SUBJECT: MANEGERIAL ECONOMICS

SUBMITTED TO: PROF. MS MALA SANE

TOPIC: IMPACT OF COVID 19 IN BUSINESS FAMILY

SUBMITTED BY:

SACHIN SINGH SAMANT D_28

SANMIT RAKSHIT D_34
SANYUKT RAWAT D_35
SARASWATI KUMARI D_36
LAKSHYA SHARMA D_49
 Name: Lakshya Sharma
Roll no: D_49
Switzerland, officially the Swiss federation, is a landlocked
country located in central Europe. It is well known for its mountainous terrain,
hiking trails and ski resorts. The small country has Finance and banking as
crucial drivers for their economy, and Swiss watches and chocolate are world-
renowned. It features high-profile multinational enterprises that attract
international talent. Zurich and Geneva are usually some of the liveliest cities in
the world.
With an anticipated 3.4% growth in real GDP in 2021, following a 2.8% drop in
2020. Switzerland's economic recovery is projected to be much faster than that
of regional peer nations, with real GDP expected to return to pre-crisis levels in
the second half of 2021. A prosperous household sector, a solid and well-
diversified external industry, and a minimal growth in unemployment due to
sufficient government assistance will all contribute to the recovery.
Several global businesses in the country have contributed to its economy. Still,
we shall look into three prominent family-owned companies that have survived
and made their mark in the last century. The Business family that we have taken
are the:
1. The Roche Family (ROCHE)
2. The Buhler Family (BUHLER GROUP)
3. The Stadler Family (STADLER RAIL)

ROCHE:
Roche, or F. Hoffmann-La Roche AG, is a
Swiss global healthcare business that works
under two divisions: pharmaceuticals and
diagnostics. Roche Holding AG, the
business's holding company, is listed on the SIX Swiss Exchange with bearer
shares. Basel is home to the company's headquarters. Roche is the world's
largest pharmaceutical company and the world's leading cancer treatment
provider.
Descendants of the original Hoffmann and Oeri families control somewhat
more than half of the bearer shares with voting rights (a pool of family
shareholders owns 45%, with Maja Oeri holding the remaining 5%), with
Swiss pharma giant Novartis owning the remaining third.
Fritz Hoffmann-La Roche founded the firm in 1896, and it was renowned early
on for creating different vitamin preparations and derivatives. It was the first
firm to mass-produce synthetic vitamin C under the trade name Redoxon in
1934. It introduced the benzodiazepine family of tranquillisers in 1957.
The FDA approved the Roche Diagnostics division's high-volume Sars-CoV-2
diagnostic test, capable of evaluating 1,400-8,800 samples within 24 hours
using the patented Cobas 6800/8800 molecular testing system, in March 2020.
In May, the firm announced the acquisition of Stratos Genomics, located in the
United States, for an unknown sum. In September, the company paid €380
million for Ireland-based Inflazome, owning its NLRP3 inflammasome
inhibitors. Roche announced a $1.8 billion acquisition of GenMark Diagnostics
in March 2021. According to the terms of the agreement, Genmark Diagnostics
will become a subsidiary, with headquarters remaining in Carlsbad, California.
In September, the firm acquired TIB
Molbiol, a German biotech group, to
expand its molecular diagnostics activities.

