Siemens

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Siemens Aktiengesellschaft

logo
legal form Corporation
ISIN DE0007236101
founding October 1, 1847 in Berlin (Siemens AG: 1966)
Seat Berlin and Munich , Germany
GermanyGermany 
management
Number of employees 293,000 (Group, FY20)
sales 57.1 billion euros (Group, FY20)
Branch Conglomerate
Website siemens.com
As of February 3, 2021

Sculpture “The Wings” by architect and artist Daniel Libeskind in front of the Siemens headquarters in Munich

Siemens is a conglomerate with a focus on automation and digitalization in industry, infrastructure for buildings, decentralized energy systems, mobility solutions for rail and road traffic, and medical technology. At its core is the listed Siemens AG as the controlling company, which includes numerous German and international group companies. The group has 125 locations in Germany and is represented in 190 countries. The company's headquarters are in Berlin and Munich .

The company was founded as Telegraphen Bau-Anstalt von Siemens & Halske in Berlin in 1847 by Werner Siemens ( ennobled from 1888 : "von Siemens") and Johann Georg Halske . Today's Siemens AG was formed in 1966 through the merger of the predecessor companies Siemens & Halske AG, Siemens-Schuckertwerke AG and Siemens-Reiniger-Werke AG .

Today, again, essential parts of the business are organized in independent companies such as Siemens Healthineers and Siemens Mobility . The energy business was spun off in 2020, transferred to the independent Siemens Energy AG and is no longer consolidated by Siemens AG.

History of the group

Logo of the Telegraphen Bau-Anstalt von Siemens & Halske
October 1847: Siemens & Halske's first workshop in the rear building at 33 Schöneberger Strasse in Berlin; today No. 19
Historic Siemens logos

Foundation by Siemens and Halske

On October 1, 1847 founded Lieutenant Werner Siemens , engineer officer in the Berlin artillery workshop and the lead head of the Prussian Telegraph -enkommission , together with the precision engineer Johann Georg Halske the telegraph building-Anstalt von Siemens & Halske in Berlin . The basis is the pointer telegraph , which has been improved by Siemens . Within a few decades, the Berlin-based company developed from a small workshop that, in addition to telegraphs, mainly manufactured railway bells, wire insulation and water meters, to one of the world's largest electrical companies.

The Siemens group is one of the first multinational industrial companies in Europe. Foreign production began in 1863 with a cable factory in England near Woolwich . Woolwich was the production site of the English branch Siemens Brothers & Co. in 1882 a cable factory in Saint Petersburg followed. The Vienna branch established by Arnold von Siemens also started its own production in 1883. In 1892 the first Siemens subsidiary overseas, the Siemens & Halske Japan Agency , was founded in Tokyo, which was responsible for the overthrow of the Japanese cabinet due to the Siemens scandal in 1914 . A factory for railway engines and dynamo machines in Chicago , also built by Arnold in 1892 with two American partners, to compete with General Electric , was completely destroyed by fire in August 1894. When the First World War broke out, there were production facilities in Great Britain, Russia, Austria-Hungary, France, Belgium and Spain. Siemens had a total of 168 representative offices in 49 countries.

The first location of Siemens & Halske Maschinenfabrik and Telegraphenbauanstalt established itself in Berlin's Friedrichstadt at Markgrafenstrasse 88–94 / Charlottenstrasse 6–7. In 1904 the so-called Berlin factory was closed. Starting in 1883, a second plant was built on Salzufer in Charlottenburg through the purchase of Freund's former machine factory, which was expanded structurally until 1903 according to plans by Siemens building department manager Karl Janisch .

Conversion into a stock corporation

Founding share , designed by Ludwig Sütterlin , 1897

In 1890 Werner von Siemens left the management, the owners were now brother Carl and the sons Arnold and Wilhelm . In 1897 Siemens & Halske was converted into a stock corporation . However, the Allgemeine Electricitäts-Gesellschaft  ( AEG ) increasingly developed into an opponent of Siemens on the German electrical market. Both companies attracted cross-border attention at the International Electrotechnical Exhibition in 1891 .

New location in Berlin - Siemensstadt

The Siemens factories in Berlin were relocated from the end of the 1890s, starting with the Westend cable factory, to the northwestern and independent urban district of Spandau , which was later to be called Siemensstadt , in a fallow area on the "Nonnenwiesen" own district emerged.

In "Blockwerk I" (production of block equipment for the railway) built in 1906 on Nonnendamm in Siemensstadt, S & H also built air-cooled aircraft engines ( Sh.III , 1916) for the air forces of the German Empire from 1912 onwards .

Technology campus “Siemensstadt 2.0” in Berlin
In October 2019, the company announced the further development of Siemensstadt in Berlin. The focus is to be the continuous digitization of production and a networked ecosystem "with flexible working conditions, social integration and affordable living space to be created". The company is planning investments of 600 million euros and sees the decision to move to Berlin as a commitment to the company's roots. The project is supported by close cooperation with the State of Berlin and the Spandau district . For example, the Siemensbahn , which was shut down in the 1980s, will be reactivated and the new campus will be opened up. In January 2020, the winner of the urban planning competition was presented and the further procedure specified.

  • Wernerwerk high-rise in Berlin-Siemensstadt

  • Wernerwerk II in Berlin-Siemensstadt

  • Wernerwerk XV in Berlin-Siemensstadt

  • Siemens Tower in Berlin-Siemensstadt

New companies and diverse investments

After the losses of the First World War , Siemens was again one of the world's five leading electrical companies in the mid-1920s. For a short time after 1920, Siemens cooperated closely with companies in the iron, steel and coal industries in the Siemens-Rheinelbe-Schuckert Union under the leadership of Hugo Stinnes . Later, individual product areas were outsourced to specialized subsidiaries and associated companies. Thus, among others, the Osram  GmbH KG  (1920), the Siemens-Bauunion  (1921), the Siemens-Reiniger-Veifa Gesellschaft für medical Technik mbH  (1925, from 1932 Siemens-Reiniger-Werke  AG , SRW) and after taking over the Eisenbahnsignal -Bauanstalt Max Jüdel  & Co. in Braunschweig founded the United Railway-Signalwerke  GmbH  (1929).

  • Siemens telephone " Crouching Dog " 1929

  • Siemens radio Rfe 37, 1929

  • Protos Type C from 1918 to 1924

The global economic crisis after 1929 also led to significant sales losses and layoffs at Siemens, but after the National Socialist seizure of power in  1933, the increased armament of the Wehrmacht, Air Force and Navy soon led to an increase in incoming orders. In 1939, Siemens was the largest electronics company in the world with 187,000 employees. New areas of application such as medical technology , radio technology , electrical heating and household appliances or the electron microscope quickly gained in importance for the company.

Siemens also expanded abroad: in 1936 there were 16 production sites in Europe (for example in Vienna, Budapest, Milan and Barcelona). Outside Europe, production joint ventures were set up in Tokyo and Buenos Aires. For this purpose, Fuji Denki Seizō KK was founded in Japan in  1923 together with the Furukawa Group . A number of major international projects also took place in the interwar period, such as the expansion of the Athens Metro  (1926–1928) and the Buenos Aires Metro  (1933–1938). Particularly prestigious was the Ardnacrusha hydropower station on the Shannon  (1925–1929) and the associated electrification of Ireland. Only in the USA was Siemens not active due to an exchange agreement with Westinghouse Electric .

