DOCSLIB.ORG

Schindler Annual Report 2019

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Schindler Annual Report 2019 Shaping cities Group Review 2019 Schindler WorldReginfo - fe205b69-44bd-4b30-99c5-b739d4558af4 Urban landscapes – shaped by dedicated people and leading technology. Schindler moves people and goods, connecting vertical and horizontal transportation systems, enabling the shaping of urban landscapes – now and in the future. WorldReginfo - fe205b69-44bd-4b30-99c5-b739d4558af4 2019 In CHF million Δ % 2019 2018 Δ % local currencies Order intake 12 123 11 669 3.9 5.8 Revenue 11 271 10 879 3.6 5.6 Operating profit (EBIT) 1 258 1 269 –0.9 1.3 in % 11.2 11.7 1 2 Operating profit (EBIT), adjusted 1 314 1 295 1.5 3.6 in % 11.7 11.9 4 Financing and investing activities –57 –17 Profit before taxes 1 201 1 252 –4.1 4 Income taxes 272 244 Net profit 929 1 008 –7.8 4 Net profit before tax refund 929 948 –2.0 Earnings per share and participation certificate in CHF 8.04 8.79 –8.5 3 Cash flow from operating activities 1 185 1 005 17.9 Investments in property, plant, and equipment 225 245 –8.2 As of December 31 Order backlog 9 042 8 618 4.9 7.6 Net liquidity 2 046 2 231 –8.3 Net working capital –600 –518 15.8 Number of employees 66 306 64 486 2.8 1 Adjusted for restructuring costs (CHF 38 million) and expenses for BuildingMinds (CHF 18 million) 2 Adjusted for restructuring costs (CHF 26 million) 3 Before settlement of pension obligations (CHF –157 million) and IFRS 16 – Leases (CHF 118 million) CHF 1 224 million 4 One-time tax refund CHF 60 million (income taxes CHF 33 million, net interest income CHF 27 million) Dividend per registered share/ participation certificate Dividends proposed by the Board of Directors 2019 2018 Registered share 4.00 4.00 Subject to approval by the General Meeting, the dividend Participation certificate 4.00 4.00 will be paid on March 25, 2020 WorldReginfo - fe205b69-44bd-4b30-99c5-b739d4558af4 Order intake Revenue In CHF million In CHF million 12 12 3 11 271 EBIT margin Return on equity Number of employees In % In % As of December 31 11. 2 24.4 66 306 Order intake and revenue Net profit In CHF million In CHF million Order intake +3.9% Revenue +3.6% 9 967 10 374 10 989 11 669 12 123 747 7661 884 9481 929 9 391 9 683 10 179 10 879 11 271 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019 1 Before exceptional items Revenue by region Market capitalization In CHF million as of December 31 Asia-Pacific Americas EMEA 25 935 27% 29% 44% 215 1981 1991 2001 2011 2019 WorldReginfo - fe205b69-44bd-4b30-99c5-b739d4558af4 Contents 2 Milestones 4 Schindler in brief 6 Statement of the Board of Directors 10 Shaping cities 56 Business review 60 Markets 66 Examples of significant orders 70 The new way of working 76 Innovation and technology 78 Sustainability 80 Information for our shareholders 81 Five-year overview 84 Key figures registered share/participation certificate 86 Financial calendar 87 Important addresses The Financial Statements are available separately WorldReginfo - fe205b69-44bd-4b30-99c5-b739d4558af4 Milestones The past year was another one of political The emergence of this new kind of busi- As leaders it is our responsibility to remain turbulence and global challenges. The ness can fundamentally alter industries. alert to the risks such change bears macrotrends that drive Schindler’s growth, Corporate history already provides a whilst driving it with the speed required however, remain in place and the com- number of examples where traditional for success. It is also our duty to have pany continued to perform well in terms of firms have been totally overwhelmed by necessary checks and balances firmly in both revenue and profit expansion. As a the collision with AI-driven companies. place, undergirded by Schindler’s long- family company, Schindler continues to standing values, with particular attention place the company’s health first and to Conscious of this historical conjuncture, to the aspects of data protection and nurture the business for future genera- Schindler has embarked on a digital journey potential bias in AI algorithms. tions. Our financial results are the sequen- to address the unprecedented challenges tial consequence of this approach. More and unique opportunities we are con- The evolution of a global industrial com- and more, this view is in contrast with the fronted with. pany into a data-driven business model precipitation with which some companies requires courage and persistence to rush to achieve “growth at all cost”, often We are digitally transforming our products, push into the – often uncomfortable – with investments carrying risk profiles of our services, and the way we work. Con- unknown. We aim to build our “Digital such magnitude that even today’s “cheap nected elevators and escalators across net- Core” on innovative products, integrated money” environment can hardly justify. works create