DOCSLIB.ORG

World War I World War II

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
World War I World War II Siemens AG, the global technology conglomerate that today has headquarters in both Berlin and Munich, in May 2019 announced it will spin o its energy units to focus on its digital “core.” The news has stunned many in the power sector, where Siemens has clenched a formidable presence since 1866. But restructuring at Siemens is nothing new. Restructuring milestones are marked in green. Source: Siemens AG —Copy and artwork by Sonal Patel, a POWER associate editor. 1919 Despite losing 40% 1949 Munich becomes of its capital and most of its the headquarters city for 1969 Siemens 1998 Siemens acquires 2010 Siemens delivers the 1847 German inventor subsidiaries and aliated Siemens & Halske and restructures its businesses Westinghouse’s gas turbine world's largest, most-power- Werner von Siemens lays the companies during the war Erlangen the headquarters into six largely autonomous business. ful 800-kV converter foundation for an enterprise and in its aftermath, Siemens for Siemens Schuckertwerke. operating groups: transformer, intended for a with his design for the re-emerges as one of the components; data systems; 2000 Siemens’ rst 501FD Chinese HVDC transmission pointer telegraph. world’s ve leading electrical 1949 Siemens develops power engineering; electrical gas turbine is developed in segment. engineering companies. its rst experimental gas installations; telecommuni- Orlando. Siemens, which has 1856 Now known as turbine, the VM1. cations; and the medical 2011 built all 17 of Germany’s “Siemens & Halske,” the Siemens takes on engineering group. 2001 Siemens 1920 nuclear plants, announces it company primarily builds shares of Deutsche Siemens begins to restructures its reactor-mak- 1950s will quit the nuclear business telegraph lines and has a Gasglühlicht AG to form rebuild with a renewed Research at a small ing arm and combines its 1974 as Germany embarks on a workforce of 330 employees. OSRAM, expanding into the international focus. Large reactor in Munich allows nuclear activities with French nuclear phaseout. incandescent lamp business. contracts, such as the Siemens to build its rst company Framatome, 1866 von Siemens 300-MW San Nicolás plant in nuclear plant, the 660-MW forming AREVA NP. Joe Kaeser, Siemens discovers the dynamo-elec- Siemens-Schuckert- Argentina, the national Stade nuclear plant. Two 2014 1924 Siemens acquires AG’s current CEO, unveils a tric principle and builds a werke signs an agreement telecommunications years later, it puts online the 2004 Bonus Energy A/S, a wind long-term plan for the dynamo, which becomes with Westinghouse for the network in Saudi Arabia, and 1.2-GW Unit A at the Biblis energy company founded in company: Vision 2020. It calls ready for series production “regular exchange of patents a steel mill for India enlarge nuclear plant. Denmark in 1980, which on Siemens to focus on by 1875. and knowhow,” marking the Siemens’ export business already has an installed base electrication, automation, start of a long partnership. substantially. Siemens initiates 1975 and digitalization. Divisions 1890 Siemens & Halske the world's rst thyristor-op- of 3.3 GW in 20 countries. now has 6,500 employees, shrink from 16 to 10. Siemens starts up 1953 Siemens develops erated long-distance HVDC and it is synonymous with 1927 Siemens banks on the rst commercial Benson and patents a technique to transmission system, 2005 electrical engineering. “megatrends” to drive boiler plant at the Gartenfeld make ultra-pure silicon for between the Cabora Bassa 2014 Siemens acquires business with a specic focus cable plant in Berlin. semiconductor power plant, in what is now Rolls-Royce’s aeroderivative on energy, the environment, 1895 Siemens & Halske applications—another Mozambique and the gas turbine and compressor automation, infrastructure, builds South Africa’s rst innovation that revolutioniz- Republic of South Africa. businesses. 1929 Siemens-Schuckert- and healthcare. power plant, a three-phase werke completes es electrical engineering. It Siemens buys plant using generators that electrication of the Irish also forays into the data 1980 Siemens, which has 2015 A compliance Dresser-Rand for $7.8 billion. were one of the largest of Free State, whose main processing market. focused on microelectronics 2006 investigation forces Siemens Headquarters of the Energy their day. power source is the since the 1960s, makes a to pay penalites of €1.2 unit, headed by Lisa Davis, Siemens-built Ardnacrusha 1957 Siemens rolls out its successful debut in billion and prompts a are relocated to the U.S. 1897 Siemens & Halske hydroelectric power plant. VM3 gas turbine with a digitalizing telephone becomes a stock corpora- recuperator. technology. widespread executive tion. 1930 Siemens introduces shakeup. 