executing our tap agenda - siemens · strong negative fx effects and economic slowdown. asia,...

Copyright © Siemens AG 2008. All rights reserved.

Executing Our TAP Agenda

Michael SenHead of Investor Relations

CreditSuisse Capital Goods and Aerospace and Defence ConferenceLondon, September 10, 2008

Sept 10th, 2008 Copyright © Siemens AG 2008. All rights reserved.CS Capital Goods and Aerospace and Defence Conference

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,” “will,” “project” or words of similar meaning. Such statements are based on our current expectations and certain assumptions, and are, therefore, subject to certain risks and uncertainties. A variety of factors, many of which are beyond Siemens’ control, affect our operations, performance, business strategy and results and could cause the actual results, performance or achievements of Siemens to be materially different from any future results, performance or achievements that may be expressed or implied by such forward-looking statements. For us, particular uncertainties arise, among others, from changes in general economic and business conditions (including margin developments in major business areas); the challenges of integrating major acquisitions and implementing joint ventures and other significant portfolio measures; changes in currency exchange rates and interest rates; introduction of competing products or technologies by other companies; lack of acceptance of new products or services by customers targeted by Siemens; changes in business strategy; the outcome of pending investigations and legal proceedings, especially the corruption investigations we are currently subject to in Germany, the United States and elsewhere; the potential impact of such investigations and proceedings on our ongoing business including our relationships with governments and other customers; the potential impact of such matters on our financial statements; as well as various other factors. More detailed information about certain of these factors is contained throughout this report and in our other filings with the SEC, which are available on the Siemens website, www.siemens.com, and on the SEC’s website, www.sec.gov. Should one or more of these risks or uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those described in the relevant forward- looking statement as expected, anticipated, intended, planned, believed, sought, estimated or projected. Siemens does not intend or assume any obligation to update or revise these forward-looking statements in light of developments which differ from those anticipated.

Earnings before interest and taxes, or EBIT (adjusted); Earnings before interest, taxes, depreciation and amortization, or EBITDA (adjusted); Return on capital employed (ROCE); Return on equity (ROE); Free cash flow; and Cash conversion rate are non-GAAP financial measures. Information for a reconciliation of these amounts to the most directly comparable IFRS financial measures is available on our Investor Relations website under www.siemens.com/ir -> Financial Publications. “Profit Total Sectors” is reconciled to “Income from continuing operations before income taxes” under “Reconciliation to consolidated financial statements” in the table “Segment Information.”

http://www.siemens.com/

http://www.siemens.com/ir


Attractive markets with tailwind from MEGATRENDS

Strong end markets and leading positions

1) Comparable external revenue in FY 2007

High BUSINESS QUALITY in #1 or #2 positions

HealthcareBusinesses from

Medical Solutions

Three SECTORS

Sie

men

s IT

Sol

utio

ns a

nd S

ervi

ces

Sie

men

s Fi

nanc

ial S

ervi

ces

Cross- sectoral

EnergyBusinesses from

Power GenerationPower Transmission & Distribution

~ € 20 bn1)

IndustryBusinesses from

Automation & DrivesIndustrial Solutions & ServicesTransportation SystemsBuilding TechnologiesOsram

~ € 35 bn1)

~ € 11 bn1)

Mega- trends

Globalization

Demographic change

Urbanization

Climate change


Shifting into a higher gear in the third quarter

Growth trend intact – double-digit organic growth

Higher earnings quality – continued strong earnings conversion of value drivers

Share buyback – €4bn executed since Jan-08

SEN and SHC – solutions for non-core assets

SG&A reduction – from planning to execution

New compensation scheme – aligning owners and management

Outlook 2009 – continued quality growth in a less favorable environment

Key takeawaysOur Principles …

Increase TRANSPARENCY

Enforce ACCOUNTABILITY

Drive PERFORMANCE


Highlights of the third quarter

1) year-on-year (y-o-y) on a comparable basis excluding currency translation and portfolio effects

