Creating the future
The ABB Group Annual Report 2015
This is ABB
ABB is a pioneering technology leader
in the fields of power and automation.
We help our customers address the
challenges of changing markets,
technologies and regulations.
We build long-lasting, value-creating
partnerships with customers, suppliers,
business partners, employees and the
communities in which we operate.
We deliver solutions that raise
productivity and reduce environmental
impacts for utilities, industry, transport
and infrastructure.
Our operations are globally balanced
and distinguished by strong positions in
all of the world’s principal markets.
Innovation and quality are the hallmarks
of our offering, which ranges from
switches to industrial robots to
engineering and expert service, from
transmission and distribution networks
to software that manages entire factories.
With roots in power and automation
that go back to the 19th century, our
innovations have shaped the world we
know today, and are helping to create
the future.
Key Figures 2015
in US $ unless otherwise stated
$ 36.4 bn
Orders received
$ 35.5 bn
Revenues
11.8%
Op. EBITA
margin
$ 1.9 bn
Net income
$ 3.0 bn
Free cash flow
0.74 CHF
Dividend per share
(Proposed)
This is ABB | ABB Annual Report 2015
Contents
Innovation at ABB
02 Chairman and CEO letter
06 Highlights of 2015
08
14
18
20
21
Executive Committee
Alliance with Solar Impulse
Regional and country managers
The big shifts in power and automation
Compensation report
23 Corporate governance report
41
69
Financial review of ABB Group
163 ABB Ltd Statutory Financial Statements
181 Supplemental information
182 Investor information
Chairman and CEO letter
Dear shareholders,
Digitalization is driving a fourth industrial revolution that is transforming many sectors of
business more profoundly than at any time since the start of the industrial era. ABB’s
customers trust us to lead this process in our core business areas of power and automation,
just as we have continuously led innovation and change in these segments since our origins
in the 19th century.
ABB’s strength is deeply rooted in technological innovation, and we can be found at the
center of current developments in clean energy, smart grids, microgrids, robotics, industrial
asset effectiveness and sustainable transport. This report provides many examples of our
major contributions in these fields, along with information on our market position and strategy
for the future, and, of course, our results from last year.
Big shifts in power and automation
Today, we face two key global trends in our business. One is the shift towards renewables, which
is accelerating despite the low oil price – 2015 was a strong year for investment in renewables,
with 121 gigawatts of capacity added. This results in unprecedented demands to manage the
complexity of the “digital grid” of the future. The other is what we call the industrial “Internet of
Things, Services and People”, resulting for example in growing intelligence of machines that
is driving quantum leap improvements in productivity and safety in industry. As a global leader
in power and automation technologies, ABB is driving this change and supporting our customers
to benefit from both of these shifts. We see them as key to our business, now and in the future,
and essential to solving the underlying causes of key challenges that are affecting the world
today, namely climate change and weak economic growth.
In power generation, renewables are transforming the energy mix, putting pressure on
traditional producers to rethink their business models while lessening environmental impact
and dramatically increasing grid complexity. The future grid will be far more complex with
multiple feed-in points from traditional power plants to large-scale renewables on the supply
“ ABB stands for groundbreaking innovations that are paving the way to the
ongoing digital revolution.”
side, and a coexistence of traditional demand patterns and microgrids and nanogrids on the
demand side. Managing this complexity will require intelligently automated, digital power
grids that can anticipate demand and supply patterns, while routing and transporting power
to the ever-increasing number of consumption points of electricity. This key part of ABB’s
offering now comes from one integrated business, which focuses on “power and automation
for the grid” — our newly created Power Grids division, which became effective in January 2016.
On the automation side, advances in sensor technology, combined with ubiquitous
connectivity and massive increases in our ability to process and store data, are enabling machines
to become more and more intelligent, as well as to learn and to interact with humans in new
ways. The basis for this is the industrial Internet of Things, Services and People. In time, this
will enable the next stage of industrial automation, in which machines and entire process chains
learn to reason and take decisions, making processes self-regulating and self-optimizing.
02 Chairman and CEO letter | ABB Annual Report 2015
Pioneering technology leader
ABB stands for groundbreaking innovations that are paving the way to the ongoing digital
revolution. These technologies address the needs of our customers and the major shifts in
the fields of power and automation.
ABB’s innovations for the grid in 2015 included devices that can automatically adjust the
voltage fluctuation across entire distribution networks. These address the major challenges
to stability posed by the expanding role of renewable energy in the system. We also achieved
again more world firsts in high-voltage direct current (HVDC) transmission, a technology
pioneered and developed by ABB. These included the world’s first multi-terminal ultra-HVDC
link, activated in India, and the successful deployment of a new black out recovery system
in Finland.
In 2015, we took many steps to turn our digital vision into reality. Our state-of-the-art
dual-arm collaborative robot YuMi was launched to great acclaim at the Hanover Fair. This
product demonstrates ABB’s technology leadership in hardware, software and services. It is
extremely accurate, able to learn, and is connected to our global remote condition monitoring
center in India. Strengthening our leadership in automated buildings, our voice-controlled
smart home system ABB-free@home significantly exceeded expectations with very strong growth.
An order from Maersk Line for software for 140 container ships demonstrated our innovative
capacity in this sector. Based on hull design, loads, weather and wave motion monitoring, the
software optimizes each vessel’s route to enhance safety, speed and energy efficiency.
ABB Annual Report 2015 | Chairman and CEO letter 03
“ The divisional realignment, and our measures to improve productivity, will drive
organic growth and make us leaner, faster and more agile.”
Next Level strategy
Staying at the forefront of the big shifts in power and automation requires technology leadership
as well as an effective organization. In 2014, we introduced the Next Level strategy covering the
2015-2020 period to drive profitable growth and accelerate sustainable value creation in a
fast-changing world. In 2015, we made significant progress toward many of our goals, reinforcing
our focus on innovation, streamlining our organization and strengthening our performance
culture. Our customers have noticed the improvement; their satisfaction, as measured by our Net
Promoter Score, increased by four points in 2015 to 48. A major execution achievement was the
successful turnaround of our Power Systems division, which entered its target margin corridor in
the fourth quarter of last year.
In September 2015, we launched Stage 2 of the Next Level strategy to accelerate the
transformation of ABB. Building on our three focus areas of profitable growth, relentless
execution and business-led collaboration, we are continuing to drive the shift in our center of
gravity toward higher growth, greater competitiveness and lower risk, while accelerating existing
growth and execution improvement programs.
A key action of Stage 2 included the customer-oriented streamlining of our divisions from five
to four, which was implemented in January 2016. The new Power Grids division – comprising
parts of the former Power Products and Power Systems divisions – is a world leader in power and
automation technologies for the grid, enabling the transmission and distribution of electricity. As
such, it is an ideal partner to help utilities meet the new challenge of building a digital grid to
manage network complexity and integrate renewable energies.
The newly created Electrification Products (EP) division is one of three focused on power and
automation for the site of electricity consumption, which includes industry and transport and
infrastructure. This new market-focused division brings together our strong portfolio of medium-
and low-voltage solutions. Together with the Discrete Automation and Motion and Process
Automation divisions, EP is well positioned to shape the new industrial era we are entering.
The divisional realignment, and our measures to improve productivity, will drive organic growth
and make us leaner, faster and more agile to deliver our targets, close the gap in operating
performance with our best-in-class peers, and unlock further value within ABB.
Looking back on what we have achieved …
We are building on strong foundations and on the results of the homework we have done. In
2015, ABB delivered solid results in a challenging environment. In a year of weakening markets
and uncertainty, we delivered steady orders and revenues on a comparable basis. The successful
rollout of our framework of penetration, innovation and expansion (or “PIE”) across our markets
and customer segments allowed us to realize profitable growth in many areas, mitigating some
strong market headwinds. Our profitability, measured in operational EBITA margin, was up 60 basis
points on the year to 11.8 percent.