new value for our customers; data, and structured analytics that are thereby also expanding and tailoring both accessible across the business and Shifting paradigm the passenger experience. Connectivity duly protected. Our continued invest- The argument most often used by the supports predictive and adaptive main- ments in the Digital Twin, as well as our advocates of this new fashion is the search tenance by monitoring and analyzing multiyear modularization project, are for scale, a concept that has been central data, with the ultimate objective to have important cornerstones; so are the to business since the Industrial Revolution. the equipment serviced before breakdowns Schindler Ahead connectivity drive and can even occur. Value opportunities in the BuildingMinds venture. Each of these AI-enabled service are not constrained by initiatives reimagines the user experience “The Digital traditional industry boundaries – as exem- and the relationship our customers have Revolution is changing plified by Schindler’s decision to step for- with our products. the traditional ward to create the start-up BuildingMinds. As with any disruptive innovation, financial concept of scale.” returns are difficult to grasp in the begin- Tapping into the potential of data To benefit our customers, decisions up ning. Nonetheless, such investments Today’s nascent economic revolution, driven and down the value chain will have to be are vital to our survival and success in by Artificial Intelligence (AI), is causing driven by quality data more than ever. the future. even this core concept to be challenged. That requires new expertise and ways of With digital operating models, “size” thinking across the whole organization. Building skills does not depend any longer on traditional The same data that creates a new level of We are working to develop digital capa- production volumes. Instead, the value customer engagement will be used to bilities not only as an organization, but enabled by scale grows exponentially empower our employees, transform our also for each of our employees. Digitali- as more data and more digital connections products, and optimize our operations. zation, machine learning, and AI will are added. Contrary to classic economic AI, fueled by structured data, will be the change the nature of every job and the models, “digital scale” is not limited by engine at the core of this “digital feedback way we work across the entire company; the law of diminishing returns. Instead loop”. The journey has started, and we indeed, at Schindler this change began it can deliver returns that continue to are resolved to make it successful, now years ago, from our technicians servicing grow to levels that were unthinkable just and for future generations. units with the assistance of smartphones a few years ago. to the way information is processed across our offices around the globe. WorldReginfo - fe205b69-44bd-4b30-99c5-b739d4558af4 2 | Schindler Group Review 2019 Milestones To that end, we built a new framework for our sustainability strategy, which is now “Our workforce driven directly by the Board of Directors. is our strongest The role of our products in the livability of the modern world becomes ever more asset.” critical as the historic benefits of urbanization are tempered by threats of congestion, pollution, and resource depletion in cities around the world. We are resolved to continue these efforts, independent of any external pressure, and to be transparent about our goals and progress. I would like to take this opportunity to thank all our customers for their continued trust and partnership. Their success is our ultimate objective, and it depends on the dedication and determination of our employees, who make Schindler proud year after year. To our investors, it is a privilege to be entrusted with your capital, which enables us to remain independent, to achieve entrepreneurial progress, and to take on our corporate responsibility to contribute to a more sustainable world. We build on this precious resource for the Our workforce is our strongest asset. Sustainability at the heart company and the generations to come. Their expertise, customer orientation and Beyond the digital revolution, our society dedication are the foundation of our faces an existential challenge. The way we success. And we are committed to helping treat our planet and its resources defines them thrive in the digital era. As part the future of generations to come. Com- of our transformation, we will continue panies need to act now to fully shoulder to foster a culture of lifelong learning and their responsibility to all their stakeholders. Silvio Napoli openness to adapt with training pro- Chairman of the Board of Directors grams enabling our employees to leverage Schindler has had sustainability as a guiding their knowledge with new tools and principle since the inception of our busi- platforms.
