focusing on the future markets
that are arising from the need to protect our climate. And the worldwide programs Caring
Hands for social projects, Generation 21 for education projects, and Disaster Relief for
humanitarian aid measures are clear manifestations of our social commitment throughout
our economic region. An overview of the CR activities of Siemens in Austria and the other
countries of the economic region can be found on the Internet at www.siemens.at /cr.
We consider responsible action to be the common thread in all of
our business decisions and all of our interaction with our stakeholders.
Our vision is an expression of the pioneering spirit of Siemens and
guides our daily thoughts and actions.
Values and Visions
Responsible
When we make our business decisions, we are guided by the principles that stand for the value of
“responsibility.” Siemens encourages its business partners and other entities to apply similar ethical
standards in their business dealings.
We respect the law.
We respect human dignity.
We promote health and safety.
We conduct our business in an open and honest manner.
We treat our competitors and stakeholders fairly.
We fulfill our obligations.
We respect the property rights of others.
We strive to protect the environment.
We are committed to doing good for society.
We apply our commitment and our expertise to achieve the best possible results.
Excellent
We set ambitious goals for ourselves and do everything in our power to reach them. We assist our
customers in their search for perfect quality and offer them solutions that exceed their expectations.
We can only be excellent if we define a path of continuous improvement and critically assess our existing processes on an ongoing basis. This includes embracing change so that we are open to new
business opportunities. Being excellent also means that we are and remain an attractive employer for
the most talented people on the market.
Innovative
Innovation is the cornerstone of Siemens’ success. For this reason, we closely align our research and
development activities with our business strategy, hold key patents, and occupy a strong position in
established and new technologies. Our goal is to set trends in all of our fields of business. We make
sure that our employees can apply their energies and creativity to the fullest, and embark on new and
unconventional paths. We are inventive, clever, imaginative, and creative. We are imbued with entrepreneurial spirit and our innovations create lasting benefits and value around the world. We measure
the success of our innovations by the success of our customers. We continually renew our portfolio to
provide answers to society’s most important questions.
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60
Values and
Vision
62
Economic
Responsibility
63
Environmental
Responsibility
64
Social
Responsibility
Ongoing provision of
information and training
improve our employees’
knowledge about
compliance.
Our Vision
Siemens – the pioneer in
– energy efficiency,
– industrial productivity,
– affordable and personalized healthcare systems, and
– intelligent infrastructure solutions.
A Culture of Responsibility
Siemens is now a different company than it was at the end of 2006. One manifestation of this is the
compliance system that was implemented in record time and has proven to be very effective. Today,
Siemens is an industry leader in matters of compliance. This has also been confirmed by independent
parties such as the U.S. Department of Justice, which spoke of Siemens’ “extensive commitment to restructure and remediate its operations,” which is apparent in its “best in class” program. The respected Dow Jones Sustainability Index put Siemens in first place in the Compliance category in its 2008
global study.
Our employees’ knowledge about compliance was again expanded and reinforced over the past fiscal
year. A comprehensive program was introduced to ensure the application of anti-corruption measures throughout the Company. And the worldwide help desk continues to offer our employees competent assistance with all questions about compliance. The assignment of local compliance officers as
advisers has improved access to support with these issues during day-to-day business. To help create
a corporate culture of responsibility and integrity, Siemens has put in place a solid worldwide compliance organization and a powerful and effective compliance communication framework that includes
nearly all internal channels of communication. In addition, the “Tell Us” function of the compliance
help desk is a point of contact through which all of our stakeholders can report irregularities in business dealings, thus helping to ensure complete transparency. Control process streamlining and the
introduction of further compliance guidelines during the reporting period made it possible to automate internal processes and thereby make them more efficient. Together with these enhancements,
the ongoing provision of information and training for our employees were key focuses during the
year. Two new courses were added to the personal training program, and web-based training modules are offering our employees more and more opportunities to gain a more thorough understanding
of new internal processes and rules. In addition, a number of joint anti-corruption initiatives were
launched, including with UN Global Compact, the World Bank Institute, and Transparency International. These efforts, which are all part of the Collective Action initiative, play a key role in enacting
equal compliance standards for all market participants, which reduces the risk of corruption. This initiative was continued during the reporting period, and new projects were launched.