STADLER RAIL:
Stadler Rail is a Swiss railway rolling stock company that specialises in regional
train multiple units and trams. It also focuses on specialised goods, such as
being one of Europe's last rack railway rolling stock makers. The headquarters
of Stadler Rail is in Bussnang, Switzerland.
Stadler Rail began as an engineering office founded by Ernst Stadler in 1942.
Three years later, the business started manufacturing its first locomotives, both
battery-electric and diesel kinds. Stadler Train functioned as a relatively small
family-owned firm completely headquartered in Switzerland for the entirety of
its existence, usually focusing on building highly customised rail cars for its
clients. The holding company has nine subsidiaries in Algeria, Germany, Italy,
the Netherlands, Austria, Poland, Switzerland, Spain, Czech Republic, Hungary,
Belarus, and the United States and a planned joint venture in Indonesia with
INKA. By 2012, Stadler Rail had around 6,100 employees, including 2,750 in
Switzerland, 1,200 in Germany, 1,000 in Belarus, 400 in Hungary, and 400 in
Poland. By 2017, the number of employees had risen to 7,000.
Stadler Rail was listed on the SIX Swiss Exchange in April 2019, lowering
Spuhler's share in the firm to 40%. Before the IPO, Spuhler controlled 80% of
the company's share capital, while RAG Stiftung held a further 10% essential
workers, and the remaining 10% distributed among many senior employees at
the firm. The majority of the shares owned by PCS Holding AG, Warth-
Weiningen, Switzerland; Peter Spuhler, Warth-Weiningen; 41.5% (30.5%
indirectly via PCS Holding, 11 % directly) are all descendants from the
original family and represent families interest in the board of directors.
The light rail and metro sectors have been more significant clients in recent
years. Several operators adopted the company's Variobahn trams in Germany,
Norway, and the United Kingdom, and Stadler Rail got its first contract for
subterranean trains in 2015. The company received a large contract for up to
1,380 vehicles for Berlin's S-Bahn in December 2015 through a joint venture
with Siemens, with the last of them due in 2023. Stadler Rail was allegedly
attempting to capitalise on smaller operators in 2019 to gain business for its
railcars, light rail vehicles, and multiple units,
pushed by trends toward regionalisation and open
access operation.

BUHLER GROUP:
Bühler Holding AG, headquartered in Uzwil,
Switzerland, is a Swiss international industrial equipment manufacturer. It is
well-known for its plant and equipment and related services for food processing
and sophisticated material manufacture. The company maintains global market
leadership in technologies and techniques for converting grain into flour and
animal feeds, creating pasta and chocolate, and manufacturing die-cast
components.
The Group's primary technologies are in mechanical and thermal process
engineering. Bühler Group operates in over 140 countries, has a global payroll
of 12,460, 33 manufacturing sites worldwide and generated revenues of CHF 2,
70 billion in 2020.
Founded in 1860, Bühler still is a family business. Jeannine, Maya and
Karin Bühler own the company in the 5th generation and represent the
family's interest in the Board of Directors. Stefan Scheiber, the company's
the 6th CEO since its foundation.
The business units of Bühler Group have three product divisions Grain & Food,
Consumer Foods and Advanced Materials. The company provides milling,
grinding, separating, blending and mixing, bulk handling, thermal treatment,
and shaping technologies for processing cereal grains into animal feed and
food and producing and upgrading engineering materials and die casting.
Buhler serves customers worldwide

Name: Lakshya Sharma

Roll Number: D_49
 Roche
Overview
In the first half of 2021 the Roche Group achieved sales growth of 8% at constant exchange
rates (CER) and core operating profit growth of 4%. IFRS net income increased by 2% while
Core EPS increased by 6%. The appreciation of the Swiss franc against most currencies had
an adverse net impact on the results expressed in Swiss francs compared to constant exchange
rates of 3 percentage points on sales and 5 percentage points on core operating profit, IFRS
net income and Core EPS.

The 8% sales growth in CER was driven by the Diagnostics Division, where there was
continued growth in the sales of COVID-19-related products coupled with a rebound in routine
testing across all regions as pandemic measures eased.

In the Pharmaceuticals Division sales were lower due to biosimilar competition, notably in
the US, although the continuing uptake of new medicines has helped to compensate for this.
The core operating profit growth of 4% reflects the sales growth, together with increased cost
of sales, due to the increasing proportion of diagnostics sales in the overall sales mix, as well
as an increase of 19% in research and development costs in the Pharmaceuticals Division.