2016 Siemens introduces MindSphere, the a uid circuit breaker that Siemens begins Siemens launches 1958 1984 cloud-based operating 1903 Siemens & Halske used water as the arc work on construction of a the MEGA project to advance 2007 Siemens acquires system for the Internet of merges with major quenching medium. 5.6-MW gas turbine for development of chips. UGS Corp., a specialist in Things. Nuremberg-based power commercial operation on digital product data management, computer plant builder Elektrizitäts-Ak- 1931 Siemens-Schuckert- blast-furnace gas. Acknowledging it Siemens and 1989 assisted design, and 2017 tiengesellschaft vorm. werke starts up the 228-MW has become “too sprawling” Gamesa merge their wind production process Schuckert & Co. (EAG), Kraftwerk West plant, its rst Siemens introduces to manage eciently, businesses, boasting a 1958 simulation, propelling forming the power project at the SIMATIC, the rst transistor- Siemens restructures again, 90-country portfolio for Siemens’ digital capabilities. Siemens-Schuckertwerke expansive Berlin site, ized control system. carving its eight units into 15 onshore and oshore wind GmbH division, which is Siemensstadt. new, leaner units, two and related services. Siemens Wind active in the high-voltage operating groups, and two 2007 1959 Siemens receives its opens its rst wind turbine system market. 1932 Siemens bundles its independent divisions. Units 2018 Kaeser initiates 1924-acquired majority stake rst order for construction of blade factory in Iowa. a gas turbine, the VM80. It include power generation, Vision 2020+. It incorporates Siemens & Halske in medical technology 1905 begins commercial power transmission and all divisions into three establishes a “central” company Reiniger, Gebbert 2008 Siemens operation in 1961. distribution, and industrial operating companies and laboratory; it is built around & Schall to form and building systems. restructures again, three strategic companies. 1916. Siemens-Reiniger-Werke AG. regrouping its 10 groups into The energy businesses—in- Siemens introduces 1964 Siemens hands over three sectors, and 15 cluding oil and gas, a 220-kV SF6 high-voltage 1993 1914 Siemens & Halske World War II the 704-MW Rye House divisions. The energy sector transmission, power circuit breaker. consolidates nearly all Siemens’ revenue soars combined cycle power plant concentrates on energy generation, and distributed manufacturing operations, during the strong wartime in England, a project widely companies in oil and gas, energy—fall under the Gas centering them at a Berlin economy, but it restricts 1966 Siemens & Halske cited as a success for the and it includes power and Power company, which suburb that becomes known military manufacturing AG, Siemens Schuckertwerke emerging power generating generation and power is headed by Davis. as “Siemensstadt” (Siemens activities to electrical goods. AG, and Siemens-Reini- technology. transmission and City). But labor shortages soon ger-Werke AG are distribution. consolidated to form 2019 Marking the end of prompt the company to use Contending with a Siemens AG. “Greater needs 1998 Siemens completes an era for the company’s World War I forced labor to maintain number of missteps, 2009 for capital investments, a trial run of the SGT5-8000H long and substantial stake in Siemens adds military production levels. The air war Siemens’ prots for power especially in the relatively at Bavaria’s Irsching 4 power the energy business, equipment to its electrical damages facilities and plant equipment and other new elds of semiconduc- plant. The gas plant is nally Siemens moves to spin o engineering portfolio, and it disrupts operations. After the units slumps. In another tors and computer commissioned in 2011, and give up its majority stake expands into airplane and war, the Soviet army extensive restructuring, the technology, made it achieving a then-record in the lucrative Gas and engine development. dismantles all inventory, company moves to retain indispensable for the entire eciency of 60.75%. Power company and transfer stock, goods, and conscates only businesses in which it is company to run under a its current majority 59% technical documentation. rst or second in the global stake in Siemens-Gamesa to single management,” it said. Siemens sheds its Siemens forfeits 80% of its market. 2009 the new business in 2020. total worth. 34% stake in AREVA NP. .