61
Ensuring adherence to
high ethical and legal
standards when selecting
business partners according to the Corporate
Procurement Policy.
Economic Responsibility
Fair Business Dealings
Our Corporate Procurement Policy outlines the principles of professional purchasing. One of these
principles is that our purchasing agents must ensure that the business partners they select adhere to
high ethical and legal standards in accordance with Siemens group’s Business Conduct Guidelines. In
Austria, Siemens had business dealings with approximately 14,000 vendors, and in the CEE region as
a whole, orders were placed with roughly 30,000 partners. All of these partners are selected on the
basis of a fully integrated supplier management and assessment system. Siemens’ purchasing volume in Austria amounted to €2 billion in the 2009 fiscal year, and roughly €3.2 billion in the entire
economic region. Under the Code of Conduct, Siemens suppliers undertake to respect the basic human
rights of their employees, not to allow child labor, to protect the health and safety of their employees,
and to take the protection of the environment into account. The Code of Conduct is based on the
Siemens values of responsible, excellent, and innovative, and is a binding part of all new and renewed
purchasing agreements. This Code is the basis for all of our business relationships.
Self-assessments and vendor assessments are used to monitor compliance with this code, and our
supplier management system includes the development and agreement of measures for improvement
in cooperation with the supplier on the basis of the results of these assessments. Audits are also conducted at suppliers’ facilities to carefully assess compliance with the sustainability criteria and to
identify violations of the Code of Conduct.
Knowledge Balance
The opening of Corporate Technology CEE created a new research and development site within
Siemens Aktiengesellschaft Österreich. This unit conducts research across sectors and national borders in various fields, for example for Siemens’ ongoing smart grid development efforts. Knowledge is
one of the most important resources for an innovative company, and is a key determinant of its value
and future success. Siemens prepared a knowledge balance for the first time in 2009 to assess the
Company’s intellectual capital and to provide selected information to external stakeholders such as
investors, customers, cooperation partners, and potential employees.
Innovation Fund
Siemens Aktiengesellschaft Österreich has a special system for financing its innovations. Development work is generally paid for from the budget of the individual units. However, additional sources
of funding are available for development projects that are especially relevant to securing the future
of Austria as a Siemens site. The capital for this fund is provided by the employees of Siemens
A ktiengesellschaft Österreich and by the Company itself. A total of eleven projects were supported
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60
Values and
Vision
62
Economic
Responsibility
63
Environmental
Responsibility
64
Social
Responsibility
Our innovative products
and solutions make an
important contribution to
maintaining a sound
environment.
during the reporting period, ranging from research projects intended to expand technological competences within Siemens Aktiengesellschaft Österreich to innovation projects in the individual Sectors
aimed at tapping promising new market segments.
Intellectual Assets
Siemens actively strives to promote the creativity and inventiveness of its employees. For this reason,
suggestions for improvement are a fixed element of our corporate philosophy. Siemens Aktiengesell
schaft Österreich’s employees submitted and implemented over 2,500 suggestions for improvement
over the 2009 fiscal year. These ideas generated total benefits worth over €5 million, and the Company
paid €450,000 to employees who made suggestions that were successfully implemented.