Siemens in World War II

After the outbreak of the Second World War in  1939, Siemens' capacities were fully utilized with orders that were important for the war effort. In the course of the war, production facilities were relocated to all parts of Germany and to the occupied territories, where Siemens also exploited “ foreign workers ” and forced laborers (also known as “ Eastern workers ”) on a large scale . For armaments production, Siemens & Halske had production barracks built in the immediate vicinity of the Ravensbrück women's concentration camp from June 1942 . The Wernerwerk for telephones (WWFG), radio (WWR) and measuring devices (WWM) was built in the Siemens warehouse in Ravensbrück . SS-Hauptscharführer Grabow was in charge of the camp. Soon they worked in two shifts, except on weekends, because the company also employed civilian workers. These civil workers from the Siemens-Halske company were subordinate to the operations manager and engineer Otto Grade.

Siemens produced in Auschwitz and Lublin with concentration camp prisoners hired by the SS . Numerous Siemens production facilities were destroyed by the war. During the battle for Berlin , the factories in Berlin were completely closed. The head of the company, Hermann von Siemens , who was in office from 1941 to 1956 , was temporarily interned in 1945 in the Nuremberg war crimes prison and questioned as a witness, but there was no charge. He gave the company important impulses for the rapid reconstruction of Munich and Erlangen after the Second World War .

Division of Germany: New beginning in Bavaria

In the last months of the Second World War , the company had already prepared for the military defeat of the National Socialist German Reich and formed regional sub-organizations. As early as 1947, Erlangen became the headquarters of Siemens-Reiniger-Werke and because of the uncertain future of the Berlin location, reinforced by the Berlin blockade that began in mid-1948, the administrative headquarters of Siemens-Schuckertwerke were also moved to Erlangen on April 1, 1949, and the corporate headquarters of Siemens & Halske relocated to Munich.

Bavaria thus became the new main location of the Siemens Group after the factories in the Soviet Zone and abroad had been lost and the traditional production facilities in Berlin-Siemensstadt (now West Berlin ) had become politically unsafe and too uneconomical due to the distance to the sales markets were.

In 1950 the company again reached 90 percent of the production of 1936. The product range was further expanded, even if major projects and capital goods gained in importance. From 1954, Siemens got into data processing and produced semiconductor components and computers, such as the Siemens 2002 . Siemens-Electrogeräte AG was founded in 1957 for the consumer goods sector (e.g. washing machines, televisions) . Siemens was also able to expand its own position in medical technology, for example with the production of pacemakers . In 1962 the group employed 240,000 people and achieved an annual turnover of 5.4 billion DM. This had quadrupled within a decade.

Siemens Aktiengesellschaft

When Siemens AG was founded in 1966, a new, integrated company was created in which the activities of Siemens & Halske AG, Siemens-Schuckertwerke AG and Siemens-Reiniger-Werke AG were bundled. In 1969, the components, data technology, energy technology, installation technology and communications technology and medical technology sectors were set up in the new company. Five higher-level central departments (business administration, finance, human resources, technology, sales) should ensure that the group is managed in a closed manner. However, numerous so-called regional units (branches, foreign branches) and an extensive network of subsidiaries and affiliated companies also remained.

In 1967 Siemens took over from Brown, Boveri & Cie. the Zuse KG to 70 percent, two years later, 100 percent. At the same time, the household appliance sector was merged with that of Bosch to form BSH Bosch and Siemens Hausgeräte  GmbH. In 1969, the subsidiary Transformatoren Union (TU) and Kraftwerk Union  (KWU) were founded together with AEG . In 1978, Osram  GmbH was completely owned by Siemens. However, other subsidiaries such as Siemens-Bauunion or Siemens-Planiawerke were sold off. Business development was by no means entirely positive from the 1970s onwards. Between 1971 and 1976 and at the beginning of the 1980s, the number of employees fell by several thousand. A preliminary high number of employees was reached in 1991 with 427,000 employees. 1985/86 there was also a brief drop in sales of 14 percent (→ Karl Heinz Beckurt's # attack and murder ). Above all, the German home market lost much of its importance compared to the non-European markets. As early as the early 1980s, Siemens was producing in 141 factories in 37 countries. As early as the 1980s, non-German group sales made up 50 percent of group sales. In the 1990s, the foreign share rose to two thirds. In 1989, Siemens belonged to the largest public company in Germany after the Volkswagen Group and Veba, with around 538,000 shareholders.

Influence of the Siemens family

From 1956 to 1971 Ernst von Siemens was chairman of the supervisory board . In 1958 he founded the Carl Friedrich von Siemens Foundation from his private fortune , followed by the Ernst von Siemens Music Foundation in 1972 and the Ernst von Siemens Art Foundation in 1983 .

In 1971, Peter von Siemens took over the position of Chairman of the Supervisory Board at Siemens from his uncle Ernst von Siemens. In 1977, the Siemens-Allis joint venture was founded with Allis-Chalmers , which began operations in January 1978. One of the technical successes of the 1980s was the world's first digital telecommunications system, produced in 1980 together with Deutsche Telephonwerke in Berlin . Thanks to its participation in the ICE project , Siemens was also successful in rail vehicle construction, which has been organized in the transport technology sector since 1989 . The Transrapid magnetic levitation train project was also pursued here. From 1981 to 1988, Bernhard Plettner , from 1971 chairman of the board, was chairman of the supervisory board at Siemens.

In 1986/87 the group turnover had grown to 51.4 billion DM. In 1987, Siemens was expanded to include the KWU divisions - Siemens had been the sole shareholder there from 1977 - and Semiconductors , before a new reorganization was implemented in 1989/90 . This structure still largely corresponds to today's, now English-named, group parts.

Decentralized structure of Siemens AG (1989)

In 1989 the structure of Siemens AG was fundamentally further developed. Essentially, the areas should be able to react more flexibly and more quickly to changing market requirements, but without foregoing central control by central departments (finance, research and development, personnel, production and logistics, corporate planning, central offices, central services). The company was divided into 15 smaller areas:

• Systems engineering • Data and information technology • Medical technology
• Private communication systems • Public communication networks • Drive, switching and installation technology
• Power generation • Security technology • Automation technology
• Energy transmission and distribution • Passive components and tubes • Traffic engineering
• automotive engineering • semiconductors • Peripherals and end devices

In addition, there were two so-called independent business areas and two areas with their own legal form, e.g. B. Osram GmbH.

Siemens hit the headlines in 1992 for supporting an arms program in the Middle East.

In the spring of 1996, Siemens in Singapore was banned from all public contracts for five years on charges of corruption, along with four other foreign companies.

In October 1997, Siemens Financial Services  GmbH (SFS) was founded as a competence center for financing issues and the management of financial risks in the Siemens Group.

Portfolio development

In 1991, Texas Instruments management bought their automation division.

In 1999 Siemens sold the Hanau subsidiary Vacuumschmelze for 360 million marks to Morgan Crucible , which it sold on to the One Equity Group in 2005 for 360 million euros . Also in 1999 the area of ​​passive components and tubes was spun off under the name Epcos  AG and the semiconductor area under the name Infineon  Technologies AG. Siemens sold the last shares in these two companies in 2006.

