Siemens 2014 Annual Report Download - page 218

108 A. To our Shareholders 131 B. Corporate Governance 171 C. Combined Management Report
172 C. Business and economic environment
187 C. Financial performance system
193 C. Results of operations
205 C. Financial position
210 C. Net assets position

Therefore, the responsible CEO of the affected unit shows com-
mitment by personally reporting every work related fatality, its
cause and the measures taken to the Siemens Managing Board.
In fiscal  the overall number of fatalities was lower than in
fiscal . We attribute this to the numerous and rigorous
actions and specific initiated projects. An implemented process
for the assessment of suppliers is supporting these activities.
Furthermore, Supply Chain Management and Business have
developed collaborative plans to improve the EHS profile of
suppliers. Regrettably, we report seven fatalities. Of that three
fatalities are with contractors (all are work-related fatalities)
and four with Siemens employees (one business trip fatality
and three commuting accidents). In the previous year, there
were five fatalities involving Siemens employees and ten in-
volving contractors.
Promoting health – Siemens has established a high standard
of occupational health and safety to avoid work-related health
risks and promote employees’ health. We help our employees
assume responsibility for their own personal behavior in
health-related matters, and support health-promoting general
conditions within the Company. We promote the physical,
mental and social well-being of our employees through a range
of activities governing the five topics of healthy work environ-
ment, psychosocial well-being, physical activity, healthy nutri-
tion and medical care.
C.. Research and development
C... RESEARCH AND DEVELOPMENT –
ORGANIZATION AND STRATEGY
In fiscal , we continued to focus on the following areas in
research and development (R & D):
> ensuring long-term future viability,
> enhancing technological competitiveness, and
> optimizing the allocation of R & D resources.
Our R & D activities are geared toward ensuring economically
sustainable energy supplies and developing software solutions,
which are essential to maintaining the long-term competitive-
ness of our businesses. Accordingly, major focus areas include:
> increasing the efficiency of renewable and conventional en-
ergy sources for power generation and improving low-loss
electricity transmission systems,
>
developing new solutions for smart grids and technologies
for storing energy from fluctuating renewable sources,
>
further development of industrial software to accelerate pro-
cesses at every point along the value chain,
> using smart analytical systems and our domain expertise to
develop new services from previously unstructured data
(Examples of such services include anticipatory maintenance
work and cost-efficient warehousing offers.), and
>
making medical imaging, in-vitro diagnostics, and health-
care IT an integral part of outcome oriented treatment plans.
Another major focus is promoting more efficient energy use in
buildings, industrial facilities, and the transport sector. Exam-
ples include the development of electric drives and mass trans-
portation systems such as local and long-distance trains and
subways.
Across all focus areas, we recognize the vital importance of
sophisticated software solutions. This is true not just for the
areas mentioned above but also in nearly all of the other fields
in which Siemens is active.
R & D activities are carried out by the businesses of our former
Sectors and our Corporate Technology (CT) department. CT is a
worldwide network with primary locations in Germany, the
U.S., China, Russia, India, and Austria. The more than , CT
employees contribute their in-depth understanding of funda-
mental technologies, models, and trends, as well as their
wealth of software and process expertise. The businesses focus
their R & D efforts on the next generations of their products and
solutions. In contrast, the aim of CT is to work with our operat-
ing units to develop the Group’s technology and innovation
strategies, especially for the next generation of their products
and solutions. In addition, CT strives to secure the technologi-
cal and innovative future through commonly developed core
technology initiatives such as future of automation, data to
business or system integration. With its global network of ex-
perts, our corporate research unit serves as a strategic partner
for Siemens’ operating units. CT makes important contributions
along the entire value chain, from research and development
to production technology, manufacturing processes, and the
testing of products and solutions. All of CT’s activities are cho-
sen to optimize the allocation of R & D resources, with a balance
between support the current offerings of our businesses and
development of longer-term opportunities.
CT is also networked with leading universities and research
institutes worldwide. Close collaborative approaches with such
partners are also a substantial part of our Open Innovation (OI)
concept, in which we receive input from internal as well as
external experts that significantly contributes to the innovative
power of the Company. With OI we aim to overcome the bar-
riers of silo thinking, to prove and truly leverage the potential
of an open network enterprise.