Environmental Responsibility
Extensive Environmental Portfolio
Siemens continues to invest heavily in expanding its leading position in the provision of green technologies. Our innovative products and solutions make an important contribution to maintaining a
sound environment. Key objectives are the sparing use of our natural resources and the reduction of
harmful emissions into our air, soil, and water. Our products and services cover applications ranging
from the generation, transmission, and consumption of energy all the way to water treatment and
exhaust gas filtering. Gas turbines, energy-efficient lighting, the modernization of old power plants,
wind power farms, and environmentally friendly trains make the greatest contributions to cutting
the amount of carbon dioxide released into the atmosphere. According to PricewaterhouseCoopers,
our environmental portfolio enabled our customers to reduce their carbon dioxide emissions by 148
million metric tons in 2008 – which is more than thirty-five times the carbon dioxide emissions
caused by Siemens’ business activities. In Linz, Siemens expanded its Reject Power center of competence for generating power from biomass and other waste. Siemens Aktiengesellschaft Österreich is
also a member of the electric mobility platform Austrian Mobile Power. A model region for all of
Europe with emission-free intelligent power from the power plant to vehicles is to be created in
Austria together with other leading local companies including Verbund, Magna, KTM, AVL, and AIT.
By 2020, up to 100,000 electric vehicles are to be integrated into the transport concept for the region.
Siemens Aktiengesellschaft Österreich is involved in the following Austrian Mobile Power projects:
charging stations (defining requirements and designing and developing the charging infrastructure),
system architecture and interfaces (defining the requirements and creating a concept for the pilot
region), and smart grid (defining the requirements, technical scenarios, and the billing model as well
as system integration and optimization).
63
Siemens City is breaking
new ground in terms of
energy efficiency.
Environmental Protection in the Company
Over sixty employees at Siemens Aktiengesellschaft Österreich are currently assigned to environmental protection tasks. The Company is preparing for the introduction of an organization-wide environmental management system.
Corporate Logistics ensures the proper collection of waste and the recycling of recyclable products
such as printer cartridges, electronic waste, and packaging materials. When it comes to shipping
packaging, attention is paid to ensuring efficiency and that the packaging materials can be reused in
order to generate as little waste as possible. The separate transport of individual goods is avoided
whenever possible to reduce the carbon dioxide generated by goods carriage.
Siemens Aktiengesellschaft Österreich uses industrial water for nearly all of its sanitary system needs
and for watering its landscaped areas. Drinking water is only used for air humidification and for sinks
and showers for hygiene reasons. Water consumption has been cut considerably through the use of
suitable reduction valves.
Internal mail is distributed using electric vehicles. And when new gasoline-powered vehicles are purchased for the Siemens fleet, low fuel consumption and carbon dioxide emissions are key selection
criteria. As part of the frequent-driver regulations, the cost calculation for private use accounts for
carbon dioxide emissions by means of a bonus and penalty system. The waxes, cleaners, and antifreeze that we use are made of environmentally friendly substances, and broken windshields and
used oil, tires, and batteries are disposed of properly.
Siemens City in Vienna’s Floridsdorf District
Siemens City will be a model of ecological construction in Austria, and the building complex will
use considerably less energy than comparable conventional office buildings. The tower’s foundation
pillars are designed to allow the use of heat pumps to cool and heat the building with geothermal
energy. Instead of installing air conditioners, the buildings in Siemens City will be cooled by means
of structural component activation and mechanical ventilation systems.
Social Responsibility
Diversity Is a Key to Success
Different approaches yield different solutions. Because of this, Siemens sets out to recruit people with
different ways of thinking, different ranges of experience, and different cultural and social backgrounds. The first international network for women in management positions was launched at the
Diversity Day in Munich. The number of women in management positions in Austria is increasing,
and more women are taking advantage of the personnel development measures offered by the Com-
64
60
Values and
Vision
62
Economic
Responsibility
63
Environmental
Responsibility
64
Social
Responsibility
Vienna Daughters Day
gives young girls
a chance to learn about
technical and scientific
occupations.
pany (an increase of 6 percent compared to the first time statistics were collected in 2004). Siemens
was a partner in the Vienna Daughters Day for the eighth time in fiscal year 2009, again giving girls
aged eleven to sixteen an opportunity to learn about different professional fields. The focus at
Siemens is on technical and scientific occupations, and over 200 girls participated in workshops at
the three Siemens sites in Vienna’s third, eleventh, and twenty-first districts. The daughters of
Siemens employees were invited, and were also allowed to bring female friends.