The production at the Greifswald Siemens location should be closed in 2002. However, this was prevented by the employee representatives and local management through a management buy-out . The original production has therefore been operating successfully as an independent company under the name ML&S since 2002 . The remaining location was brought into Nokia Siemens Networks  GmbH & Co KG in 2007 in connection with the merger of telecommunications network technology with Nokia .

In 2001 Siemens acquired a majority stake in Atecs Mannesmann  AG, whose corporate activities Dematic , VDO and Demag were converted into Siemens Dematic (later Logistics and Assembly Systems, L&A). This was dissolved again on October 1, 2005. Its Postal Automation (PA) and Airport Logistics (AL) sub-divisions have been integrated into the Industrial Solutions and Services (I&S) division. The Electronic Assembly Systems (EA) division is now part of Automation and Drives (A&D) . Distribution and Industry (DI) , Material Handling and Production (MHP) and Customer Services (CS) became Dematic GmbH & Co. KG. This legally independent company was a wholly-owned subsidiary of Siemens and began operations on January 1, 2006. The main reasons for this reorganization were persistent operating losses, mainly of the outsourced business areas. In June 2006 Siemens finally announced the sale of Dematic to the European private equity investor Triton .

On July 25, 2007, the Siemens supervisory board decided to sell the subsidiary VDO Automotive for 11.4 billion euros to Continental AG and to take over Dade Behring for 5 billion euros .

The shares in Krauss-Maffei Wegmann also received as part of the takeover of Atecs were sold again in 2010.

On December 1, 2004, Siemens took over the Danish wind turbine manufacturer Bonus A / S (founded in 1979). The division operates under the name Siemens Gamesa .

In March 2005, Siemens took over A. Friedr. Flender Aktiengesellschaft and thus one of the world's leading gearbox manufacturers with over 80 years of experience in gearbox construction. By 2010, it was fully integrated into the Industry - Drive Technologies Sector of Siemens.

In 2006 Siemens was involved in the project to develop the European search engine Quaero , the German part of which was transferred to the Theseus research program at the end of 2006 .

The shares in the joint venture Fujitsu Siemens Computers (PC hardware, software, IT services) were transferred in full to Fujitsu on April 1, 2009.

The participation in the Transrapid International GmbH & Co. KG ended when it closed after the end of the Transrapid project on October 1, 2008.

In view of the Fukushima nuclear disaster in 2011, Siemens decided to withdraw completely from nuclear power technology. The planned cooperation with Rosatom therefore did not materialize.

Introduction of sectors and the CEO principle (2008)

The existing basic structure has been further developed over time, including: English department designations were introduced in the early 1990s. As of January 1, 2008, the structure was fundamentally redesigned. The business was initially bundled into three sectors: Industry , Energy , Healthcare . In 2011 a new sector was added: Infrastructure & Cities . The previous divisions were partially re-cut and each assigned to one of the sectors. There were also so-called corporate units , cross-sector services and the cross -sector units Siemens IT Solutions and Services and Siemens Financial Services .

  • Energy Sector: Fossil fuels, wind energy, solar energy & hydropower, oil & gas, energy transmission, energy-specific services
  • Healthcare Sector: Clinical Products, Imaging Processes & Therapy Systems, Laboratory Diagnostics, Customized Solutions
  • Industry Sector: Drive Technologies, Industrial Automation, Industrial Services
  • Infrastructure & Cities Sector: building technology, mobility and logistics, railway infrastructure, intelligent power grid, low and medium voltage technology

Each sector was led by a CEO in charge. CEO and CFO have also been appointed for the respective divisions and the associated business units. On October 1, 2014, the sector level was dissolved again.

As of July 1, 2010, SIS was spun off from the group and converted into an independent company. In this context, around 4,200 of the 35,000 jobs at SIS had been reduced by mid-2011, including around 2,000 of the 9,700 jobs in Germany. On December 14, 2010 it was announced that Siemens and Atos Origin are entering into a strategic partnership, in the course of which SIS was sold to Atos Origin. This transition to Atos Origin took place on July 4, 2011 and included the re-branding of the IT company to Atos. As of May 2012, Atos had 74,500 employees in 42 countries. Siemens continues to hold a 15 percent stake in Atos. Joint research and development programs and the operation of Siemens IT by Atos are further pillars of the strategic partnership cited above.

Fundamental restructuring of the group from 2010

Since around 2010 the group has been in a phase of fundamental restructuring again. The aim is to focus the company more on electrification, automation and digitization. Quite a few businesses have been sold, others have been organized into independent companies in which Siemens AG has stakes. In the current structure, these are referred to as Strategic Companies . Other businesses will continue to be conducted within Siemens AG and will be called operating companies in this context .

On July 8, 2013, shares in Osram were floated on the stock exchange. Siemens initially retained a 17 percent stake in Osram Licht AG .

In May 2015, the Healthcare Division was spun off into a legally independent GmbH. In 2018 this company was floated on the stock exchange under the name Siemens Healthineers AG , Siemens still holds 85 percent of the shares.

In January 2015, Siemens sold its shares in BSH Hausgeräte  GmbH to Robert Bosch GmbH .

In October 2017, the Siemens Mechanical Drives division was spun off from Siemens AG and will henceforth be run as a 100% subsidiary of Siemens AG with the name Flender, A Siemens Company .

The Mobility division was spun off from Siemens AG on August 1, 2018, including associated corporate functions such as personnel, controlling, etc. and was to be merged with the French group Alstom . Since then it has been operating as an independent Siemens Mobility GmbH .

The Siemens Group (including joint ventures and holdings) employed around 378,000 people worldwide in 2018. A development towards offshoring can be seen. The proportion of Siemens employees working in Germany fell from 41 percent in 2001 to 31 percent in 2018. At the same time, Siemens created new jobs in Eastern Europe and Asia.

Spin-off of Siemens Energy AG

From the end of 2017, 6,900 jobs (of 46,800) in the energy sector should be cut worldwide, half of them in Germany. The turbine plant in Görlitz and the compressor plant in Leipzig should be closed. The Offenbach site with around 700 employees was to be closed through the planned merger of the plants in Erlangen and Offenbach. In the power plant division alone, 6,100 jobs were lost, 2,600 of them in Germany. 760 jobs will be cut in electric drives, the majority of them in Berlin.

In May 2019, the group announced that the company was planning to spin off the energy division into an independent company. Most recently, the activities were organized in Siemens AG as the Operating Company Gas and Power and the independent strategic company Siemens Gamesa Renewable Energy . Both are to be transferred to the new company. On October 16, 2019, the group announced that the new company would be called Siemens Energy . Accordingly, the energy division is to be spun off and renamed into a legally independent unit by April 2020. In the company presentation of Siemens AG from June 2020, Siemens Energy has been listed under Discontinued Operations since the second quarter of 2020 .

On October 21, 2019, Siemens Gamesa announced that it would take over significant parts of the wind turbine manufacturer Senvion for EUR 200 million. The transaction should be completed by the end of March 2020.

About half a year before the planned spin-off of the energy division, it became known that Christian Bruch von Linde would become CEO of the new company. The current CEO of Siemens AG Joe Kaeser is to become the chairman of the supervisory board.

At an extraordinary general meeting of Siemens AG on July 9th, its shareholders approved the split-up of the company.

Siemens Energy AG shares have been traded on the stock exchange since September 28, 2020. Siemens now only holds a good 35% of the shares in Siemens Energy.