Load more

Recommended publications
  • Siemens Company Presentation
    Siemens AG August 2021 Unrestricted | © Siemens 2021 | August 2021 Disclaimer This document contains statements related to our future business and financial Siemens neither intends, nor assumes any obligation, to update or revise these performance and future events or developments involving Siemens that may forward-looking statements in light of developments which differ from those constitute forward-looking statements. These statements may be identified by anticipated. words such as “expect,” “look forward to,” “anticipate,” “intend,” “plan,” “believe,” “seek,” “estimate,” “will,” “project” or words of similar meaning. We may also make forward-looking statements in other reports, in prospectuses, in This document includes – in the applicable financial reporting framework not presentations, in material delivered to shareholders and in press releases. In clearly defined – supplemental financial measures that are or may be alternative addition, our representatives may from time to time make oral forward-looking performance measures (non-GAAP-measures). These supplemental financial statements. Such statements are based on the current expectations and certain measures should not be viewed in isolation or as alternatives to measures of assumptions of Siemens’ management, of which many are beyond Siemens’ Siemens’ net assets and financial positions or results of operations as presented control. These are subject to a number of risks, uncertainties and factors, in accordance with the applicable financial reporting framework in its including, but not limited to, those described in disclosures, in particular in the Consolidated Financial Statements. Other companies that report or describe chapter Report on expected developments and associated material opportunities similarly titled alternative performance measures may calculate them differently. and risks of the Annual Report, and in the Half-year Financial Report, which should be read in conjunction with the Annual Report.
    [Show full text]
  • A Project Report on ³INVENTORY MANAGEMENT´
    A Project Report on ³INVENTORY MANAGEMENT´ SUBMITTED BY: Mujif Rahuman M. 520828621 Operations Management Submitted in fulfillment of the requirement of IVth Semester of MBA course, Sikkim Manipal University 1 Table of Contents INTRODUCTION INVENTORY MANAGEMENT««««««««2 SIEMENS«««««««««««««««««««««.........8 OBJECTIVES AND NEED OF SUPPLY CHAIN MANAGEMENT..16 ACTIVITIES/FUNCTIONS OF SCM IN SIEMENS«««««.20 INVENTORY CONTROL MANAGEMENT««««««««25 WAREHOUSE««««««««««««««««««««..43 TRANSPORTATION««««««««««««««««.«.45 DISTRIBUTION«««««««««««««««««««..48 PACKAGING AND LABELLING««««««««««««.53 CONCLUSION««««««««««««««««««««.59 2 INVENTORY MANAGEMENT 1. INTRODUCTION DEFINATION AND MEANING Inventory is a list of goods and materials, or those goods and materials themselves, held available in stock by a business. Inventory are held in order to manage and hide from the customer the fact that manufacture/supply delay is longer than delivery delay, and also to ease the effect of imperfections in the manufacturing process that lower production efficiencies if production capacity stands idle for lack of materials. The reasons for keeping stock All these stock reasons can apply to any owner or product stage. Buffer stock is held in individual workstations against the possibility that the upstream workstation may be a little delayed in providing the next item for processing. Whilst some processes carry very large buffer stocks, Toyota moved to one (or a few items) and has now moved to eliminate this stock type. Safety stock is held against process or machine failure in the hope/belief that the failure can be repaired before the stock runs out. This type of stock can be eliminated by programmes like Total Productive Maintenance Overproduction is held because the forecast and the actual sales did not match.
