Siemens Aktiengesellschaft · XETR:SIE
Siemens Aktiengesellschaft — Siemens — Investor Day (June 2011)
20 slides from Siemens Aktiengesellschaft's investor day presentation, Jun 28, 2011
Slide 1: Strong Regional Presence to tap the Emerging Markets automation opportunity
Strong Regional Presence to tap the Emerging Markets automation opportunity Ralf-Michael Franke CEO Drive Technologies Division Capital Market Days "Emerging Markets" Shanghai, June 28, 2011 Copyright © Siemens AG 2011. All rights reserved.
Slide 2: Safe Harbour Statement
Safe Harbour Statement This document contains forward-looking statements and information – that is, statements related to future, not past, events. These statements may be identified by words such as “expects,” “looks forward to,” “anticipates,” “intends,” “plans,” “believes,” “seeks,” “estimates,”
Slide 3: DT – Broadest portfolio and industry leading performance
DT – Broadest portfolio and industry leading performance Fiscal Year Half Year Manufacturing Process Energy / CAGR CAGR Industries Industries Infrastructure New 1.7 +33% 2.3 1.6 +46% Orders 1.1 (in € bn) -2% 4.8 4.7 +36% 3.1 2.3 11.1% 12.3% 12.8% DT revenue FY10 Profit 10.5% 1.9 +10% +29% 1.2 Margin
Slide 4: DT Growth – Developed and Emerging Markets will fuel demand in future
DT Growth – Developed and Emerging Markets will fuel demand in future Market Development Market characteristics In € bn Emerging Markets growing twice CAGR 60 as fast as developed markets +2% 52 60% of total growth will stem from emerging markets +4% -14% 43 China as the single largest market
Slide 5: DT's go-to-market strategy adapted for developed and Emerging Market customers
DT's go-to-market strategy adapted for developed and Emerging Market customers Develop customers up Emerging markets Developed markets the integration curve Grow market share with Integration Leveraging our # 1 position high end products while level International competitors striving for # 1 in en
Slide 6: Our early investment in emerging markets pays off – Most comprehensive sales and support network in China
Our early investment in emerging markets pays off – Most comprehensive sales and support network in China Drive technologies in China 64 Sales Offices Continuously Investment: 34 in 2004 Continuously growing sales foot print + 30 until Q2 FY11 Harbin Covering all industrial centers Six trainin
Slide 7: Growing with Our Customers – From single components to comprehensive drive and control systems
Growing with Our Customers – From single com- ponents to comprehensive drive and control systems EX AM PL E Sinopec – largest refiner in China – #2 Chinese oil producer – comprising 40 affiliates in the whole country and four in-house EPC's Start relationship with Continuous improvement Growing succ
Slide 8: IA & DT – Unbeatable product portfolio and global footprint is accelerating our success in EM
IA & DT – Unbeatable product portfolio and global footprint is accelerating our success in EM EM share in % of total Products IA & DT New Orders 22 dedicated SMART product families (IA & DT) 9 more to be launched in the next two years (IA & DT) 31% 29% People 24% DT employees in EM increased b
Slide 9: Easy usability is key to address new customer segments
Easy usability is key to address new customer segments SINAMICS V10 SMART Products Low-Cost inverter for general purpose Optimized for use by untrained personnel DT Application and connection wizards Preconfigured functionality IA No PC-Tool necessary Robust Extendable SIMATIC S7-200 C
Slide 10: Localization drive at the core of our success – Moving entire value chains to service key markets
Localization drive at the core of our success – Moving entire value chains to service key markets DT global footprint Covering >99% of emerging economies market with dedicated sales offices Increased momentum since 2005 Increasing regional penetration within emerging markets St. Petersburg 200
Slide 11: Global strength based on powerful local presences
Global strength based on powerful local presences Chennai, Guadalajara, Nanjing, P&L India Mexico PLM China PLM SCM SCM SCM CRM CRM CRM SCM SCM + PLM Full Business responsibility Production of gearboxes for Production and development of CNC, PLC, HMI, Inverters, Drives industrial use and wind
Slide 12: Siemens' offerings match the priorities at each stage of Emerging Market development
Siemens' offerings match the priorities at each stage of Emerging Market development Flexibility Productivity Efficiency Motors Drives Automation Industry SW Reliability Stage of Development Page 12 Capital Market Days "Emerging Markets", Shanghai June 28, 2011 Copyright © Siemens AG 2011. All right
Slide 13: DT – We are #1, and we keep it that way
DT – We are #1, and we keep it that way 1 Maintain strong lead in Emerging / Developed Markets 2 Open up new territories / capture new factory customers 3 Further drive localization 4 Maintain "Value Selling" proposition 5 Outgrowing markets Page 13 Capital Market Days "Emerging Markets", Shanghai J
Slide 14: Reconciliation and Definitions for Non-GAAP Measures (I)
Reconciliation and Definitions for Non-GAAP Measures (I) To supplement Siemens’ Consolidated Financial Statements presented in accordance with International Financial Reporting Standards, or IFRS, Siemens presents the following supplemental financial measures: New orders and order backlog; Adjus
Slide 15: Reconciliation and Definitions for Non-GAAP Measures (II)
Reconciliation and Definitions for Non-GAAP Measures (II) New orders and order backlog (continued) Order backlog represents an indicator for the future revenues of our Company resulting from already recognized new orders. Order backlog is calculated by adding the new orders of the current fiscal yea
Slide 16: Reconciliation and Definitions for Non-GAAP Measures (III)
Reconciliation and Definitions for Non-GAAP Measures (III) Return on equity (after tax), or ROE (after tax) In line with common practice in the financial services industry, Financial Services, or SFS uses return on equity (after tax), or ROE (after tax), as one of its key (after tax) profitability m
Slide 17: Reconciliation and Definitions for Non-GAAP Measures (IV)
Reconciliation and Definitions for Non-GAAP Measures (IV) Free cash flow and cash conversion rate Siemens defines Free cash flow as Net cash provided by (used in) operating activities less Additions to intangible assets and property, plant and equipment. The IFRS financial measure most directly comp
Slide 18: Reconciliation and Definitions for Non-GAAP Measures (V)
Reconciliation and Definitions for Non-GAAP Measures (V) Adjusted EBITDA margins at the Sector level Siemens defines adjusted EBITDA margins on the Sector level as the ratio of adjusted EBITDA to revenue (as presented in the “Notes to Consolidated Financial Statements”). Siemens intends to maintain
Slide 19: Reconciliation and Definitions for Non-GAAP Measures (VI)
Reconciliation and Definitions for Non-GAAP Measures (VI) Limitations on the usefulness of Siemens’ supplemental financial measures The supplemental financial measures reported by Siemens may be subject to limitations as analytical tools. In particular: With respect to new orders and order backlog
Slide 20: Revenue growth - Performance against competition Definition
Revenue growth - Performance against competition Definition Revenue growth - Performance against competition To illustrate management’s perspective on the Company’s performance against competition, Siemens compares its own revenue growth rate with the weighted average revenue growth rate of its Sect