Excellent top line growth1): order growth +26%, revenue growth +13%; book-to-bill of 1.23xDouble digit revenue growth across all Energy divisions Double digit revenue growth as well in shorter cycle businesses such as Industry Automation (+16%), Drive Technologies (+18%) and Industry Solutions (+16%)

Total Sector profit of €2,084m up 33% y-o-y leading to a total sector profit margin of 11.6%

Income from continuing operations €1,475m up 143% y-o-ySEI at break-even due to significant profit improvement at NSN, i.e. €(21)m versus €(371)m in Q3/07Corporate items at €(270)m, compared to €(379)m in the same quarter a year ago, due to reduced expenses for legal and regulatory matters

Strong cash conversion from continuing operations of 1.05x in the quarter, in line with our target

Share buyback accelerated: Second tranche of €2bn successfully executed – in total 5.8% of shares outstanding acquired since start of the buyback program in January 08

Oversubscribed €5bn debt funding with favorable spreads in difficult market environment


Key figures in the third quarter

Q3 2007 Q3 2008% Change

nominal Adjusted1)

New orders (Cont. Op.) 19,494 m 23,677 m 21% 26%

Sales (Cont. Op.) 17,517 m 19,182 m 10% 13%

Profit Total Sectors 1,571 m 2,084 m 33%

Income from Cont. Op. 608 m 1,475 m 143%

Net income (''all-in'') 2,065 m 1,419 m -31%

Free Cash Flow (Cont. Op.) 1,943 m 1,547 m -20%

1) Adjusted for portfolio and currency translation effects

Very strong y-o-y organic order growth1) of 26% driven by Industry and Energy

Excellent earnings conversion at Industry Automation, Drive Technology and Power Transmission

Profit Total Sectors increased in particular because of profitability strength in the Industry and Energy Sectors

Net income comparison strongly influenced by a substantial prior-year gain in discontinued operations related to the transfer of the carrier business into NSN


Order growth per Sector 1)

Regional order growth 1)

1) Q3 2008 y-o-y on a comparable basis excluding currency translation and portfolio effectsSource GDP 08 Forecast: Global Insight

31%

Healthcare Sector

Energy Sector

Industry Sector

33%

5%

2 x GDP (global)

2 x GDP (regional)

Continued strong order growth

Europe, C.I.S. and Africa main growth drivers, partly due to large orders

Excellent organic growth in the U.S. despite strong negative FX effects and economic slowdown

Asia, Australia, Middle East growth rate impacted by an extraordinarily high level of very large orders in the prior-year period

Industry: Order growth driven by Industry Automation, Drive Technologies and Mobility (incl. largest-ever rolling stock order of €1.4bn accounting for 12% of the Sector order intake)

Energy: Strong order intake at Renewable Energy (+231%) and Oil & Gas (+27%)

Healthcare: New products generating solid order growth in Imaging & IT despite the drag effect from DRA

Order growth in Q3 confirms strong position in attractive markets

42%Europe, C.I.S., Africa19%therein Germany21%Americas

24%therein U.S.2%Asia, Australia, Middle East

therein Chinatherein India

3%11%


Key value drivers show strong underlying margin improvements

Industry Automation Drive Technologies

Q3 2007 Q3 2008 Q3 2007 Q3 2008

+260 bp

PPA - € 36mOTC - € 5mDisposal gain + € 113m

PPA - € 10m

Ongoing improvement, however underlying margin at

or close to peak

Margin improvement driven by economies of scale as a result

of high capacity utilization

PPA - € 10mPPA - € 49mOTC - € 11m

21.2%

17.9%12.7%

15.8%

12.5%

13.0%15.6%

15.2%

Power Transmission

6.8%

Q3 2007

10.5%

Q3 2008

+370 bp

Favorable product mix and new economies of scale associated

with higher revenue

As reported Adjusted for PPA, one time costs (OTC) and disposal gain

+210 bp

Division profit margins


What we expect for 2009

The overall economic environment will be less favorable

We will grow our revenues twice as fast as the global GDP

Total Sectors profit will be in the range of € 8.0–8.5 bn

Growth in income from continuing operations is expected to exceed growth in Total Sectors profit

This outlook excludes earnings impacts that may arise from legal and regulatory matters and charges for the SG&A reduction program.


