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Annual Shareholders' Meeting of Siemens AG on January 26, 2006

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Annual Shareholders' Meeting of Siemens AG on January 26, 2006 s Annual Shareholders’ Meeting of Siemens AG on January 26, 2006 Dr. Klaus Kleinfeld President and Chief Executive Officer of Siemens AG Annual Shareholders’ Meeting of Siemens AG on January 26, 2006 Ladies and Gentlemen, It is a pleasure for me to report to you, our share- I met with political figures and heads of state holders, for the first time as President and Chief in key countries; Executive Officer of Siemens AG at our compa- I visited many countries, some a number of ny’s Annual Shareholders’ Meeting. And I’m times—including China, India, the U.S., happy to have this opportunity to personally Russia and the major European countries, lead you, so to speak, through our company’s to name just a few; past fiscal year and to explain our company’s I and I naturally also held comprehensive talks perspectives. with representatives of the media. Looking at the size of this audience though, “personally” probably falls short in this case. In each case, I not only saw and heard a high I’m deeply pleased and impressed that so many degree of interest in our company and its devel- of you have come here today. And above all, it’s opment, but also noted a feeling of great confi- a tremendous sign of how great your interest in dence and trust in Siemens, as well as accept- Siemens is. ance and respect for us as a partner. And of Many of you may know it: Today is not only course, that’s bound with the highest expecta- the date of our Annual Shareholders’ Meeting; tions of our strengths in meeting and mastering it’s also the birthday of our Supervisory Board challenges ahead. Chairman. There were quite a few challenges during the The entire Managing Board and I want to past year. And we still need time to master some wish you, Dr. v. Pierer, all the best on your 65th of them completely. But the most obvious mes- birthday! sage is that we made solid progress in many For me as President and CEO, today is like a areas. Not only that, but it is also clear that our birthday as well. For one year now, I’ve headed systematic path to sustainable profitable growth this company as CEO. These past twelve months is increasingly being understood outside the were exciting and filled with a wealth of experi- company. ences. During the past months I: I visited with more than 500 customers in many countries; I held in-depth talks with numerous employees in Germany and around the world; I discussed business developments in detail with numerous analysts and investors; Check against delivery. 2 Annual Shareholders’ Meeting of Siemens AG on January 26, 2006 Ladies and gentlemen, you are all familiar I We also achieved above-average growth in with last year’s figures, so I don’t need to go into the Asia-Pacific region, where new orders great detail here today. Instead, let me limit my climbed 23 percent to nearly €12 billion. remarks to the six main messages for the year: China really stood out: We increased our new order volume there by 40 percent. And we First message: also posted above-average new order growth Outstanding growth—medium-term targets of 28 percent in India, where we won a num- already reached! ber of major infrastructure orders such as We booked around €84 billion in new orders for the modernization of rapid transit trains in the year—an increase of 11 percent—thereby Mumbai—a project valued in the triple-digit continuing the positive trend in new business. million-euro range. This growth is a reliable indicator that we’re pre- vailing in the international business arena—and Second message: that our customers trust us. We have stabilized our profits! I am particularly pleased that we generated Group profit from Operations was nearly €4.7 this growth primarily in new orders, derived billion before interest and taxes. One should from our own strength, with more than one half note here that we had to cope with a negative of orders for the year being organically grown. earnings swing of nearly €1 billion in the Com Business growth in the Regions was quite and SBS Groups. notable. In Europe, we maintained an orders vol- The company’s income from continuing ume at the prior year’s high level. The situation operations was approximately €3.1 billion, in Germany was especially pleasing. There, new roughly equal to the prior year’s total. In fiscal orders grew by 8 percent. This development 2004, we posted income from continuing opera- fuels our optimism. And we really look good tions of €3.4 billion. This total included substan- particularly in those countries with high eco- tial special effects, such as a pre-tax gain of nomic growth: €590 million and a reversal of €246 million in I For example: North and South America, deferred tax liabilities—both related to the sale where we posted a gain of 19 percent in of Infineon shares—as well as a goodwill impair- orders. Our infrastructure solutions business ment of €433 million. Excluding these effects, was particularly strong in the United States. comparable income in fiscal 2004 was over Today, our plants generate power to meet €3 billion, nearly at the same level as 2005. around one-third of all America’s electricity needs. And 90 percent of America’s mail today is sorted by Siemens postal automation sys- tems. In this sector, we landed a major €460 million contract from the U.S. Postal Service. 3 Annual Shareholders’ Meeting of Siemens AG on January 26, 2006 For fiscal 2005, we had basic earnings per share—on the basis of continuing operations— of €3.43. The Managing and Supervisory Boards pro- pose a dividend of €1.35 per share and ask for your approval. I believe the 10-cent increase over the prior year clearly reflects our confidence in the medium-term earnings trend. Net cash in operating and investing activities was a negative €2.7 billion, after a positive €3.3 billion in the previous year. This development reflects our intensive acquisition program: We used €3.1 billion for purchases during the fiscal year. Moreover, cash flow was impacted by an Fourth message: additional need for capital in growth sectors, We have decisively strengthened our charges related to the sale of the mobile phone portfolio! business, and a supplemental cash contribution In fiscal 2005, we paid—as I said—a total of €3.1 to secure the pension plans. billion for acquisitions in order to play an even greater role in growth markets. And we under- Third message: took these portfolio measures across the breadth Our Groups are making solid progress! of our business activities: Eleven out of 13 Groups, including Siemens I For example, in the medical business area Financial Services, have reached their margin with the takeover of CTI Molecular Imaging. targets, or are closing in. From my viewpoint, With this move, we’ve positioned ourselves we are heading in the right direction. And natu- well in the decisive future market for molecu- rally we are sticking to our margin targets. After lar diagnostics. all, the margins achieved by the best competi- I In the power business area, we strengthened tors in the respective industry played an impor- our position with the acquisition of Bonus tant role in deriving our own targets. As we well Energy, one of the world’s leading manufac- know: to earn money sustainably in the global turers of wind power plants. The gear-manu- market, you need to be in leading positions. facturer Flender complements this business High investments in innovation are possible technologically. Plus, we added Austria’s VA only in leading positions. This is the only way Technologie AG to the list. This acquisition we can actively participate in the changes and substantially improves our power portfolio. consolidations taking place in our industries. I In automation technology, we moved into the U.S. market for industrial drives technology with the acquisition of Robicon. And with the products of Flender and Robicon, we expand- ed our portfolio in the direction of complete drives systems. 4 Annual Shareholders’ Meeting of Siemens AG on January 26, 2006 I Or in the industry Groups. By integrating the In particular, the sale of our mobile phone metallurgy business of VA Technologie AG business to BenQ was much discussed in public. into Industrial Solutions and Services (I&S), I take this very seriously: The sale of the mobile we completed the Group’s portfolio in plant phone business was a painful decision for us as construction and our regional presence, par- well. ticularly in the growth markets of Southeast At this point, I’d like to make a couple of Europe and the Middle East. And with our points crystal clear. Over the years, ladies and purchase of Photoscan, specialists in video gentlemen, we lost quite a lot of money from our monitoring systems, we have expanded our mobile phones. And we all knew it could not go offerings in security systems solutions at on like that. Naturally, we very seriously consid- Siemens Building Technologies (SBT). ered whether we should restructure this busi- ness on our own. And we examined this option In addition, we also strengthened our port- very carefully. But seen realistically, it would folio in the past fiscal year in other fields such have cost us additional billions of euros to bring as automotive electronics and communications this business into a truly leading position.
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