    [Show full text]
  • Remuneraciones De Siemens Gamesa Se Sustenta En Los Siguientes Principios Generales
    DATOS IDENTIFICATIVOS DEL EMISOR FECHA FIN DEL EJERCICIO DE REFERENCIA: 30-09-2020 C.I.F. A01011253 Denominación Social: SIEMENS GAMESA RENEWABLE ENERGY, S.A. Domicilio Social: PARQUE TECNOLÓGICO DE BIZKAIA, EDIFICIO 222, 48170 ZAMUDIO (BIZKAIA) NOTA: Debido a los redondeos, las cifras presentadas en este Informe Anual sobre Remuneraciones de los Consejeros pueden no ajustarse con precisión a los importes, totales o no, o a aquellos proporcionados en otros documentos relacionados, y los porcentajes pueden no reflejar con total precisión las cifras totales. 2 A. POLÍTICA DE REMUNERACIONES DE LA SOCIEDAD PARA EL EJERCICIO EN CURSO A.1. Explique la política vigente de remuneraciones de los consejeros aplicable al ejercicio en curso. En la medida que sea relevante se podrá incluir determinada información por referencia a la política de retribuciones aprobada por la junta general de accionistas, siempre que la incorporación sea clara, específica y concreta. Se deberán describir las determinaciones específicas para el ejercicio en curso, tanto de las remuneraciones de los consejeros por su condición de tal como por el desempeño de funciones ejecutivas, que hubiera llevado a cabo el consejo de conformidad con lo dispuesto en los contratos firmados con los consejeros ejecutivos y con la política de remuneraciones aprobada por la junta general. En cualquier caso, se deberá informar, como mínimo, de los siguientes aspectos: • Descripción de los procedimientos y órganos de la sociedad involucrados en la determinación y aprobación de la política de remuneraciones y sus condiciones. • Indique y en su caso, explique si se han tenido en cuenta empresas comparables para establecer la política de remuneración de la sociedad.
    [Show full text]
  • Siemens AG Governance & Markets Investor Relations GM IR 2 Werner-Von-Siemens-Str
    Dear Ladies and Gentlemen, We are very thankful for the possibility to introduce our viewpoints in the dialogue you have invited us to participate in. As a German Issuer, we are predominantly speaking for the German market with its highly developed and specific standards regarding share issuance request proposals. From our market perception, there is no particular need to reduce the applicable limit for general share issuances without preemptive rights from 20 percent to 10 percent in Germany, as there are no cases known to us where issuers have abused their authorizations to the disadvantage of their shareholders. As a general rule, issuers in Germany rely on § 186 para. 3 sentence 4 of the German Stock Corporation Act (AktG), where there is a clear legal limit of 10 percent for cash capital increases without preemptive rights. Should the existing, well balanced system be additionally burdened by different rules in the European Policy, there will be mismatches between the 10 percent proposed by ISS and the 10 percent as stated in the law, not least due to the fact that most issuers have various authorizations for different types of Authorized Capital and Conditional Capital (in Germany primarily used for the issuance of convertible and warrant bonds) in place that customarily are not proposed in one AGM but in different AGMs with different authorization periods applicable as a result. One example may highlight this: in 2015 we exchanged bond with warrant units issued in 2012 under an authorization of 2010 in order to substitute warrants relating to Siemens and Osram shares with new warrants exclusively relating to Siemens shares under an authorization of 2015.
    [Show full text]
  • Siemens Gamesa to Double Offshore Blade Facility
    Press Release 09 August 2021 Powering ahead in the UK: Siemens Gamesa to double offshore blade facility - Successful offshore blade factory in Hull, England to be expanded by more than 41,000 square meters; remains largest offshore wind manufacturing facility in the UK - Investment of £186 million will enable manufacturing of next-generation blades in 2023 - 200 new direct jobs to be added - Siemens Gamesa continues to be major driver of economic growth story in region; over 1,500 offshore wind turbine blades produced in Hull since opening in 2016 Siemens Gamesa, the world’s leader in the offshore wind industry, will expand its successful offshore blade factory in Hull, England by 41,600 square meters, more than doubling the size of the manufacturing facilities. The expansion represents an investment of £186 million and is planned to be completed in 2023. Manufacturing of next-generation offshore wind turbine blades will be enabled at the largest offshore wind manufacturing facility in the UK. It will grow to 77,600 square meters and add 200 additional direct jobs to the approximately 1,000 person-workforce already in place. “Since our offshore blade factory opened in Hull in 2016, Siemens Gamesa has proudly served as the catalyst for the powerful growth the area has seen. The rapid development of the offshore wind industry – and continued, strong, long-term support provided by the UK government for offshore wind – has enabled us to power ahead with confidence when making these plans. We’re committed to unlocking the potential of wind energy around the globe, with solutions from Hull playing a vital role,” says Marc Becker, CEO of the Siemens Gamesa Offshore Business Unit.
