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Shaped by our history, culture and values, our mission defines how we understand ourselves. As an expression of a strong brand, it formulates our aspiration.
Grounded in reality, we’re inspired by the desire to shape the future – in cooperation with our partners. Leveraging our passion for engineering, we make real what matters, working with our customers to help improve the lives of people today and in the generations to come. Customers all around the world trust us and count on our knowhow and our reliability to make them more competitive.
We empower our customers to set benchmarks – with our power of innovation, our leading technologies, our global presence and, last but not least, our financial solidity. We generate value by transforming the value chain of electrification, reaching across both the digital and physical worlds. Our highly qualified and committed employees are the foundation for achieving this.
Our knowledge is the basis of our performance. We partner with our customers, leveraging sustainable business practices. With determination and ingenuity, we deliver engineering excellence, taking personal ownership until we jointly succeed.
This is the foundation on which we’ve been tackling the challenges of our time ever since Werner von Siemens and Johann Georg Halske founded our Company in Berlin more than 165 years ago.
Our positioning and our strategic direction are closely linked to defined milestones – the stages in which we’ll lead our Company into a successful future. We’re not only focusing on the next one or two quarters or the next reporting season but on the years and, perhaps, even decades to come. With this future in view, we now have to take all the right steps to create value – for the short, medium and long term.
Our first task is to boost our performance. To achieve this aim, we’re retailoring our structures and responsibilities. We’re also focusing on business excellence, in other words, the reliable management of our businesses. We want to get even those businesses that aren’t reaching their full potential back on a successful track and make them competitive again.
To achieve long-term success, you have to focus on the things that make you strong and put other things aside. In line with this philosophy, we intend to strengthen our successful businesses along the value chain of electrification. Among other things, we want to allocate resources in a more rigorous way in order to expand in strategic growth fields.
But we won’t stop there. With the same resolve, we’ll intensify our efforts to seize further growth opportunities and tap new fields.
Only those who set demanding goals can be successful over the long term. That’s why we’ve linked the success of Vision 2020 to the attainment of seven overarching goals – goals that will provide us with a yardstick and a compass on the path to 2020. In particular, we aim to:
We’re simplifying and accelerating our processes while reducing complexity in our Company and strengthening our corporate governance functions. In this way, we plan to reduce our costs by roughly €1 billion. The savings are expected to be mainly effective in 2016.
We’re tapping attractive growth fields and getting those businesses that haven’t yet reached their full potential back on track.
We’re rigorously implementing our financial target system in order to consistently achieve our capital efficiency target – an ROCE of 15% to 20%. Our aim is to grow faster than our most relevant competitors.
We want more than 30% of our Division and Business Unit managers to be based outside Germany by 2020. We now have business activities in virtually every country of the world, generating some 85% of our revenue outside Germany. We want our management to reflect this global orientation more strongly in the future.
We want to be our customers’ partner of choice – both now and in the future. To measure customer satisfaction, we use the Net Promotor Score – a comprehensive customer satisfaction survey that we conduct every year. Our goal is to improve our score in the survey by at least 20%.
Highly committed and satisfied employees are the basis of our success. We are – and want to remain – an attractive employer. That’s why we conduct a global engagement survey to measure employee satisfaction. In the categories Leadership and Diversity, we aim to achieve an approval rating of over 75% on a sustainable basis.
In the future, our employees will have an even greater stake in their Company’s success. We want to increase the current number of employee shareholders by at least 50%.
How can we achieve long-term success? And how are we positioning ourselves to make it happen? Our setup is aligned with framework conditions worldwide, with the long-term trends that define our markets, with our competitive environment and with the requirements of customers, partners and societies. Focused on the long term, it stands for what all our business activities have in common.
We’re positioned along the value chain of electrification. Our products are designed to generate, transmit, distribute and utilize electrical energy with particularly high efficiency. Our roots are in electrification. We’ve been leaders in this field until now, and it’s here that our future lies.
We’ve been successfully automating customer processes for years. In automation, too, we’ve already captured leading market positions worldwide. We intend to maintain and expand these positions.
We want to exploit the opportunities offered by digitalization even better. Because added value for our customers lies more and more in software solutions and intelligent data analysis.
Across the areas of electrification, automation and digitalization, there are concrete growth fields – fields in which we see major potential. We’re rigorously aligning ourselves to exploit this potential in order to achieve long-term success. Our setup reflects this aspiration.