Vossloh division indicators
The Vossloh Group´s operations break down into two divisions, i.e., Rail Infrastructure as well as Motive Power&Components. The accounting methods of all segments are identical. Control of groupwide operations and assessment of segment performance are based on EBIT (earnings before interest and taxes), EBIT margin (EBIT as a percentage of net sales), and ROCE (return on capital employed, viz. the EBIT-to-CE ratio in %). This financial information discloses the strong and weak points of each segment/division.Segment information by division/business unit
| € million | Fastening Systems | Switch Systems |
Intermediate- holding company/ consolidation |
Rail Infra- structure |
Loco- motives |
Electrical Systems |
Consoli- dation |
Motive Power& Compo- nents |
H.O./ consoli- dation |
Group | |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Value added* | 2009 | 58.0 | 9.6 | (0.1) | 67.5 | 1.7 | 16.9 | 0.0 | 18.6 | (22.4) | 63.7 |
| 2008 | 44.4 | 13.5 | 0.1 | 58.0 | 10.3 | 18.2 | 0.0 | 28.5 | (18.3) | 68.2 | |
| Net external sales | 2009 | 259.4 | 424.9 | 0.2 | 684.5 | 336.2 | 146.3 | 0.0 | 482.5 | 0.3 | 1,167.3 |
| 2008 | 246.5 | 450.3 | 0.2 | 697.0 | 375.2 | 128.9 | 0.0 | 504.1 | 0.3 | 1.201.4 | |
| Intersegment transfers | 2009 | 7.7 | 0.0 | (1.9) | 5.8 | 0.0 | 2.2 | (1.5) | 0.7 | (0.1) | 6.4 |
| 2008 | 8.4 | 3.3 | (1.6) | 10.1 | 0.0 | 0.9 | 0.0 | 0.9 | 0.3 | 11.3 | |
| Interest income | 2009 | 0.2 | 0.6 | (0.1) | 0.7 | 11.1 | 0.7 | 0.0 | 11.8 | 0.9 | 13.4 |
| 2008 | 0.3 | 1.9 | (1.3) | 0.9 | 7.1 | 1.6 | 0.0 | 8.7 | 2.0 | 11.6 | |
| Interest expense | 2009 | (1.6) | (3.2) | (0.2) | (5.0) | (7.1) | (1.2) | 0.0 | (8.3) | (9.5) | (22.8) |
| 2008 | (2.9) | (3.2) | (6.8) | (12.9) | (5.3) | (0.6) | 0.0 | (5.9) | (2.1) | (20.9) | |
|
Amortization/ depreciation |
2009 | 3.0 | 8.5 | 0.0 | 11.5 | 9.8 | 2.4 | 0.0 | 12.2 | 0.9 | 24.6 |
| 2008 | 3.0 | 7.9 | 0.0 | 10.9 | 9.0 | 2.1 | 0.0 | 11.1 | 0.8 | 22.8 | |
| Net result ofdiscontinued operations | 2009 | – | – | – | – | – | – | – | – | – | – |
| 2008 | – | – | 54.4 | 54.4 | – | – | – | – | (7.6) | 46.8 | |
| Net profit fromassociated affiliate | 2009 | (0.2) | – | – | (0.2) | – | – | – | – | – | (0.2) |
| 2008 | 0.3 | – | – | 0.3 | – | – | – | – | – | 0.3 | |
| Income taxes | 2009 | 18.4 | 17.5 | (0.2) | 35.7 | 2.5 | 6.1 | 0.0 | 8.6 | (12.5) | 31.8 |
| 2008 | 3.9 | 18.4 | (2.8) | 19.5 | 0.7 | 7.2 | 0.0 | 7.9 | 1.6 | 29.0 | |
| Other majornoncash segment expenses | 2009 | 14.8 | 18.6 | (0.2) | 33.2 | 32.0 | 18.2 | 0.0 | 50.2 | 10.3 | 93.7 |
| 2008 | 9.6 | 31.9 | 23.3 | 64.8 | 55.7 | 16.6 | 0.0 | 72.3 | 14.3 | 151.4 | |
|
Write-down ofintangibles/ tangibles |
2009 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
| 2008 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | |
| Write-up | 2009 | – | – | – | – | – | – | – | – | 0.1 | 0.1 |
| 2008 | – | 0.0 | – | 0.0 | – | – | – | – | – | 0.0 | |
| Total assets | 2009 | 199.8 | 379.9 | 200.0 | 779.7 | 403.0 | 170.4 | (1.8) | 571.6 | (12.9) | 1,338.4 |
| 2008 | 147.5 | 355.4 | 196.7 | 699.6 | 373.6 | 169.0 | 0.0 | 542.6 | 97.2 | 1,339.4 | |
| Liabilities | 2009 | 127.6 | 152.9 | (0.5) | 280.0 | 176.5 | 65.4 | (1.8) | 240.1 | 64.2 | 584.3 |
| 2008 | 79.3 | 142.1 | 10.6 | 232.0 | 172.1 | 72.9 | 0.0 | 245.0 | 115.7 | 592.7 | |
| Capital expenditures fortangible assets | 2009 | 4.6 | 17.0 | 0.0 | 21.6 | 15.2 | 4.2 | 0.0 | 19.4 | 0.9 | 41.9 |
| 2008 | 2.5 | 12.0 | 4.8 | 19.3 | 13.8 | 3.0 | 0.0 | 16.8 | 1.5 | 37.6 | |
| Shares in associated affiliate | 2009 | 0.4 | – | – | 0.4 | 0.0 | – | – | – | – | 0.4 |
| 2008 | 0.6 | – | – | 0.6 | 0.0 | – | – | – | – | 0.6 | |
| Average headcount | 2009 | 447 | 2,263 | – | 2,710 | 1,358 | 598 | – | 1,956 | 51 | 4,717 |
| 2008 | 441 | 2,219 | – | 2,660 | 1,384 | 541 | – | 1,925 | 46 | 4,631 |
*Prior-year data adjusted for the CE contributions of Vossloh Infrastructure Services