Nevertheless, our far reaching restructuring measures – particularly in businesses impacted
by the slump in commodity prices and our white collar productivity program – played a significant
role in dampening net income for the year, which was just over $1.9 billion, down 25 percent
from 2014. Significant changes in foreign currency rates continued to impact our financial figures
reported in US dollars. In addition, one of the challenges we are addressing is the decline in
revenues and margins in our Discrete Automation and Motion division. The division suffered from
weakening demand in process industries in key markets such as the US and China for products
and services.
04 Chairman and CEO letter | ABB Annual Report 2015
Faced with these significant headwinds, our decisive action on productivity, costs, working
capital and organizational streamlining allowed us to increase our Group operational margin
for the year while maintaining strong levels of cash flows.
Our solid financial performance is a good basis to maintain our commitment to delivering
attractive returns to our shareholders. Last year we returned more than $3.2 billion in cash
through dividend payments and share repurchases. The Board of Directors is proposing
a seventh consecutive dividend increase, to CHF 0.74 a share, at the 2016 annual general
meeting.
… and looking ahead to new challenges and opportunities
Our markets remain challenging, with slower growth in China and steady conditions in Europe
and the United States. We expect India to invest in power infrastructure and industrial
development, but see continuing weakness in other emerging markets. In this environment,
we will continue to focus on our opportunities for profitable growth, on mitigating the impact
of sluggish markets by our relentless execution of productivity measures, cost reductions
and cash actions, and on business-led collaboration designed to provide outstanding service
to our customers.
“We are building on strong foundations and on the results of the homework we
have done. In 2015, ABB delivered solid results in a challenging environment.”
The longer-term prospects for our business remain excellent; the digital revolution
continues to unfold at high speed, and it is poised to yield significant improvements in
productivity and business activity in the medium term. As the fourth industrial revolution
gathers pace, we have laid the foundation to take ABB to the next level. We made solid
progress towards our targets and remain highly focused on our goal to make ABB leaner,
faster and more externally focused. ABB will continue to drive major shifts in power and
automation.
We are proud to have such a dedicated and hard-working team at ABB, and we thank our
employees, customers and partners around the world for their vital support. We would also
like to extend our warm thank you to you – our shareholders – for your continued trust. ABB is
a pioneering technology leader with strong positions in attractive markets, and we remain
committed to delivering attractive returns to our shareholders, based on our clear
transformation agenda.
Sincerely,
Peter Voser
Chairman
February 25, 2016
Ulrich Spiesshofer
CEO
ABB Annual Report 2015 | Chairman and CEO letter 05
Highlights of 2015
Increased operational EBITA margin
by 60 basis points to 11.8 percent,
in a challenging market environment.
Secured landmark orders to connect
the Norwegian power grid to those of
Germany and the United Kingdom.
Successfully turned around the Power
Systems division, which entered its
target margin corridor in the fourth
quarter.
Took out $1.2 billion in costs by
accelerating ongoing savings program
that has now delivered annual savings
of more than $1 billion for seven
consecutive years.
Delivered strong cash performance,
with rising free cash flow demonstrating
that ABB is moving towards a new cash
culture.
Initiated divisional realignment from
five divisions to four, to serve our
customers in a better, more focused
way that delivers additional value.
Returned $3.2 billion in cash to
shareholders – an all-time high –
through dividend payments and
share repurchases. Board proposes
seventh consecutive dividend increase.
Launched Stage 2 of Next Level strategy
to accelerate the transformation of ABB
and drive organic growth.
Total ABB Group ($ in millions unless otherwise indicated)
Orders
Revenues
Income from operations
as % of revenues
Operational EBITA(1)
as % of operational revenues(1)
Net income (attributable to ABB)
Basic earnings per share ($)
Dividend per share in CHF (proposed)
Cash flow from operating activities
Free cash flow(1)
as % of net income
Cash return on invested capital(1)
Number of employees
(1)
Refer to the Supplemental information section on page 181 for definitions
06 Highlights of 2015 | ABB Annual Report 2015
2015
36,429
35,481
3,049
8.6%
4,169
11.8%
1,933
0.87
0.74
3,818
3,019
156%
13.4%
2014
41,515
39,830
4,178
10.5%
4,475
11.2%
2,594
1.13
0.72
3,845
2,857
110%
12.7%
135,800
140,400
Revenues 2015 by division (unconsolidated)
Service revenues as % of total revenues 2015
Discrete Automation
and Motion, 24%
Low Voltage Products, 17%
Process Automation, 17%
Power Products, 25%
Power Systems, 17%
Product revenues, 83%
Service revenues, 17%
Employees by region 2015
Orders 2015 by region
Europe, 45%
Americas, 23%
AMEA (1), 32%
Europe, 34%
Americas, 29%
AMEA(1), 37%
Free cash flow and conversion rate, $ bn and % 2013-2015
Dividend payout (CHF per share) 2008-2015
200%
150%
100%
50%
0
110%
2.9
94%
2.6
156%
4 bn
3 bn
3.0
2 bn
1 bn
0 bn
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0.0
0.65
0.68
0.60
0.70
0.72 0.74
0.51
0.48
2013
2014
2015
2008 2009 2010 2011 2012 2013 2014 2015*
(1) Asia, Middle East and Africa
(*proposed)
ABB Annual Report 2015 | Highlights of 2015 07
Innovation at ABB:
the cornerstone of our competitiveness
ABB is one of the world’s leading engineering companies,
helping customers to use electrical power effectively and
to increase industrial productivity in a sustainable way.
Maintaining our position requires a global presence, application
knowledge, strong local expertise and, above all,
technological leadership.
the Corporate Research unit that serves the entire company
and the R&D teams in the businesses. These partnerships
have provided the foundation for many of our pioneering
technologies and is driving the transformation of power and
automation (see pages 14-17).
Many of the benefits of the modern world, from electricity
at the touch of a switch to the consistent high quality of
industrial goods, are made possible by technology that was
pioneered, improved and adapted by ABB over more than
a century of innovation.
Technological innovation remains a cornerstone of ABB’s
competitiveness and a key driver of profitable organic
growth. Each year we dedicate around $1.5 billion, or close
to 4 percent of revenues, to research and development by
our 8,200 technologists.
In this way, we create and support a comprehensive range
of products, systems and services that increase energy
efficiency, reliability and productivity for our industrial, utility,
and transport and infrastructure customers.
Research and development
Historically, the core of ABB’s innovation success has been
the close proximity to customers that has allowed us to
understand their needs, as well as the collaboration between
We use our strategic framework of penetration, innovation
and expansion (PIE) to maintain a sharp focus on the needs
of the market in our R&D activity.
Corporate Research anchors and grows the core competen-
cies of R&D in power and automation, including communica-
tion, control, electromagnetics, materials, mechanics, power
electronics, sensors, software and switching.
With research centers in China, Germany, Poland, Sweden,
Switzerland and the US, we are ideally positioned to access
local talent, evaluate ideas emerging from academia all over
the world, test the commercial viability of new products and
solutions and, most critically, share technology to make it
accessible throughout the entire group.
One core area of research is the Internet of Things, Services
and People (IoTSP) that enables Web-based automation and
control solutions to improve productivity and quality. For more
than a decade we have been working to develop and enhance
process control systems, communications solutions, sensors
and software for the IoTSP.
1891
1893
Stepping up the voltage
Newly established Brown Boveri & Cie (BBC) in
Switzerland transforms the availability of electricity
by being the first to transmit high-voltage power
over long distances.
Pioneering technology
ASEA builds Sweden’s first three-phase power
transmission system, still used around the world
today as the most common method to power large
motors and heavy loads.
08
Innovation at ABB | ABB Annual Report 2015
“Breaking boundaries with technology is
exciting when it solves real problems”
Bazmi Husain, ABB’s chief technology officer since January 2016, talks about
changing models of innovation and the next big challenges for technology.
Q: How is the process of innovation changing?
