Vossloh division indicators
The Vossloh Group´s operations break down into two divisions, i.e., Rail Infrastructure as well as Transportation. The accounting methods of all segments are identical. Control of groupwide operations and assessment of segment performance are based on Value added, 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 |
Rail Services |
Consoli- dation |
Rail Infra- structure |
Trans- portation Systems |
Electrical Systems |
Consoli- dation |
Trans- portation |
Holding companies |
Consoli- dation |
Group | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Value added | 2010 | 54.3 | 5.2 | 6.7 | (0.1) | 66.1 | (9.0) | 15.7 | (0.1) | 6.6 | (14.4) | (3.5) | 54.8 |
| 2009 | 58.0 | 9.6 | – | (0.1) | 67.5 | 1.7 | 16.9 | 0.0 | 18.6 | (14.0) | (8.4) | 63.7 | |
| Net external sales | 2010 | 363.6 | 438.7 | 84.7 | 0.1 | 887.1 | 304.8 | 153.2 | 0.1 | 458.1 | 0.3 | 0.0 | 1,345.5 |
| 2009 | 259.4 | 424.9 | – | 0.2 | 684.5 | 336.2 | 146.3 | 0.0 | 482.5 | 0.3 | 0.0 | 1,167.3 | |
| Intersegment transfers | 2010 | 5.8 | 0.3 | 0.1 | (1.8) | 4.4 | 0.0 | 6.8 | (5.2) | 1.6 | 0.9 | (1.1) | 5.8 |
| 2009 | 7.7 | 0.0 | – | (1.9) | 5.8 | 0.0 | 2.2 | (1.5) | 0.7 | 1.1 | (1.2) | 6.4 | |
| Interest income | 2010 | 0.5 | 0.6 | 0.1 | 0.0 | 1.2 | 10.2 | 0.1 | 0.0 | 10.3 | 8.0 | (8.0) | 11.5 |
| 2009 | 0.2 | 0.6 | – | (0.1) | 0.7 | 11.1 | 0.7 | 0.0 | 11.8 | 6.7 | (5.8) | 13.4 | |
| Interest expense | 2010 | (3.5) | (3.1) | (1.9) | 0.0 | (8.5) | (6.3) | (1.4) | 0.0 | (7.7) | (15.2) | 8.2 | (23.2) |
| 2009 | (1.6) | (3.2) | – | (0.2) | (5.0) | (7.1) | (1.2) | 0.0 | (8.3) | (15.3) | 5.8 | (22.8) | |
|
Amortization/ depreciation |
2010 | 4.7 | 9.9 | 10.9 | 0.0 | 25.5 | 10.5 | 2.8 | 0.0 | 13.3 | 0.7 | 0.0 | 39.5 |
| 2009 | 3.0 | 8.5 | – | 0.0 | 11.5 | 9.8 | 2.4 | 0.0 | 12.2 | 0.9 | 0.0 | 24.6 | |
| Net P/L from associated affiliates | 2010 | 0.5 | – | 0.9 | – | 1.4 | – | – | – | – | – | – | 1.4 |
| 2009 | (0.2) | – | – | – | (0.2) | – | – | – | – | – | – | (0.2) | |
| Income taxes | 2010 | 17.2 | 16.0 | 4.3 | (0.1) | 37.4 | 1.5 | 6.4 | 0.0 | 7.9 | (10.7) | 0.0 | 34.6 |
| 2009 | 18.4 | 17.5 | – | (0.2) | 35.7 | 2.5 | 6.1 | 0.0 | 8.6 | (10.1) | (2.4) | 31.8 | |
| Net result of discontinued operations | 2010 | – | – | – | 5.3 | 5.3 | – | – | – | – | – | – | 5.3 |
| 2009 | – | – | – | – | – | – | – | – | – | – | – | – | |
| Other major noncash segment expenses | 2010 | 25.1 | 16.6 | 4.7 | 0.0 | 46.6 | 23.9 | 18.6 | 0.0 | 42.5 | 6.9 | 0.0 | 95.8 |
| 2009 | 14.8 | 18.6 | – | (0.2) | 33.2 | 32.0 | 18.2 | 0.0 | 50.2 | 10.3 | 0.0 | 93.7 | |
| Write-down of intangibles, tangibles and investment properties | 2010 | 0.3 | – | – | – | 0.3 | – | – | – | – | – | – | 0.3 |
| 2009 | 0.0 | 0.0 | – | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | |
| Write-up | 2010 | – | – | – | – | – | – | – | – | – | 0.0 | – | 0.0 |
| 2009 | – | – | – | – | – | – | – | – | – | 0.1 | – | 0.1 | |
| Total assets | 2010 | 218.3 | 423.0 | 113.6 | 197.5 | 952.4 | 417.6 | 174.1 | (2.1) | 589.6 | 848.9 | (985.1) | 1,405.8 |
| 2009 | 199.8 | 379.9 | – | 200.0 | 779.7 | 403.0 | 170.4 | (1.8) | 571.6 | 812.2 | (825.1) | 1,338.4 | |
| Liabilities | 2010 | 115.5 | 147.4 | 82.8 | 9.1 | 354.8 | 160.7 | 58.5 | (2.1) | 217.1 | 391.9 | (430.4) | 533.4 |
| 2009 | 127.6 | 152.9 | – | (0.5) | 280.0 | 176.5 | 65.4 | (1.8) | 240.1 | 365.1 | (300.9) | 584.3 | |
| Capital expenditures for noncurrent assets | 2010 | 12.1 | 14.2 | 3.0 | 0.0 | 29.3 | 22.4 | 2.8 | 0.0 | 25.2 | 3.4 | 0.0 | 57.9 |
| 2009 | 4.6 | 17.0 | – | 0.0 | 21.6 | 15.2 | 4.2 | 0.0 | 19.4 | 0.9 | 0.0 | 41.9 | |
| Shares in associated affiliates | 2010 | 0.9 | – | 4.6 | – | 5.5 | – | – | – | – | – | – | 5.5 |
| 2009 | 0.4 | – | – | – | 0.4 | – | – | – | – | – | – | 0.4 | |
| Average headcount | 2010 | 503 | 2,333 | 319 | – | 3,155 | 1,144 | 637 | – | 1,781 | 48 | – | 4,984 |
| 2009 | 447 | 2,263 | – | – | 2,710 | 1,358 | 598 | – | 1,956 | 51 | – | 4,717 |