Siemens 2014 Annual Report Download - page 113

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and control technology, power grids, and factory and rail automation. We aim
to achieve an equally strong position in the field of digitalization, in which we’re
already a key player: our worldwide installed customer base gives us not only
access to an enormous volume of data but also an in-depth understanding of the
related processes. And our customers appreciate these advantages.
A company like Siemens never stands still. This was the case in the past, and it will
remain so in the future. That’s why we intend to continue developing our port-
folio with determination and the utmost prudence in order to strengthen our core
business in the medium term. We’ve taken the first steps with our acquisition
of Rolls-Royce’s aero-derivative gas turbine business and our decision to acquire
U.S. compressor and turbine manufacturer Dresser-Rand. These two acquisitions
will close important gaps in our electrification portfolio for the oil and gas industry
as well as for decentralized power generation.
The announcement that we’re divesting our stake in BSH Bosch und Siemens
Hausgeräte (BSH) was a further signal that we’re intent on implementing our
Vision . The Siemens brand will continue to be used for household appliances,
so Siemens will still be found “in the kitchen and in the laundry room.” However,
BSH will now be managed exclusively by Bosch.
We can accept the fact that we didn’t win the bid for the French company Alstom,
although, objectively speaking, our offer was the better one. In this connection,
one thing is particularly important to me: we proved that Siemens is capable of
taking action in any situation. What’s more, we had an impact on the transaction
that was not negligible for our competitors.
New setup at all levels and in all business fields
Our focus on what is essential is also reflected in our Company’s organization.
We’ve eliminated the Clusters and Sectors and reduced the number of Divisions
from  to ten. In addition, we’ve substantially strengthened our international
organization.
We’re blazing new trails with our new setup. For instance, thanks to our Digital
Factory Division, we’re the world’s first company to bundle all the requirements for
the factory of the future under one roof. The Division will be our driving force
for Industry ., the much-discussed Fourth Industrial Revolution in which every
aspect of production – from idea, development and manufacturing to services
and recycling – will be totally integrated. At Siemens, we’re not just talking about
Industry .; we’re implementing it.
In view of the growing strategic importance of the U.S. energy markets, we’ve
relocated the management of our energy business as well as the responsibility for
supporting our marketing activities throughout the Americas to Houston, Texas.
To head our energy business, we’ve brought in Lisa Davis, who joined the Managing
Board of Siemens AG on August , , and has since been making valuable
contributions to its work. For our customers and for our Company, the energy
landscape has changed dramatically, not least because of political factors such as
Germany’s “energy transition.” We’re responding to these shifts.