Siemens drives innovation in energy, healthcare, infrastructure and more

Innovation@Siemens 2012

Copyright © Siemens AG 2012. All rights reserved.
Page 1 August 2012 Corporate Communications

Contents

Siemens at a glance: Key figures and strategy 2 – 16

Innovation strategy and tools 17 – 37

Input: R&D expenditure 38 – 43

Output: R&D results, patents 44 – 48

Examples of innovation: Sectors 49 – 93


Our vision and our values

Siemens – the pioneer in Our values
Responsible
Committed to ethical and
Energy efficiency responsible actions

Excellent
Industrial productivity
Achieving high performance
and excellent results
Affordable and
personalized healthcare
Innovative
Being innovative to create
Intelligent infra-
sustainable value
structure solutions


Innovation is our lifeblood

Key R&D figures Ranking, recent highlights
 € R&D spending: € 3.925 billion in  Our patent position in fiscal 2011:
fiscal 2011, or 5.3% of revenue  Germany: No. 3
 27,800 R&D employees worldwide  Europe: No. 1
 Roughly 17,000 software engineers  USA: No. 9
 160 R&D locations in roughly
 Most recent innovations:
30 countries around the world
 Blood test to assess liver fibrosis:
 8,600 inventions in fiscal 2011
Assessment of the severity of fibrosis –
 53,300 patents granted reliable and minimally invasive
R&D spending in percent of revenue  Gearless 6-megawatt wind turbine:
5.3% supplies up to 6,000 households with
5.2%
5.1%
clean energy and weighs no more than
a 2.3-megawatt turbine with gears
 TIA Portal software platform enables
design of all automation processes
2009 2010 2011 from a single computer screen

Innovation-driven growth markets
Dynamic growth of 'green' revenue

Siemens Environmental Portfolio Revenue from Environmental Portfolio
 The Siemens Environmental Portfolio (in € billions)
comprises products and solutions that 40.0
contribute directly to environmental 27.4 29.9
protection and climate change mitigation
 At €29.9 billion, revenue from our
Environmental Portfolio represents over
40% of total revenue 2010 2) 2011 2014 (Ziel)
 Our revenue target for the Environmental
Portfolio is €40 billion by fiscal 2014 CO2 abatement at customers
 In fiscal 2011, the products and solutions (in millions of tons)
of our Environmental Portfolio helped 317
267
customers save 317 million tons1)
…roughly equal to
of CO2… 1% of global CO2
… that's roughly equal to 1% of emissions in 2010
global energy-related CO2 emissions
in 2010 – or almost 40% of Germany’s. 2010 2011
1) Including OSRAM; 2) Figure for FY 2010 excludes OSRAM
but includes newly qualified portfolio

Technologies in our Environmental Portfolio

Renewables Energy efficiency
Technologies for renewable Products and solutions with exceptional
energies such as energy efficiency such as
 Wind power
Combined-cycle power plants
 Grid access for wind power
 Steam turbines for solar
thermal power plants Industrial drive systems

High Voltage Direct Current
(HVDC) power transmission
Environmental technology
Environmental Traffic management solutions
technologies such as
 Water technologies
Efficient lighting
 Air pollution control

Energy performance
contracting


Siemens drives technologies of the future

Desertec Industrial Initiative Smart Grid
Solar power The smart grids
for Africa and Europe of the future
 Siemens as technology driver  Flexible grids that enable
 Goal: meet 17% of Europe's decentralized feed-in and better
demand for electricity with capacity utilization
solar and wind by 2050  Smart grids have potential to
abate more than 1 billion tons
of CO2 by 2020

Electromobility SMART products
Shaping the future Understanding requirements
of transportation in emerging countries
 Siemens offers comprehensive  Customized portfolio for
solutions from (charging medium price segment
infrastructure to drives)  Cost-effective, high-quality
 Integration of electric cars in products for the growth
power grid: batteries used to markets of the future
store power


One Siemens
Our framework for sustainable value creation

One Siemens
The integrated technology company

Financial target system
Revenue growth Capital efficiency Capital Structure
 Grow faster than main Return on Capital Dividend payout ratio
Siemens competitors Employed (ROCE)
 M&A hurdle rates

Sectors Top margins of respective markets throughout business cycles 1)

Continuous improvement relative to market / competitors

1) EBITDA Copyright © Siemens AG 2012. All rights reserved.