Core EPS increased by 6% in CER (1% increase in Swiss franc terms), supported by the
results from treasury operations. IFRS net income increased by 2% (3% decline in Swiss franc

terms) due to the increase in spending on restructurings and the base effect of income from the
release of litigation provisions in the first half of 2020. Operating free cash flow was
CHF 8.1 billion, an increase of 71%, due to the base effect of the significant increases in net
working capital and spending on in-licensing and alliance arrangements in the first half of
2020. The free cash flow was CHF 6.0 billion, an increase of 99%, as a result of the growth in
the operating free cash flow. The acquisition of GenMark was completed for CHF 1.7 billion.
Sanmit Rakshit D_34
Impact of Covid 19

Revenues
The COVID-19 pandemic had an impact on the Group’s revenues, both on the absolute
amounts and in the phasing during 2020. The following factors affected sales across the whole
portfolio in the Pharmaceuticals and Diagnostics Divisions, although the impact varied by
product and by geography:
• The restrictions on local travel and public gatherings discouraged some patients from visiting
physicians, health
practices and hospitals. This especially affected elderly patients.
• Many hospitals and health practices experienced a certain level of disruption leading to
delays or cancellations of patient
visits, especially for non-critical procedures.
• There was a certain level of forward purchasing in the first quarter of 2020 as doctors wrote
prescriptions for longer periods to minimise patient visits to pharmacies, and as patients and
distributors stocked up in anticipation of restrictions and potential supply chain disruptions.
These factors manifested in a higher level of sales prior to restrictions being imposed, followed
by a lower level of sales during the second quarter of 2020 and then a slow recovery beginning
at the end of the second quarter as restrictions were progressively eased in certain countries.
This recovery continued through the third quarter of 2020, but the reimposition of restrictions
in many
countries
in the
fourth
quarter
then had a
negative
effect on
the recovery.
In the year 2021

In 2021 the pandemic continued to have a negative impact overall on the Pharmaceuticals
Division’s sales, especially for medicines where regular visits to hospitals or health practices
are needed, for example for infusions or injections. This was partly compensated by additional
sales of Actemra/RoActemra, which has received US FDA Emergency Use Authorization for
the treatment of COVID-19 in hospitalised adults and children. First sales were reported of
Ronapreve, an investigational neutralising antibody combination developed with Regeneron.
The Diagnostics Division’s sales growth was due to the comprehensive portfolio of COVID-
19-related
tests and a
global
recovery
in routine
diagnostic
testing.
Sanmit Rakshit D_34
The sales of the various COVID-19-related diagnostic tests in the first half of 2021 was CHF
2.5 billion (CER) compared to CHF 0.7 billion in the first half of 2020
Manufacturing and supply. Despite some of the supply and logistics challenges due to the
COVID-19 pandemic, the Roche Group has been able to continue to deliver medicines and
diagnostics wherever possible for patients across a broad range of other disease areas under
exceptional conditions. To date there has been limited disruption and the Group is continually
monitoring the situation.
Research and development. The Roche Group’s planned drug launches, filings, pivotal phase
III trial readouts and pivotal trial starts are largely on track. The Group is continuously
monitoring all ongoing studies, both in terms of missed doses and overall data integrity.
Operating results. The major impact on the operating profit came from the above-mentioned
factors for revenues. Overall operating expenses were impacted to some extent by the COVID-
19 pandemic, but the various impacts were partly offsetting. While some additional costs were
incurred for areas such as IT infrastructure and distribution costs, there was less spending on
marketing activities, including lower travel costs and reduced attendance at congresses.
Core results. The Group has not made any changes to its core results concept as a result of
the COVID-19 pandemic. The specific COVID-19-related impacts referred to above are
included in both the IFRS and core results. It should be noted that the core results exclude non-
core items such as global restructuring plans and amortisation and impairment
of goodwill and intangible assets, regardless of the cause.
Mergers and acquisitions
GenMark.
On 22 April 2021 the Group acquired a 100% controlling interest in GenMark Diagnostics,
Inc. (‘GenMark’), a publicly owned US company based in Carlsbad, California, that had been
listed on Nasdaq. GenMark provides multiplex molecular diagnostic solutions that are
designed to detect multiple pathogens from a single patient sample. The addition of GenMark’s
proprietary multiplex technology complements the Group’s diagnostic offering, addressing a
broad range of infectious disease testing needs, including respiratory and bloodstream
infections. GenMark is reported in the Diagnostics Division. The total consideration was USD
1.9 billion (equivalent to CHF 1.7 billion), which was paid in cash.
Alliance transactions
In the first half of 2021 in-licensing and alliance transactions resulted in intangible assets of
CHF 0.3 billion (2020: CHF 1.3 billion) being recognised, mainly for payments made based
upon the achievement of performance-related milestones for transactions completed in
previous years.
Global restructuring plans
During the first half of 2021 the
Group expanded the implementation
of various global restructuring plans
initiated in prior years, including an
organisational transformation in the
Diagnostics Division and various
resourcing optimisation initiatives in
the Pharmaceuticals Division.