www.siemens.at/toechtertag
Apprentice Training
With roughly 610 technical and commercial apprentices, twenty-six of whom have special needs,
Siemens is the largest trainer of apprentices in the Austrian technology sector. Apprentice training
programs are offered in Vienna, Linz, Innsbruck, and Graz. Approximately twenty-five different occupations can be learned at the Company’s different sites. A new double training program in motor vehicle technology and electric systems is now being offered in Vienna. We have already won many
awards for our training, including the Anton Benya Prize for our program for apprentices with hearing impairments, the Amazone for the exemplary promotion of training for girls in technical occupations, and the Job Oscar for the integrative training of people with special needs.
Vocational Training
Siemens is one of the most popular employers in Austria. The Company came in second place after
Google among graduates of technical degree programs in the 2009 Universum Student Survey. One
key reason for this is the vocational training that Siemens offers to enhance its employees’ qualifications. Some 340 employees successfully completed various personnel development training courses
during the reporting period, and over 3,400 Siemens staff have obtained an internal certificate of
competence since the introduction of the programs.
Occupational Safety
Protecting the health and safety of everyone who works for or with the Company is one of Siemens’ fundamental business principles. The best strategy for preventing accidents, hazards, and risks is the suitable design of the workplace. During the 2009 fiscal year, eight well-trained safety officers were employed at Siemens in Austria, six of them full time. Our employees were provided with training courses,
specific instructions, and advice. A targeted campaign, awareness-increasing measures, and concerted
effort on the part of everyone in the Company made it possible to reduce work accidents during walking
(especially when using stairs) by 44 percent at Siemens Aktiengesellschaft Österreich, and lost time
due to such accidents has fallen by 63 percent.
65
The Academy of Life
offers managers the
opportunity to benefit
from the success
secrets of the best.
Seniors Web
Siemens Austria operates a special web site to stay in contact with its employees in retirement. This
Internet platform has over 1,750 users, who are given access to various Siemens Community benefits
and who can read daily news about the Company.
Siemens Generation 21
Siemens is involved in cooperation projects with technical universities in many countries throughout
the economic region. It also supports competitions for schools and universities. With funding from
Siemens, Bulgarian students regularly fly to mathematics competitions in Asia, and return bearing
trophies. In Serbia, 418 teams participated in Siemens’ Create the Future school competition, where
entrants prepared multimedia presentations about “My School as an Intelligent Building.” In Austria,
Siemens promotes awareness for environmental protection through energy-saving initiatives at
schools. For the Kinder lernen Naturwissenschaft und Technik (Teaching Children about Science and
Technology, KiNT) initiative by Styria’s industry, Siemens provided seven KiNT Boxes with information and supplies for acoustics experiments. The Werner von Siemens Excellence Award and the
Siemens Young Generation Award are given to future technicians in Slovakia.
Life Lessons
The Academy of Life was created to provide young entrepreneurs and managers with insights into
the success strategies of famous and important international figures. Life is the best teacher, and
the Academy of Life allows its students to learn the success secrets of the best. During the fiscal year,
the 150 members of the Academy took part in discussions with the industrialist Hans Peter Haselsteiner, the pianist Rudolf Buchbinder, the skiing legend Karl Schranz, and the circus director Bernhard Paul.
www.academyoflife.at
Caring Hands
Siemens Aktiengesellschaft Österreich began providing support for the SOS Children’s Village Beehive
therapy center in 1996. The center provides optimal diagnostic and therapeutic support for children
in special need of help. In recent years, the Beehive has been refurbished and expanded with significant support from Siemens Aktiengesellschaft Österreich. In 2003, the new Beehive in Kosovo was
built with the help of Siemens. And in Vienna, a music therapy system was installed, and a computer
with suitable hardware and software for computer-aided test diagnostics was purchased. The Beehive
cooperation program expired at the end of the fiscal year.
66
60
Values and
Vision
62
Economic
Responsibility
63
Environmental
Responsibility
64
Social
Responsibility
The Siemens>Festival>
Nights show opera
performances with free
admission and were
recently expanded to
include the Siemens>
Children’s>Festival.