BH: ABB has always been focused on technological innova-
tion – it’s in our DNA – and it used to be that we did most of it
in-house, from basic research to product development. But
with the explosion in technology today, no one can do every-
thing themselves. To innovate at speed, you need an innova-
tion ecosystem so we are working more closely with universi-
ties and often partner with other companies. We’re entering
the era of partnership innovation.
Q: What are the benefits of ‘frugal’ innovation?
BH: Frugal innovation is not just about cost but also about
time and materials. As time to market keeps getting shorter
and the rate at which products are introduced rises, frugal
innovation becomes even more important – you have to move
fast or somebody else will get there first. Because our R&D
activities are dispersed globally, we’re well placed to keep up
with this trend.
Q: How does collaboration with customers contribute
to innovation?
BH: Our customers expect quality and reliability so there
can be no compromise on that. We’re working even more
closely with our customers and involving them earlier than
before to ensure that the products we release fit their needs
exactly.
Q: How has ABB maintained its role as a pioneering
technology leader?
BH: Innovation is not a mathematical formula, but it’s clear
that companies like ABB can tap into it over and over again.
That’s what we mean when we say innovation is part of our
DNA – it takes a long history to put that in place. My own
experience is that there’s nothing about being big that pre-
vents companies from being innovative. ABB works hard to
keep its entrepreneurial culture. Our structure supports
innovation because we’re broken down into business units
and product groups and each of them is an agile entity.
Q: As the digital revolution advances, is cybersecurity
a concern?
BH: Any new technology brings exciting possibilities but also
challenges, but there’s no reason to believe cybersecurity is an
insurmountable problem. When electricity was first introduced,
people worried it was dangerous. That’s why circuit breakers
were invented. We’re working on new protection mechanisms
for some of our new technologies. That’s what makes techno-
logy exciting; when it’s used to solve real problems.
Q: What are some of the next big challenges on the
horizon?
BH: We’re at the start of another industrial revolution, in
which human thought is being augmented by machine learn-
ing, automation, and robotics. Another exciting topic is the
environment. We have to innovate to decarbonize our econo-
mies and to reduce human impact on the environment.
1899
European first
Europe’s first electric standard-gauge locomotive
with two motors ushers in a new era in railway
electrification, improving acceleration and passen-
ger comfort.
1944
Railway efficiency
BBC develops the first high-
speed locomotive with a
direct-drive system, improving
efficiency and reliability.
1954
ABB ‘pioneers’ HVDC
First project delivered in
Sweden using high-voltage
direct current (HVDC), to-
day’s technology of choice
for transmitting power effi-
ciently and reliably over long
distances.
ABB Annual Report 2015 | CTO interview 09
Start-ups and partnerships
The pace of innovation required today is increasing, due to
societal changes and environmental concerns, as well as
to the rapid development of technologies such as those re -
lated to the IoTSP. For these reasons, we are also pursuing
new ways of driving innovation.
ABB Technology Ventures (ATV) was set up as the strategic
venture capital investment arm of ABB five years ago to invest
in high-potential industrial technology and energy companies
aligned with our mission.
which will take us closer to achieve human-level intelligence
in vision, language and motor control.
As part of our Next Level strategy, we are also establishing
partnerships with strong global or local players who can help
us penetrate new markets and develop new offerings. A re-
cent example is the electric vehicle fast-charging services
platform launched with Microsoft, which combines our charging
stations with Microsoft’s cloud-based services. The collabo-
ration will take advantage of machine learning and predictive
analytic capabilities to drive future innovations.
The unit’s most recent investments are in businesses with
disruptive technology in areas such as artificial intelligence
and 3-D printing. ATV has acquired a stake in Vicarious, for
example, which is building a unified algorithmic architecture,
Shaping the future
With roots in power and automation that go back to the 19th cen-
tury, ABB innovations have helped build the world we know today
and are helping to fashion the world we will live in tomorrow.
1969
1974
Pioneering automation technology for industry
BBC creates the world’s first gearless mill drive, trans-
forming the crushing process for the mining and cement
industries globally.
Robots enter the workforce
First industrial robots controlled by microprocessors
introduced to the market. Since then ABB has sold
more than 250,000 robots.
10
Innovation at ABB | ABB Annual Report 2015
2004
Improving industrial
automation
Introduction of the first indus-
trial automation system that
integrates automation and
information systems within
a single entity, enabling more
cost-efficient and safer
operations.
1998
Robots get picky
Launch of revolution-
ary parallel arm robot
for high-speed picking
and packing in food
and pharma, optimiz-
ing their value chain.
1990
Ruling the waves
ABB transforms ship maneuver-
ability and energy efficiency
with a new propulsion system
fixed outside the hull.
2008
Connecting
power grids
ABB commissions the
world’s longest subma-
rine high-voltage cable,
strengthening the reli-
ability of the power sup-
ply in Norway and the
Netherlands.
2012
Shaping the grid of the future
Development of world’s first HVDC
circuit breaker, solving a 100-year-old
electrical engineering puzzle and pav-
ing the way for a more efficient and
reliable electricity supply system.
2013
Smart energy savings
Launch of first low-voltage cir-
cuit breaker with integrated en-
ergy management functions to
protect electrical circuits and
reduce electrical consumption.
1975
2014
Energy efficient motor control
Launch of groundbreaking device to control electric
motors, enabling reductions in power consumption
of around 50 percent in many applications.
High-voltage breakthrough
Introduction of world’s most powerful cable system,
making renewable energy installations more efficient
and cost effective.
ABB Annual Report 2015 | Innovation at ABB 11
Top innovations of 2015
Utilities
Industry
Lower environmental impact
ABB commissioned the world’s first gas-insulated switchgear
(GIS) with a new eco-efficient gas developed as an alternative
to sulfur hexafluoride (SF6). The new gas mixture, which has
a global warming potential (GWP) almost 100 percent lower
than that of SF6, was developed with 3M.
Mine of the future
ABB deployed its System 800xA automation platform to
transform Boliden AB’s Garpenberg lead, silver and zinc mine
in central Sweden into one of the world’s most efficient and
productive mines. Autonomous processes stretching a kilo-
meter underground are unified in a single system driving
efficiency and productivity to the next level.
Software improves asset management
Ellipse Select is a new enterprise software solution that helps
customers to manage their assets more effectively through
the life cycle and make better operational decisions, boosting
both their performance and productivity. The solution illus-
trates ABB’s unique ability to facilitate the convergence of
operational and information technologies.
First truly collaborative robot
YuMi, the first truly collaborative robot, was introduced to the
market at Hanover Fair. Designed for a new era in manufactur-
ing, where robots and humans work side-by-side on the same
tasks, YuMi is flexible and dexterous. It can be integrated into
production lines without the need to redesign the space.
12 Top innovations | ABB Annual Report 2015
Transport
Infrastructure
Automated fast charging for electric buses
A new automated fast charging system removes the main
hurdles to the more widespread use of electric buses. With
a typical charging time of 4-6 minutes, the system speeds
up the charging process and is easily integrated in existing
bus lines thanks to its automated rooftop connection.
Voice-operated smart homes
ABB presented its voice-operated smart home automation
system, ABB-free@home, at the IFA consumer electronics fair
in Berlin. The system allows users to control over 60 smart-
home automation functions, such as lighting, heating, blind
control and door communication, with voice commands.
Software for marine efficiency
ABB is collaborating with Dutch weather forecasting special-
ist, MeteoGroup, to equip 140 container ships from Maersk
Line with advisory software to optimize routes, boost maritime
safety and avoid conditions that could be harmful to the ship,
its crew or its cargo.
ABB Annual Report 2015 | Top innovations 13
The big shifts
Major changes underway in power
and automation
Power and automation, our core activities, are undergoing
a transformation.
perceive their surroundings and interact with human beings,
creating the Internet of Things, Services and People.
With the surge in demand for renewable energy, power grids
are becoming increasingly complex. Wind and solar are in-
termittent sources of power, and the proliferation of rooftop
solar panels is turning millions of consumers into producers
of electricity.
In the next stage, these developments will converge with ad-
vances in industrial artificial intelligence and machine learning.