Development of individual corporate areas

Components

The manufacture of semiconductor components and passive components was spun off in 1999/2000 into the independent companies Infineon and Epcos . The spin-off of the semiconductor business of Siemens AG in 1999 led to the IPO of the semiconductor manufacturer Infineon in 2000 . Siemens has not held a stake in either company since 2006. The Siemens Enterprise Communications Manufacturing , successor company of 1990 acquired Leipziger RFT communications work, in 2005 at a Siemens joint venture spun off in 2012 Leesys renamed and sold entirely, 2014.

communication

as early as 1848, Siemens built Europe's first telegraph line over a long distance between Berlin and Frankfurt am Main. Early the company was also active internationally: Werner's brother Carl Wilhelm Siemens opened a representative office of the company in 1850 in London, later in the independent companies Siemens Brothers & Co. Ltd. was converted. At the first world exhibition in London in 1851, Siemens & Halske received a Council Medal as an award. From 1851 the company was involved in building a telegraph network in Russia. In 1855 Siemens opened a branch in Saint Petersburg, which was managed by Carl Siemens (from 1895: von Siemens), another brother. Major international projects such as the construction of the Indo-European telegraph line (1867–1870) and a transatlantic cable laid with Siemens Brothers  (1874) led to increasing sales.

After the presentation of the first telephones in front of the imperial post by Emil Rathenau  in 1880 improved the Siemens American invention and produced on a large scale for the post and telegraph administrations in Germany, Luxembourg and Switzerland. Through the ongoing inventions of the research and development activities that were later concentrated in a large laboratory, Siemens & Halske fought for a technological lead in the telephone business over its competitors, such as AEG . So it was Siemens that was able to hand over  the first electromechanical local exchange in the German Reich in Hildesheim in 1908 and, in 1913/14, manufactured and laid the "Rhineland cable " between Berlin, the Ruhr area and the Rhineland as the first national long-distance telephone cable .

In the field of wireless telegraphy , Siemens and AEG founded the "Gesellschaft für wireless Telegraphie mbH, System Telefunken " in 1903 in order to end the ongoing disputes over patents.

Siemens & Halske played a major role in the technical modernization of the telephone system after the First World War (automation of the local exchanges, semi-automation of regional traffic in the metropolitan areas, cabling of the long-distance lines with long-distance cables). After 1923, S & H built the first semi-automatic rail -internal telephone network, the  Basa rail self- connection system , for the railroad network of the Deutsche Reichsbahn , which had been uniform throughout the Reich since 1920 . The technical lead achieved during this time was successfully pursued in an intensive international business. A characteristic of the interwar period was the extensive cartelization of supply relationships within Germany between the main competitors, Siemens and the main customer, the Reichspost, as well as in international business. Cartels existed for the production and laying of long-distance cables in the form of the Deutsche Fernkabelgesellschaft  DFKG, or for the construction of local exchanges. International cartels for Europe and South America have been concluded in the telephone business with ITT , General Electric , AT&T and Ericsson .

In order to remain competitive in the IT technology sector, Siemens acquired a 51 percent stake in Nixdorf Computer  AG in 1990 and brought the Siemens division into Siemens Nixdorf  Informationssysteme AG. However, the company was spun off again in 1999 and has been operating as Wincor Nixdorf  International GmbH since the 2010s . Only the PC division was integrated into Fujitsu Siemens Computers  GmbH, which emerged in 1999 from the joint venture between Fujitsu  Computers Europe and Siemens Computer Systems . This connection was broken in 2008.

The takeover of the East Berlin electrical office  by Siemens in 1990 was followed in 1991 by the former GDR company VEB Nachrichtenelektronik Greifswald (NEG for short), which was incorporated into the Information and Communication Networks (ICN) division in 1993 . The Greifswald Siemens location specialized in the development and production of network access technology (Access) for telephony and data transmission and the necessary service and became world-market capable.

Area COM

On October 1, 2004, the Siemens divisions ICM and ICN were merged to form the new Communications (Com) division. This is how the largest single division of Siemens AG came into being. On March 3, 2005, the a & o group from Neuss took over the SBS subsidiary Sinitec. This sale is seen as the beginning of a restructuring within the Siemens group and was described as trend-setting at the time. In July 2007, the a & o iTec (at the time Sinitec) had to file for bankruptcy, whereby on October 1, 2007 business operations were finally ceased. Furthermore, on June 19, 2006, the Siemens Management Board announced that it would actively pursue the consolidation in the enterprise communications industry (network business with business customers). Siemens said it was in negotiations with several interested parties to implement this strategy. The wireless modules business (business with wireless radio modules in machine-to-machine communication, for example in vending machines) was to be integrated into the Siemens Automation and Drives division on October 1, 2006 . As a result of this restructuring, Siemens dissolved the (Com) division almost two years after it was founded.

On June 7, 2005, the company announced the sale of the mobile phone division Siemens Mobile to the Taiwanese company BenQ with effect from October 1, 2005. BenQ briefly continued the mobile communications business with a head office in Munich, until BenQ ceased payments for the mobile communications division in autumn 2006 and the latter became insolvent. Thousands of jobs, especially in Munich, Ulm and Kamp-Lintfort / North Rhine-Westphalia, were lost.

In February 2006 rumors arose that the Siemens executive board was considering selling or spinning off parts of the Com division. On June 19, 2006, Siemens announced the amalgamation of its network operator business with Finnish competitor Nokia in a new, legally independent company. As of January 1, 2007, this joint venture was supposed to create a leading global infrastructure provider for fixed and mobile networks under the name Nokia Siemens Networks , in which Nokia and Siemens each held half. When the large-scale corruption became known in December 2006, this project was delayed by a quarter, so that the joint venture started on April 1, 2007. The seat of the company registered in the Netherlands was Espoo , Finland. Simon Beresford-Wylie , formerly Executive Vice President and General Manager of Nokia Networks, took over the chairmanship of Nokia Siemens Networks. The new company Nokia Siemens Networks employed around 60,000 people. The aim was to achieve synergy effects of around 1.5 billion euros by 2010 (around 10 percent of the total pro forma sales of the two parts of the company in 2005), also through the reduction of staff (an estimated 9,000 jobs should be eliminated from the beginning of 2007) . In July 2013, the remaining shares were sold to Nokia for 1.7 billion euros and the company was renamed Nokia Solutions and Networks .

On August 1, 2008, the Siemens Managing Board announced the sale of 80.2 percent of its shares in the communications division "Siemens Home and Office Communication Devices (SHC)" to the Starnberg-based financial investor Arques Industries on October 1, 2008. The remaining 19.8 percent are to remain in the company's ownership for an initial two years, with Arques being entitled to sell the products under the name "Siemens" for another two years. The 1,650 employees of the transferred division at the Bocholt and Munich locations were guaranteed an employment guarantee for three years. According to company information, the loss of the transaction amounted to a mid double-digit million amount. In order to prevent a bankruptcy similar to the one following the cession of the cell phone division to BenQ Mobile, a dowry of 50 million euros for the SHC division was agreed. This should also send a positive signal towards the workforce in terms of job security.