Our innovations spark interest


A pioneer of our time – yesterday, today and tomorrow

From the first direct transatlantic
telegraph cable – to the floating wind
turbine

Vom ersten direkten Transatlantikkabel– to the
From the Electric Victoria – zu
freischwimmenden Windanlagen
Greenster

Vom ersten direkten Transatlantikkabel – zu body
From the first views inside the
freischwimmenden body scans in less than one
– to 3D Windanlagen
second


Four megatrends are shaping our future

Urbanization Demographic change
 2009: more people were living in  Life expectancy increased from
cities than in the countryside 48 (1950) to 69 (2012)
 Today: 320 million people live in  World population grown from 7
megacities with over 10 million billion (2011) to 9.3 billion (2050)
 2050: 70% of the global popula-  Population of the least devel-
tion will be living in cities oped countries will double by
 Major conurbations: account for 2050, to 1.7 billion.
a disproportionately high share  Number of seniors (65 and over)
of economic performance will triple by 2050, to1.5 billion

Climate change Globalization
 Average temperature of the  1990-2009: worldwide volume
earth’s surface has risen of trade doubled
0.76°C since the 19th century  Eightfold increase in number of
 2001-2010: the warmest multinational companies over
decade on record the past four decades
 Today: highest concentration of  2030: 2/3 of global economic
CO2 in the atmosphere during output from threshold countries
the past 350,000 years  Raw materials: 20% price
increase per year (2000-2010)

As a pioneer in innovation-driven growth markets,
we‘re mastering these challenges

Competition with the IT
industry

Siemens – a pioneer in…
Strategic directions
Market and customer …intelligent …energy
environment Focus on innovation- infrastructure efficiency
I driven growth markets solutions
Global megatrends

 Demographic change Get closer to our
 Urbanization II customers
 Climate change
 Globalization

Use the power of
III Siemens
Macroeconomic
situation …industrial …affordable and
productivity personalized
Competitors from the healthcare systems
threshold countries


Megatrend challenges –
Siemens' answers for an urbanizing world

Cities are centers of growth Siemens has the answers

 Infrastructure spending  Energy: leading HVDC technology
amounts to €2 trillion* transmits power from remote energy
worldwide / year sources to cities at low loss
€1,700
300  Building technology: "Performance
billion  Siemens-relevant Contracting" – energy savings of up to
market: about €300 40% finance investments in energy-
billion efficient building technology
 Security: complete solutions
World population in  Cities account for
billions 80% of  Mobility: full spectrum of mobility systems
9,3 (Complete Mobility)
6,9 greenhouse gas
in Mrd. emissions  Water: largest provider of products for
50% Cities 70%
Euro every stage of water treatment
 By 2050, about
70% of the world  Healthcare: world leader in medical
300
2050 population will live imaging, efficient processes in hospitals
2010
1700in cities lower costs
* Calculations based on OECD data in „Infrastructure 2030“

Innovations keep us strong –
Milestones across the centuries


Sectors and Divisions as of October 1, 2011

Energy Healthcare Industry Infrastructure
& Cities

Divisions Divisions Divisions Divisions
 Fossil Power  Imaging &  Industry  Rail Systems
Generation Therapy Systems Automation  Mobility and
 Wind Power  Clinical Products  Drive Logistics
 Solar & Hydro  Diagnostics Technologies  Low and Medium
Voltage
 Oil & Gas  Customer  Customer
 Smart Grid
 Energy Service Solutions Services
 Building
 Power Technologies
Transmission  OSRAM 1)

1) In fiscal 2011, Siemens announced its intention to publicly list OSRAM and, as an anchor shareholder, to hold a minority stake in OSRAM AG
over the long term Copyright © Siemens AG 2012. All rights reserved.

