Siemens. EPG Conference May 21, Klaus Kleinfeld, CEO

Transcription

1 Siemens May 21, 2007 Klaus Kleinfeld, CEO

2 Disclaimer This presentation contains forward-looking statements and information that is, statements related to future, not past, events. These statements may be identified by words as expects, looks forward to, anticipates, intends, plans, believes, seeks, estimates, will 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 its operations, performance, business strategy and results and could cause the actual results, performance or achievements of Siemens worldwide 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 worldwide; changes in business strategy; the outcome of pending investigations and legal proceedings; our analysis of the potential impact of such matters on our financial statements; as well as various other factors. More detailed information about our risk factors is contained in Siemens filings with the SEC, which are available on the Siemens website, and on the SEC s website, 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. Page 2

3 Key figures In millions of euros Q2 FY07 (IFRS) Δ yoy (in %, except for EPS) FY06 (IFRS) New orders 23, ,702 Sales 20, ,253 Group profit (from Operations) 1, ,499 Net income 1, ,335 Earnings per share (in, not diluted; change in ) Net cash (continuing operations) (901) 1) 973 1) incl. cash payment of EUR 3.8 billion for the diagnostics division of Bayer Page 3

4 Fit4More Short term action program started in April 2005 Initial situation beginning 2005 April 2005 Start Fit4More Program Fit4More: Profit & Growth Program Portfolio optimization necessary Margin targets "Operation 2003" (set 2000) partially reached Weak growth/ no quantified growth target top+ Siemens Management System well established Performance and Portfolio Solve Mobile Devices Finalize strategic reorientation of I&C i.e. Com and SBS Strategic reorientation of L&A Reach target margins at all groups Build portfolio for 2x GDP growth Operational Excellence Siemens Management System (powered by top + ) with focus on Innovation Customer Focus Global Competitiveness People Excellence Achieve high performance culture Establish Leadership Excellence Program Increase global talent pool Strengthen expert careers Execution by April 2007! Corporate Responsibility Achieve Best in Class in Corporate Governance Business Practices Sustainability Corporate Citizenship The Objectives The Enablers Page 4

5 Two-pronged strategy successfully implemented in bn. ~ 75-33% +60% ~ 80 ~ 50 e.g. Sale of Dematic Reorientation of I&C incl. JV Nokia Siemens Restructuring SBS Acquisitions Organic growth SIS Reorganization Sales 2004 Strategic Reorientation Sales after strategic reorientation Strengthening our strengths Q2 FY07 trailing 4 quarters Page 5

6 We significantly strengthened our strongest businesses Application fields Energy & Environmental Care Automation & Control, Industrial & Public Infrastructures Healthcare Acquisitions Market position VA Tech (7/2005) T&D # 4 Wheelabrator (10/2005) U.S. leader in flue gas desulphurization Sustec (5/2006) leading in gasification Kühnle, Kopp & Kausch (7/2006) leading in ST<5MW Bonus Energy (10/2004) worldwide # 5 offshore # 1 USFilter (5/2004) U.S. # 1 Flender (3/2005) Industry & Wind # 1 Robicon (7/2005) MV converters # 1 VA Tech (7/2005) VAI # 1 Electrium (12/2005) UK # 3 UGS (01/2007) leading in PLM software CTI Molecular Imaging (3/2005) # 2 Diagnostic Products (4/2006) IVD overall # 3 Bayer Diagnostic (6/2006) ImmunoD # 2 Page 6

7 All Groups reached or exceeded their margin ranges Groups Profit margin Q2 FY07 IFRS SBS 5.2% Margin ranges 5 6% A&D 14.2% 11 13% I&S 4.6% 4 6% SBT 7.5% 7 9% PG 10.7% 10 13% PTD 8.1% 5 7% TS 5.0% 5 7% SV 6.3% 5 6% Med 13.4% 11 13% Osram 10.5% 10 11% SFS* 52.6% 18 22% Status * Return on equity Page 7

8 Sales growth well above 2xGDP Siemens New Orders and Sales (trailing four quarters) 1) billions of euros 100 COM effect 90 New Orders 80 Sales FC2007 1) As of data point FY 2006 continuing operations w/o COM, according to IFRS Page 8