Machines will in future not only be able to perceive the world
and communicate with each other but also to reason and make
decisions, without the need for human intervention.
We are at the forefront of these changes
in power and automation.
Furthermore, hundreds of millions of people are still without
access to electricity, while the best sources of renewable
energy – such as windy offshore sites, sunny deserts and
steep valleys – are usually far from the cities and industries
that use the power. In these conditions, new solutions are
needed to improve the efficiency and reliability of the power
supply that is so critical to the wellbeing of families and
businesses alike.
In industry, the revolution in digital technology is opening up
new possibilities to increase productivity. A new industrial
era is beginning, in which machines are increasingly able to
14 The big shifts in power and automation | ABB Annual Report 2015
The digital grid
Rising demand for renewable energy is transforming the power grid and driving
a new wave of innovation in the generation and distribution of electricity.
mobility. We are at the forefront of technologies such as high-
voltage direct current (HVDC), grid automation and smart
grids, as well as energy efficient motors, drives and industrial
automation technologies.
Among ABB’s latest power technologies are ultrahigh-voltage
DC transmission, which significantly reduces losses over long
distances compared with conventional power lines, as well as
microgrid solutions which incorporate renewables to electrify
off-grid communities in places such as Africa and India, where
hundreds of millions of people lack access to electricity.
The power sector is undergoing change on a scale not seen
since the era of mass electrification began over a century ago.
The old model of power flowing in one direction, from gener-
ating plant to consumer, is being turned upside down, as roof-
top solar turns consumers into producers of electricity. At the
same time, electricity is being transmitted over longer dis-
tances as offshore wind farms and remote solar plants are
integrated into the grid.
Managing this complexity is only possible with new technolo-
gies. These technologies can prevent intermittent wind and
solar power from disrupting the grid, can handle multi-
directional flows of power, and can balance supply and
demand. Innovative solutions are managing the flow of
electrons. But increasingly they also have to manage the flow
of data needed to control the whole system.
With unrivalled knowledge of electrical energy and industrial
automation, and an innovation track record stretching back
over a century, ABB is ideally positioned to drive the digital
grid. Our offerings cover the entire electrical value chain
– from generation, transmission and distribution, to electric
ABB Annual Report 2015 | The big shifts in power and automation 15
A new industrial era
The revolution in digital technology is ushering in a new industrial era,
centered on the “Internet of Things, Services and People” (IoTSP).
problems or issues they cannot solve themselves. The
outcome will be a dramatic increase in productivity, leading
to new business models and the transformation of industry.
As a world leader in industrial automation and robotics, ABB
is leading the way to this new era through the IoTSP, not
only with our hardware and engineering expertise, but also
with our consulting, service and software solutions.
With in-depth understanding of industries and their appli-
cations, and of the IoTSP, ABB has the knowledge and
expertise to deploy the optimum mix between artificial intelli-
gence and classical model-based technologies to bring
safety, productivity, and energy efficiency in industry to the
next level.
Key drivers are the increased availability of data, ubiquitous
connectivity, and the exponential growth in processing power.
Thanks to these developments, the performance and health
of machines can be tracked and monitored throughout their
life cycle, boosting productivity and efficiency, for instance by
enabling interventions before a service interruption.
At the same time, advances in robotics technology, exempli-
fied by ABB’s YuMi – one of the most advanced industrial
robots in existence today – are enabling a new era in human -
robot collaboration, notably in small-parts assembly.
The next stage in this new industrial era will be driven to
a significant extent by advances in artificial intelligence, such
as machine learning. Machines will be able to take decisions
based on their own analyses of data and to learn from the
outcomes of those decisions.
In the industry of the future, we will see factories, mines, mills
and offshore platforms run entirely by machines and robots.
Human beings will be alerted only when machines encounter
16 The big shifts in power and automation | ABB Annual Report 2015
Making machines more intelligent
Manuela Veloso is the Herbert A. Simon University Professor in Computer Science
and Robotics at Carnegie Mellon University. She was a guest speaker at an ABB
event during the World Economic Forum’s 2016 annual meeting in Davos.
Q: How do you define artificial intelligence?
MV: AI has the goal of trying to make a computing device
perform intelligently, integrating perception, cognition and
actuation capabilities. Some researchers see it as the study
of how humans are intelligent, both in behavior and at the
brain level, so areas such as neuroscience and cognitive sci-
ence share goals with AI. Others, including myself, focus on
achieving intelligent performance, independently of the human
process. There are different forms of research. But the goal
is having intelligent machines.
In industry, what are some current applications?
Q:
MV: Industry has traditionally addressed the automation of
repetitive tasks, in particular using rule-based programs. Now
industry is exploring less defined types of automation, using
methods that can handle more uncertainty and can improve
with experience and acquire knowledge from humans. A ma-
chine that becomes better through experience and then per-
sonalizes its behavior would be an AI product. In a factory,
that could be a machine that can learn from instruction or be
easily reprogrammed to do something new.
Is that what your so-called “CoBots” do?
Q:
MV: Yes, the CoBots at Carnegie Mellon are a good example
of autonomous task service, navigation and learning perfor-
mance. Robots can move around indoors, but our goal was to
deploy them to be completely independent. The moment we
let the robot go, without anybody following it, was a compelling
and memorable one. Now it has traveled more than a thousand
kilometers on its own, based on a robust and novel algorithm
for localization and navigation. It also interacts with humans,
who can make requests using natural language, like, “Please
take this book to the lab.” The robot initially doesn’t know the
names of locations or objects. But it can learn by asking people
or going to the web. It keeps this information for future use.
Q: How does the CoBot know where it is and where
it’s going?
MV: CoBot makes a map of the building to capture the per-
sistent features, like walls. When navigating, the robot localizes
itself both by knowing where it has moved and by matching
its map to its perception of these features. The robot per-
ceives many other objects, like tables and chairs, which can
vary in position, but they’re also used for localization in
a novel approach contributed by my student Joydeep Biswas.
Q: Does the technology have any commercial use?
MV: Robots like CoBot have clear commercial use. Its algo-
rithms can be used in other autonomous mobile platforms. In
addition, another one of my students, Richard Wang, intro-
duced the idea of using these robots as mobile data-gathering
platforms. As CoBot moves around, it gathers data, like Wi-Fi
signals or temperature. Such data can help people make
decisions about allocating resources in the building, such as
where to put Wi-Fi access points. So a mobile robot can
help improve data gathering just by being able to move around
and acquire useful data.
Q: Should people be afraid of AI?
MV: Humankind will always follow its own route with new dis-
coveries and societal goals. So research and development
will inevitably proceed towards machines becoming more
intelligent, which brings enormous potential benefits. The
challenge and opportunity is to make good use of the AI tech-
nology. The good news, as Herbert Simon said, is that we
are not spectators, but actors in the future of technology.
ABB Annual Report 2015 | Artificial intelligence 17
Solar-powered flight
ABB’s innovation and technology
alliance with Solar Impulse
2015 saw ABB take to the skies as a partner of Solar Impulse,
a project to fly around the world using only the sun’s rays.
ABB and Solar Impulse are perfect partners, sharing the goal
of addressing the world’s energy challenges through
ground-breaking technological innovation.
– the longest ever solo flight at 117 hours and 51 minutes –
was an epic feat of human endurance and pioneering spirit.
The next stage of the round-the-world mission is expected to
begin in April 2016.
Three ABB engineers were embedded in the project. Nicolas
Loretan and Stevan Marinkovic joined the electrical and
propulsion team, helping to extract the maximum amount
of power from the solar cells. Tamara Tursijan worked on
upgrades to the mobile hangar.
In 2015, the plane flew from Abu Dhabi to Hawaii, breaking
several records along the way. The last leg over the Pacific
As with any pioneering project, there were setbacks and unex-
pected challenges. The mark of pioneers is how they manage
the unforeseeable, and the Solar Impulse team displayed the
tenacity and unwavering passion demanded by a project that
seeks to extend the boundaries of human experience. ABB
remains committed to Solar Impulse and to the promise it holds
for a future in which it is possible to decouple economic
growth from energy consumption and environmental pollution
– to run the world without consuming the earth.