Energy Technology

Siemens-Schuckert company logo

An essential factor for the development of the company was the discovery of the dynamo-electric principle by Werner Siemens in 1866, which created the conditions for the use of electricity for power supply (see electrical generator , Siemens built the first generators without permanent magnets). This opened up new business areas for the company, such as the electrification of railways and the production of light bulbs. The inventions of the chief designer Friedrich von Hefner-Alteneck played an important role .

When there was a process of concentration in the industry after the turn of the century, Siemens decided in 1903 to bring its own heavy current division together with Nürnberger Elektrizitäts-AG, formerly Schuckert & Co., into the joint Siemens-Schuckertwerke  (SSW).

mobility

Already in 1882 an electrically driven carriage car was as Elektromote built named catenary trolley and operation on a 540 meter long test track in Halensee tested at Berlin; because of the bad roads, the trial was ended after six weeks. Werner Siemens himself created the name "Elektromote". The current was taken from the two-pole overhead contact line by a contact slide ( trolley ) that ran on top of the overhead contact line wires. The contact slide with its eight small wheels was pulled along the catenary by the vehicle using a flexible cable. With its characteristics, this electrically operated carriage is considered to be the first trolleybus in the world.

Also in 1882, the world's first electric mine locomotive was built for coal mining in Zauckerode , (today Freital ). The locomotive, christened Dorothea (Greek: gift of God), began operation in August 1882 in the Oppelschacht of the Königliche Steinkohlenwerke Zauckerode . It was in service there until 1927, making it the first electric locomotive in continuous operation.

In 1883 the Mödling – Hinterbrühl local railway was opened near Vienna. The power system of this first overland tram consisted of a two-pole contact line in copper pipes with a small diameter and a slot on the underside ( slotted pipe contact line ). In this two contact carts ran , which were pulled by the railcar . The same system was also used by Siemens in 1884 for the first commercially operated electric tram in Germany, the Frankfurt-Offenbacher Trambahn-Gesellschaft  (FOTG) between Offenbach am Main and Frankfurt am Main . The FOTG power station also became the first power station for Oberrad . Ultimately, this connection was groundbreaking for the combined task of municipal energy supply companies , which operated power plants for power generation and electric railways for local public transport .

In 1898 Siemens & Halske built a so-called electric tram omnibus , which represented a mixture between an electric tram and a battery bus and was used on a trial basis in Berlin until 1900. The collaboration with the Deutsche Reichsbahn from 1927 onwards was innovative. New types of rope drainage systems were developed to optimize the marshalling yards in Dresden and Chemnitz.

In 1926, aircraft engine production was transferred to the independent Siemens aircraft engine factory in Berlin-Spandau , and in 1933 it became part of the new Siemens Apparate und Maschinen GmbH  (SAM). In 1936, the group withdrew entirely from engine construction (see also Brandenburgische Motorenwerke ).

Failed merger between Mobility and Alstom

In September 2017, Siemens AG and Alstom SA announced that they wanted to merge their respective rail technology activities. The listed Alstom SA should form the core of a merged Siemens-Alstom SA. Siemens wanted to take control of just over 50 percent of this expanded listed company. The Mobility Division was spun off from Siemens AG on August 1, 2018, including associated corporate functions such as human resources, controlling, etc. Since then it has been operating as an independent Siemens Mobility GmbH and should be transferred to Alstom in the further course of the merger. On February 6, 2019, however, the responsible EU Commissioner Margrethe Vestager prohibited the merger, it could not be carried out. Siemens Mobility GmbH will initially remain a 100% subsidiary of Siemens AG and part of the Siemens Group and will be managed as a Strategic Company .

Corporate structure

In the long history of the company, the structure has been adapted again and again. The main drivers were changing market conditions and the company's orientation. In addition to many small and medium-sized adjustments, there have been some fundamental realignments at Siemens AG over the past few decades. The aim was to focus the company more on electrification, automation and digitization. To this end, the divisions should be given more freedom to develop.

After the spin-off and the IPO of Siemens Energy AG in 2020, Siemens AG has this organizational structure:

Supervisory board
Board
Smart Infrastructure Digital Industries Mobility (* 1) Siemens Advanta Portfolio Companies Siemens Healthineers (* 2)
countries
Service and Governance
As of October 1, 2020

(* 1) The former Mobility Division was converted into Siemens Mobility GmbH on August 1, 2018 in preparation for the planned merger with the French group Alstom. After the failure of the project, this company remains a 100% Siemens subsidiary
(* 2) The former Healthcare Division went public in 2018 and is an independent stock corporation in which Siemens holds the majority of the shares.

Products

The group's product range essentially includes:

Organization and participations

Board

The Siemens Executive Board consists of six people (as of February 3, 2021):

  • Roland Busch (Chairman / CEO)
  • Klaus Helmrich
  • Ralf P. Thomas (CFO, Controlling and Finance, Financial Services, Real Estate Services)
  • Cedrik Neike (CEO Digital Industries, Siemens Advanta, IT and Cybersecurity)
  • Matthias Rebellius (CEO Smart Infrastructure, CEO Siemens Switzerland)
  • Judith Wiese (Human Resources, Global Business Services, Sustainability)

Supervisory board

The Siemens Supervisory Board has 20 members (as of February 9, 2021):

* = Employee representative

Memberships

Holdings

Siemens has interests in the following companies, among others:

There are also a large number of national companies. In Austria z. B. Siemens AG Austria is active. The takeover of VA Technologie in  2005 generated sales of around 8 billion euros and employed around 34,000 people. In the 2017 financial year, sales amounted to EUR 3.4 billion and around 10,300 employees were employed.

Share and major shareholders

Siemens shares have been listed on the stock exchange since March 8, 1899. Siemens AG shares are listed today in the DAX , DivDAX and EURO STOXX 50 indices , among others . The company's share capital is divided into 850 million  registered shares . The largest single shareholder is the founding family of Siemens with 6 percent, then various institutional investors with a total of 65 percent, private shareholders with 22 percent and other or unidentifiable investors with 7 percent. (As of June 2020)

Siemens has been paying its shareholders a steadily increasing dividend for several years . For the year 2019, Siemens has increased the dividend for the sixth time, to 3.90 euros (previous year: 3.80 euros). This makes Siemens one of the few companies on the DAX that has increased its dividend for more than five consecutive years.

Siemens in Germany

In September 2019, Siemens employed around 117,000 people in production and manufacturing branches in over 50 German cities. There are also around 7,900 trainees and dual students.

Siemens has the oldest location in Berlin . Berlin, together with Munich, is the company's headquarters and, with around 13,000 employees, was the Group's largest production site in 2011. In 2019 the company started the Siemensstadt 2.0 project to further develop essential parts of the production area into a future campus.

Erlangen is the world's largest location with around 23,000 employees. Erlangen is a central administrative location Siemens AG, units of the industrial division, energy technology, research and development, the listed subsidiary Healthineers and essential parts of the also independent subsidiary Mobility.

In Hamburg , Siemens had a head office on Lindenplatz in 2011 as well as various facilities with a total of 1,300 employees, with a further 330 to be added.

Siemens in Switzerland

In 1894, Siemens first hired Swiss staff for the construction of the Wynau river power station . The company opened an agency in Zurich in 1900 , in Lausanne in 1913 and in Bern in 1920 . In 1922, Albiswerk Zürich AG opened the first Swiss production facility in Albisrieden . In 1971 it was renamed Siemens-Albis and in 1996 Siemens Schweiz AG with its headquarters in Zurich-Albisrieden.