Sanmit Rakshit D_34

Buhler has proved reliability and robustness in 2020
Uzwil (Switzerland), February 15, 2021 – In 2020, Buhler proved to be a reliable partner to
all its stakeholders and showed robust business performance in 2020. Protection of the health
of employees, securing supply chains for customers, and keeping the innovation rate high were
the top priorities. Despite adverse conditions, Buhler fulfilled all customer contracts and
delivery agreements without interruptions. And the company launched major innovations for
key markets. The Group gained additional financial strength, with equity ratio reaching 44.2%
(+1.4 percentage points) and net liquidity soaring to CHF 749 million (+66.8%). Turnover was
CHF 2.7 billion (-17.0%), with order intake amounting to CHF 2.6 billion (-16.7%). “With
high agility we adapted quickly to the new situation to ensure continuity on all levels,” says
CEO Stefan Scheiber. “In light of our global set-up and innovation power, we are looking into
the future with bounded optimism.”

While Buhler’s staff and daily operations were safe throughout the year, Buhler’s employees
were not. Because of Buhler’s global network of 33 factories and 100 service stations, together
with digital capabilities such as remote customer trials and commissioning, it was able to
absorb the pandemic's waves and bring much-needed food capacities online worldwide.
According to Stefan Scheiber, "We've witnessed a dramatic increase in client demand for
digital solutions, but also for sustainable solutions such as CO2-reduced emissions and
nutritious and healthy food.

Increased Financial Strength

“Protecting our liquidity had the highest priority over the course of last year,” says CFO Mark
Macus. “Our target was to remain a very solid and strong partner for all our stakeholders, and
we achieved this even in a challenging year like 2020.” Driven by diligent finance
management, operating cash flow jumped 211% from CHF 151 million to CHF 470 million.
Strict cost management allowed Bühler to offset a significant part of the adverse volume
impact, resulting in EBIT of CHF 146 million (previous year: CHF 248 million), and an EBIT
margin of 5.4% (7.6%).

Turnover was CHF 2.7 billion, down 17.0% from CHF 3.3 billion. The 2020 figures are
impacted by the development of currency exchange rates, specifically of the Chinese yuan,
euro, and US dollar against the Swiss franc. Adjusted for the impact of the foreign exchange
rates, the reduction of the top line versus last year was 13%.
Robust business performances
Grains & Food (GF) proved resilient and agile, with a very solid business performance. Order
intake was CHF 1.6 billion, 13.9% lower than the previous year. Turnover decreased 7.2% to
CHF 1.7 billion. With the implementation of innovative solutions such as Mill E3 and its
Arrius integrated grinding system, GF further expanded its position as a technological leader
in grain processing and human and animal nutrition. The Consumer Foods (CF) business was
more affected by the pandemic, as customers in the industry suffered from much diminished
traffic in duty-free shops, restaurants, and hotels – much less business originated for them
Sanyukt Rawat D_35
because of reduced events. Order intake decreased 29.2% to CHF 549 million. Turnover
decreased 25.8% to CHF 574 million. The order intake of Advanced Materials (AM) came in
at CHF 453 million, down 7.2%. Turnover shrank 31.7% to CHF 443 million, caused by the
severe weakness of the global automotive industry. However, the high-tech special deposition
technology business of Buhler Leybold Optics grew substantially. Therefore, AM has
improved its profitability, resulting from immediate and tight adjustments of structure costs to
the new market conditions and the launch of innovations which were very positively absorbed
by the markets.
Summing up, the highlights from the businesses were strong growth of the Value Nutrition
business due to high interest in meat alternatives from plant-based proteins; the build-up of
large food parks such as in Egypt where Buhler built complete industrial infrastructures
comprising of mills, biscuit, wafer, chocolate, and pasta lines; and the strong growth of Buhler
Leybold Optics’ optical coating solutions, addressing the high demand for computer chips.