Our innovative solutions address key customer needs

Winergy – Leading supplier for wind turbines

Gas turbine SGT5-4000FLow investment cost/kWLong service intervals between major inspections292 MW output, 39.8% efficiencyCombined cycle: 423 MW output, 58.4% efficiency

Siemens Gas Turbine –Unmatched Efficiency

State-of-the-art technology with highest efficiency levels

MAGNETOM EssenzaCompletely produced in ChinaComplete range of clinical applicationsCertified for worldwide delivery

World’s first high end – low cost MR scanner

Significantly lower price :< $1mAddressing new market segment-

smaller community hospitals

Winergy drive systemsOnly provider of well matched components (gear units, generators and inverters)Compact, cost-effective design by combined planetary stages and helical gear stages

Strong order growth and high backlog due to strong demand

Capacity ramp-up from 60 to 120 GT per year in FY 2010

New orders of MR scanner with positive impact on book-to-bill ratio

More than 50% of wind turbines installed worldwide operate

with Winergy components


Going forward, priorities are clearly defined

Main Topics

Portfolio priorities

Leadership structure

Capital allocation

Target margins

SG&A reduction

Equity culture

Our Principles …

Increase TRANSPARENCY

Enforce ACCOUNTABILITY

Drive PERFORMANCE

New structureas of Jan 08

Clear focus on organic growth

Continued com- mitment to SBB

First outlinein Q3 2008

Implementation ongoing

New targets for2010 defined


New organizational setup in place – Leadership, governance and people

Clear chain of

commandand

escalation path

Supervisory Board 11/20 new 2)

Osram Energy Service 1)

Industry Solutions Power Transmission

Mobility Power Distribution

Industry Automation Fossil Power Generation Imaging & IT

Drive Technologies Renewable Energy Workflow & Solutions

Building Technologies Oil & Gas Diagnostics

6/15 Division CEO new 3)

Global Function HeadsFinance and ControllingLegal and ComplianceHuman ResourcesTechnology

6/8 new

Cross-Sector Businesses

Managing BoardChief Executive Officer

IndustryCEO

EnergyCEO

HealthcareCEO

EnergyIndustry Healthcare

Siemens IT Solutions and Services Siemens Financial Services (SFS)

1) Renamed from Service Rotating Equipment and not reported externally because of cross-divisional service character2) 7/11 for shareholder representatives 3) No members of former Group boards

Reporting dates Milestones (deliverables)

November 2007Supervisory Board

New organization approvedManaging Board incl. Sector CEO approved

December 2007 Sector CFO namedDivision CEO and CFO named

January 2008 AGM

New target margins for Energy and Industry SectorTarget margins for Divisions

April 2008 Q2 analyst conference Update on SG&A project

July 2008Q3 conference call

Start reporting in new structureOutline new management compensation schemeOperational guidance for 2009

October 2008 New management compensation scheme in place

October 2009 Streamlining Other Operations completed

October 2010

Share buyback completedCapital structure target achievedSG&A project completedTarget margins achieved





January 2008 AGM







October 2010



Regional clusters: more transparent, faster and closer to the customers

Increased sales efficiency across countries Bundling of central functions within clustersOptimized span of control for Sectors and Regions

~190 Countries ~70 Regional Companies

20 Clusters

Expected benefits





January 2008 AGM







October 2010






January 2008 AGM







October 2010



SG&A reduction with growth at 2x GDPSG&A reduction (absolute)

GDP growth = 3% p.a.