Siemens has been Switzerland's largest industrial employer since the sale of ABB's electricity division in 2020.

Corruption affair 2006–2008

Between 2006 and 2008, Siemens was at the center of one of the largest corruption / bribery scandals in German economic history , as a result of which CEO Klaus Kleinfeld and Supervisory Board chairman Heinrich von Pierer left the company. The total costs with expected and already imposed penalties, consultancy costs and tax back payments amounted to 2.9 billion euros.

On November 15, 2006, 200 officials, tax investigators and public prosecutors searched more than 30 office buildings at all major Siemens locations, as well as the private apartments of high-ranking employees, on suspicion of infidelity . Files were checked and documents secured. Then, along with other former board member was Thomas Ganswindt temporary custody taken. A criminal case against him before the Munich Higher Regional Court was discontinued in May 2011 against payment of a sum of 175,000 euros. In 2012, the Ganswindt group received compensation of 500,000 euros.

The investigations revealed that Siemens had a system of bribery payments in place for a long time. On January 31, 2007, The Wall Street Journal reported on an encryption system, which was allegedly used by Siemens for instructions on bribe payments until 1997, to convert digits into letters . The former Siemens manager Michael Kutschenreuter is said to have reported to the Munich public prosecutor that, for example, the comment "Put this in the APP file" meant that bribes amounting to 2.55 percent of the price were approved (A = 2, P = 5). The number sequence “1234567890” was assigned to the ten letters of the keyword “MAKEPROFIT”. A Siemens spokesman said he was unaware of it. The code could prove to be a crucial tool for prosecutors as it can be used on documents as a reference to instructions on how to pay bribes.

The corruption affair had numerous personnel consequences, among other things: Heinrich von Pierer made the chairmanship of the supervisory board available on April 25, 2007, and on June 30, 2007 Klaus Kleinfeld resigned his position as chairman of the board. Gerhard Cromme became the new chairman of the supervisory board, and Peter Löscher succeeded him as chairman of the board. On July 1, they appointed a new Chief Compliance Officer , resolved an anti-corruption program and changed the anti-corruption guidelines.

In October 2007, the Munich Regional Court sentenced the company to a fine of EUR 201 million for bribing payments in the area of ​​the Com telecommunications division. Siemens accepted the judgment.

In addition to the corruption affair, Siemens was confronted with various other allegations. In January 2007, eleven multinational corporations were fined by the EU for illegal price fixing to a total of over 750 million euros (EU Competition Commissioner Neelie Kroes : “These companies formed a cartel that defrauded public utilities and consumers for more than 16 years " ). The Siemens group accounted for almost 400 million euros of this fine. This is the second highest fine any company has been sentenced to in the EU. Thyssenkrupp was sentenced to around 479 million euros for forming a price cartel ( lift cartel ).

In connection with the arrest of their advisor Wilhelm Schelsky on February 14, 2007, a Siemens spokesman confirmed that Schelsky had received over 14 million euros since 2001 for consulting services and employee training, among other things. According to Siemens, however, Schelsky did not provide sufficient evidence of his services as a management consultant, which is why the company terminated its consulting contract at the end of 2006 without notice. Schelsky was previously involved with Siemens in ML&S GmbH in Greifswald and NSG Netzwerk-Service GmbH in Feldkirchen near Munich, which is now based in Jettingen-Scheppach as part of the Cancom group under the name NSG ICT Service GmbH . Schelsky was chairman of the Working Group of Independent Employees  (AUB), a workers' association that presents itself as "the other union" and was re-elected seven times by the AUB with very large majorities for over 20 years before resigning in spring 2007 and the AUB revoked his membership at the end of May 2008.

Siemens board member Johannes Feldmayer was arrested on March 27, 2007, according to the company. According to a Siemens spokeswoman, the arrest was related to the AUB affair. On April 4, 2007, Feldmayer was released from pre-trial detention with certain conditions.

From June 2008, the former leading Siemens employee Reinhard Siekaczek was brought to trial before the Munich I Regional Court for infidelity towards his ex-employer. The Munich public prosecutor's office presented a total of 58 comparable cases of breach of trust. Siekaczek was previously head of Siemens' ICN telephone division. In May 2010 he was sentenced to two years probation and a fine of 108,000 euros for breach of trust in 49 cases .

In December 2008, Siemens reached an agreement with the US Department of Justice to pay a fine of $ 450 million and with the United States Securities and Exchange Commission  (SEC) a further $ 350 million profit skimming . In Germany, the public prosecutor's office in Munich also issued a fine for 395 million euros. Siemens also agreed to the commitment of ex-finance minister Theo Waigel as an independent “compliance monitor”.

In April 2010, Michael Kutschenreuter, former director of Siemens 'Com communications division, was sentenced to two years' imprisonment and a fine of 60,000 euros by the Munich District Court I. The former accountant Kutschenreuters, who was also accused , was sentenced to 18 months probation. The presiding judge, Hans-Joachim Eckert , recognized these penalties after the two defendants had confessed, whereby he dropped another charge, namely aiding and abetting bribery . Both accused had admitted in a deal between the court, prosecutors and defense lawyers that they covered bribes. Kutschenreuter publicly regretted covering up the illegal practice of the black funds. At the same time, his lawyers relativized the fact that bribes were a natural part of Siemens' corporate strategy.

In order to certify the new importance of an ethical culture for the company after dealing with the corruption affair, Siemens founded the Siemens Stiftung in September 2008 , which aims to sustainably expand Siemens AG's social commitment through project work in Europe, Latin America and Sub-Saharan Africa.

Proceedings against the former Siemens CFO Heinz-Joachim Neubürger were discontinued in July 2011. He had accepted an offer from the public prosecutor and paid 400,000 euros to charitable organizations. In 2013, new citizens were sentenced in civil proceedings to pay Siemens 15 million euros in damages for violating their supervisory duties during the corruption affair. He had rejected a settlement previously proposed by the court with his former employer. In 2014, new residents and Siemens agreed that new residents only had to pay compensation in the amount of 2.5 million euros and did not have to accept any personal debt. The Annual General Meeting of Siemens AG approved the agreement on January 27, 2015. A few days after this agreement, new citizens committed suicide .

In one of the last trials in Germany against former board members of Siemens, Uriel Sharef, as member of the board responsible for Latin America , was acquitted of the allegation of infidelity by the Munich District Court I in May 2014. The presiding judge Jutta Zeilinger justified the judgment with insufficient evidence and criticized the work of the public prosecutor's office. Sharef had always denied the charges related to bribery of Argentine government officials in 2003. According to a decision by the Federal Court of Justice in September 2016, parts of the procedure must be renegotiated. The federal judge followed so far some arguments of the prosecutors in Munich, against the judgment of May 2014 revision had been inserted. The Federal Court of Justice criticized a passage in the regional court judgment as "incorrect in law". It concerned the allegation that Sharef had set up a black cash register in South America and managed until 1996 with a credit balance of 35 million US dollars and transferred the money back to Siemens. The Munich Regional Court followed Sharef's statements that it had no knowledge of the continued existence of the cash register, with reference to the changed compliance structures at Siemens. Since Sharef had been asked by a South American Siemens representative for help with the liquidation of the cash register in 2004, the Federal Court of Justice was of the opinion that the evidence had been incorrectly assessed, so that another commercial criminal chamber of the Munich Regional Court was re-negotiating the allegation of breach of trust through omission against Sharef got to.