With products launches and large projects, Grains and Food (GF) was able to mitigate the
pandemic's effects in 2020. The protein industry shines brightly with its best ever performance.
There was a -13.9 percent drop in order intake, and turnover fell by 7.2% to CHF 1.7 billion.
Innovative technologies, such as Mill E3, helped GF cement its position as an industry leader.
With Premier Tech, the strategic collaboration became a joint venture.
Covid-19 Financial Scenario
An unpredictably volatile economy hurt Buhler's financial performance for the 12 months
ended December 31, 2020. As a result of the COVID-19 situation, customers have decided to
postpone capital investments. So, Buhler's volumes were adversely affected, and the Group
had to revise the assumptions and estimates that impacted these financial statements. This has
enabled Buhler to maintain the supply chain and meet customer expectations efficiently in
numerous industries that are essential in combating pandemic impacts. Buhler was able to
attain a profit margin of 5.4 percent as a result (prior year: 7.6 percent).
There can be no forward-looking comments about the financial impact of COVID-19 in 2021,
as it is dependent on a number of factors that cannot be forecast at this time, such as the
Sanyukt Rawat D_35
pandemic's scope, duration or impact on customers and suppliers, for example. According to
conventional business terms, cash is still collected. It has been possible to boost cash flow and
net liquidity for the group in 2020 thanks to numerous actions.
Financial Risk Management
As a result of its global activities, the Group is subject to financial market risks (foreign
currency risk, interest rate risk, and pricing risk), credit risks, and liquidity concerns. Forex,
credit and liquidity risks are among the financial risks that are managed. It is the goal of the
Group's risk management to limit the potential detrimental impact of changes in financial
markets on the Group's financial conditions and to ensure its financial stability.

Comparison of Buhler Group Financial Assets

Balance Sheet
The overall assets of the Buhler Group increased by CHF 190 million year on year. On the
asset side, where cash and cash equivalents increased while receivables and inventory
decreased, current assets increased by CHF 458 million to CHF 6,887 million. Non-current
Sanyukt Rawat D_35
assets fell by CHF 268 million to 13,759 million. Depreciation, both planned and unexpected,
was more than investments and increases resulting from acquisitions. Year on year, liabilities
fell by CHF 245 million to CHF 10,066 million. Short-term liabilities fell by 341 million to 4
434 million, but long-term liabilities rose by 97 million to 5,632 million. Bonds and deposits
were used to finance the Buhler Group's long-term responsibilities. The total equity, including
minority interests, increased to CHF 10,579 million. As of 31 December 2020, the equity ratio
has risen to 51.2 percent, significantly over the strategic aim of 40 percent.
Profit for the financial year
If the connected organisation is included, it will result in an additional CHF 10 million in
losses. Swiss Francs 51 million in foreign currency losses and financial results (previous year:
loss of CHF 47 million). After subtracting a non-operating profit of CHF 4 million, income
taxes of CHF 117 million (prior year: CHF 93 million), and minority interests of CHF 126
million (previous year: CHF 105 million), the company's profit increased by CHF 8 million
year over year to CHF 539 million.
Growth and Internationalization
The Buhler Group pursues two strategic goals in terms of expansion and globalization. A lot
of retail efforts are devoted to optimising sales outlets in a targeted manner. Adjusting the
ranges and creating new formats that capture certain trends are part of the process.
Digitalization is also used to provide new online stores and services, increase the omnichannel
offering as well as optimise operations. The Buhler Group is boosting its position on the home
market in this way. With its expansion into Europe's plant equipment manufacturer sector,
trans gourmet expands its market share.

