APC 2015 Annual Report Download - page 27

2015 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC 25
OVERVIEW OF THE GROUP’S STRATEGY, MARKETS AND BUSINESSES
1
COMPANY HISTORY AND DEVELOPMENT
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4. Company history and development
4.1 History
From its beginnings in steel during the Industrial Revolution
over 175 years ago, to electricity and, more recently, to energy
management, the Group has undertaken signifi cant changes in its
operations throughout its history.
1836-1980: a Family Business becomes
aMajorPlayer
1836: Brothers Adolphe and Joseph-Eugene Schneider take over
an abandoned foundry in Le Creusot, France and, two years later,
create Schneider & Cie, focusing primarily on the steel industry.
Schneider & Cie grows rapidly, specializing in the production of
heavy machinery and transportation equipment, and eventually
becomes the Schneider Group, a diversifi ed conglomerate.
1975: the Schneider Group acquires an interest in Merlin Gerin,
one of the top manufacturers of electrical distribution equipment in
France that has been involved in the electricity sector since 1920.
1981-2001: the Schneider Group refocuses
onthe Electricity Sector
1981-1997: Schneider Group refocuses on the electrical industry
by divesting its non-strategic assets, such as its public works
company, Spie Batignolles. Schneider Group undertakes a series
of strategic acquisitions: Telemecanique in1988, SquareD in1991
and Merlin Gerin in1992.
1999: Schneider Group acquires Lexel, one of Europe’s largest
suppliers of installation systems and control solutions. In May1999
the Group is renamed Schneider Electric, to clearly emphasize its
expertise in the electrical fi eld.
Since2002: a Strategic Transformation
At the turn of the 2000s, Schneider Electric radically rethinks its
growth strategy, setting itself three goals:
•ensuring a more balanced exposure to its strategic end markets;
•enhancing its portfolio of historical operations (electricity
distribution, automation and industrial control) with adjacent
and synergetic businesses in order to boost its organic growth
potential;and
•anticipating the future energy requirements of companies and
individuals.
This strategy led Schneider Electric to conduct a number of
strategic acquisitions both in mature countries and in new
economies targeting companies offering complementary products
and solutions.
4.2 From Power&Control to Energy Management
Strengthening its leadership in Low Voltage
Distribution
•We have been a long- time leader through our Merlin Gerin and
Square D brands.
•We have reinforced our Wiring Devices and u ltra t erminal offer
with several acquisitions: Clipsal in2003, OVA, Merten and GET
in2006, Marisio and Wessen in2008.
•We grew our portfolio in renewables conversion with Xantrex
in2008.
•We grew our presence in new economies with the acquisition of
Delixi in China, Conzerv in India (2009) and Steck group in Brazil
(2011).
Building a global leader in Medium
Voltage&Grid Automation
•We have historically been one of the leading players in medium
voltage electrical distribution products and equipment.
•With the acquisition of Areva T&D (Areva’s medium voltage
distribution division) in June2010, we became world leader in
medium voltage and grid automation.
•In2010, the Group acquired 50% of Electroshield-T Samara, a
leading medium voltage company in Russia. In 2013, Schneider
Electric acquired full ownership of this company, transforming
Russia into a key market for the Group and enhancing our
capacity to be a key player in the oil, gas and mining industry, as
well as to develop energy effi ciency and smart grid.