330 bp

410 bp

480 bp

€ bn, as reported1) SG&A in terms of sales (%)2)

SG&A cost reduction plan for € 1.2 bn in place

16.7%12.6%

16.7%

2007

11.9%

2010

13.4%16.7%

2) Sales 2007 72.4 bn (Continuing Operations)

Margin effect is substantially larger than the 10% face value suggests1) Continuing operations (i.e., without Siemens VDO)

Target breakdown

-6%

-22%

~8.9

~3.2

12.1

FY 07

10.9

G&A

Sales & Marketing

FY 10

∼2.5

∼8.4

-10%





January 2008 AGM







October 2010






January 2008 AGM







October 2010



Progress status

Germany:Agreement between Siemens and Central Works Council on a comprehensive package of measures for the employees, detailed negotiations ongoing

Europe:Detailing of planning ongoing

World w/o Europe:Detailing of planning ongoing, identification of potential quick wins started

SG&A and other transformation programs on track

900

4,150

12,600

16,750

Required job cuts

1,750

3,500

5,250

Germany

1,500

3,650

5,150

Europe w/o Germany

5,450

6,350

World w/o Europe

Other

SG&A





January 2008 AGM







October 2010






January 2008 AGM







October 2010



Number of shares outstanding

914.2m

01 Jan 08

24.9m

861.4m

22 July 08

(5.8% of shares outstanding)

27.9m

€4 billion out of €10 billion successfully executed in 2 tranches

2nd tranche

1st tranche

Share price and daily repurchase volume28 Jan – 8 April and 9 June – 22 July

0

200.000

400.000

600.000

800.000

1.000.000

1.200.000

28-Jan-085-Feb-0813-Feb-0821-Feb-0829-Feb-0810-M

ar-0818-M

ar-0828-M

ar-087-Apr-0811-Jun-0819-Jun-0827-Jun-087-Jul-0815-Ju l-08

Volu

me

60

70

80

90

Share Price (€)

Repurchased Vo lume Gro ss Repurchased P rice

1st tranche 2nd tranche€2bn€2bn

€ 4 bn share buyback successfully executedReporting dates Milestones (deliverables)




January 2008 AGM







October 2010






January 2008 AGM







October 2010



Aligning management's and owners' interest

Financial targets of own and superior unit based on benchmarksPerformance relative to competitionCompliance and individual performance

Mandatory share ownership for senior managementLong-term incentives (stock awards)Share matching ('3 plus 1')

Effective: Strong alignment with business performance, competitor benchmarks and shareholder value

Objective: Transparency of target achievement, strong barrier against manipulation or bypass

Simple: Easy to understand and comparable in an international context

Leading edge: Best-in-class compensation system compared to international peers

Management bonus

Equity ownership

Design criteria





January 2008 AGM







October 2010






January 2008 AGM







October 2010



Bonus based on financial targets and relative performance

Example: Calculation of bonus for top ~50 executive managers

Total annual compensation

0 –

250%

Stock awards

Bonus

Base salary

Performance relative to financial

targets1) and competition

64%

Individual performance

20%

Compliance16%

0 –

200%

100%

0.75

–1.

25

Individual factor

Siemens World performance2)

Company factor

From budget-based to benchmark-driven compensation

1) e.g. RoCE, FCF, growthof own and superior unit

2) e.g. RoCE, FCF, growth





January 2008 AGM







October 2010






January 2008 AGM







October 2010



Equity ownership from the top to shop floor

Mandatory equity ownership for senior management

Outline of equity-based compensation and incentives framework

Management level Elements of equity-based compensation and incentives

CEOMandatory share ownership

Senior managers have to hold defined multiples of their base salary in Siemens shares1)

300%of base salary

Long-Term Incentive (stock awards)

Restricted stock plan without additional performance measures

Share matching ('3 plus 1')

Managers and employees invest in Siemens sharesSiemens matches every three shares held over a defined period of time with one free share

Managing Board members

200%of base salary

Top ~50 executive managers

100%of base salary

Top ~500 senior managers

50%of base salary

Top ~5000 senior managers

Other managers and staff

1) to be built within three years





January 2008 AGM







October 2010






January 2008 AGM







October 2010



TAP – consistent execution against plan





January 2008 AGM



July 2008 Q3 conference call




October 2010



Reconciliation and Definitions for Non-GAAP Measures (I)

Profit Total Sectors is reconciled to “Income from continuing operations before income taxes” under “Reconciliation to consolidated financial statements” in the table “Segment Information.” See our Financial Publications at our Investor Relations website under www.siemens.com/ir.