    [Show full text]
  • Heute Sollen Wieder 2.000 Tonnen Sicher Ankommen
    *OIBMU Vorwort . 7 Hinweise . 8 Marktübersicht Europa . 10 VDV-Kooperationsbörse Schienengüterverkehr . 18 Check! Einkaufsführer . 21 Marktstudie: Europäische Bahnen Albanien . 28 Belgien . 32 Bosnien und Herzegovina . 46 Bulgarien . 52 Dänemark . 62 Deutschland . 78 Estland . .552 Finnland . .570 shͲtĂŐĞŶŵĞŝƐƚĞƌ ŚƌŝƐƟĂŶĞĐŬĞƌĨƌĞƵƚƐŝĐŚ ƺďĞƌĚŝĞhŶƚĞƌƐƚƺƚnjƵŶŐ ĚƵƌĐŚĚĂƐZĂŝůtĂƚĐŚͲ Heute sollen wieder 2.000 ^LJƐƚĞŵďĞŝƐĞŝŶĞƌ ƚćŐůŝĐŚĞŶƌďĞŝƚ͘ Tonnen sicher ankommen. Mit System zu mehr Sicherheit. Räder, Bremssohlen, Überladungen u.v.m. detailliert auf Knopfdruck ĞůĞŬƚƌŽŶŝƐĐŚƺďĞƌŵŝƩĞůƚ͘DŝƚƵŶƐĞƌĞŶtĂŐŽŶͲ^ĐĂŶͲ^LJƐƚĞŵĞŶnjƵƌ &ĂŚƌnjĞƵŐĚŝĂŐŶŽƐĞǀŽŶ'ƺƚĞƌǁĂŐĞŶŬĞŝŶĞsŝƐŝŽŶ͕ƐŽŶĚĞƌŶZĞĂůŝƚćƚ͘ DŝƚĚŝĞƐĞƌŝŶŶŽǀĂƟǀĞŶ>ƂƐƵŶŐ ŚĂďĞŶǁŝƌĞŝŶƵŐĞĂƵĨĚŝĞ ^ŝĐŚĞƌŚĞŝƚŝŵ'ƺƚĞƌǀĞƌŬĞŚƌ͘ WIR HABEN EIN AUGE DARAUF www.rail-watch.com &VSPQÊJTDIF#BIOFOhh *OIBMU Frankreich . 576 Griechenland . 612 Irland . 620 Italien . 626 Kroatien . 684 Lettland . 692 Litauen . 706 Luxemburg . 728 Mazedonien. 736 Montenegro. 742 Niederlande. 748 Norwegen . 780 Österreich . 790 Polen . 844 Portugal . 952 Rumänien . 958 &VSPQÊJTDIF#BIOFOhh *OIBMU Schweden . .990 Schweiz . .1026 Serbien . .1082 Slowakei . .1092 Slowenien . .1116 Spanien . .1122 Tschechien. .1150 Türkei. .1202 Ungarn . .1208 Vereinigtes Königreich . .1236 Anhang Firmenindex. .1282 Personenindex . .1303 Abkürzungen . .1350 5$,/&21=(37 /ŚƌWĂƌƚŶĞƌŝŵŝƐĞŶďĂŚŶďĞƚƌŝĞď ŝůĚƵŶŐƐƚƌćŐĞƌ͘ƌďĞŝƚƐƐĐŚƵƚnj͘ĞƌĂƚƵŶŐ ǁǁǁ͘ƌĂŝůĐŽŶnjĞƉƚ͘ĚĞ͘ϬϱϬϯϭͬϵϲϬϭϳϭϯ͘ŝŶĨŽΛƌĂŝůĐŽŶnjĞƉƚ͘ĚĞ &VSPQÊJTDIF#BIOFOhh 7PSXPSU Liebe Leser, Sie halten die mittlerweile zehnte Ausgabe des
    [Show full text]
  • Siemens Annual Report 2018
    Annual Report 2018 siemens.com Table of contents . A B C Combined Management Report Consolidated Financial Statements Additional Information A.1 p 2 B.1 p 62 C.1 p 132 Organization of the Siemens Group Consolidated Statements Responsibility Statement and basis of presentation of Income C.2 p 133 A.2 p 3 B.2 p 63 Independent Auditor ʼs Report Financial performance system Consolidated Statements of Comprehensive Income C.3 p 139 A.3 p 6 Report of the Supervisory Board Segment information B.3 p 64 Consolidated Statements C.4 p 144 A.4 p 18 of Financial Position Corporate Governance Results of operations B.4 p 65 C.5 p 157 A.5 p 21 Consolidated Statements Notes and forward- looking Net assets position of Cash Flows statements B.5 p 66 A.6 p 22 Financial position Consolidated Statements of Changes in Equity A.7 p 26 B.6 p 68 Overall assessment of the economic position Notes to Consolidated Financial ­Statements A.8 p 28 Report on expected developments and associated material opportunities and risks A.9 p 40 Siemens AG A.10 p 43 Compensation Report A.11 p 57 Takeover-relevant information A. Combined Management Report A.1 Organization of the Siemens Group and basis of pr esentation Siemens is a technology company with core activities in the fields Non-financial matters of the Group of electrification, automation and digitalization and activities and Siemens AG in nearly all countries of the world. We are a leading supplier of Siemens has policies for environmental, employee and social power generation, power transmission and infrastructure solu- matters, for the respect of human rights, and anti-corruption and tions as well as automation, drive and software solutions for in- bribery matters, among others.
