Siemens 2014 Annual Report Download - page 112

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I’d like to extend my thanks to all , Siemens employees – and particularly
to our many people in the world’s crisis regions – for their continuing dedication.
Throughout fiscal , the Managing Board team received tremendous employee
support for the changes now necessary at our Company. Cooperation with the
employee representatives was also characterized by a spirit of mutual trust. In addi-
tion, Dr. Gerhard Cromme and the members of the Supervisory Board diligently
assisted the work of the Managing Board, providing outstanding support for all our
activities and projects. I’m very grateful for the commitment of all these individu-
als. I’d also like to extend a special thanks to our customers, who gave us their trust
and confidence in fiscal . We’ll remain an expert and reliable partner for them
in the future.
Vision 2020 – Our Company-wide concept
Vision  is our concept for the future and, above all, for achieving sustainable
growth. We proceeded calmly and carefully in drafting Vision , taking all the
time we needed, and then implemented the concept in record time.
In keeping with Vision , we’re positioning Siemens along the electrification
value chain. Electrification, automation and digitalization, and the impact of these
fields on all parts of our Company: that’s what the new Siemens is all about. Our
new setup will help us close the gap to our competitors. We have some catching up
to do – in terms of growth as well as margin development. Our goal must be to
close that gap. And we’ll succeed, although not overnight. One thing, however, is
clear: Vision  has already made us stronger and brought us closer to our mar-
kets. We’ll also be investing more in innovation and market access than in the past ‒
with the aim of creating sustainable value for our employees, our customers and
for you, our shareholders.
For years now, we’ve been focusing on the megatrends of urbanization, demo-
graphic change, globalization and climate change. And now a further megatrend
has emerged: digitalization, which consists in capturing and analyzing data and
then using it to create customer value. We want to play a key role in shaping this
digital transformation. Businesses related to software and data analytics are
achieving dynamic annual growth of  % to  % and, in some fields of digitalization,
even more. Highly attractive markets await us here, and we’re positioning our
Company accordingly.
Our stages on the path to 2020
Our Company-wide reorganization will be implemented in three phases. While the
measures included in these phases will be reflected in our key financial figures at
various times, we’re continually addressing all of them with the same intensity and
the same rigor:
> For the short term, we’re improving our performance and efficiency.
> For the medium term, we’re strengthening our core business.
> For the long term, we’re driving sustainable growth.
Let me start with the most important thing: our Company’s long-term, sustainable
development. Already today, Siemens is a leader in electrification and automation –
just think of our urban mobility systems, our solutions for the process industry and
our power plants as well as our outstanding position in power plant instrumentation