Load more

Recommended publications
  • ANNUAL REPORT 2019 Table of Contents
    ANNUAL REPORT 2019 Table of Contents Overview 3 Key figures 5 Performance Indicators 6 Editorial 8 Strategy 12 Business Review Group 18 Segment Sheet Metal Processing 20 Segment Chemical Specialties 22 Segment Outdoor 24 Responsibility 27 Corporate Governance 29 Report of the Human Resources Committee 31 Report of the Audit Committee 33 Corporate Governance Report 54 Compensation Report 66 Financial Report 67 Consolidated Financial Statements 106 Financial Statements of Conzzeta AG 116 Five-Year-Summary 118 Publication Details Conzzeta Geschäftsbericht 2019 2 Key figures - Group CHF m 2019 2018 Changes Net revenue 1,573.2 1,782.2 –11.7% on a comparable basis 1 –4.9% Total revenue 1,579.1 1,796.7 –12.1% Operating result (EBIT) 167.2 146.8 13.9% adjusted 2 137.3 146.8 –6.5% as a % of total revenue, adjusted 8.7% 8.2% 50 bp Group result 136.8 114.8 19.2% as a % of total revenue 8.7% 6.4% 230 bp Minority interests 11.1 18.2 –39.1% Operating free cash flow 40.6 83.4 –51.3% Cash, cash equivalents and securities 300.9 389.6 –22.8% Total assets 1,266.0 1,366.2 –7.3% Shareholders’ equity 880.1 926.9 –5.0% as a % of total assets 69.5% 67.8% 170 bp Net operating assets (NOA) 550.7 520.1 5.9% Return on net operating assets (RONOA) 2 20.0% 23.1% -310 bp Number of employees on December 31 5,026 5,259 –4.4% Earnings per class A share, in CHF 60.85 46.76 30.1% Dividend for class A shares, in CHF 42.00 3 18.00 133.3% Dividend for class B shares, in CHF 8.40 3 3.60 133.3% 1 At constant exchange rates and adjusted for changes in the scope of consolidation.
    [Show full text]
  • Annual Results, Press Release (2014, English)
    Schindler Management Ltd. Schindler Management Ltd. Corporate Communications Annual Results 2014 Media release February 13, 2015 Solid growth and increased profit Schindler stayed on course with its growth strategy in 2014, recording a strong fourth quarter. For the reporting year orders received increased 7.8% in local currencies, with revenue up 7.3%. In Swiss francs, growth in orders received and revenue was 5.5% and 4.9% respectively. Operating profit (EBIT) was CHF 1 138 million, a rise of CHF 242 million from the previous year, giving an EBIT margin of 12.3%. Adjusted for exceptional items, operating profit in local currencies improved 7.4% to CHF 932 million, representing an EBIT margin of 10.1%. Net profit was CHF 902 million, significantly exceeding the previous year. Net profit before exceptional items was CHF 740 million, an improvement of 8.5% over the previous year. Strong orders received and backlog Schindler generated CHF 9 979 million in orders received in the reporting year, an increase of 5.5% (7.8% in local currencies). Growth was strongest in the Asia-Pacific region, led by China, India, and South-East Asia, where Schindler significantly exceeded market growth rates. The market recovery in the USA stimulated an encouraging increase in orders received for the Americas region. In Europe, despite declines in some markets, a small growth rate was recorded as a whole. In the fourth quarter of 2014, orders received reached an unprecedented CHF 2 569 million, an increase of 13.9% compared to the same period in the previous year (11.1% in local currencies).
