“Leadership and individual responsibility”
It is important to strike the right balance between leadership and the greatest possible level of individual responsibility. As much decentralization as possible, so that operating units can develop customized solutions to meet individual requirements, yet simultaneously with sufficient strategic direction so as not to lose sight of the overall target. By treading this middle course we have managed to overcome the crisis and now face future challenges with optimism.
Dkfm. Dr. Claus J. Raidl
|
Key figures of the Special Steel Division1 |
|
|
|
|
|
||
|
In millions of euros |
|
|
2008/09 |
|
2009/10 |
|
Change |
|
|
|
|
|
| |||
|
|
|
|
|
|
|
|
|
|
1 In accordance with IFRS, all figures after application of the purchase price allocation (ppa). For explanatory remarks on the ppa, please refer to the inside cover page of the Annual Report 2007/08. |
Revenue |
|
3,530.6 |
|
2,358.4 |
|
–33.2 |
|
|
363.3 |
|
153.1 |
|
–57.9 | ||
|
|
10.3% |
|
6.5% |
|
| ||
|
|
55.0 |
|
–79.6 |
|
| ||
|
|
1.6% |
|
–3.4% |
|
| ||
|
Employees (excl. temporary personnel and apprentices) |
|
14,734 |
|
13,762 |
|
–6.6 | |