Committed to profit and growth

Revenue by Sector Revenue by Region
Healthcare Sonstige Germany
Asia, Australia
€12.5 billion
18% 15%
15%
17% 20%
21%
16%
43%
45% Industry
37% €32.9 billion 33%
26% 33%
40%
Energy 33% Europe, CIS,
€27.6 billion America Africa, Middle East
Total revenue of Sectors and
(excl. Germany)
Cross-Sector Businesses Based on cluster location

Revenue and employees Key figures
100,000 500 Continuing operations
Employees in thousands FY2010 FY2011
80,000 400 (in millions of euros)
60,000 300 Revenue 74,055 85,582
40,000 200 New orders 68,978 73,515
20,000 100 Income 5,974 9,242
Revenue in millions of euros Free cash flow 7,043 5,885
FY 1986 1990 1995 2000 2011 Employees 336,000 360,000

As of September 30, 2011 Copyright © Siemens AG 2012. All rights reserved.

Contents







Research and innovation complement each other

Research is transforming
Consequences:
money into knowledge

 Research is a necessary
though not sufficient
precondition for
innovation (Innovation is the
invention plus market success)

 Economic value is only
created by successful
innovations

 Business strategy drives
Innovation is transforming R&D strategy
knowledge into money

The strategy for innovation:
Set trends and define markets

Maturity
Fast follower
Basic technologies:
“The early bird catches
 Basic competence
the worm, but the for today’s business
second mouse gets the
cheese”

Key technologies:
 Determine today’s
competitiveness

First mover
“The early bird catches Pace-setting technologies:
the worm”
 Determine tomorrow’s
competitiveness
Pioneer
“If you're ahead of the bird,
but behind the first mouse,
New technologies: you get both –
 Discontinuity the worms and
 New rules of the game the cheese”
Time


Consistent strategy: Our innovation strategy is
to be a pioneer in all our businesses

 Be a pioneer in all our businesses
Innovation Strategy to secure the most competitive edge

Consistent with respect to:
 Focus on trendsetting technology
portfolios per business and achieve
R&D leading position
Technology Patent
resource
strategy strategy  Increase patents in trendsetting
strategy
technologies
 Effective R&D spending
People /
Standards
Processes Skills /  Full leverage of our capabilities
strategy
Culture and assets to tap further potential


Pioneer 1847: Pointer telegraph

Facts & benefits

 Construction of a reliable pointer telegraph by
electrically synchronizing the transmitter and
receiver
 Vastly superior to previous equipment because it no
longer works like a clock mechanism
 Transmission of messages by pressing a rotating
needle on the transmitter to stop it on the letter to be
transmitted
 Range of about 50 kilometers
 Use of electric batteries for the power supply
 Apparatus made of cigar boxes, tin plate, pieces of
iron and insulated copper wire

The pointer telegraph revolutionizes modern communications by providing
reliable message transmission over long distances

Source: Siemens Corporate Archive

Pioneer 2015: Smart grid

Facts & Benefits

 Smart grid is an integrated bidirectional transmission
system for the delivery of electricity using digital
technologies
 The system optimizes efficiency, while balancing
electricity prices and fluctuations caused by an increased
feed-in of renewable energy sources
 Siemens’ strength lies in the combination of its world
leading position in the fields of energy automation,
equipment manufacturing, offshore generation, HVDC
transmission etc.
 Potential risks:
- Market volume relatively small today
- Competition intensifies as new competitors move into
the market

Involving the entire electricity production and distribution chain, Siemens is the
only company having a comprehensive portfolio to master the smart grid
challenge
Source: Siemens Corporate Strategies