    [Show full text]
  • Schindler-Case-Study.Pdf
    CASE STUDY LOGITECH VIDEO COLLABORATION SOLUTIONS HELP SCHINDLER TO ACCELERATE DECISION MAKING AMONG THE LEADERSHIP TEAM. Schindler is one of the world’s leading providers of elevators, escalators, and moving walks, as well as maintenance and modernization services. Schindler uses Logitech GROUP & Logitech CONNECT in 10 locations across India to increase the frequency of meetings among key decision-makers, thereby boosting productivity. CHALLENGE Schindler Group has over 1000 branch oces in more than 100 countries, as well as production sites and R&D facilities in the US, Brazil, Europe, China, and India. In India, they have a presence in more than 50 cities with 13 major branches. Managing such a widely distributed workforce was one of the major challenges faced by the senior management. Loss of valuable time due to management travelling for meetings was increasing. Accelerating decision-making INDUSTRY across functions and conveying the decisions to all levels in the organization quickly and eciently was Manufacturing another challenge. PRODUCTS USED SOLUTION Schindler was looking for a solution that was economical Logitech and simple to use, because their existing equipment was CONNECT expensive and complicated. They evaluated Logitech because they had recently migrated to Microsoft O365 Logitech GROUP with Skype for Business and they knew we were certied by Microsoft. Logitech GROUP & Logitech CONNECT are now helping the top management to conduct business reviews, the sales team to conduct sales reviews, the support teams for knowledge-sharing & training & HR for doing interviews. “ We are satised with Logitech’s product Arikrishnan S quality, service & support and we will go DGM for more installations in the future.
    [Show full text]
  • Business News No
    Talacker 41, 8001 Zurich, Switzerland, Phone: +41 43 443 72 00, Fax: +41 43 497 22 70, [email protected], www.amcham.ch, October 2020 / No. 400 Last quarter of a very special year: What is ahead? The latest events (more pictures on pages 4/5) Dear members and friends 2020 started with a boom and had a strongly positive outlook. 20/20 vision is the perfect vision, after all! But as we all know, the year turned out differently. The Swiss-American business relationship had a roaring start. After Q4, 2019, the first quarter of 2020 again saw the US market #1 for Swiss exports, ahead of the German market! Exports to the US grew CHF 974 mio, four times the growth to the EU, while exports to the BRIC countries posted a negative growth of CHF 470 mio. Again, the exports to the USA proved to be the locomotive of the Swiss export industry. As we all know, Q2 Lugano, Annual Dinner, September 17: Franco Polloni Zurich, September 29: J. Erik Fyrwald, saw exports to the US crashing down 22% (EFG Bank / former Ticino Chapter Board Chairman), CEO, Syngenta Group and Board due to the Covid crisis in general and logistics Silvio Napoli (Schindler Holding / Swiss Amcham Member Swiss Amcham [MS] problems as a specific issue. But in the last Chairman), Demis Stucki (EFG Bank / Ticino Chapter months, progress came much faster than Board Chairman) expected and in August, the US market was again the top export market for Switzerland. The Swiss-US Business relationship has everything to flourish in the future.
    [Show full text]
  • Alumni Service 2019
    Università della Svizzera italiana Alumni Service Building a lifelong relationship 2019 Alumni Placement Survey Activities for Alumni 2018 The Careers and Alumni Service carries Through its Alumni Service, the University manages relations with its alumni and seeks in particular to support the professional out annually, since 2002, a survey on the development and networking of the alumni community thus professional outcomes of USI graduates contributing to the growth of USI. at 1 year and 5 years after graduation. USI Alumni can benefit of the following services and activities: The aim of the survey is to gather insight Events Alumni Reunions on employment access, and tailor the Chapter Meetings Service offer and activities accordingly. Career events The 2018 survey (the 16th carried out by Careers Job offers databank the Service) involved over 650 graduates Career counselling of the 4 faculties (Architecture, Communi- Alumni placement survey cation, Economics and Informatics) who Benefits Continuous learning finished in 2013 (at 5 years) and in 2017 Scholarships (at 1 year), with a response rate of 50%. Access to USI Sport USI Shop Email forwarding Involvement Testimonials Career Stories Visiting Alumni Key 1 year a 5 years Results (2017) (2013) Network Alumni yearbook Chapters/Point of Contact Alumni Surveyed 779 562 Alumni on Social Media Employed News Alumni Newsletter and News 94.5% 96.1% USI Flash Employed in CH 61.4% 59.2% Annual Average Income 56.800 72.700 See more at: www.usi.ch/alumni (in CHF) Time spent to find initial 2.6 – occupation (in months) Job Satisfaction 93.9% 96.1% USI Alumni USI Alumni Today around the world USI has more than 9,000 alumni, reflecting USI’s international USI Alumni work in 100+ different countries around the world in character, both in terms of country of origin and of destination for different sectors, both private and public, and in academia.
