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Annual Report 2009
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| Philips' acquisitionsAcquisitions announced in 2009 | | | | Enhance ability to offer unique indoor architectural lighting solutions | | | | Provide further offering in lighting control systems for integral energy management | | | | Strengthen the breadth of solutions in the theatrical and architectural market | | | | Become one of the leading solution providers for image-guided medical procedures | | | | Broaden offering in emergency care by adding body temperature management | | | | Adds to portfolio of intelligent light and energy management solutions | | | | Expand in high-growth, high-margin espresso market with strong products range |
Acquisitions announced in 2008 | | | | Expand use of IT in cardiology business to improve patient outcome and hospital efficiency | | | | Grow presence in China and platform to other emerging markets | | | | Further bolster presence in emerging markets and broaden presence in economy to mid-range products | | | | Strengthen footprint in emerging markets and add offering in economy segment to portfolio | | | | Expansion of industrial and commercial footprint in India | | Aerosol-therapy business model | | Building industrial and commercial presence, strengthen emerging market footprint |
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Staying focused, acting decisively
Gerard Kleisterlee and Pierre-Jean Sivignon
Meeting people's needs in emerging markets
Gottfried Dutiné
Our Group performance
Pierre-Jean Sivignon, CFO
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This is an interactive electronic version of the Philips Annual Report 2009 and also contains certain information in summarized form. The contents of this version are qualified in their entirety by reference to the printed version of the Philips Annual Report 2009. The printed version is available as a PDF file on this website.
Information about: forward-looking statements, third-party market share data, fair value information, IFRS basis of presentation, use of non-GAAP information, statutory financial statements and management report, reclassifications and analysis of 2008 compared to 2007.
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