18 Alliance with Solar Impulse | ABB Annual Report 2015
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“Innovation is a way of inspiring people”
“A dream job! How else can I describe
what I’ve been doing with Solar
Impulse?
where André Borschberg completed his
record-breaking flight over the Pacific.
At a time when climate change is on
everyone’s lips, Solar Impulse has
shown that innovation is a way of
inspiring people about technology
that can solve the problem.
And I’m proud that ABB will continue to
play a big role in this adventure.”
Tamara Tursijan,
ABB engineer
I’ve had the privilege of being part of the
ground crew that followed the plane
around the world. I was in charge of
the mobile hangar control system and
helped in many other tasks at each
stop. This plane, the only one of its kind,
has successfully demonstrated the po-
tential of a whole range of cutting-edge
technologies, from its ultralight carbon
fiber frame through to its super-efficient
electrical systems.
But the real breakthrough is the way Solar
Impulse has captured the imagination of
millions. In India I saw thousands queuing
up to get a glimpse of the plane, and large
numbers came to the airfield in Hawaii
ABB Annual Report 2015 | Alliance with Solar Impulse 19
As of January 1, 2016
Executive Committee
Jean-Christophe Deslarzes
Chief Human Resources Officer
Pekka Tiitinen
Discrete Automation and Motion division
Tarak Mehta
Electrification Products division
Peter Terwiesch
Process Automation division
Frank Duggan
Asia, Middle East and Africa (AMEA) region
Bernhard Jucker
Europe region
Ulrich Spiesshofer
Chief Executive Officer
Claudio Facchin
Power Grids division
Diane de Saint Victor
General Counsel
Greg Scheu
Americas region
Eric Elzvik
Chief Financial Officer
20 Executive Committee | ABB Annual Report 2015
As of January 1, 2016
Regional and country managers
AMERICAS Greg Scheu
Argentina Christian Newton
Bolívia Christian Newton
Brazil Rafael Paniagua
Canada Nathalie Pilon
Central America & Caribbean Blas Gonzalez
Chile Marcelo Schumacker
Colombia Ramon Monras
Ecuador Ramon Monras
Mexico Pierre Comptdaer
Peru Vicente Magana
United States (including US Virgin Islands)
Greg Scheu
Uruguay Christian Newton
Venezuela Ramon Monras
EUROPE Bernhard Jucker
Austria Franz Chalupecky
Azerbaijan Rustam Gasimov
Balkans Zeljko Struglin
Benelux Alfons Goos
Bulgaria Ekkehard Neureither
Cyprus Apostolos Petropoulos
Czech Republic Tania Vainio
Denmark Claus Madsen
Estonia, Latvia, Lithuania Bo Henriksson
Finland Tauno Heinola
France Jacques Mulbert
Georgia Zaza Bakhia
Germany Hans-Georg Krabbe
Greece Apostolos Petropoulos
Hungary Tanja Vainio
Ireland Tom O’Reilly
Israel Ronen Aharon
Italy Mario Corsi
Kazakhstan and Central Asia
Artur Czerniejewski
Norway Steffen Waal
Poland Pawel Lojszczyk
Portugal Miguel Pernes
Romania Tomasz Wolanowski
Russian Federation Anatoliy Popov
Slovakia Marcel van der Hoek
Slovenia Franz Chalupecky
Spain Carlos Marcos
Sweden Johan Soderstrom
Switzerland Remo Luetolf
Turkey Sami Sevinc
Ukraine Dmytro Zhdanov
United Kingdom Ian Funnell
AMEA Frank Duggan
Algeria Tarek Elgani
Angola Celestino Bravo
Australia Axel Kuhr
Bahrain Brian Hull
Bangladesh Joy-Rajarshi Banerjee
Botswana Gift Nkwe
Cameroon Magloire Elogne
Central Africa Naji Jreijiri
China Chunyuan Gu
Congo Thryphon Mungono
Côte d’Ivoire Magloire Elogne
Gambia Magloire Elogne
Ghana Hesham Tehemer
Egypt Naji Jreijiri
India Sanjeev Sharma
Indonesia Richard Ledgard
Japan Tony Zeitoun
Jordan Loay Dajani
Kenya Samuel Chiira
Korea Min-Kyu Choi
Kuwait Paul Dennis
Laos Chaiyot Piyawannarat
Lebanon Naji Jreijiri
Madagascar Ajay Vij
Malaysia Jukka Poutanen
Mauritius Ajay Vij
Morocco Khaled Torbey
Mozambique Paulo David
Myanmar Chaiyot Piyawannarat
Namibia Hagen Seiler
New Caledonia Axel Kuhr
New Zealand Ewan Morris
Nigeria Mohamed Hosseiny
Oman Brian Hull
Pakistan Najeeb Ahmad
Papua New Guinea Axel Kuhr
Philippines John Fyfe
Qatar Mostafa Al Guezeri
Saudi Arabia Mohammed Masri
Senegal Issa Guisse
Singapore Johan DeVilliers
Southern Africa Leon Viljoen
Sri Lanka Dusyantha Rupasinha
Taiwan Kayee Ding
Tanzania Michael Otonya
Thailand Chaiyot Piyawannarat
Tunisia Khaled Torbey
Uganda Emmanuel Lagu
United Arab Emirates Frank Duggan
Vietnam Axel Kalt
Zambia Russell Harawa
Zimbabwe Charles Shamu
ABB Annual Report 2015 | Regional and country managers 21
Paul – Product Management, Xiamen, China
“My team and I are always on the lookout for new ideas
and applications for home and industry…. If one of us can
conceptualize or design a product to improve some part
of our lives, then it can probably be realized.”
22 Corporate governance report | ABB Annual Report 2015
Corporate governance report
Contents
24 Principles
25 Group structure and shareholders
28 Capital structure
29 Shareholders’ participation
31 Board of Directors
34 Executive Committee
37 Business relationships
37 Employee participation programs
37 Duty to make a public tender offer
38 Auditors
38 Information policy
39 Further information on corporate governance
ABB Annual Report 2015 | Corporate governance report 23
1. Principles
1.1 General principles
ABB is committed to the highest international standards of
corporate governance, and supports the general principles as
set forth in the Swiss Code of Best Practice for Corporate
Governance, as well as those of the capital markets where its
shares are listed and traded.
In addition to the provisions of the Swiss Code of Obliga
tions, ABB’s key principles and rules on corporate gover
nance are laid down in ABB’s Articles of Incorporation, the
ABB Ltd Board Regulations & Corporate Governance Guide
lines (which includes the regulations of ABB’s Board commit
tees and the ABB Ltd Related Party Transaction Policy), and
the ABB Code of Conduct and the Addendum to the ABB
Code of Conduct for Members of the Board of Directors and
the Executive Committee (EC). It is the duty of ABB’s Board
of Directors (the Board) to review and amend or propose
amendments to those documents from time to time to reflect
the most recent developments and practices, as well as to
ensure compliance with applicable laws and regulations.
This section of the Annual Report is based on the Direc
tive on Information Relating to Corporate Governance pub
lished by the SIX Swiss Exchange. Where an item listed in the
directive is not addressed in this report, it is either inapplica
ble to or immaterial for ABB.
According to the New York Stock Exchange’s corporate
governance standards (the Standards), ABB is required to
disclose significant ways in which its corporate governance
practices differ from the Standards. ABB has reviewed the
Standards and concluded that its corporate governance prac
tices are generally consistent with the Standards, with the fol
lowing significant exceptions:
— Swiss law requires that the external auditors be elected by
the shareholders at the Annual General Meeting rather
than by the audit committee or the board of directors.
— The Standards require that all equity compensation plans
and material revisions thereto be approved by the share
holders. Consistent with Swiss law such matters are de
cided by our Board. However, the shareholders decide
about the creation of new share capital that can be used in
connection with equity compensation plans.
