Siemens 2012 Annual Report Download - page 54

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The world is being transformed: the parameters of daily life
and economic activity are changing faster than ever before.
This development is providing us with tremendous opportuni-
ties to continually improve our position in growth markets
worldwide. Intensive portfolio management is enabling our
innovation-driven Company to identify new business fields
early on and capture leading market positions.
A strong portfolio – Geared to
tomorrow’s growth markets
We can generate sustainable growth only if we focus on
attractive future markets. That’s why we practice inten-
sive, systematic portfolio management.
All our business activities have the same ambitious goal: we
want to capture a No.  or No.  position in all our markets – be-
cause that’s the only way to generate profitable growth and
increase our Company’s value in the long term. A look at our
past confirms that we’ve always been particularly successful
when we’ve been a market and technology leader.
And we want our pioneering achievements to continue driving
our business success in the future. With this in mind, we’re
continually adapting our portfolio to major global trends
through both organic growth and acquisitions, for which we
apply strict criteria. Our policy of intensive portfolio manage-
ment is enabling us to move into attractive future markets
quickly and capture leading competitive positions.
In the IT field for example, we’re already one of the largest
software companies in Europe – a position we’re steadily
expanding through targeted acquisitions. In , for instance,
we acquired RuggedCom Inc. of Canada, a leading supplier
of communications and network solutions for industry. This
acquisition is strengthening our position in the areas of
industrial Ethernet and industrial routers and switches.
Over the last few years, we’ve introduced a large number of
energy- efficient, low-carbon solutions that enable customers
to slash their CO emissions and, by reducing their energy
costs, increase their competitiveness.
These solutions are part of our Environmental Portfolio which,
like our activities in the IT field, is one of our strategic growth
drivers. In fiscal , we generated revenue of €. billion
with Portfolio offerings, an amount equal to around % of our
total sales. Here, too, we’ve set ambitious targets: we want to
achieve revenue of €. billion with our green technologies
by the end of fiscal . And this target remains unchanged,
although our planned disposals of OSRAM, our Water Tech-
nologies Business Unit and our solar business will make its
achievement considerably more challenging. We’re already one
of the world’s largest suppliers of ecofriendly technologies. By
rigorously pushing the development of these technologies,
we’re making a major contribution to sustainable climate
and environmental protection while ensuring our long-term
Our future-oriented portfolio
strategy is strengthening our
Company’s profile and sharpening
our focus on innovation-driven
growth markets.