9 : Accelerating Profit & Growth People Excellence Develop talent globally Strengthen leadership development Attain high performance culture Strengthen expert careers Operational Excellence People Excellence Portfolio Performance Optimize capital efficiency with ROCE of >14 16% Attain cash conversion rate of "1 growth rate" Sustain 2x GDP growth Achieve new margin ranges Portfolio Build on our strengths in Energy & Environmental Care Automation & Control, Industrial & Public Infrastructures Healthcare IPO of Siemens VDO Corporate Responsibility Execute Siemens Management System (powered by top + ) with focus on Innovation Customer Focus Global Competitiveness Operational Excellence Corporate Responsibility Achieve best-in-class in Corporate Governance Compliance Climate protection Corporate Citizenship Page 9

10 Company targets address all value drivers Growth Outpace world economic growth with a growth rate > 2 x GDP Profitability Improved profitability on Group level through new margin ranges Additional target to optimize Siemens overall profitability and more efficient capital utilization Cash Stronger focus on cash to finance future growth and investments Growth ROCE 1) Cash conversion 1) >14-16% 1- growth rate > 2 x GDP 10.0% ) Continuing operations Page 10

11 Margin ranges increased for nine out of eleven Groups Page 11 Margin ranges Fit4More Q2 FY07 SIS 5-6% 5.2% A&D 11-13% 14.2% I&S 4-6% 4.6% SBT 7-9% 7.5% PG 10-13% 10.7% PTD 5-7% 8.1% TS 5-7% 5.0% SV 5-6% 6.3% Med 11-13% 13.4% Osram 10-11% 10.5% SFS* 18-22% 52.6% * Return on equity New margin ranges Fit % 12-15% 5-7% 7-9% 10-14% 7-10% 5-7% 7-9% 13-15% 10-12% 20-23%

12 Our strategy: Strong businesses in attractive markets High quality of our businesses PG PTD Osram A&D I&S SBT TS SV Med SIS No. 1 or No. 2 position Attractive markets with tailwind from megatrends Application fields Megatrends Demographic Change Urbanization Increasing scarcity of natural resources Growing need for environmental care Growing demand for health and elder care Increasing mobility Growing demand for safety and security Regional shift of economic gravity Energy & Environmental Care Automation & Control Industrial & Public Infrastructures Healthcare Page 12

13 We are committed to providing shareholder return Net Dividend Payments in EUR % CAGR * Special dividend of 0.67 in 2000 related to the Infineon IPO 10% CAGR * Balance Sheet Considerations 1. Share buyback: Don t expect a share buyback in the short-term 2. Convertible: Multiple options 3. Gearing: Debt capacity will increase with higher Free Cash Flow Higher debt capacity provides opportunity to grow EPS at a faster rate than profit from operations We see a very good potential to grow EPS and dividends at or above historical rates Page 13

14 Outlook: We believe we can do even better Compliance: Zero tolerance Strong focus on cash and capital efficiency Continued profitable growth FY07: Maintain operating momentum built up in first half year Page 14

15 Appendix

16 New orders Strong growth with 9% Groups Q2 FY07 (in mio. ) Δ (in %) Regions Q2 FY07 (in mio. ) Δ (in %) SBS A&D 4, I&S 2,434-1 SBT 1,364 3 Europe excl. Germany 8, Germany 3,826 5 Americas 6, Asia-Pacific 3, PG 5, Middle East / C.I.S. / Africa 1, PTD 2, TS SV 2,678 3 Med 2, % 23.5 in bn. Osram 1,189-1 Q2 FY06 Q2 FY07 Page 16

17 Revenue +10% Outstanding growth in the Power Groups Groups Q2 FY07 (in mio. ) Δ (in %) Regions Q2 FY07 (in mio. ) Δ (in %) SBS 1, A&D 3, I&S 2,172 2 SBT 1, Europe excl. Germany 6, Germany 3,860 6 Americas 5,376 1 Asia-Pacific 2,892 8 PG 3, Middle East / C.I.S. / Africa 1, PTD 1, TS 1, SV 2,687 3 Med 2, % 20.6 in bn. Osram 1,189-1 Q2 FY06 Q2 FY07 Page 17