    [Show full text]
  • Press Release Munich, May 28, 2020
    www.osram.com 1/4 Press Release Munich, May 28, 2020 Osram lights up tallest building in Southeast Asia Osram subsidiary Traxon e:cue and LK Technology recently illuminated a gigantic heart at the top of Southeast Asia’s tallest building, Landmark 81 in Ho Chi Minh City, Vietnam. With a height of 461.5 meters, Landmark 81 is the tallest skyscraper in Southeast Asia and the sixth tallest in Asia. It combines commercial space, retail shopping and luxury residential apartments, and becomes the new iconic landmark in Vietnam. As night falls, the building puts on a dazzling display of light, paying tribute to the medical and healthcare workers and citizens who are fighting the COVID-19 outbreak. This sign of solidarity and hope is visible from up to ten kilometers away. The intelligent dynamic lighting system on the facade of Landmark 81 is provided by Traxon e:cue. More than 12,500 sets of Traxon luminaires are pixel precise controlled and managed by the e:cue Light Management System. A variety of products are incorporated into the structure including customized LED Dots, Monochrome Tubes, several e:cue Butler S2 orchestrated by an Lighting Control Engine2. The flexible control system enables targeted pre-programming of the facade lighting for solemn occasions. It ensures that lighting is activated at the best possible time in the evening hours to meet a wide variety of lighting requirements while significantly reducing operating and maintenance costs. "The facade lighting of Landmark 81 is yet another example of how dynamic illumination can be used to re-define city nightscape and enhance the commercial value of buildings," said Dr.
    [Show full text]
  • We Love What We Do 2014 Annual Report 2014 Annual Report Annual 2014
    We love what we do 2014 Annual Report 2014 Annual Report Annual 2014 Straumann Holding AG Peter Merian-Weg 12 4002 Basel Switzerland www.straumann.com 00_00_STR_GB2014_GB_Umschlag_en.indd 1 09.03.2015 16:44:50 About Straumann Straumann is a global leader in tooth replacement solu- tions including dental implants, prosthetics and regener- ative products. Headquartered in Basel, Switzerland, the Group is present in more than 70 countries through its broad network of distribution subsidiaries and partners. 1 Rebecca Hesse SAP Coordinator 2 Susan-Ann Welzbacher Corporate Safety Officer 3 Julia Hirtle Spend Coordinator 4 Roland Scacchi Administrator 5 Alessandro Annicchiarico IT Support 4 7 1 2 3 5 6 8 9 6 Heather Stanton Web Editor IMPRINT Published by: Institut Straumann AG, Basel 7 Dave Koster Lab Business Development Concept and realization: PETRANIX Corporate and Financial Communications AG, Adliswil/Zurich 8 Raul Perez Talent Management Photography: AMX Studio, Alex Stiebritz, Karlsruhe Consultant on sustainability: sustainserv, Zurich and Boston 9 Sandra Schürmann Events Coordinator Certain design elements by Eclat, Erlenbach/Zurich Print: Neidhart + Schön AG, Zurich Basel, 26 February 2015 We have a global culture with more than 28 nationalities represented at our headquarters alone. The front cover shows a few examples. ©2015, Straumann Holding AG 00_00_STR_GB2014_GB_Umschlag_en.indd 2 09.03.2015 16:45:02 We love what we do 2014 Annual Report Highly motivated, creative employees, together with innovative products, solutions and commercial ap- proach es are the keys to Straumann’s ambition of being the provider of choice in tooth replacement. The theme photographs in this report all feature products that we introduced or rolled out in 2014 alongside some of the talented people who have been involved in bringing them to customers and patients.
