Siemens 2011 Annual Report Download - page 60

20 Siemens – A pioneer of our time 50 Get closer to our customers 46 Focus on innovation-driven growth markets
47 Be a pioneer in technology-driven markets
48 Strengthen our portfolio
49 Provide a leading environmental portfolio

“Siemens owes its renown to
pioneering achievements in technology and business.
Keenly aware of this legacy, we’ve always done everything in our power
to maintain a leadership position in technological progress.”
Ernst von Siemens at the Annual Shareholders’ Meeting on March , 
b. Strengthen our portfolio
Only by keeping our portfolio focused on attractive fu-
ture-oriented markets can we achieve profitable long-
term growth. That’s why we practice active, systematic
portfolio management. The cornerstone of our portfolio
policy is the principle that all our businesses must cap-
ture and maintain No.  or No.  positions in their re-
spective markets. The basis of our profitability and
growth, these leading positions enable us to sustainably
increase Siemens’ value. As sources including our cor-
porate history confirm, we’ve always been particularly
successful when we’ve been at the forefront of techno-
logical innovation. Size alone is not enough to ensure
our long-term success. This is the guiding principle of
all significant changes in our portfolio.
In addition to organic growth, we’re also further
strengthening our core business through acquisitions.
For example, we acquired the Norwegian subsea spe-
cialists Bennex and Poseidon in March . These com-
panies specialize in equipping deep-sea oil and natural
gas suppliers, providing, for example, products and
solutions for power grids deployed at depths of up to
, meters. Leveraging this expert knowhow and our
traditional core competencies in electrical engineering,
we intend to establish ourselves as a leading supplier of
subsea power grid solutions in the medium term.
To continue driving our booming business in India and
boost its influence on our operations on the subconti-
nent, Siemens AG increased its stake in our publicly
listed Indian Regional Company from .% to % in
fiscal . At the end of , we announced the take-
over of the Russian financing company DeltaLeasing. An
important step in the international growth strategy of
our cross-Sector activity Financial Services (SFS), this
acquisition will position SFS as a key player in major
project financing on the high-growth Russian market.
We’re also tightening the focus of our portfolio on the IT
market. In the future, we intend to concentrate primar-
ily on vertical software solutions, which ideally comple-
ment and round off our other businesses. Our software
solutions enable applications such as computer-aided
automobile and airplane model design, power plant
monitoring and controlling, and the visualization of CT
results. No other company has the industry expertise
and technology competence we do – and it’s our cus-
tomers who reap the greatest benefit. With the sale of
Siemens IT Solutions and Services to Atos S.A. (AtoS),
we’ve withdrawn from the conventional IT services
business. As part of this transaction, Siemens will retain
a % stake in AtoS, thus remaining a strategic stake-
holder in the venture.
These measures illustrate how our forward-looking
portfolio policy is strengthening our profile and gearing
it to innovation-driven growth markets.
b