Siemens 2009 Annual Report Download - page 135

47
 Managing Board statements, Independent auditors’ report, Additional information
95 Net assets position 97 Report on post-balance sheet date events
98 Risk report
108 Information required pursuant to
§315 (4) HGB of the German Commercial
Code and explanatory report
114 Compensation report
114 Report on expected developments
STRATEGY
Strategy of the Siemens Group
Our corporate strategy is derived from our vision:
Siemens will pioneer
▪ energy efficiency,
▪ industrial productivity,
▪ affordable and personalized healthcare,
▪ and intelligent infrastructure solutions
based on market and technology leadership.
Our strategic goal is sustainable, profitable growth. To achieve
this goal we seek to maintain a leading position in regional and
technological markets in which major global developments –
the aforementioned megatrends – generate strong long-term
demand for our products and solutions. Accordingly, Siemens
has taken steps in recent years to align its portfolio squarely
with the four megatrends of demographic change, urbaniza-
tion, climate change and globalization. The focus on our Sec-
tors Industry, Energy and Healthcare gives us a solid structural
platform on which to build and sustain an excellent position in
attractive and long-lived growth markets. The majority of our
businesses already enjoy leading positions in terms of market
share and technology leadership and accordingly have the
necessary strength to grow profitably and sustainably in a
competitive global market.
We are implementing this corporate strategy through our
Fit42010 program, which aims to exploit the potential of our
integrated technology company in line with our values – to be
responsible, excellent and innovative – and our clear focus
on the customer. Fit42010 further details our objective of sus-
tainable, profitable growth by defining ambitious targets for
growth, profitability and liquidity. We set these targets based
on normal business cycles, unlike the current global reces-
sionary conditions and the adverse effects of the financial cri-
sis (see “– Financial performance measures”).
Demographic change includes a number of trends, one of the
most important ones being the increasing average age of the
population of many countries, particularly industrialized na-
tions. This trend is important to Siemens because we provide a
wide range of products and solutions for preventative health-
care and early diagnosis of disease – two essential require-
ments for living longer, healthier lives.
Urbanization refers to the growing number of large, densely
populated cities around the world. This includes both estab-
lished metropolitan centers in industrialized nations and fast-
rising urban centers in emerging economies. Urbanization is
driven by a number of forces, including immigration from rural
areas and population growth in urban areas. This megatrend is
important to Siemens because we provide products and solu-
tions for manufacturing, urban transit, building construction,
power distribution and hospitals, among others.
Climate change embraces many trends, including but not
limited to increasing the efficiency of power generation from
fossil fuels; generating energy from renewable sources such as
wind; increasing the efficiency and performance of electrical
grids; increasing the energy efficiency of transportation and
industrial processes; reducing the energy needs of buildings;
and reducing emissions from all of the above.
Globalization refers to the increasing interconnection of na-
tional economies as well as the growing importance of multi-
national enterprises. Globalization is important to Siemens
because we operate in approximately 190 countries with com-
mon solutions, technologies, logistics, information systems,
and business processes across all regions. This global network
enables us to help simplify the process of globalizing almost
any business for our customers.