18 Fit4More - A great success Achieved what we set out to do Fostered profitable growth Company value substantially increased All Groups reached their margin ranges Revenue growth of > 15% p.a. 1) Company value increased 54% 2) Two-pronged successfully applied to company portfolio Innovation leadership strengthened Successful reorientation of major parts of portfolio Acquisitions of ~12 bn. 3) in our successful businesses Significant investments in organic growth Successful execution of enabling programs Operational Excellence People Excellence Corporate Responsibility Established Siemens Management/ top+ System further implemented Talent development and leadership excellence significantly strengthened Top ranking within Dow Jones Sustainability index, but serious compliance issues 1) Revenue growth total operations Groups from Q to Q excl. Com 2) April 2005 until end of day April, 23rd 3) Volume of acquisitions since April 2005 Page 18

19 Power Generation: Growth through innovations and acquisitions SGT5-8000H New H-Frame turbine: World's most efficient turbine, efficiency > 60% (CCPP) Reduces CO 2 emissions by t p.a. compared to today's best in class Wind revenues +51% Siemens Wind Power Entry into strongly growing wind energy market via acquisition of Bonus Energy No. 1 in offshore wind parks H1 06 Wheelabrator revenues H1 07 Wheelabrator Air pollution reduction technology U.S. leader in flue gas desulphurization Advanced burner technology +117% H1 06 H1 07 Page 19

20 Automation: High energy savings through new drive systems Robicon Perfect Harmony medium-voltage converter Compact design, even smaller footprint Enabling exact control of motor speed according to requirements Potential energy savings of up to 50% by replacement of conventional drives with variable speed drives New energy saving motor range with aluminum housing Highly efficient motors with copper rotors Potential energy savings of 43 TWh p.a. ( 3 bn) in Europe Significant increase of efficiency, e.g. from 77% to 84% Page 20

21 UGS - a perfect fit with A&D UGS Siemens A&D Digital Factory: #2 CAx 1) : #2 cpdm 2) : #1 Factory design Product design PLM 3) TIA 4) TIP 5) Automation design Manufacturing Factory automation: #1 Process automation: #3 Electrical installation tech.: #2 Winning combination > 2x market growth UGS Revenue 6) (USD in million) A&D sales growth 7) 978 1,155 1,219 Factory automation 9% +11,6% p.a. Process automation 14% Electrical installation tech. 1) CAx: Computer aided design, engineering and manufacturing 4) Totally integrated automation 7) ) Collaborative Product Data Management 5) Totally integrated power 3) Product Lifecycle Management 6) UGS FY ending Dec. 31st Page 21 5%

22 Healthcare: Strong organic growth through innovations Leadership in innovations (examples) Market share gains 1) Tim 2) technology: Most successful innovation in MR Higher image quality, more patient comfort, optimized workflow in MR 50% higher patient throughput, up to 50% shorter examination times Magnetic Resonance +14% p. syngo DynaCT: Eliminates need to move patient to a CT during interventions CT-like inter-operational images with an angio suite no time loss and no additional risk for patient AX 3) +5% p. 1) ) Total imaging matrix 3) Angiography, fluoroscopy, radiology Page 22

23 On Transparency: Refined Segment Reporting for better Tracking OLD NEW Group Profit Net Cash from Operating and Investing Activities by Group Capex Capital Spending on PPE, Intangibles, Acquisitions, and Non- Current Available for Sale Financial Assets and Investments Depreciation & Amortization Matching Capex definition above Group Profit Free Cash Flow by Group Cash Flow from Operations Unchanged Capex as defined below Capex Capital Spending on PPE and Intangibles (incl. PPA) as before Acquisitions etc. excluded Depreciation & Amortization Matching Capex definition above Cash Conversion by Group Operating CF by Group Capex/ Depreciation Page 23

24 Estimated underfunding of Siemens pension plans 1) improved by 1.2 bn Despite the negative impact of interest rate increases on fixed income investments Siemens was able to generate an Actual Return of 7.3% annualized ( 0.8 bn) over the last six months, mainly due to strong equity markets Increase in discount rates reduced Siemens estimated DBO by 0.9 billion FY05 FY06 31/03/07 in billions Defined benefit obligation (DBO) 2) of Principal Pension Benefits Discount rate 3) Fair Value of plan assets Funded status 2) Additional contribution Regular funding Actual Return on plan assets 4) Actual Return on plan assets (in %) EROPA (in %) DBO of other Principal Postretirement Benefits % 21.6 (3.4) % 6.7% 0.9 Asset allocation of pension assets Equities 31% Fixed income 55% Real estate 8% Cash 6% 1) Principal Funded Pension Plans and Principal other Postretirement Benefits 2) As of September, 30 for FY05 and FY06 3) Basis for calculation of DBO as of September, 30 and March, 31 respectively 4) For Principal Funded Pension Plans Page % 23.8 (2.9) % 6.7% % 47% 8% 12% % 24.5 (1.7) % 6.5% % 54% 8% 5%

