Annual Report 2011 (5.07 MB, PDF-File) - Oerlikon

More documents

Recommendations

Info

5.0 Compliance 1. In 2011, Oerlikon implemented an ethics training program with 400 managers. 2. 17 potential compliance cases were reported in 2011 and open reporting is encouraged. 3. A due diligence process governing relations with business partners was introduced. Compliance trainings Compliance cases* 11 2009 12 17 2010 2011 *All cases are closed; judicial proceedings may still go on. Compliance investigations 5 9 2009 2010 2011 8 Integrity due diligence process (100 managers) Ethics training program (400 managers) Code of Conduct training 17 000 employees Compliance cases with work contract termination 3 5 2009 2010 2011 9
Compliance – part of our corporate culture The basis of the Group’s compliance program is the Oerlikon Code of Conduct introduced in 2009. The code serves as the compass for our employees, pointing the way to responsible, ethically and legally proper behavior in their everyday business dealings. Oerlikon undertook extensive steps in 2011 to further integrate compliance into its corporate culture and business processes and to ensure the long-range effectiveness of these measures. An important addition to our current policy is the new whistleblowing hotline – which was set up early in the year to serve as an additional reporting channel for potential irregularities. The hotline enables employees to report potential violations to the Head of Compliance at any time by telephone or e-mail in their native languages. Processing is done by an external provider using case numbers, ensuring that sensitive information is handled in a secure and absolutely confidential manner. 17 alerts to potential compliance cases were received through the various reporting channels in 2011 – five more than in the previous year. This demonstrates the effectiveness of the process and the increased awareness among employees about issues covered by the Code of Conduct. All alerts were and are being carefully examined. Should any allegations be substantiated, a thorough investigation will be launched. The focus of such an investigation is twofold: first, to identify and correct wrong doing and, second, to uncover possible weaknesses in processes or organization and to intro- 51 duce improvements. In 2011, the company took disciplinary steps in five cases of compliance violation. These actions included letters of reprimand, dismissals and, in one case, charges against a former employee. Preventing corruption was a further focal point in Oerlikon’s 2011 compliance work. 400 managers received comprehensive ethics training as part of a Group-wide program, the main goal of which was to increase awareness and to teach the correct approach when facing this compliance risk. The training was focused on international and regional anti-corruption regulations and on Oerlikon’s own anti-corruption policy. To further increase the transparency of Oerlikon’s working relationships and minimize potential third-party compliance risks, a process for business partner due diligence was introduced in 2011. Under this process, an exhaustive integrity review is conducted before Oerlikon enters into business relationships with third parties such as consultants, agents, suppliers and brokers. The results of these comprehensive background checks are carefully reviewed and form the basis of Oerlikon’s decision to enter any working relationship.
Page 1 and 2:
on a new level Annual Report 2011
Page 3 and 4:
Vision Oerlikon creates innovative
Page 5 and 6:
Oerlikon’s Segments in brief Text
Page 7 and 8:
On a new level 2011 was a year of s
Page 9 and 10:
I. Operational review We achieved a
Page 11 and 12:
Dear Shareholders, 2011 was a break
Page 13 and 14:
Solid performance of Oerlikon share
Page 15 and 16:
Remuneration Report Risk Management
Page 17 and 18: Remuneration Report Risk Management
Page 19 and 20: Achieving a new level of profitabil
Page 21 and 22: Remuneration Report Risk Management
Page 23: Remuneration Report Risk Management
Page 26 and 27: Dr. Michael Buscher, CEO Oerlikon G
Page 28 and 29: 3.1 Oerlikon Textile 1. In 2011, Oe
Page 31 and 32: Turnaround time reduced by 40 % The
Page 33 and 34: Turnaround time reduced by 40 %
Page 35: Business development Oerlikon Drive
Page 38 and 39: Gary Lehman, CEO Oerlikon Drive Sys
Page 40 and 41: 3.3 Oerlikon Vacuum 1. Oerlikon Vac
Page 43 and 44: Output improved by 30 % “For a lo
Page 45 and 46: Output improved by 30 %
Page 47: Business development In 2011, the s
Page 50 and 51: Helmut Frankenberger, CEO Oerlikon
Page 52 and 53: 3.5 Oerlikon Coating 1. Oerlikon Co
Page 55 and 56: Productivity gains boost profitabil
Page 57 and 58: Productivity gains boost profitabil
Page 59: Business development Oerlikon Advan
Page 62 and 63: Andreas Dill, CEO Oerlikon Advanced
Page 64 and 65: 4.0 Sustainability 1. Oerlikon prod
Page 66 and 67: 48 When a fine spray of fuel is fir
Page 70 and 71: 6.0 Corporate Governance Group stru
Page 72 and 73: 54 Letter Information for Investors
Page 76 and 77: 58 Stability and competence The Oer
Page 78 and 79: 60 Composition of the Board of Dire
Page 80 and 81: 62 Composition of Committees of the
Page 86 and 87: 68 Leadership and accountability Th
Page 88 and 89: 70 Composition of the Executive Com
Page 94 and 95: 7.0 Remuneration report In this rem
Page 96 and 97: 78 Compensation of non-executive me
Page 100 and 101: 82 Share options Letter Information
Page 102 and 103: 8.0 Risk management 1. The 2011 enh
Page 104 and 105: Contents I. Operational review 1.0
Page 107 and 108: Key Figures Group Notes OC Oerlikon
Page 117: Key Figures Group Notes OC Oerlikon
Page 120 and 121:
102 Expenses included in EBIT Key F
Page 122 and 123:
104 Deferred taxes Key Figures Grou
Page 124 and 125:
106 Financial investments Key Figur
Page 126 and 127:
108 Property, plant and equipment i
Page 128 and 129:
110 Key Figures Group Notes OC Oerl
Page 130 and 131:
112 Intangible assets Previous year
Page 132 and 133:
114 Post-employment benefit provisi
Page 134 and 135:
116 Provisions in CHF million Key F
Page 136 and 137:
118 Liquidity risk Key Figures Grou
Page 138 and 139:
120 Credit risk Key Figures Group N
Page 140 and 141:
122 Market risk Key Figures Group N
Page 142 and 143:
124 Capital management Key Figures
Page 144 and 145:
126 Related Party transactions Key
Page 146 and 147:
128 Related Party transactions Memb
Page 148 and 149:
130 Segment information Key Figures
Page 150 and 151:
132 Companies by country Country Pr
Page 152 and 153:
134 Report of the Statutory Auditor
Page 155 and 156:
Key Figures Group Notes OC Oerlikon
Page 157 and 158:
Page 159 and 160:
Page 161 and 162:
Page 163 and 164:
Page 166 and 167:
Contents I. Operational review 1.0
Page 168 and 169:
9.0 Outlook for global markets Tren
Page 171:
Page 175:
Page 179:
Page 182 and 183:
10.0 Research and development In 20
Page 184 and 185:
166 Innovation highlights Oerlikon
Page 186 and 187:
168 Oerlikon Vacuum MAGiNTEGRA: rob
Page 188 and 189:
170 Oerlikon Coating INGENIA: the q
Page 190 and 191:
11.0 Expanding the global footprint
Page 192 and 193:
174 Oerlikon further expands in gro
Page 194 and 195:
176 the greater the opportunity for
Page 197 and 198:
Financial calendar March 5, 2012 An
Page 199:
AB Applied Biosystems ∙ ABB ∙ A
show all

Annual Report 2011 (5.07 MB, PDF-File) - Oerlikon

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?