Siemens considers the characteristics of all types
of innovations

 New or substantially
New
changed business
model
 Business to be
Radical
Business Model Disruptive conducted differently
The business model Disruptive
describes how an  Implying huge
organization works organizational
in terms of value challenges
creation, delivery Future
and capture Business

Incremental  Substantial change in
Radical technology, business
(current R&D)
model unchanged
Current
Un- Business  High level of
changed technical risk
Low High
Technological change


Siemens answers the toughest innovation
challenges

Innovation examples
Increased digitalization of
factory planning:
New
3 1 1 Siemens buys UGS to enable
integrated management of whole
Radical
Business Model

Disruptive
Disruptive product lifecycle (digital factory)

New materials (e.g. Ceramics
with enhanced properties):
2
Incremental
2 New heat shield for turbines
(current R&D) Radical create competitive advantages

Un-
changed Energy savings
Low Technological High Performance contracting:
change 3 Siemens sells reduction of energy
consumption and is paid in % of
realized reductions


Siemens Corporate Innovation Process (CIP)
promotes growth through innovation

Goals Corporate Innovation Process and Pipeline

 Key objectives of the CIP are Capital allocation decision
- to ensure a timely identification of Preselection Prioritization by Managing Board
disruptive commercialization
Discussion
challenges, Identification
Elaboration
on Corp.
of Implemen-
- to realize their strong potential of
Corporate
Innovation
tation
Corporate Opportunities
business impact, Innovation Fields
Innovation
with CEO/CFO/ Follow-up
Opportunities
- to have a stringent and holistic CTO

capital allocation decision,
Innovation Business Plan Defined strategy, Follow up with
- to set-up clear operational Fields owner and budget go/no go
ownership and a continuous decision
process
- to ensure top management
attention Corporate Innovation Pipeline

 CIP will push organic growth in
support of One Siemens growth
targets


We will tap further upside potential on all levels
of technology synergies …

Infrastructure Leveraging the technological
Industry Energy Healthcare
& Cities synergies at all levels

Common technology Use of common technologies, shared R&D-
1 projects, platform projects, common use of
and platform IPRs, innovation value chains

Best-practice sharing between Divisions,
Corporate Departments and Regional
Best-practice sharing 2
Companies as with Software Initiative (SWI),
Project Management

Multiple impact of Corporate Technology,
Lighthouse projects, technologies, technology
Corporate Technology 3
consulting, innovation management & process
consulting, patents, standardization

Networks are the breeding grounds for
innovation (“Open innovation”)

Research
Institutes Key
Universities Customers

Other
Industries Competitors

Governmental Start-up /
partners VCs
''Think Tanks''


Innovating with partners –
Closed’ and ‘open’ processes complement one another

“The lab is our “The world is
world.“ our lab.“

We must be a leader in key technologies … … and be capable of integrating innovation partners.

 We generate the best ideas in key technologies
 …and make use of all internal and external ideas.
and competences...

 We protect our competitive advantage, for  …while also managing the risks – which enables
example, through key patents… us to be open for knowledge transfer.

 World-class R&D teams in key technology  …combined with external R&D resources, create
fields… tremendous value.

 Our employees are on equal terms with the most  …allowing them to exchange ideas with the most
innovative suppliers, customers, partners… talented people at the company and beyond.


Siemens strategy: Strengthen competitive position
in mid-range and low-end markets (top+Smart)

Developed countries Emerging countries
e.g. GER, USA, JPN e.g. CHN, IND
High-end High-End High-End
products
Leverage
Current & future global network
of innovation
focus of Siemens

Mid-Range, Mid-Range,
SMART Low-End Low-End
Low-End-Portfolio
Low-cost
portfolio and
Additional
localization
potential for
Siemens


The product requirements of emerging markets
are different to those of the developed world
Siemens solution:
SMART value product
Product requirements
development in the Region
 Products must be robust, to work in a tough
environment e.g. temperature, dust, humidity,
voltage / frequency fluctuations, low-skilled
 S imple
operators
 With just the basic features  M aintenance-friendly
 Price in line with buying power of consumers  A ffordable
 Must be of high quality & comparable with  R eliable & robust
global standards
 T imely to market
 Must also be repairable
 And suitable for rural distribution conditions