Earnings before interest and taxes, or EBIT (adjusted) is Income from continuing operations before income taxes less Financial income (expense), net and Income (loss) from investments accounted for using the equity method, net.

Earnings before interest, taxes, depreciation and amortization, or EBITDA (adjusted) is EBIT before Depreciation and Amortization, defined as amortization and impairments of intangible assets and depreciation and impairments of property, plant and equipment.

Profit is reconciled to EBIT and EBITDA on the table Segment Information Analysis (II). See our Financial Publications at our Investor Relations website under www.siemens.com/ir.

Return on Capital Employed (ROCE) is a measure of how capital invested in the Company or the Sectors yields competitive returns. For the Company, ROCE is calculated as Net income (before interest) divided by average Capital employed (CE). Net income (before interest) is defined as Net income excluding Other interest income (expense), net and excluding taxes on Other interest income (expense), net. Taxes on Other interest income (expense), net are calculated in simplified form by applying the current tax rate which can be derived from the Consolidated Statements of Income, to Other interest income (expense), net. CE is defined as Total equity plus Long-term debt plus Short-term debt and current maturities of long-term debt minus Cash and cash equivalents. Because Siemens reports discontinued operations, Siemens also calculates ROCE on a continuing operations basis, using Income from continuing operations rather than Net income. For purposes of this calculation, CE is adjusted by the net figure for Assets classified as held for disposal included in discontinued operations less Liabilities associated with assets classified as held for disposal included in discontinued operations.For the Sectors, ROCE is calculated as Profit divided by average Net capital employed (NCE). Profit for the Sectors is principally defined as earnings before financing interest, certain pension costs and income taxes, whereas certain other items not considered performance indicative by Management may be excluded. NCE for the Sectors is defined as total assets less income tax assets, less non-interest bearing liabilities/provisions other than tax liabilities.Average (Net) Capital employed for the fiscal year is calculated as a “five-point average” obtained by averaging the (Net) Capital employed at the beginning of the first quarter plus the final figures for all four quarters of the fiscal year. For the calculation of the average during for the quarters, see below:




Reconciliation and Definitions for Non-GAAP Measures (II)

* NCE for Sectors

Our cash target is based on the Cash Conversion Rate (CCR), which serves as a target indicator for the Company’s or the Sector’s cash flow. For the Company, CCR is defined as the ratio of Free cash flow to Net income, where Free cash flow equals the Net cash provided by (used in) operating activities less Additions to intangible assets and property, plant and equipment. Because Siemens reports discontinued operations, this measure is also shown on a continuing operations basis, using Income from continuing operations, Net cash provided by (used in) operating activities – continuing operations and Additions to intangible assets and property, plant and equipment for continuing operations for the calculation. For the Sectors, CCR is defined as Free cash flow divided by Profit.

Values needed for the calculation of ROCE and CCR can be obtained from the Consolidated Financial Statements and Notes to Consolidated Financial Statements. Profit, Net capital employed (under the column named Assets) and Free cash flow for the Company and the Sectors for previous quarters and also for fiscal 2007 can be found on the Exhibits 99 (b,c,d) to the Siemens Report furnished on Form 6-K to the SEC on June 24, 2008. See our Financial Publications at our Investor Relations website under www.siemens.com/ir.