25 IPO preparations for SV on track Siemens automotive systems A success story EUR 10 billion global business Average growth of 10% a year ( ) Margin range reached every year since 2003 Outstanding position in high-growth automobile electronics sector + Zero accidents Future trends and basic requirements Zero emissions Always on Investments to further strengthen technology position and regional set-up Intended IPO Siemens as majority shareholder Excellent access to capital markets, sector specific capital structure Creation of acquisition currency Realization of full growth and innovation potential Page 25

26 ROCE Definition Post-tax ROCE from Continuing Operations = Income from Continuing Operations (post tax), before net interest expense Capital Employed (for Siemens, including SFS, SRE and Treasury) Source Income (loss) from continuing operations (i.e. post tax) (Profit and Loss Statement) +/ Other interest income, net (Notes to Consolidated Financial Statements, e.g. Note 8, p.35 of IFRS FY06 Statements) +/ Tax effect on other interest income, net (Effective tax rate derived from Profit and Loss Statement) = Income (loss) from continuing operations (post tax), before net interest expense Total equity (incl. minorities) (Balance Sheet) + Long-term debt (Balance Sheet) + Short-term debt and current maturities of long-term debt (Balance Sheet) - Cash and cash equivalents (Balance Sheet) - Assets classified as held for disposal (Balance Sheet) + Liabilities associated with assets classified as held for disposal (Balance Sheet) = Capital Employed* * Capital Employed for a fiscal year is determined as the average of five datapoints: the capital employed at the beginning of the fiscal year and the capital employed at the end of each of the four quarters of the fiscal year. Page 26

27 Cash Conversion Rate Definition Cash Conversion Rate (Continuing Operations) = Free Cash Flow Income from Continuing Operations Source Cash Flow from Operations (Continuing Operations) (Cash Flow Statement) + Additions to intangible assets and property, plant and equipment (Continuing Operations) (from Q3: Segment Reporting) = Free Cash Flow Income from Continuing Operations (Profit and Loss Statement) Page 27

28 Financial calendar FY07* June July June Capital Market Days 2007, Berlin July 26 Third quarter financial results FY07 conference call November November 8 Preliminary figures for FY07 January January 24 Annual General Meeting * Preliminary, updates will be posted at: Page 28

29 Reconciliations and definitions Group profit from Operations is reconciled to Income before income taxes of Operations under Reconciliation to financial statements on the table Segment information. See Financial Publications/Quarterly Reports, FY07 Q2, Financial Statements at our Investor Relations website under ROE (Return on equity) margin for SFS was calculated as SFS' income before income taxes divided by the allocated equity for SFS. Allocated equity for SFS for the financial year 2007 is billion. The allocated equity for SFS is determined and influenced by the respective credit ratings of the rating agencies and by the expected size and quality of its portfolio of leasing and factoring assets and equity investments and is determined annually. 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 monitored and controlled monthly and is evaluated against the allocated equity. Siemens ties a portion of its executive incentive compensation to achieving economic value added (EVA) targets. EVA measures the profitability of a business (using Group profit for the Operating Groups and income before income taxes for the Financing and Real estate businesses as a base) against the additional cost of capital used to run a business, (using Net capital employed for the Operating Groups and risk-adjusted equity for the Financing and Real estate businesses as a base). A positive EVA means that a business has earned more than its cost of capital, and is therefore defined as valuecreating. A negative EVA means that a business is earning less than its cost of capital and is therefore defined as valuedestroying. Other organizations that use EVA may define and calculate EVA differently. To measure Siemens' achievement of the goal to grow 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 (under IFRS). In accordance with IFRS, our revenue numbers are not adjusted by inflation and currency translation effects. Page 29

30 Siemens Investor Relations Team Marcus Desimoni Roland Bischofberger Florian Flossmann Irina Pchelova Christof Schwab Susanne Wölfinger Webpage: Investor Relations Telephone: Fax: Page 30