    [Show full text]
  • Accelerating Success Through Technology
    12TH ANNUAL MIT SLOAN 2015 CIO SYMPOSIUM WWW.MITCIO.COM INVENTING YOUR FUTURE: Accelerating Success Through Technology harness the potential explore the of innovative tools newest enterprise technological innovations connect with senior acquire insight business executives engage with industry through leading from around the world thought leaders academic research INVENTING YOUR FUTURE: Accelerating Success Through Technology Welcome to the 12th Annual MIT Sloan CIO Symposium! Our goal is to make you a stronger business We are at an inflection point. What made research on issues related to how companies leader by providing the theoretical and CIOs successful today will not necessarily will design themselves and manage for practical insights you need to invent your make them successful tomorrow. CIOs need success in the digital economy. future by accelerating success through to adopt new modes of thinking, to practice The MIT Sloan CIO Symposium is uniquely technology. exceptional collaboration skills across the positioned to help you invent your future. organization, and to work with their C-Suite Digitization and exponential improvements It is the only conference in the world that colleagues and the rest of their enterprise on in technology (faster, cheaper, smarter) brings together the academic thought envisioning new business models enabled are the future. Accelerated success will leadership of MIT with the real-world, by technology. come through new combinations of people, in-the-trenches experiences of leading, processes, and technology—finding smarter, This year we increased MIT’s academic global CIOs. more efficient ways to manage current involvement in the Symposium. MIT faculty Have an enjoyable and productive day! operations; using technology, including the and researchers lead the majority of the Internet of Things, to redefine products; panels and forums.
    [Show full text]
  • HO CHI MINH CITY Cushman & Wakefield Global Cities Retail Guide
    HO CHI MINH CITY Cushman & Wakefield Global Cities Retail Guide Cushman & Wakefield | Ho Chi Minh City | 2019 0 Ho Chi Minh City (HCMC) formerly known as Saigon, is the largest city in Vietnam with a total population of 8.6 million people (as of 2018). The city is Vietnam’s economic center, accounting for a large proportion of the national economy. In 2018, the city contributed nearly a quarter (or 24%) of the national total GDP. HCMC’s 2016 GDP per capita (the highest in Vietnam) was estimated at US$7,000 – as much as twice the national GDP per capita (US$2,340). HCMC has seen the strongest retail property performance in Vietnam. The total retail supply across shopping centers, department stores and retail podiums in the city is estimated at 1,340,000 sqm in net leasable area. The city is often the first point of entry for retailers new to Vietnam, due to its young, dynamic economy and also the lifestyle of its citizens. Many international brands started in Ho Chi Minh City including Gucci, Zara, H&M, Hermes, Bottega Veneta, Max & Co, Dorothy Perkins, Humphrey, F&F, Coach, Penshoppe and Under Amour among others. Additionally, an increasing number of retailers are looking to enter the market in the near future. HCMC is a multinational city with a diverse food and beverage offer. In the prime CBD (central business district), it is very convenient to locate a Western, Chinese, Korean or Japanese restaurant. Traditional local cuisine is also in abundance whether in low-cost single dish style street kitchens or more upmarket authentic restaurants.