Children, the Arts, Technology
Siemens held its Siemens>Children’s>Festival for the second time this year during the Salzburg Festival. Opera films for children were shown with free admission, including children’s operas such as
The Dream Eater, The Grandma in the Apple Tree, and The Magic Flute for Kids. These free screenings
were attended by about 2,000 art lovers aged five and up. Games and interactive projects are designed to arouse interest in science, technology, and the arts in children from preschool to elementary
school age. An exciting program combining technology, knowledge, and the arts through music,
dance, technology workshops, and other activities is offered in Vienna, Klagenfurt, Graz, and Linz.
Some 7,500 people attended the thirty children’s matinees in 2009. In September 2009, the venue for
the children’s matinees in Vienna was moved from the Siemens Forum to the Zoom Children’s Museum, further intensifying the partnership that has existed between this institution and Siemens
A ktiengesellschaft Österreich since 1998.
www.siemens.at/kultur
LINZ09 – Technology Meets the Arts
Siemens Aktiengesellschaft Österreich and Siemens VAI supported the European Capital of Culture as
committed partners throughout the year. A large number of joint projects and activities with Linz09
were also intended to communicate how viable and attractive Linz and Upper Austria are as business
locations. One example of our efforts was the human resources symposium What changes Linz and
what is changed by Linz at the Lentos Art Museum. This marked the start of Siemens VAI’s intense
examination of Linz as a business location and what makes it so attractive for highly qualified workers from Austria and around the world.
The Festival for Everyone
Siemens began its successful partnership with the Salzburg Festival ten years ago. A very special
highlight in this anniversary year was the broadcast of the premiere of the opera Così fan tutte via a
live, high-definition web stream. This made it possible for fans of the arts around the world to experience the famous Salzburg Festival live and in excellent quality. Siemens has been holding its
Siemens>Festival>Nights at Kapitelplatz in Salzburg in cooperation with ORF Salzburg and the Salzburg Festival since 2002. Some 42,000 visitors enjoyed the presentations in summer 2009 with perfect sound and high-definition video quality. The highlight at Kapitelplatz was also the live broadcast
of the premiere of Così fan tutte, which was attended by roughly 2,400 people despite the rain.
67
Index of Abbreviations � 70
Disclaimer � 72
Contact
Annex
Index of Abbreviations
A
AMC MSE
AMIS
AVÖ
Application Management Center Mid-South-Europe
Automated Metering and Information System
Aktuarvereinigung Österreichs
(oldest representative body for actuarial mathematics in Austria)
B
BE
bn
Business Excellence
billion, billions
C
CC
CC MR
CEE
CEE IT
CF
CIM
CO2
CoC
CT CEE
Corporate Communications
Media Relations, Company Spokesman
Central and Eastern Europe
Central Eastern Europe Information Technology
Corporate Finance
Corporate Investment Management
carbon dioxide
center of competence
Corporate Technology Central Eastern Europe
D
DEMS
Decentralized Energy Management System
E
E
EA
ED
E D EA
EO
E OPS
ER
ES
ET
E TD
EOQ
EStG
ETCS
EUR or €
Energy Sector
Energy Automation
Power Distribution
Power Distribution
Electronics Assembly Systems
Energy Solutions Vienna
Oil & Gas
Oil & Gas, Energy Products & Services
Renewable Energy
Service Rotating Equipment
Power Transmission
Power Transmission and Distribution
European Organization for Quality
Austrian Income Tax Act
European Train Control System
euro (currency of the European Monetary Union)
G
GC
GDP
GIS
GO
GPL
GS
General Counsel
gross domestic product
gas-insulated switchgear
Global Operations
Global Procurement and Logistics
General Secretariat
H
H
H IKM EMEA
H IM
H WS
HMC
HR
Healthcare Sector
Headquarter for Europe, Middle East & Central Asia, Africa
Imaging & IT
Workflow & Solutions
Horizontal Methods & Competencies
Human Resources
EF
E F ES VIE
70
Annex
70
Index of
Abbreviations
72
Disclaimer
I
I
I BT
I DT
I IA
I IA&DT
I IS
I MO
IEH
Industry Sector
Building Technologies
Drive Technologies
Industry Automation
Industry Automation & Drive Technologies
Industry Solutions
Mobility
Industry, Energy and Healthcare
K
L
KStG
Corporate Income Tax Act
L
Legal
M
mn
MRI