    [Show full text]
  • Joint Press Release
    Joint Press release Siemens and Atos announce a five-year extension of their strategic partnership Atos to deliver digital, integrated and cybersecurity solutions to support Siemens digital strategic objectives Siemens-Atos Global Alliance will pursue joint go-to-market growth opportunities Munich, Germany - Paris, France – September 23, 2020 – Siemens AG and Atos, a global leader in digital transformation, today announced the extension of their Customer Relationship Agreement within their strategic partnership, started in 2011. The agreement aims to accelerate Siemens’ digital objectives in the areas of services modernization and digitalization, data driven digital, cloud transformation and cybersecurity. It comes in the context of 5-year total €3 billion agreements which were separately signed with Siemens AG, Siemens Energy AG and Siemens Healthineers AG and include existing services as well as new business. As part of the agreement, Atos will also invest in innovation and digital modernization, in order to advance important innovation topics for Siemens. “We are delighted to extend and strengthen our longtime partnership with Atos with this new framework partnership agreement to accelerate our transformation and support our digital strategic objectives”, said Hanna Hennig, Chief Information Officer at Siemens AG. “To support the different requirements of Siemens across all of its businesses, Atos will provide Siemens with best-in-class digital and integrated solutions such as Digital Workplace, Application modernization, full leverage of Atos new hybrid cloud platform, Digital Platforms and end-to-end Integration and Security. Atos will also deploy an innovative, data driven model enabling further leverage of Artificial Intelligence and Machine Learning,” said Eric Grall, Atos Chief Operating Officer.
    [Show full text]
  • 2020 Annual Report
    JULY 31, 2020 2020 Annual Report BlackRock FundsSM • BlackRock Total Factor Fund Beginning on January 1, 2021, as permitted by regulations adopted by the Securities and Exchange Commission, paper copies of the Fund’s shareholder reports will no longer be sent by mail, unless you specifically request paper copies of the reports from BlackRock or from your financial intermediary, such as a broker-dealer or bank. Instead, the reports will be made available on a website, and you will be notified by mail each time a report is posted and provided with a website link to access the report. You may elect to receive all future reports in paper free of charge. If you hold accounts directly with BlackRock, you can call (800) 441-7762 to inform BlackRock that you wish to continue receiving paper copies of your shareholder reports. If you hold accounts through a financial intermediary, you can follow the instructions included with this disclosure, if applicable, or contact your financial intermediary to request that you continue to receive paper copies of your shareholder reports. Please note that not all financial intermediaries may offer this service. Your election to receive reports in paper will apply to all funds advised by BlackRock Advisors, LLC, BlackRock Fund Advisors or their affiliates, or all funds held with your financial intermediary, as applicable. If you already elected to receive shareholder reports electronically, you will not be affected by this change and you need not take any action. You may elect to receive electronic delivery of shareholder reports and other communications by: (i) accessing the BlackRock website at blackrock.com/edelivery and logging into your accounts, if you hold accounts directly with BlackRock, or (ii) contacting your financial intermediary, if you hold accounts through a financial intermediary.