— Swiss law requires that the members of the compensation
committee are elected by the shareholders rather than
appointed by our Board.
— Swiss law requires shareholders to approve the maximum
aggregate Board compensation and the maximum aggre
gate Executive Committee compensation.
1.2 Duties of directors and officers
The directors and officers of a Swiss corporation are bound,
as specified in the Swiss Code of Obligations, to perform their
duties with all due care, to safeguard the interests of the cor
poration in good faith and to extend equal treatment to share
holders in like circumstances.
The Swiss Code of Obligations does not specify what stan
dard of due care is required of the directors of a corporate
board. However, it is generally held by Swiss legal scholars
and jurisprudence that the directors must have the requisite
capability and skill to fulfill their function, and must devote the
necessary time to the discharge of their duties. Moreover,
the directors must exercise all due care that a prudent and
diligent director would have taken in like circumstances. Fi
nally, the directors are required to take actions in the best in
terests of the corporation and may not take any actions that
may be harmful to the corporation.
Exercise of powers
Directors, as well as other persons authorized to act on behalf
of a Swiss corporation, may perform all legal acts on behalf
of the corporation which the business purpose, as set forth in
the articles of incorporation of the corporation, may entail.
Pursuant to court practice, such directors and officers can take
any action that is not explicitly excluded by the business pur
pose of the corporation. In so doing, however, the directors
and officers must still pursue the duty of due care and the duty
of loyalty described above and must extend equal treatment
to the corporation’s shareholders in like circumstances. ABB’s
Articles of Incorporation do not contain provisions concerning
a director’s power, in the absence of an independent quorum,
to vote on the compensation to each director; however, the
maximum aggregate compensation of the directors for each
term of office is subject to shareholder approval.
Conflicts of interest
Swiss law does not have a general provision on conflicts of
interest and our Articles of Incorporation do not limit our
directors’ power to vote on a proposal, arrangement or con
tract in which the director or officer is materially interested.
However, the Swiss Code of Obligations requires
directors and officers to safeguard the interests of the corpo
ration and, in this connection, imposes a duty of care and
loyalty on directors and officers. This rule is generally under
stood and so recommended by the Swiss Code of Best Prac
tice for Corporate Governance as disqualifying directors and
officers from participating in decisions, other than in the share
holders’ meeting, that directly affect them.
24 Corporate governance report | ABB Annual Report 2015
Confidentiality
Confidential information obtained by directors and officers
of a Swiss corporation acting in such capacity must be kept
confidential during and after their term of office.
2. Group structure and
shareholders
Sanctions
If directors and officers transact business on behalf of the
corporation with bona fide third parties in violation of their
statutory duties, the transaction is nevertheless valid, as long
as it is not explicitly excluded by the corporation’s business
purpose as set forth in its articles of incorporation. Directors
and officers acting in violation of their statutory duties
– whether transacting business with bona fide third parties or
performing any other acts on behalf of the company – may,
however, become liable to the corporation, its shareholders
and its creditors for damages. The liability is joint and several,
but the courts may apportion the liability among the directors
and officers in accordance with their degree of culpability.
In addition, Swiss law contains a provision under which
payments made to a shareholder or a director or any per
son(s) associated therewith, other than at arm’s length, must
be repaid to the company if the shareholder or director or
any person associated therewith was acting in bad faith.
If the board of directors has lawfully delegated the power
to carry out day to day management to a different corporate
body, e.g., the executive committee, it is not liable for the acts
of the members of that different corporate body. Instead, the
directors can be held liable only for their failure to properly
select, instruct and supervise the members of that different
corporate body.
2.1 Group structure
ABB Ltd, Switzerland, is the ultimate parent company of the
ABB Group, which at December 31, 2015, principally com
prised approximately 320 consolidated operating and holding
subsidiaries worldwide. ABB Ltd’s shares are listed on the SIX
Swiss Exchange, the NASDAQ OMX Stockholm Exchange
and the New York Stock Exchange (where its shares are
traded in the form of American depositary shares (ADS) –
each ADS representing one registered ABB share). On De
cember 31, 2015, ABB Ltd had a market capitalization of
CHF 39 billion.
The only consolidated subsidiary in the ABB Group with
listed shares is ABB India Limited, Bangalore, India, which is
listed on the BSE Ltd. (Bombay Stock Exchange) and the Na
tional Stock Exchange of India. On December 31, 2015, ABB
Ltd, Switzerland, directly or indirectly owned 75 percent of
ABB India Limited, Bangalore, India, which at that time had
a market capitalization of INR 237 billion.
Stock exchange listings (At December 31, 2015)
Stock exchange
SIX Swiss Exchange
Security
ABB Ltd, Zurich, share
ABB Ltd, Zurich, share buyback
SIX Swiss Exchange
(second trading line)
NASDAQ OMX Stockholm Exchange
ABB Ltd, Zurich, share
New York Stock Exchange
ABB Ltd, Zurich, ADS
BSE Ltd. (Bombay Stock Exchange)
ABB India Limited, Bangalore, share
National Stock Exchange of India
ABB India Limited, Bangalore, share
*
also called Scrip ID
Ticker symbol
ISIN code
ABBN
ABBNE
ABB
ABB
ABB*
ABB
CH0012221716
CH0253301128
CH0012221716
US0003752047
INE117A01022
INE117A01022
ABB Annual Report 2015 | Corporate governance report 25
The following table sets forth, as of December 31, 2015, the name, place of incorporation, ownership interest and share capital
of the significant direct and indirect subsidiaries of ABB Ltd, Switzerland:
ABB Ltd’s significant subsidiaries
Company name/location
SARPI Société Algérienne pour la réalisation de projets industriels, Alger
ABB S.A., Buenos Aires
ABB Australia Pty Limited, Moorebank, NSW
ABB Group Investment Management Pty. Ltd., Moorebank, NSW
ABB N.V., Zaventem
ABB Ltda., Osasco
ABB Bulgaria EOOD, Sofia
ABB Canada Holding Limited Partnership, SaintLaurent, Quebec
ABB Inc., Saint Laurent, Quebec
Thomas & Betts Limited, Saint Jean sur Richelieu, Quebec
ABB S.A., Santiago
ABB Beijing Drive Systems Co. Ltd., Beijing
ABB (China) Ltd., Beijing
ABB Engineering (Shanghai) Ltd., Shanghai
ABB High Voltage Switchgear Co. Ltd., Beijing
ABB Xiamen Low Voltage Equipment Co. Ltd., Xiamen
ABB Xiamen Switchgear Co. Ltd., Xiamen
ABB Xinhui Low Voltage Switchgear Co. Ltd., Xinhui
ABB s.r.o., Prague
ABB A/S, Skovlunde
ABB for Electrical Industries (ABB ARAB) S.A.E., Cairo
Asea Brown Boveri S.A.E., Cairo
ABB AS, Jüri
ABB Oy, Helsinki
ABB France , Cergy Pontoise
ABB S.A., Cergy Pontoise
ABB Automation GmbH, Mannheim
ABB Automation Products GmbH, Ladenburg
ABB Beteiligungs und Verwaltungsges. mbH, Mannheim
ABB Stotz Kontakt GmbH, Heidelberg
BuschJaeger Elektro GmbH, Lüdenscheid
ABB Holding Ltd., Hong Kong
ABB (Hong Kong) Ltd., Hong Kong
ABB Global Industries and Services Private Limited, Bangalore
