Siemens 2011 Annual Report Download - page 118

6 A. To our shareholders 51 C. Combined management’s discussion and analysis 23 B. Corporate Governance
6 A. Report of the Supervisory Board
12 A. Managing Board of Siemens AG
14 A. Letter to our shareholders
20 A.4 The Siemens share / Investor relations
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Fukushima will strengthen worldwide resolve to create a new age of energy – an era in which we’ll not
only meet our energy needs but also conserve natural resources, protect our climate, raise living stan-
dards and keep costs at competitive levels.
The transition to this new age of energy is Germany’s project of the century – a hugely challenging,
cost-intensive project replete with risks and rewards. Managed correctly, this endeavor also harbors
outstanding opportunities for Germany’s innovative, export-led economy. With rigorous monitoring,
intensive vigilance and the right milestones, the energy transition will boost long-term value creation
by German industry and serve the world’s growing demand for green products.
And we’re ideally positioned to meet this demand. As an integrated technology company, we offer
customers around the globe a virtually unparalleled portfolio of sustainable technologies. With our
new four-Sector setup, we’re also poised to exploit new business opportunities in cities. Urban areas
are a major growth market. Home to more than half the world’s seven billion people, cities are now
facing enormous challenges that are increasing worldwide demand for investment in advanced infra-
structure solutions. Our addressable market for urban solutions now totals some € billion a year.
To systematically leverage this potential, we’re blazing new trails. For example, we’re establishing
a number of urban sustainability centers to bundle our expertise in infrastructure for metropolitan
areas and develop new products and solutions tailored to the needs of municipal planners and admin-
istrators. Our first center, the Crystal, will open its doors in London in the summer of .
Our financial service offerings are another of our strengths. In times of tight public budgets, innova-
tive financing models can help cut costs. For example, urban toll systems can provide cities with an
additional source of income. And now that Financial Services, our in-house financing provider, has
acquired a banking license, we’re very well prepared to meet the growing demand for new financing
solutions and partnerships, particularly in the area of large-scale project implementation.
Our €-billion target is an ambitious goal. Some people say we’ve set the bar too high. But we say it’s
an ambitious goal for an ambitious company. For  years, we’ve been rising to the challenges of our
time and developing solutions that foster the progress and prosperity of the communities of which
we’re a part.
Our team spirit: A responsible local partner worldwide
Our success is made possible by the outstanding commitment of some , Siemens employees
worldwide. With their energy and determination, their solutions orientation, their entrepreneurial
daring and their pioneering spirit, they’ve helped make fiscal  a successful year for Siemens.
For this contribution, they deserve our sincere thanks and our ongoing support.
Thanks to our employees’ expertise, we’re increasing the power of Siemens. In fiscal , we hired
more than , new employees, of whom roughly , are in Germany. We also invested €
million in employee training. In Germany alone, we committed € million to the education of about
, young people. And we again provided  training positions for disadvantaged youth.