SMART value products are driven by innovation, quality and costs

SMART Off-grid lighting & energy solution by

1.6 billion people worldwide
without electricity
The vision:
To set up a sustainable and financeable
energy and lighting supply system for
households in regions without power grids
Off-grid project in Kenya
''Umeme Kwa Wote – Energy For All'' The idea of ''Energy Hubs'':
 Off-grid via photo-voltaic systems
 Water purification  OSRAM-luminaire with external battery
unit: Up to 3,000 l ('‘O-Lamp Basic'‘) or OSRAM-luminaire
per day with integrated battery (O-Lamp ''2 in 1'':
CFLi plus LED plus battery)
 Water filtering with
OSRAM Puritec  Services: Charging of batteries, direct
UVC-lamps mobile phone charging and loading of
electronic devices, water purification

The 1st holistic lighting and energy concept from a company for developing and
emerging countries

Multix Select DR:
Cost-effective x-ray system

 Multix Select DR offers a cost-effective entry point
into digital radiography:
 Suitable for virtually all clinical radiography
applications
 Easy to use
 Attractive price-performance ratio
 Priced at around one third below Siemens'
comparable predecessor products

 Equally attractive to small and medium-sized
hospitals in emerging countries as well as to small
hospitals and physicians' clinics in industrialized
countries.


Strategic visioning process –
Pictures of the Future

Today‘s Influence factors
business 'Picture of the Future’ and trends

Society

Politics

Economy
Extrapolation Retropolation
(Roadmaps) (Scenarios) Environment

Technology

Customers

Competitors

Suppliers

Today Short-term Medium-term Long-term

Benchmarking: Innovation radar highlights
strengths and weaknesses

Budget 1
Strategy
2 The innovation radar
determines, compared with
competitors, how well developed
3 the skills of the company are for
successfully implementing the
Technology 4 innovation strategy. The radar is
the basis for defining measures
5 for improvement.

Innovation
core processes
Qualification and
ability

Corporate culture Patents and standards

Evaluation of own strength
Importance for innovation

Any innovation process begins and ends
with the customer

Implementation Implementation
Invention
in the company in the market
Generating ideas Business plan (draft) Marketing
 Customer benefits  Product specification  Market segmentation
 Creativity  Business strategy  Timing
workshops  Business data  Alliances/cooperation
Selecting ideas Top management  Key customers
 Value creation support
Anforderu  Competition Financing Sales Lösungen
ngen des  Competence Project management After-sales service für den
Kunden Production/logistics Kunden
IP generation Integration (testing)

Controlling


Culture of Innovation:
The right climate for innovators and inventors

 Siemens Corporate Innovation Process (CIP)
 top+ innovation award

 “Inventor of the year” award

 Top innovators

 3i suggestion program and award

 Innovation benchmarking

 Community of Practice Innovation Management (CoP InnoM)

 Best-practice sharing

 Working Group Innovation (WG-I)


Building a pool of young R&D employees is the
key to our innovative strength

 Engineers and scientists are in short The majority of jobs at Siemens are geared
to engineers and scientists.
supply – worldwide.
 Not only university graduates but also
experienced professionals are scarce. Natural sciences, indus- Other 2%
trial engineering 3%

Electrical engineering/
Electrical engineering/
Contact to Siemens early on helps ensure IT 4%
Mechanical engineer-
ing 30%

a steady supply of young engineers.
Economic Ca.
sciences 6%
2900
Business adminis-
Other fields of
 Systematic cooperation with the world’s tration 9%
engineering 18%

leading universities
 Interesting programs to foster student IT 10% Mechanical engineering
15%
trainees and interns
 YOLANTE – A special program to
nurture women engineers
Number of job openings in Germany for
 Work-study programs, also in employees with a university degree, by area of
specialization (as of 10/2011)
engineering professions