In November 2014, 64 suspects were charged with bribery and money laundering by an appeals court in Athens. The defendants, including 13 Germans, were charged with paying bribes totaling 70 million euros in order to get Siemens an order from the state telecommunications company OTE for 464.5 million euros. The contract between Siemens and OTE was signed in 1997. On July 12, 2016, the proceedings were suspended for an indefinite period as there were insufficient translations of the process documents. As a result, the Supreme Court ordered an investigation. In July 2017, the former Greek transport minister, Tassos Mantelis, was found guilty of money laundering. A Siemens chairman in Greece was sentenced to 12 years probation for bribery and money laundering.

An 800-page manuscript, produced on the initiative of Siemens, is kept under lock and key.

Criticism of the company

Black Book Brand Companies

In the black book Brand Firms - The Machinations of Global Corporations , published in 2010 , Siemens was accused of mass displacement and the destruction of livelihoods through dam projects. Siemens was also assumed to be involved in the North Korean nuclear program .

Salary policy

On September 17, 2006 it was announced that Pierer's supervisory board chairman wanted to increase executive board salaries by an average of 30 percent. Since wage cuts were assumed for some Siemens employees and thousands of jobs could be lost through a suspected merger of areas with Nokia, this gave rise to criticism from politics, business and the churches. The management board used the salary portion from the increase in the media in favor of an aid fund for employees of the spun off company BenQ Mobile . This had to file for bankruptcy in Germany on September 29, 2006 after the parent company BenQ stopped making payments to its German subsidiary.

Doing business with Iran

Siemens, along with other German companies, has been criticized for doing business with Iran . The USA, for example, asked companies around the world - including Siemens - to stop doing business with Iran until it abandons its controversial nuclear program . The Jerusalem Post reported in 2008 that the Siemens Group's total trade volume with Iran was more than US $ 500 million annually. There was also further criticism for the delivery of modern surveillance technology to the Iranian government in 2008 by the joint venture Nokia Siemens Networks , particularly as a result of the opposition protests following the allegedly rigged Iranian presidential elections in June 2009. This surveillance technology can be used by the Iranian regime for this purpose To monitor calls on landline and mobile networks, for example to track down and arrest opposition members. The exact scope of the technology supplied is unclear - according to press reports, it can be assumed that the Internet can also be monitored with it (“ Deep Packet Inspection ”).

At the annual general meeting in January 2010, the group announced that it would no longer do any business with Iran from mid-2010.

Russia business

In 2009 the World Bank punished a Russian subsidiary of Siemens: The company had participated in “fraudulent and corrupt practices” in connection with a transport project in Moscow and between 2005 and 2006 paid around three million US dollars in bribes.

In August 2010, customs officials at Frankfurt Airport stopped a Siemens shipment with switch components and computing modules. The package was intended for a subsidiary of the Russian nuclear company Rosatom , the nuclear company Atomstroyexport, which was involved in the construction of the Iranian nuclear reactor in Bushehr . Atomstroyexport, in turn, wanted to forward the Siemens shipment from Frankfurt via Moscow to the Bushehr nuclear power plant, according to information from the German authorities. In the opinion of the authorities, the forwarding of Siemens components violated the EU-Iran embargo. Siemens found it difficult to explain in this connection. Siemens did not know that the modules should be transported to Iran via the Russian recipient, said a company spokesman.

Two weeks after Russia 's annexation of Crimea and after the European Union imposed economic sanctions on Russia , Siemens boss Joe Kaeser traveled to Moscow to meet with Russian President Vladimir Putin and railway chief Vladimir Jakunin , who was personally on the sanctions list the EU stands. In Moscow, Kaeser praised the “trusting relationship” with Russia and said that Siemens would not be guided by “short-term turbulence” in its business. The timing of the visit as well as Kaeser's statements and appearance in front of the cameras gave cause for criticism that Siemens downplayed the importance of the annexation of Crimea and placed its own profit above international law and the interests of Europe. Siemens is opposed to the EU sanctions against Russia.

Siemens is suspected of violating sanctions by delivering gas turbines to the Crimea . The EU, the United States and other countries have banned the export of certain goods to the Russian-occupied peninsula because of the annexation of Crimea, especially for energy production. In March 2015, Technopromexport, a subsidiary of the Russian state-owned company Rostec , ordered four power plant turbines from Siemens. According to the contract, they were intended for a new power station in Taman in southern Russia . However, this is a formality to circumvent the Crimean sanctions, as the Russian newspaper Vedomosti announced in June 2015, citing senior Russian officials. In fact, the turbines are intended for the Crimea annexed by Russia and Siemens wants to deliver them to their actual destinations in Sevastopol and Simferopol, despite sanctions, international media reported. Siemens denied the reports and assured them that the company would abide by the sanction decisions. In 2016, the construction of the gas-fired power plant at the contractually agreed destination of Taman was canceled, whereas the construction of the power plant in Crimea went ahead. Despite these developments, Siemens reaffirmed in 2016 that the turbines would be used in Taman and not in Crimea. In July 2017, Siemens confirmed media reports that the gas turbines had been transported to the Crimea. However, the delivery was made “against the will” of the group. The Russian customer Technopromexport admitted to having converted the Siemens turbines and brought them to the Crimea. Technopromexport also claims Siemens was offered to buy back the equipment before the gas turbines were shipped to Crimea. However, the German company rejected the offer. Siemens denies this and sees itself betrayed by its business partners because the contract would have prohibited delivery to the Crimea. The group filed a complaint against two Rostec subsidiaries in a Moscow court; the Moscow court initially dismissed the lawsuit for formal reasons. Critics see the lawsuit as a PR campaign to prevent direct sanctioning of the group. Siemens is also calling on the assembly company ZAO Interautomatika, in which Siemens has a 46 percent stake, to stop orders in the Crimea immediately and has announced that it will completely dispose of the minority stake. The federal government reprimanded the group. "It is the company's responsibility to ensure that export laws and sanctions are complied with," said a spokeswoman for the Ministry of Economic Affairs. Government spokesman Steffen Seibert said that the possible consequences of such a "completely unacceptable" process would be discussed .

On August 20, 2017, it became known that the Moscow Arbitration Court rejected the seizure of four turbines that had been delivered to Crimea in breach of sanctions; Siemens had sued the recipient Technopromexport for return delivery or reversal. In November 2018, the Hamburg public prosecutor announced that three Germans who work for Siemens in Saint Petersburg are being investigated in the affair involving the illegal export of gas turbines to the Crimea. The public prosecutor spoke of seven turbine systems worth 213 million euros that had been shipped to Technopromexport via the port of Hamburg . Siemens had previously spoken of four turbines.

Carmichael coal mine

In December 2019, Siemens confirmed an order to supply signaling technology for the railway line of the Carmichael coal mine in Australia. The order has met with criticism from environmental associations, residents, politicians and indigenous groups around the world. On Friday, January 10, 2020, Fridays for Future protests against the Siemens delivery in front of company facilities all over Germany under the motto "Stop Adani ". A petition with over 57,000 signatures against the delivery was also handed over. Siemens boss Joe Kaeser was willing to cooperate and agreed to a conversation with the climate activists Luisa Neubauer and Nick Heubeck.