Sanyukt Rawat D_35

 Saraswati Kumari
Peter Spuhler D_36, PRN :21020441236

• Peter Spuhler, former CEO of Stadler Rail, built

Age-62
SOURCE OF WEALTH - train
cars, Self-Made
RESIDENCE-Weiningen,
Switzerland
CITIZENSHIP – Switzerland
MARITAL STATUS- Married
REAL TIME NET WORTH -
$2.2B
ON FORBES LISTS-#1444
Billionaires 2021
a fortune buying up railcar makers across eastern
Europe.
• His` wife's grandfather had started Stadler five
decades earlier, and in 1989, he bought the company
from her grandmother for $6 million.
• He embarked on a two-decades-long acquisition
trek, buying up parts of crumbling rivals.
• Over the years Stadler has built railcars to climb
to Germany's highest peak and designed ones to
withstand the brutal Helsinki winters.
• Spuhler sold 20% of the business in 2005 but has
repurchased most of the stake. In 2017 he stepped
aside as Stadler CEO but remains chairman.
• Spuhler, a former Swiss Army officer, served for
13 years in parliament where he advocated a pro-
business agenda.

- Performance of Stadler during Covid

Stadler received numerous new orders worth a total of 4.33 billion Swiss francs
last year despite the pandemic. As expected, order intake was around 15 percent
down on the exceptionally high figure achieved the previous year (2019: 5.12
billion Swiss francs).
Although there have been delays in the awarding of significant individual
contracts due to the coronavirus crisis and appeals brought by competitors, Stadler
has not perceived a collapse in demand. No ongoing orders were cancelled, or
tenders suspended. The order backlog rose to more than 16 billion Swiss francs
(2019: 15 billion Swiss francs), thereby ensuring solid basic capacity utilization for
Stadler.
First half of the year
• In the first half of the year, there were interruptions in supply chains due to
the pandemic. In addition, due to official requirements, individual plants
were either temporarily closed or had to provisionally reduce their
production capacity.
• Restrictions on travel by customers and employees led to delayed approval
and vehicle acceptance procedures. As a result, revenues were postponed
and final invoices for vehicles had to be delayed, which also placed a burden
on operating cash flow.
• The substantially reduced timetable frequencies in public transport also led
to fewer kilometers travelled and hence to lower revenue and profit from
services.