    [Show full text]
  • Thu Thiem the Pudong of Saigon
    THU THIEM THE PUDONG OF SAIGON CBRE Global Research © CBRE Ltd. 2015 1 THU THIEM Over the past 300 years HCMC has grown from a small riverbank settlement into a bustling city of over eight million inhabitants. The development of Thu Thiem is now taking shape to create a new financial and economic centre for the city. 2 HCMC | Thu Thiem - The Pudong of Saigon THU THIEM Over the past 300 years HCMC has grown from a small riverbank settlement into a bustling city of over eight million inhabitants. The development of Thu Thiem is now taking shape to create a new financial and economic centre for the city. © CBRE Ltd. 2015 3 CONTENTS EXECUTIVE SUMARY Executive Summary Located across the Saigon River from District 1 and 05 possessing a huge land bank of 657 hectares, Thu Thiem is to be redeveloped as a new centre of HCMC. Introduction 06 Planning for the Thu Thiem New Urban Area began as early as 1996. However, to date only a tunnel and a bridge have been completed to connect Thu Thiem to the rest of the city. About Thu Thiem Four other bridges and a metro link are still either Location under-construction or under planning. Land Information 09 Why Thu Thiem? Land-Use Plan More than 99% of land in the district has already been cleared Building Height Plan with a total compensation cost of about US$800 million. Land Allocation Infrastructure By the end of 2014, 2,460 of a total of 123,500 resettlement apartments had been completed and handed over.
    [Show full text]
  • Corporate Governance
    Corporate Governance 24 Report Human Resources Committee 25 Report Audit Committee 26 Corporate Governance Report 26 Group Structure and Shareholders 28 Capital Structure 30 Board of Directors 36 Executive Committee 38 Compensation, Shareholdings, and Loans 39 Participation Rights of Shareholders 40 Change in Control and Defensive Measures 40 Auditors 41 Information Policy 41 Significant Events since the Balance-Sheet Date Conzzeta – Annual Report 2015 Corporate Governance Corporate Governance Conzzeta attaches great importance to good Corporate Governance and the provision of detailed information for shareholders. In the following pages, the Committee Chairmen report on their activities in 2015. These accounts are followed by the Corporate Governance Report based on the SIX Swiss Exchange Directive on Information relating to Corporate Governance as well as the Compensation Report. 23 Geschäftsbericht_2015_English_1 23 21.03.2016 15:53:54 Conzzeta – Annual Report 2015 Corporate Governance / Report Human Resources Committee New Group CEO and new contracts for the Executive Committee Philip Mosimann, Chairman of the Human Resources Committee Focus topics were the search for a new CEO and the implementa- tion of the new compensation system for the Executive Committee The Human Resources Committee met eight times in of the Executive Committee were amended with effect 2015. In addition to these meetings, several rounds of from January 1, 2016. interviews were conducted with candidates for the posi- A new compensation and expenses regulation was tion of Group CEO in the second half of the year. The adopted for the Board of Directors at the HR Committee’s search for a new CEO was organized and led by the HR request to formalize the amendment of the compensation Committee.
    [Show full text]
  • 2016 Annual Report.Pdf
    2016 ANNUAL REPORT WE CREATE OPPORTUNITIES For learners: Education courses; ITI Academy; Straumann ‘Smart’ education concept; corporate forums at key events; ITI Study Clubs · For specialists: Peer-to-Peer Program events · For general practitioners: Education partnerships; Straumann intra-oral scanner; chairside milling · For dental labs: Straumann Variobase abutments; Straumann premilled abutments; Straumann Motion2 in- lab milling machines; Straumann n!ce glass ceramic; extended connectivity to Straumann CARES digital workflow; cost-effective abutments for all leading implant systems through etkon iDent and Medentika; distribution agreement with Zirkonzahn & Planmeca · For compromised patients: Rox- olid small diameter and short implants; research in diabetes · For the disadvantaged: Charitable dental care programs in underdeveloped countries; Straumann AID; dental scholarships in Cambo- dia and Nicaragua · For young professionals: Straumann-botiss Young Pro Award; Young Profes- sionals Program · For women in dentistry: workshops; mentoring · For employees: new jobs cre- ated; International Talent Program; apprentice program; training programs; Straumann Academy; global pulse perception study · For investors: total shareholder return of 32% in 2016; dividend raised to CHF 4.25 · For inventors: 100 ideas through our innovation portal · For research: 77 publi- cations on studies in peer-reviewed journals · For patients in general: more than 1.5 million patients treated; new smiles with restored confidence · For edentulous patients: Strauman
    [Show full text]