On January 12, 2020, Kaeser announced that Siemens would adhere to the supply contract. He justified the decision in a press release with the necessary contractual loyalty to customers and responsibility for jobs at Siemens. After this decision there were further protests.

Lobbyists

Siemens uses the experience and network of politicians for lobbying work . Since October 2009 the former German Federal Foreign Minister, Vice Chancellor and Greens chairman Joschka Fischer has been working as a lobbyist for Siemens. The former US Secretary of State, Madeleine Albright , also works for the group. According to the company, they advise Siemens "on foreign policy and corporate strategy issues". The former EU ambassador of the German federal government, Wilhelm Schönfelder , has been the head of the Siemens representation to the EU in Brussels since 2007 .

As part of the personnel exchange program “ Seitenwechsel ”, Siemens employees worked in the Foreign Office under Joschka Fischer, which in 2006 was critically questioned as a “new type of lobbyism”.

literature

  • Martin Lutz: Carl von Siemens 1829–1906. A life between family and global company. CH Beck, Munich 2013, ISBN 978-3-406-64543-3 .
  • Johannes Bähr: Werner von Siemens 1816-1892. A biography. CH Beck, Munich 2016, ISBN 978-3-406-69820-0 .
  • Siemens Historical Institute (Ed.): Shaping the Future - The Siemens Entrepreneurs 1847–2018 , Murmann Publishers, Hamburg 2018, ISBN 978-3-86774-602-1 .
  • Ute Böhme: The expropriation of large companies and the development of a socialist planned economy in the Soviet occupation zone (SBZ). 1945 to 1949. Using the example of the Siemens company . Ed .: University of Erlangen-Nuremberg. Erlangen-Nürnberg 2006, urn : nbn: de: bvb: 29-opus-4147 (dissertation).
  • Karl Burhenne:  Siemens . In: Allgemeine Deutsche Biographie (ADB). Volume 55, Duncker & Humblot, Leipzig 1910, pp. 203-228.
  • FC Delius : Our Siemens World - A commemorative publication for the 125th anniversary of the company S. Extended new edition, 1st edition. Rotbuch-Verlag, Berlin 1995, ISBN 3-88022-480-3 .
  • Wilfried Feldenkirchen : Siemens: 1918–1945. Piper, Munich 1995, ISBN 3-492-03798-4 .
  • Wilfried Feldenkirchen: Siemens. From the workshop to the global company . 2nd Edition. Piper, Munich 2003, ISBN 3-492-04534-0 .
  • Wilfried Feldenkirchen, Eberhard Posner: The Siemens entrepreneurs. Continuity and change 1847–2005. Ten portraits . Piper, Munich 2005, ISBN 3-492-04801-3 .
  • Heidrun Homburg: Rationalization and Industrial Work: Labor Market, Management, Workforce in the Siemens Group Berlin 1900–1939 . Haude & Spener, Berlin 1991, ISBN 3-7759-0329-1 , pp. 306-310 .
  • Günther Klebes: 100 years of electric train transport - 100 years of electric locomotives from Siemens. Eisenbahn-Kurier-Verlag, Freiburg Br 1979, ISBN 3-88255-823-7 .
  • Miron Mislin : Industrial architecture in Berlin 1840–1910 . Wasmuth Verlag, Tübingen 2002, ISBN 3-8030-0617-1 .
  • Carola Sachse : Siemens, National Socialism and the Modern Family: A Study of Social Rationalization in Germany in the 20th Century . Rasch & Röhring, Hamburg 1990, ISBN 3-89136-374-5 .
  • Georg Siemens: The way of electrical engineering: history d. Siemens house . Alber, Freiburg, Munich 1961, DNB  454696337 .
  • "... why it is vital to keep memories alive." Forced labor for Siemens in Auschwitz and Berlin. Documentation of an encounter with former concentration camp inmates, ed. Remind forced labor e. V., with interior DVD, editor: Thomas Irmer, Berlin: Metropol, 2006
  • Frank Wittendorfer, Wilfried Feldenkirchen, Martin L. Müller, Sabine Dittler:  Siemens. In: New German Biography (NDB). Volume 24, Duncker & Humblot, Berlin 2010, ISBN 978-3-428-11205-0 , pp. 369-380 ( digitized version ).

Web links

Commons : Siemens  - collection of pictures, videos and audio files
 Wikinews: Portal: Siemens  - in the news

Individual evidence

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  3. ^ Wilfried Feldenkirchen , Werner von Siemens. Inventor and international entrepreneur. Munich / Zurich 1996, ISBN 3-8009-4156-2 , p. 180 f.
  4. ↑ The Forward-Looking Planner - In the footsteps of Karl Janisch. Siemens Historical Institute, accessed June 5, 2019 .
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  34. ↑ Senvion: Siemens Gamesa takes over parts of the insolvent company. In: www.manager-magazin.de. Retrieved October 21, 2019 .
  35. ↑ Senvion: A bang at Siemens - Sen throws down shortly before going public. In: www.manager-magazin.de. Retrieved March 21, 2020 .
  36. ^ Extraordinary General Meeting of Siemens AG. In: www.siemens.com. Retrieved September 28, 2020 .
  37. ↑ Siemens Energy has had a weak start on the stock exchange - price slipped below 20 euros. In: handelsblatt.de. September 28, 2020, accessed September 28, 2020 .
  38. ^ Franz Graser: Electronics production: Ex-Siemens subsidiary is developing into a full-fledged EMS provider as Leesys. In: Electronics Practice . July 7, 2012, accessed November 21, 2019 .
  39. ↑ Investor group acquires Leesys from Unify GmbH & Co. KG. TRACC LEGAL Munich, April 7, 2014, accessed on November 21, 2019 .
  40. ↑ A call from Berlin - Germany's first long-distance telephone cable goes into operation. Siemens Historical Institute, accessed June 5, 2019 .
  41. ^ Siemens and Nokia ( Memento from May 22, 2013 in the Internet Archive )
  42. ↑ Siemens sells stake in NSN to partner Nokia. In: Spiegel Online. July 1, 2013, accessed December 14, 2014 .
  43. ↑ tagesschau.de Siemens separates from Gigaset telephones ( Memento from April 9, 2010 in the Internet Archive )
  44. ↑ The electrification of the world -Werner Siemens and the dynamo-electric principle. Siemens Historical Institute, accessed June 5, 2019 .
  45. ↑ The Chemnitz-Hilbersdorf rope drainage system . In: Traffic Week . Shunting technology 4, reprint 1. Berlin 1931, p. 37 .
  46. ^ IG Metall: Fusion of Siemens Mobility and Alstom. Retrieved August 1, 2018 .
  47. ↑ EU Commission prohibits rail mergers. ORF , February 6, 2019, accessed on the same day.
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  50. ↑ Management. Siemens AG, accessed on February 6, 2021 .
  51. ^ The Siemens supervisory board. Retrieved February 9, 2021 .
  52. ↑ EBD upswing continues: Siemens AG becomes 221st member | Network EBD. Retrieved June 6, 2019 .
  53. ↑ a b c d e f Federal Gazette: Siemens AG: Annual and consolidated financial statements for the fiscal year from October 1, 2018 to September 30, 2019
  54. ↑ Federal Gazette: Weiss Spindeltechnologie GmbH: Annual financial statements for the business year from October 1st, 2017 to September 30th, 2018
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