ABB India Limited, Bangalore
ABB S.p.A., Milan
ABB K.K., Tokyo
ABB Ltd., Seoul
ABB Holdings Sdn. Bhd., Subang Jaya
ABB Malaysia Sdn. Bhd., Subang Jaya
ABB Mexico S.A. de C.V., San Luis Potosi SLP
Asea Brown Boveri S.A. de C.V., San Luis Potosi SLP
ABB B.V., Rotterdam
ABB Capital B.V., Rotterdam
ABB Finance B.V., Rotterdam
26 Corporate governance report | ABB Annual Report 2015
Country
Algeria
Argentina
Australia
Australia
Belgium
Brazil
Bulgaria
Canada
Canada
Canada
Chile
China
China
China
China
China
China
China
Czech Republic
Denmark
Egypt
Egypt
Estonia
Finland
France
France
Germany
Germany
Germany
Germany
Germany
Hong Kong
Hong Kong
India
India
Italy
Japan
Korea, Republic of
Malaysia
Malaysia
Mexico
Mexico
Netherlands
Netherlands
Netherlands
ABB interest
Share capital in
%
thousands
Currency
50.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
90.00
100.00
100.00
60.00
100.00
64.30
90.00
100.00
100.00
100.00
100.00
100.00
100.00
99.83
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
75.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
814,500
278,860
131,218
355,312
13,290
994,708
65,110
–
– (1)
– (1)
4,741,936
5,000
310,000
40,000
11,400
15,800
23,500
6,200
400,000
100,000
353,479
116,000
1,663
10,003
25,778
45,921
15,000
10,620
61,355
7,500
1,535
27,887
20,000
608,930
423,817
110,000
1,000,000
18,670,000
4,490
3,500
633,368
667,686
9,200
1,000
20
DZD
ARS
AUD
AUD
EUR
BRL
BGN
CAD
CAD
CAD
CLP
USD
USD
USD
USD
USD
USD
USD
CZK
DKK
EGP
USD
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
HKD
HKD
INR
INR
EUR
JPY
KRW
MYR
MYR
MXN
MXN
EUR
USD
EUR
ABB Ltd’s significant subsidiaries (continued)
Company name/location
ABB Holdings B.V., Rotterdam
ABB Investments B.V., Rotterdam
Thomas & Betts Netherlands B.V., Barendrecht
ABB AS, Billingstad
ABB Holding AS, Billingstad
ABB Sp. z o.o., Warsaw
ABB Ltd., Moscow
ABB Contracting Company Ltd., Riyadh
ABB Electrical Industries Ltd., Riyadh
ABB Holdings Pte. Ltd., Singapore
ABB Pte. Ltd., Singapore
ABB Holdings (Pty) Ltd., Longmeadow
ABB South Africa (Pty) Ltd., Longmeadow
Asea Brown Boveri S.A., Madrid
ABB AB, Västerås
ABB Norden Holding AB, Västerås
ABB Asea Brown Boveri Ltd, Zurich
ABB Information Systems Ltd., Zurich
ABB Investment Holding GmbH, Zurich
ABB Management Services Ltd., Zurich
ABB Schweiz AG, Baden
ABB Turbo Systems AG, Baden
ABB LIMITED, Bangkok
ABB Elektrik Sanayi A.S., Istanbul
ABB Industries (L.L.C.), Dubai
ABB Holdings Limited, Warrington
ABB Limited, Warrington
ABB Finance (USA) Inc., Delaware
ABB Holdings Inc., Cary, NC
ABB Inc., Cary, NC
ABB Treasury Center (USA), Inc., Wilmington, Delaware
Baldor Electric Company, Fort Smith, AR
Edison Holding Corporation, Delaware
PowerOne Renewable Energy Solutions LLC, Delaware
Thomas & Betts Corporation, Knoxville, TN
Verdi Holding Corporation, Delaware
(1)
(2)
Shares without par value.
Company consolidated as ABB exercises full management control.
ABB’s operational group structure is described in the “Finan
cial review of ABB Group” section of this Annual Report under
“Operating and financial review and prospects – Organiza
tional structure”.
Country
Netherlands
Netherlands
Netherlands
Norway
Norway
Poland
Russian Federation
Saudi Arabia
Saudi Arabia
Singapore
Singapore
South Africa
South Africa
Spain
Sweden
Sweden
Switzerland
Switzerland
Switzerland
Switzerland
Switzerland
Switzerland
Thailand
Turkey
United Arab Emirates
United Kingdom
United Kingdom
United States
United States
United States
United States
United States
United States
United States
United States
United States
ABB interest
Share capital in
%
thousands
Currency
100.00
100.00
100.00
100.00
100.00
99.92
100.00
65.00
65.00
100.00
100.00
100.00
74.91
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.95
49.00 (2)
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
119
100
227
250,000
240,000
350,656
5,686
40,000
168,750
32,797
28,842
4,050
1
33,318
400,000
2,344,783
2,768,000
500
92,054
571
55,000
10,000
1,034,000
13,410
5,000
226,014
120,000
1
2
1
1
–
10
–
1
–
EUR
EUR
EUR
NOK
NOK
PLN
RUB
SAR
SAR
SGD
SGD
ZAR
ZAR
EUR
SEK
SEK
CHF
CHF
CHF
CHF
CHF
CHF
THB
TRY
AED
GBP
GBP
USD
USD
USD
USD
USD
USD
USD
USD
USD
2.2 Significant shareholders
Investor AB, Sweden, held 232,165,142 ABB shares as of
December 31, 2015. This holding represents approximately
10.03 percent of ABB’s total share capital and voting rights as
registered in the Commercial Register on that date. The num
ber of shares held by Investor AB does not include shares held
by Mr. Jacob Wallenberg, the chairman of Investor AB and a
director of ABB, in his individual capacity.
ABB Annual Report 2015 | Corporate governance report 27
Cevian Capital II GP Limited, Channel Islands, disclosed
that as per July 24, 2015, on behalf of its general partners, it
held 119,377,120 ABB shares. This holding represents approxi
mately 5.2 percent of ABB’s total share capital and voting rights
as registered in the Commercial Register on December 31, 2015.
BlackRock Inc., New York, U.S., disclosed that as per
July 25, 2011, it, together with its direct and indirect subsid
iaries, held 69,702,100 ABB shares. This holding represents
3.0 percent of ABB’s total share capital and voting rights as
registered in the Commercial Register on December 31, 2015.
To the best of ABB’s knowledge, no other shareholder held
3 percent or more of ABB’s total share capital and voting
rights as registered in the Commercial Register on December
31, 2015.
Under ABB’s Articles of Incorporation, each registered
share represents one vote. Significant shareholders do not
have different voting rights.
To our knowledge, we are not directly or indirectly owned
or controlled by any government or by any other corporation
or person.
3. Capital structure
3.1 Ordinary share capital
On December 31, 2015, ABB’s ordinary share capital (includ
ing treasury shares) as registered with the Commercial Regis
ter amounted to CHF 1,990,679,207.04, divided into
2,314,743,264 fully paid registered shares with a par value of
CHF 0.86 per share.
3.2 Changes to the ordinary
share capital
In 2015, ABB paid a portion of its dividend relating to the year
2014 by way of a nominal value reduction in the par value of
its shares from CHF 1.03 to CHF 0.86. Corresponding adjust
ments were made to the par value of ABB’s contingent and
authorized shares. Except as described above, there were no
changes to ABB’s ordinary share capital during 2015, 2014
and 2013.
3.3 Contingent share capital
At December 31, 2015, ABB’s share capital may be increased
by an amount not to exceed CHF 172,000,000 through the
issuance of up to 200,000,000 fully paid registered shares
with a par value of CHF 0.86 per share through the exercise
28 Corporate governance report | ABB Annual Report 2015
of conversion rights and/or warrants granted in connection
with the issuance on national or international capital markets
of newly or already issued bonds or other financial market
instruments.
At December 31, 2015, ABB’s share capital may be in
creased by an amount not to exceed CHF 8,600,000 through
the issuance of up to 10,000,000 fully paid registered shares
with a par value of CHF 0.86 per share through the exercise
of warrant rights granted to its shareholders. The Board may
grant warrant rights not taken up by shareholders for other
purposes in the interest of ABB.
The pre emptive rights of the shareholders are excluded
in connection with the issuance of convertible or warrant
bearing bonds or other financial market instruments or the
grant of warrant rights. The then current owners of conversion
rights and/or warrants will be entitled to subscribe for new
shares. The conditions of the conversion rights and/or war
rants will be determined by the Board.