million, millions
magnetic resonance imaging
O
on prev. year
ÖkR
ÖVE
compared to the previous year
Ökonomierat (economic council member)
Österreichischer Verband der Elektrotechnik
P
PACS
PRO
Picture Archiving and Communication System
Professional Services
R
R&D
RCO
RIC&R
RIS
RMU
research and development
Regional Compliance Office
Risk Internal Controls and Reviews
radiological information systems
ring main units
S
SCMI
SFS
SIMEA
SIS CEE
SIS PSE
SPDL
SPGA
SRE
STS A
SVI
Supply Chain Management Initiative
Siemens Financial Services
Siemens Industrial Manufacturing, Engineering and Applications
Siemens IT Solutions and Services
Program and System Engineering
System Development and Engineering
(formerly SIS PSE)
Siemens Personaldienstleistungen GmbH & Co KG
Siemens Power Generation und Anlagentechnik GmbH
Siemens Real Estate
Siemens Transportation Systems GmbH & Co KG
Services Industries
T
T
T&D
Taxes
Transmission and Distribution
U
UGB
ULF
US
Austrian Uniform Commercial Code
“Ultra Low Floor” (low platform tram)
Company Safety
V
VAI
Siemens VAI Metals Technologies GmbH & Co
€000
thousands of euros
SIS SDE
71
Disclaimer
This document contains forward-looking statements and information – that is, statements related to
future, not past, events. These statements may be identified by words such as “expects,” “looks forward to,” “anticipates,” “intends,” “plans,” “believes,” “seeks,” “estimates,” “will,” “project” or words of
similar meaning. Such statements are based on the current expectations and certain assumptions of
Siemens’ management, and are, therefore, subject to certain risks and uncertainties. A variety of factors, many of which are beyond Siemens’ control, affect Siemens’ operations, performance, business
strategy and results and could cause the actual results, performance or achievements of Siemens to
be materially different from any future results, performance or achievements that may be expressed
or implied by such forward-looking statements. For Siemens, particular uncertainties arise, among
others, from changes in general economic and business conditions (including margin developments
in major business areas and recessionary trends); the possibility that customers may delay the conversion of booked orders into revenue or that prices will decline as a result of continued adverse market conditions to a greater extent than currently anticipated by Siemens’ management; developments
in the financial markets, including fluctuations in interest and exchange rates, commodity and equity
prices, debt prices (credit spreads) and financial assets generally; continued volatility and a further
deterioration of the capital markets; a worsening in the conditions of the credit business and, in particular, additional uncertainties arising out of the subprime, financial market and liquidity crises;
f uture financial performance of major industries that Siemens serves, including, without limitation,
the Sectors Industry, Energy and Healthcare; the challenges of integrating major acquisitions and implementing joint ventures and other significant portfolio measures; the introduction of competing
products or technologies by other companies; a lack of acceptance of new products or services by customers targeted by Siemens; changes in business strategy; the outcome of pending investigations
and legal proceedings and actions resulting from the findings of these investigations; the potential
impact of such investigations and proceedings on Siemens’ ongoing business including its relationships with governments and other customers; the potential impact of such matters on Siemens’
f inancial statements; as well as various other factors More detailed information about certain of the
risk factors affecting Siemens is contained throughout this report and in Siemens’ other filings with
the SEC, which are available on the Siemens web site, www.siemens.com, and on the SEC’s website,
www.sec.gov. Should one or more of these risks or uncertainties materialize, or should underlying
assumptions prove incorrect, actual results may vary materially from those described in the relevant
forward-looking statement as expected, anticipated, intended, planned, believed, sought, estimated
or projected. Siemens does not intend or assume any obligation to update or revise these forwardlooking statements in light of developments which differ from those anticipated.