    [Show full text]
  • Speech Christian Bruch
    SIEMENS ENERGY ANNUAL SHAREHOLDERS’ MEETING 2021 Christian Bruch President and Chief Executive Officer, Siemens Energy AG Munich, February 10, 2021 Check against delivery. Siemens Energy Annual Shareholders‘ Meeting 2021 Speech of the President and Chief Executive Officer Esteemed shareholders and viewers, investors, members of the Supervisory Board, and colleagues! I’d also like to greet the representatives of the Siemens family. My warm welcome to the first Annual Shareholders’ Meeting of Siemens Energy AG. On behalf of our Executive Board and our employees, I thank you for the trust you have placed in Siemens Energy. My thanks also go to our customers and partners. Since this is our first Annual Shareholders’ Meeting, I’d like to briefly explain the setup of Siemens Energy again before turning to my report on our past fiscal year. Afterwards, I’ll discuss the measures we are taking to improve profitability and then conclude with a few points on the medium- and long-term plans and orientation of Siemens Energy. Siemens Energy – What we stand for Siemens Energy is a young company with a long history. For some 155 years, our technologies have been contributing to the electrification of society, and we have been an independent company listed on the stock exchange for the past 136 days. Virtually no other company in the energy industry combines technologies, implementation expertise and reliability across the entire energy value chain like Siemens Energy. By embarking on our path to independence in 2020, we created an important prerequisite for addressing changes in the energy market so we can continue playing a leading role in shaping the future of energy supply.
    [Show full text]
  • The Sustainability Yearbook 2020
    The Sustainability Yearbook 2020 Perceiving risks, measuring impact, and disclosing results – critical steps for propelling corporate sustainability into the future The Sustainability Yearbook 2020 January 2020 S&P Global and RobecoSAM AG yearbook.robecosam.com Now a Part of 2 The Sustainability Yearbook 2020 2019 Annual Corporate Sustainability Assessment 61 4,710 Industries Companies assessed* *As of November 30th 2019 227,316 2,657,822 Documents uploaded Data points collected The Sustainability Yearbook 2020 3 Foreword Dear Reader, There’s no question the theme of sustainability is increasingly on the minds of investors, business leaders and policy makers. It’s moved to the top of the agenda at The World Economic Forum. Sustainable investing assets are growing. And you see more CEOs and corporate policy experts advocating long-term thinking. Virtually everywhere I go there are discussions about the role asset owners and the world’s largest businesses have in society, and how we all should be measuring their performance in that context. Just a few years ago these topics didn’t really resonate beyond Scandinavia, parts of Asia and segments of the investment community. Now they’re pervasive. The rising prominence of environmental, social and governance, or ESG, issues and the market demand for greater insights about these matters make this Sustainability Yearbook more important than ever. This Yearbook stands out for another reason. It’s the first one published by S&P Global. 4 The Sustainability Yearbook 2020 We’re incredibly proud to have acquired We thank everyone who participates in RobecoSAM’s ESG Ratings and the CSA for their continued partnership.
    [Show full text]
  • Siemens Annual Report 2019
    Annual Report 2019 siemens.com Table of contents A B C Combined Consolidated Additional Information Management Report Financial Statements A.1 p 2 B.1 p 76 C.1 p 150 Organization of the Siemens Group Consolidated Statements Responsibility Statement and basis of presentation of Income C.2 p 151 A.2 p 3 B.2 p 77 Independent Auditor ʼs Report Financial performance system Consolidated Statements of Comprehensive Income C.3 p 157 A.3 p 5 Report of the Supervisory Board Segment information B.3 p 78 Consolidated Statements C.4 p 162 A.4 p 16 of Financial Position Corporate Governance Results of operations B.4 p 79 C.5 p 174 A.5 p 19 Consolidated Statements Notes and forward- looking Net assets position of Cash Flows statements B.5 p 80 A.6 p 20 Financial position Consolidated Statements of Changes in Equity A.7 p 24 B.6 p 82 Overall assessment of the economic position Notes to Consolidated Financial ­Statements A.8 p 26 Report on expected developments and associated material opportunities and risks A.9 p 38 Siemens AG A.10 p 40 Compensation Report A.11 p 71 Takeover-relevant information Combined Management Report Pages 1 – 74 A.1 Organization of the Siemens Group and basis of pr esentation Siemens is a technology company that is active in nearly all coun- Non-financial matters of the Group tries of the world, focusing on the areas of automation and digi- and Siemens AG talization in the process and manufacturing industries, intelligent Siemens has policies for environmental, employee and social infrastructure for buildings and distributed energy systems, con- matters, for the respect of human rights, and anti-corruption and ventional and renewable power generation and power distribu- bribery matters, among others.
    [Show full text]