Second half of the year

• The negative effects of the coronavirus crisis from the first half of 2020
normalised slightly in the second half of the year. Thanks to the immediate
measures introduced, such as accelerated homologation and acceptance
processes as well as strict optimisation programmes, Stadler succeeded in
partially compensating for the delays suffered in the first half of the year.
• Revenue in the second half of the year increased by 3.1 percent compared to
the second half of 2019. As a result, the full-year revenue of 3.08 billion
Swiss francs was only slightly below the record result achieved in 2019
(2019: 3.20 billion Swiss francs).
• Production at all plants is now largely back to normal and Stadler was able
to deliver 465 trains, light rail vehicles and locomotives in the full year
(previous year: 444 vehicles).
• The coronavirus crisis nevertheless continued to in fluence orders in the
second half of the year regarding the supply chain, homologation processes
and deliveries. The operating result in terms of EBIT declined accordingly in
comparison with the previous year and stood at 156.1 million Swiss francs
(2019: 193.7 million Swiss francs).
INCREASED PROFIT
• In the second half of the year, Stadler was able to increase profitability from
0.5 to 7.0 percent in second half.
• Net profit increased to 138.4 million Swiss francs in the past financial year
compared to the prior-year period (previous year: 128.5 million Swiss francs).
• Net debt increased to 608 million Swiss francs as of 31 December 2020
compared to 5.6 million on 31 December 2019. This rise is due to pandemic-
related delays in homologation processes and customer acceptances, as well
as receipt of the associated final payments.
• This resulted in an increase in net working capital. Overall, this led to a cash
flow from operating activities of -205.8 million Swiss francs in the past
financial year (previous year: -186.8 million Swiss francs).
• In addition, Stadler continued to invest heavily in the development of
innovative products and in the growth of the Group.
• year-on-year decline in revenue of more than 20 percent in the first half of
2020, revenue in the Rolling Stock segment in the second half of the year was
up slightly on the previous year’s level (H2 2019: 1.94 billion Swiss francs),
rising to 1.95 billion Swiss francs.
• Due to delayed deliveries, the full-year revenue of 2.74 billion Swiss francs
was 6.7 percent below the previous year’s figure of 2.94 billion Swiss francs.
2020 RESULTS AT A GLANCE
SIGNIFICANT MILESTONES IN THE SIGNALLING BUSINESS
Stadler has been constantly developing and expanding it signaling division since
2016. The successes of the previous years continued in 2020. For example, the
GUARDIA European Train Control System (ETCS) received approval in 2020 to
operate in Poland. There, the system is used in the FLIRT trains of the railway
operator Koleje Mazowickie.
In Switzerland, the system will be used for the first time in BLS’s new FLIRT trains,
which were unveiled to the public in 2020. ETCS projects are also under way in
other countries, including Hungary, Slovenia, Italy, and Germany.
STADLER INVESTS IN GROWTH AND INNOVATIVE RAIL VEHICLES
2020
• In 2020, Stadler invested a total of 288 million Swiss francs in growth,
including the development and expansion of its sites. In its home market of
Switzerland, Stadler moved into the new production plant in St. Margrethen.
• Total investments amount to over 86 million Swiss francs, 36.6 million of
which were made in 2020.
• In Germany, the expansion of the new production hall is progressing with an
investment volume of up to 70 million euros, 42.6 million euros of which were
incurred in 2020.
• In Poland, Stadler expanded its commissioning capacities with a new hall at
the Siedlce site at a cost of 9.6 million Swiss francs.
• Production capacities at the plant in Minsk and in Szolnok, Hungary, were
also increased with investments of 12 million Swiss francs and 11.4 million
Swiss francs respectively.
• In Hungary, Stadler is also investing 28.8 million Swiss francs in the
construction of a new hall for the overhaul of bogies.
CONTINUOUS DEMAND DESPITE THE PANDEMIC
Despite the global coronavirus pandemic, Stadler was able to continue its steady and
sustainable growth in 2020. This is evidenced by the high order intake of over 4.33
billion Swiss francs and the increased order backlog of over 16 billion Swiss francs
compared to the previous year.
Stadler was also able to report a record order intake of 1.46 billion Swiss francs in
the service segment

Saraswati Kumari
D_36, PRN :21020441236
 CONCLUSION

BUHLER

BÜHLER TECHNOLOGIES ARE

USED BY BILLIONS OF PEOPLE
EVERY DAY TO MEET THEIR
FUNDAMENTAL REQUIREMENTS
FOR FOOD, TRANSPORTATION,
AND OTHER NECESSITIES. YOUR
10%
UP TO 10 %
SMARTPHONE, SOLAR PANELS, ENERGY
DIAPERS, LIPSTICK, MONEY, THE
SAVINGS
FOODS YOU CONSUME, AND
THE AUTOMOBILES YOU DRIVE
ALL INCLUDE OUR

30%
TECHNOLOGY. WE SEEK TO
DEVELOP IDEAS THAT IMPROVE
THE WORLD, WITH A
UP TO 30 % LESS
PARTICULAR FOCUS ON
HEALTHY, SAFE, AND LONG- BUILDING
TERM SOLUTIONS. INVESTMENTS

ROCHE

A DIFFERENT FAIR

EMPLOYEES WERE ABLE TO LEARN MORE ABOUT THE

FUTURE OF WORK IN THE "WORK 4.0" THEME WORLD.
THERE WERE FASCINATING INSIGHTS INTO CHATBOTS, THE
LATEST IT TECHNOLOGIES, AND THE FUTURE WORKPLACE
ENVIRONMENT, AMONG OTHER TOPICS.

AND WHAT CAN I DO NOW FOR MY FUTURE?

LIFELONG LEARNING IS MORE VITAL THAN EVER BEFORE,

AND THE OPTIONS ARE ENDLESS. AS A RESULT, AFTER ALL
OF THE IMPRESSIONS, THERE WAS A LITTLE PAUSE DURING
THE EVENT AND SPACE TO CHAT OVER A CUP OF COFFEE.
COLLEAGUES WERE ALLOWED TO ASSESS THEIR
READINESS FOR THE FUTURE BY TAKING THE "DIGITAL
FITNESS TEST."