72
Annex
70
Index of
Abbreviations
72
Disclaimer
Key Figures 2005–2009
Contact
Information on the Report Contents
(Media Relations)
Telephone
Fax
E-mail
Internet
2005
2006
2007
2008
2009
New orders
2,557.3
3,121.3
3,375.9
3,373.0
2,231.2
–33.9 %
Sales
2,499.9
2,485.4
2,525.4
2,795.9
2,973.2
6.3 %
47.0 %
49.9 %
48.4 %
41.0 %
32.4 %
–8.6 %
Investments1)
29.5
1.2 %
34.8
1.4 %
41.9
1.7 %
87.3
3.1 %
100.4
3.3 %
15.0 %
Employees (as of September 30)2)
7,919
8,236
7,590
8,371
7,762
–7.3 %
658.1
26.3 %
714.5
28.7 %
713.1
28.2 %
822.1
29.4 %
847.1
28.5 %
3.0 %
540.1
578.4
588.3
590.5
502.8
–14.9 %
18.5
17.7
18.7
20.0
18.2
–8.7 %
Exports (as a percentage of sales)
Personnel expenses
Research and development expenses
Education and training expenses
1)
2)
Postal Address
on prev.
year
(in millions of €)
+43 (0)51707-24046
+43 (0)51707-53000
[email protected]
www.siemens.at/presse
Siemensstraße 92
1211 Vienna
Information on additional locations can be found at
www.siemens.at/standorte
Imprint
The names and designations used in this report may
be registered trademarks. Their use by other parties
may violate the rights of their owners.
Photo Credits
All pictures are copyright
We would like to thank:
Pascal Preti / The Image Bank (cover)
Philipp Horak (pages 4 and 8)
Publicis KommunkationsAgentur GmbH, GWA (page 12)
JOKER/ullstein bild, APA Picturedesk (page 61)
Mevla Sales / Siemens IT Solutions and Services (page 62)
/brandville (page 63)
Hertha Hurnaus (page 64)
Angelika Kainz (page 65)
Martin Stickler (page 66)
Georg Lembergh (page 67)
Concept, Coordination and Implementation
Project management:
Christian Holler-Berger
Corporate responsibility:
Klemens Lendl,
Angelika Kainz
Economic data:
Gerold Zakarias
Creative direction:
Martina Mikulka
Art direction:
Agentur PRIMART,
Christina Lehner
Production:
Jutta Duschet
Typesetting and lithography: CPZ Zeitschriftenverlags
ges.m.b.H.
Translation and proofreading:LanguageLink
Sprachdienste GmbH
Printing:
Offset 5020 Druckerei &
Verlag Ges.m.b.H.
Property, plant, and equipment including equipment leased to customers.
Not including employees completing compulsory military service, employees on maternity leave, and apprentices.
Because of the continued work in fiscal year 2009 to implement the new organizational structure consisting of three operating Sectors (Industry, Energy,
and Healthcare) and the two cross-sector business units Siemens IT Solutions and Services (SIS) and Siemens Financial Services (SFS) as well as because
of the Group-wide efforts to streamline the equity holding structure and to reduce the number of business entities in the Group, the key figures for
Siemens Group Austria are no longer included in this annual report.
The material organizational changes and a list of all direct majority shareholdings and of selected fifty-percent shareholdings of Siemens Aktiengesellschaft
Österreich can be found on pages 54 to 57 of this annual report.
This annual report is also published in German.
Electronic versions will be available for download in
English and German at www.siemens.at/presse
at the end of January 2010.
Typesetting and printing errors excepted.
www.siemens.at
© Siemens Aktiengesellschaft Österreich 2009
All rights reserved
Printed in Austria
Annual Report 2009
www.siemens.at

Annual Report 2009

Transcription

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