Contents







The Top 10 companies of electrical and electronics industry 2010 1)

Sales by big companies of the electrical industry 2011, in bn. EUR 1)
1 GE 2) 70.82) 107.7

2 Samsung3) 102.6

3 HP 91.0

4 Hitachi 83.3

5 IBM 76.1

6 Panasonic 73.9

7 Siemens 73.5

8 Sony 60.9

9 Toshiba 55.1

10 Microsoft 50.8

1) Fiscal year: Oct. 1, 2010 – Sept. 30, 2011
2) 70.8 bn EUR revenue if you exclude GE Capital Services and National Broadcasting Company
3) Estimated
Source: Siemens AG, CD ST SP PP Copyright © Siemens AG 2012. All rights reserved.

Siemens conducts R&D at
some 160 locations worldwide

Some of the major R&D locations
Erlangen
Nuremberg Asia/Australia Germany
Finspång Forchheim 12% 42%
Amberg
Berlin
Zilina
Nordborg Europe, Near
St. Petersburg and Middle
Brunswick Americas East, C.I.S.
Buffalo Grove 25% 21%
Hoffmann Estates Mülheim Bratislava
Tarrytown Lincoln Moscow
Minnetonka Flanders 27,800 R&D Employees (FY 2011)*
Karlsruhe Budapest
Issaquah Norwood Beijing
Brasov
Princeton Zug Tokyo
Berkeley Beit Shemesh
Newark
Mountain View Malvern
Knoxville Shanghai
Los Angeles Grenoble
Gurgaon
Guadalajara Arlington Suzhou
Houston Munich Thane Shenzhen
Linz
Vienna Pune
Bangalore Kolkata Nanjing
Jundiaí Chennai South Windsor
São Paulo Singapore Macquarie Park

*Total number: Source: Siemens Annual Report 2011
Distribution: Status September 30, 2011

Partnerships with leading research facilities

Moscow
Princeton
Berkeley Beijing
Tokyo
Shanghai

Bangalore Singapore
Siemens‘ strategic partner program with top
universities worldwide, the Center of
Knowledge Interchange (CKI):

USA
 MIT, Cambridge, Massachusetts
 UC Berkeley, California A selection of other major cooperation partners:
Europe
 RWTH Aachen University  FAU Erlangen Locations of corporate
 Fraunhofer Gesellschaft facilities
 Technical University Berlin
 Technical University Darmstadt
 Technical University Munich  Technical University Dresden Cooperation network
 Technical university of Denmark,  Karlsruhe Institute of Technology
Copenhagen  Eidgenössische Technische Hochschule Zurich Roughly 1,000 new research partnerships
China  Johannes Kepler University Linz are started every year. The majority are
 Tongji University, Shanghai  Johns Hopkins University conducted by Corporate Technology, with
 Tsinghua University, Beijing  University of Oxford all others initiated directly by various
 Moscow State University
Siemens business areas.
 Georgia Institute of Technology
 University of Tokyo


“The world is our lab” – Global partnerships with
leading universities, customers and suppliers

Worldwide cooperation network Example: Gas turbine development
Overall plant efficiency
Competences
Vision
 Aerodynamics
 Dynamic integrity
 Materials /
coatings
Over 60%  Combustion
 Thermal
conduction
 Probabilistic
design
 Diagnostics and
Past 2010 Future sensors

 Over 1,000 partner universities in 50 countries  Only by closely integrating the R&D network was
 Strategic partnerships with top universities in the it possible to set a new world record for power
U.S., Europe and China plant efficiency.
 Exchanges of experts: some 200 teaching  Some 50 leading universities worldwide are
appointments, fellowships and honorary contributing their core competences (e.g.,
professorships Tsinghua University in Beijing).
 In 2010, Siemens hired more than 11,000  Preferred and licensed suppliers for specific
engineering graduates. strategic components