Sachin Singh Samant

D - 28
 Sachin Singh Samant
STADLER RAIL D-28
D - 28

HEAVY RAIL

HIGH-SPEED TRAINS, INTERCITY TRAINS, REGIONAL TRAINS, AND TRAMS ARE

AMONG THE OPTIONS. IN EVERY MARKET CATEGORY, STADLER HAS AT
LEAST ONE MODEL LINE AND TAILOR-MADE SOLUTIONS. SHORT
DEVELOPMENT TIMEFRAMES, ECONOMIC EFFECTIVENESS, AND GREAT
ADAPTABILITY CHARACTERISE ALL VEHICLES, WHETHER MODULAR OR
TAILOR-MADE.

URBAN TRANSPORT

OUR WORLD IS GROWING MORE AND MORE URBANISED. STADLER'S

UNDERGROUND, URBAN RAIL, AND TRAM VEHICLES PROVIDE CUSTOMERS
WITH A COMFORTABLE RIDE WHILE ALSO BEING A VERY COST-EFFECTIVE
ALTERNATIVE FOR OPERATORS. OUR URBAN ROLLING STOCK IS
UNRIVALLED IN TERMS OF PERFORMANCE, DEPENDABILITY, AND SAFETY.

GROUP ANALYSIS

COMPANIES SHOULD BEGIN USING HOLISTIC AND INTEGRATED

PRODUCTION PLANNING (IPP) WITH SCENARIOS DEVELOPED AT AND
ABOVE THE PRODUCTION THRESHOLD LEVELS. THRESHOLD LEVELS CAN BE
ESTABLISHED BASED ON CONTRACTUAL COMMITMENTS AND/OR THE
COST-BREAK-EVEN POINT.
IPP MUST BE DRIVEN NOT JUST BY INTERNAL DEPARTMENTS, BUT ALSO BY
BROADER ECOSYSTEM PARTICIPANTS THAT ARE RELIANT ON PRODUCTION
AND OFFTAKE, SUCH AS CONTRACTORS, VENDORS, TRUCK ASSOCIATIONS,
AND SO ON.
 TO MAKE THE MOST OF TECHNOLOGICAL AND FINANCIAL
MID- RESOURCES, CONSIDER FORMING STRATEGIC ALLIANCES WITH
COMPANIES THAT HAVE COMPLEMENTARY SKILLS. COMPANIES
TERM IN THE END-USE INDUSTRY, FOR EXAMPLE, THAT HAVE WON
AUCTIONED BLOCKS BUT HAVE STRAINED BALANCE SHEETS,
MAY EXPLORE CREATING JOINT VENTURES WITH CASH-RICH
/
MDOS/MOS TO DEVELOP THE BLOCKS.

COMPANIES SHOULD BEGIN ON A ROAD OF SUSTAINED COST

REDUCTION AND PROFIT MAXIMISATION THROUGH RIGOROUS
LONG- EXAMINATION OF OPERATIONS FOR LONG-TERM BUSINESS
TERM PLANNING. DELEVERAGING STRAINED FINANCIAL SHEETS, FOR
EXAMPLE, SHOULD BE A TOP PRIORITY IN ORDER TO MAINTAIN
ENOUGH LIQUIDITY AND SOLVENCY IN THE LONG RUN; OR
DIVESTING OF PROJECTS/SUBSIDIARIES THAT DO NOT REACH
/

PROJECTED PROFITABILITY STANDARDS.

TO INCREASE RESILIENCE IN THE EVENT OF UNANTICIPATED INTERRUPTIONS,

LARGE MINING FIRMS MAY PURSUE DIVERSIFICATION ALTERNATIVES (BOTH
RELATED AND UNRELATED). THIS MIGHT INVOLVE AN EMPHASIS ON INORGANIC
MOVEMENTS.

Sachin Singh Samant

D - 28