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Peter 童话故事400字Löscher, the first outsider to become chief executive of Siemens, one of the world's biggest electrical-engineering firms, spent his first three months at the firm travelling and listening. Then on October 4th he announced plans to centrali the conglomerate, reduce its nine divisions to three and downsize its 11-man executive board, which would truncate the power of the company's regional boss. On the same day Siemens accepted a €201m ($285m) fine impod by a court in Munich for bribery by its communications division, forgoing the right to appeal.
The coincidence could mark a turning point in attempts to change the firm's culture and put past scandals behind it. Last November police raided Siemens's offices, starting a scourge on bribery which so far has cost the company its chairman, its chief executive, another board member and its chief compliance officer, as well as at least €239m in fines and €179m in tax liabilities (the bribes had been deducted). 美食照片What is more, in the nine months to June 30th alone, the bill for legal expens and external advice came to €188m.
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The affair has cost a great deal of management time too. Debevoi & Plimpton, an American law firm, and forensic auditors from Deloitte are still scouring the company for evidence of more irregularities. In America the Department of Justice has two investigations running, and the Securities & Exchange Commission (SEC) is also examining claims of corruption. Legal proceedings in America alone could cost Siemens billions of dollars, say analysts, although Siemens argues in its most recent quarterly filing with the SEC that its “consolidated financial position should not be materially affected” by the welter of litigation.
Analysts are confident that Siemens will not only survive but benefit from all the upheaval. “Comparable American companies have gone through this, so have Alstom in France and ABB in Sweden, and they have emerged stronger and better run,” says James Stettler of Dresdner Kleinwort, an investment bank.
The three divisions Mr Löscher has unveiled are energy products (such as power turbines and transmission equipment), infrastructure (such as factories and trains) and he
alth care (such as MRI scanners and other clever medical kit). That does not necessarily mean Mr Löscher will ll the business that do not fit, such as Osram, a maker of light bulbs, BSH, a joint venture with Bosch in houhold appliances, and Nokia Siemens Networks, recently formed to build telecom infrastructure.
论语译文The company's supervisory board will vet the changes on November 28th. Mr Löscher may have most difficulty winning approval for tho that will affect workers in Germany, who reprentatives make up half the membership of the 20-strong supervisory board. If he gets his way, however, Mr Löscher's next proposal may be to register Siemens as a Societas Europaea (SE) instead of as a German joint-stock company (款款而行AG). That would entail a slimmer supervisory board with reduced reprentation for German workers, but would give a voice to employees abroad. Other icons of German business, most notably Siemens's Munich neighbour, Allianz, a big insurer, have already made the switch. Mr Löscher is chummy with Paul Achleitner, a member of Allianz's board and a fellow Austrian, with whom he recently stayed for three months.
取词翻译
1. The word “forgoing”江苏省财政厅官网 (Line 7, Paragraph 1) most probably means_____
[A] refusing.
[B] rerving.
[C] withdrawing.
[D] considering.
2. What Mr Löscher will probably do to the three divisions he has unveiled?
[A] He will transfer them to other companies.
[B] He will downsize the executive board of the three divisions.
[C] He will recombine them into large division.
[D] It is not mentioned in the passage.
3. Mr Löscher wants to register Siemens as a SE instead of an AG becau_____
[A] he aims to cut the number of German reprentatives in the supervisory board. 阅读分享会
[B] he eks to centrali the conglomerate.
[C] he wants to include multiple voices of the employees so as to enhance the democracy of the decision-making.
[D] he strives to transform the company into a more international one.
4. Towards the future of Siemens, the author’s attitude can be said to be_____