800 million euros of venture capital:
Strengthening the power to innovate

Siemens Technology Technology-to-Business Siemens Venture Capital 1)
Accelerator (STA) Center (TTB) Munich, USA, Israel, China,
Munich Berkeley, Shanghai India

Seed phase Start-up Market entry/ Exit
(ideas, patents) phase expansion (floating/selling)

Siemens Venture Capital (SVC) M&A
Siemens Technology Accelerator (STA)
Siemens Technology-to-Business Center (TTB)

Tasks and objectives
 Driving innovative ideas/technologies for new markets to strengthen the company’s power to innovate
with an adequate return
 Generating new business by turning innovative ideas to practical account:
 Spin-ins and spin-outs:
embedded in existing Siemens structures or in the form of a start-up foundation (STA and TTB)
 Direct participation in external start-up companies and VC funds (SVC)
 Support and growth through financing and coaching
 Coupling technology orientation with business orientation
 Establishing a new culture of innovation and entrepreneurship
1) Siemens Venture Capital has up to now invested in over 150 technology companies and 40 venture capital funds.

Contents







Patent ranking:
Siemens is in 3rd (GER), 1st (EP) and 10th place (US)

German Patent European US Patent &
and Trademark Office Patent Office Trademark Office

Bosch 1 Siemens 1 IBM
1 Bosch
2 Daimler
Daimler 2 Philips 2 Samsung
3 Siemens 3 Samsung
BASF 3 Canon
4 Schäffler
GM 4 BASF 4 Hitachi
Siemens
5 GM Bosch
5 LG 5 Panasonic
6 BSH LG
6 Qualcomm 6 Toshiba
7 VW 7 GE 7 Microsoft
BSH
8 ZF Friedrichshafen 8 Bosch 8 Sony
9 Audi 9 Ericsson 9 Fujitsu
10 BMW 10 Mitsubishi 10 Siemens
… 11 Sony 11 GE
… 12 Panasonic 12 Seiko

13 GE
GE 13 Bayer 13 LG Electronics

0 500 1000 1500 2000 2500 3000 0 1000 2000 3000 4000 0 1000 2000 3000 4000

(Source: DPMA, (Source: EPA,, (Source: IPO,
Patent applications, Status: 2011) Patent applications, Status: 2011) Patents Granted, Stand: 2011)


Siemens Patent key figures, by Sectors –
FY 2011*)

Invention disclosures First patent filings Patents granted

Healthcare Healthcare Healthcare
Industry Industry Industry

19% Energy 22% Energy 23% Energy
24% 24%
28%
8.6001) 23% 4.3002) 21% 53.300 18%
16% 15% 12%
16% 17% 16%
I&C I&C Cross
I&C
3% 1% Sector
CT CT 2% & Others
Cross Sector Cross Sector
23% & Others & Others CT

1) 39 Inventions per day (assuming 220 working days) 2) 20 applications per day (assuming 220 working days)
*) Status: September 30, 2011

Patent management has a long Tradition at
Siemens

Development of invention disclosures and patent registrations

11,000
10,000 “I believe that one of the main reasons why
9,000 our factories are flourishing is the fact that our
8,000 products are largely based on our own
7,000 inventions.”
6,000 Werner von Siemens
5,000
4,000
3,000
2,000
1,000
0
1974 1976 1978 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010

without without SV
Infineon without Com

Invention disclosures Invention disclosures (GER) First filings First filings (GER)


Siemens in comparison

First patent publications of selected competitors (conglomerates)

8000
IBM zum Vergleich
Start of
7000 Start of patent IP+ Initiative
initiatives at Siemens
6000 GE and Philips
Toshiba
5000
GE
4000
Hitachi
3000
Philips
2000
Mitsubishi Electric
1000
Honeywell
0
(Status: September 30, 2011 )
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Siemens IP+ Initiative: Strategic focus for patent management


Siemens drives innovation in energy, healthcare, infrastructure and more

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