Our capital structure target is based on an Adjusted industrial net debt divided by EBITDA (adjusted). For the calculation of Adjusted industrial net debt, we subtract from Net debt (defined as Long-term debt plus Short-term debt and current maturities of long-term debt less Cash and cash equivalents less Available-for-sale financial assets (current)) (1) SFS debt excluding SFS internally purchased receivables and (2) 50% of the nominal amount of our hybrid bond; and add/subtract (3) Funded status of Pension benefits for fiscal 2007, (4) Funded status of Other post- employment benefits; and add (5) Credit guarantees. The components of Net debt are available on our Consolidated Balance Sheets, SFS debt less internally purchased receivables is available in our Management Discussion & Analysis under Capital Resources and Requirements for fiscal 2007. The Funded status of our principle pension plans and Other post-employment benefits, the amount of credit guarantees and the nominal amount of our Hybrid bond is available in the Notes to our Consolidated Financial Statements.

Average calculation for CE*: Year-to-Date

Q1 2 Point average: (CE ending Q4 Prior year + CE ending Q1) / 2

Q2 3 Point average: (CE ending Q4 Prior year + CE ending Q1 + CE ending Q2) / 3

Q3 4 Point average: (CE ending Q4 Prior year + CE ending Q1 + CE ending Q2 + CE ending Q3) / 4

Quarter-to-Date

Q1 2 Point average: (CE ending Q4 Prior year + CE ending Q1) / 2

Q2 2 Point average: (CE ending Q1 + CE ending Q2) / 2





Reconciliation and Definitions for Non-GAAP Measures (III)

To measure Siemens’ achievement of the goal to grow at twice the rate of global GDP, we use GDP on real basis (i.e. excluding inflation and currency translation effects) with data provided by Global Insight Inc. and compare those growth rates with growth rates of our revenue (adjusted for portfolio and currency translation effects). In accordance with IFRS, revenue numbers are not adjusted by inflation and currency translation effects.

Return on equity (ROE) margin for SFS was calculated as annualized SFS’ Income before income taxes divided by average allocated equity for SFS. Average allocated equity for the first nine months of fiscal year 2008 is €875 million.The allocated equity for SFS is determined and influenced by the size and quality of its portfolio of commercial finance assets (primarily leases) and equity investments. This allocation is designed to cover the risks of the underlying business and is in line with common credit risk management standards in banking. The actual risk profile of the SFS portfolio is evaluated and controlled monthly and is reflected in the quarterly (commercial finance) and annual (equity investments) adjustment of allocated equity.

Profit Total Sectors, EBIT (adjusted), EBITDA (adjusted), ROCE, ROE, CCR and Adjusted industrial net debt are or may be Non-GAAP financial measures as defined in relevant rules of the U.S. Securities and Exchange Commission. Our management takes these measures, among others, into account in its management of our business, and for this reason we believe that investors may find it useful to consider these measures in their evaluation of our performance. None of Profit Total Sectors, EBIT (adjusted), EBITDA (adjusted), ROCE and ROE should be viewed in isolation as an alternative to figures reported in our IFRS statement of income for purposes of evaluating our results of operations; CCR should not be viewed in isolation as an alternative to measures reported in our IFRS cash flow statement for purposes of evaluating our cash flows; and Adjusted industrial net debt should not be viewed in isolation as an alternative to liabilities reported in our IFRS balance sheet for purposes of evaluating our financial condition.


Siemens investor relations team

Webpage: http://www.siemens.com/investorrelationse-mail: [email protected]: +49-89-636-32474Fax: +49-89-636-32830

Michael Sen +49-89-636-33780Gerald Brady +1-408-464-2004Cinzia Fasoli +49-89-636-32474Florian Flossmann +49-89-636-34095Sabine Groß +49-89-636-35755Dr. Martin Meyer +49-89-636-33693Christof Schwab +49-89-636-32677Peter Steiner +49-89-636-37124Katrin Steinwandel +46-89-636-31726Dr. Gerd Venzl +49-89-636-44144

http://www.siemens.com/investorrelations

mailto:[email protected]

executing our tap agenda - siemens · strong negative fx effects and economic slowdown. asia,...

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