The acquisition of shares through the exercise of warrants
and each subsequent transfer of the shares will be subject to
the restrictions of ABB’s Articles of Incorporation (see “Limita
tions on transferability of shares and nominee registration” in
section 4.2 below).
In connection with the issuance of convertible or war
rantbearing bonds or other financial market instruments, the
Board is authorized to restrict or deny the advance subscrip
tion rights of shareholders if such bonds or other financial
market instruments are for the purpose of financing or refi
nancing the acquisition of an enterprise, parts of an enter
prise, participations or new investments or an issuance on
national or international capital markets. If the Board denies
advance subscription rights, the convertible or warrant bearing
bonds or other financial market instruments will be issued at
the relevant market conditions and the new shares will be is
sued pursuant to the relevant market conditions taking into
account the share price and/or other comparable instruments
having a market price. Conversion rights may be exercised
during a maximum ten year period, and warrants may be ex
ercised during a maximum seven year period, in each case
from the date of the respective issuance. The advance sub
scription rights of the shareholders may be granted indirectly.
At December 31, 2015, ABB’s share capital may be in
creased by an amount not to exceed CHF 80,873,368 through
the issuance of up to 94,038,800 fully paid shares with a par
value of CHF 0.86 per share to employees. The pre emptive and
advance subscription rights of ABB’s shareholders are ex
cluded. The shares or rights to subscribe for shares will be is
sued to employees pursuant to one or more regulations to be
issued by the Board, taking into account performance, func
tions, level of responsibility and profitability criteria. ABB may
issue shares or subscription rights to employees at a price lower
than that quoted on a stock exchange. The acquisition of shares
within the context of employee share ownership and each sub
sequent transfer of the shares will be subject to the restrictions
of ABB’s Articles of Incorporation (see “Limitations on transfer
ability of shares and nominee registration” in section 4.2 below).
4. Shareholders’
participation
3.4 Authorized share capital
At December 31, 2015, ABB had an authorized share capital
in the amount of up to CHF 172,000,000 through the issuance
of up to 200,000,000 fully paid registered shares with a par
value of CHF 0.86 each, which is valid through April 29, 2017.
The Board is authorized to determine the date of issue of new
shares, the issue price, the type of payment, the conditions
for the exercise of pre emptive rights and the beginning date
for dividend entitlement. In this regard, the Board may issue
new shares by means of a firm underwriting through a banking
institution, a syndicate or another third party with a subse
quent offer of these shares to the shareholders. The Board
may permit pre emptive rights that have not been exercised
by shareholders to expire or it may place these rights and/or
shares as to which preemptive rights have been granted
but not exercised at market conditions or use them for other
purposes in the interest of the company. Furthermore, the
Board is authorized to restrict or deny the preemptive rights
of shareholders and allocate such rights to third parties if the
shares are used (1) for the acquisition of an enterprise, parts
of an enterprise, or participations, or for new investments,
or in case of a share placement, for the financing or refinanc
ing of such transactions; or (2) for the purpose of broadening
the shareholder constituency in connection with a listing
of shares on domestic or foreign stock exchanges. The sub
scription and the acquisition of the new shares, as well as
each subsequent transfer of the shares, will be subject to the
restrictions of ABB’s Articles of Incorporation.
3.5 Convertible bonds and options
ABB does not have any bonds outstanding that are convert
ible into ABB shares. For information about options on shares
issued by ABB, please refer to “Note 19 Stockholders’ equity”
to ABB’s Consolidated Financial Statements contained in the
“Financial review of the ABB Group” section of this Annual
Report.
4.1 Shareholders’ voting rights
ABB has one class of shares and each registered share car
ries one vote at the general meeting. Voting rights may be ex
ercised only after a shareholder has been registered in the
share register of ABB as a shareholder with the right to vote,
or with Euroclear Sweden AB (Euroclear), which maintains
a subregister of the share register of ABB.
A shareholder may be represented at the Annual General
Meeting by its legal representative, by another shareholder
with the right to vote or the independent proxy elected by the
shareholders (unabhängiger Stimmrechtsvertreter). All shares
held by one shareholder may be represented by one repre
sentative only.
For practical reasons shareholders must be registered in
the share register no later than 6 business days before the
general meeting in order to be entitled to vote. Except for the
cases described under section 4.2 below, there are no voting
rights restrictions limiting ABB’s shareholders’ rights.
4.2 Limitations on transferability of
shares and nominee registration
ABB may decline a registration with voting rights if a share
holder does not declare that it has acquired the shares in
its own name and for its own account. If the shareholder re
fuses to make such declaration, it will be registered as a
shareholder without voting rights.
A person failing to expressly declare in its registration /
application that it holds the shares for its own account
(a nominee), will be entered in the share register with voting
rights, provided that such nominee has entered into an
agreement with ABB concerning its status, and further pro
vided that the nominee is subject to recognized bank or
financial market supervision. In special cases the Board may
grant exemptions. There were no exemptions granted in 2015.
The limitation on the transferability of shares may be re
moved by an amendment of ABB’s Articles of Incorporation
by a shareholders’ resolution requiring two thirds of the votes
represented at the meeting.
ABB Annual Report 2015 | Corporate governance report 29
4.3 Shareholders’ dividend rights
4.4 General meeting
The unconsolidated statutory financial statements of ABB Ltd
are prepared in accordance with Swiss law. Based on these
financial statements, dividends may be paid only if ABB Ltd
has sufficient distributable profits from previous years or suffi
cient free reserves to allow the distribution of a dividend. Swiss
law requires that ABB Ltd retain at least 5 percent of its an
nual net profits as legal reserves until these reserves amount
to at least 20 percent of ABB Ltd’s share capital. Any net
profits remaining in excess of those reserves are at the dis
posal of the shareholders’ meeting.
Under Swiss law, ABB Ltd may only pay out a dividend if
it has been proposed by a shareholder or the Board of Direc
tors of ABB Ltd and approved at a general meeting of share
holders, and the auditors confirm that the dividend conforms
to statutory law and ABB Ltd’s Articles of Incorporation. In
practice, the shareholders’ meeting usually approves dividends
as proposed by the Board of Directors, if the Board of Direc
tors’ proposal is confirmed by the statutory auditors as com
pliant with Swiss law and ABB’s Articles of Incorporation.
Dividends are usually due and payable no earlier than two
trading days after the shareholders’ resolution and the ex date
for dividends is normally two trading days after the sharehold
ers’ resolution approving the dividend. Dividends are paid out
to the holders that are registered on the record date. Euro
clear administers the payment of those shares registered with
it. Under Swiss law, dividends not collected within five years
after the due date accrue to ABB Ltd and are allocated to its
other reserves. As ABB Ltd pays cash dividends, if any, in
Swiss francs (subject to the exception for certain sharehold
ers in Sweden described below), exchange rate fluctuations
will affect the U.S. dollar amounts received by holders of ADSs
upon conversion of those cash dividends by Citibank, N.A.,
the depositary, in accordance with the Amended and Restated
Deposit Agreement dated May 7, 2001.
For shareholders who are residents of Sweden, ABB has
established a dividend access facility (for up to 600,004,716
shares). With respect to any annual dividend payment for
which this facility is made available, shareholders who register
with Euroclear may elect to receive the dividend from ABB
Norden Holding AB in Swedish krona (in an amount equiva
lent to the dividend paid in Swiss francs) without deduction
of Swiss withholding tax. For further information on the divi
dend access facility, see ABB Ltd’s Articles of Incorporation,
a copy of which can be found at www.abb.com/about/corpo
rategovernance
Shareholders’ resolutions at general meetings are approved
with an absolute majority of the votes represented at the
meeting, except for those matters described in article 704 of
the Swiss Code of Obligations and for resolutions with re
spect to restrictions on the exercise of the right to vote and
the removal of such restrictions, which all require the approval
of two thirds of the votes represented at the meeting.
At December 31, 2015, shareholders representing shares
of a par value totaling at least CHF 344,000 may request items
to be included in the agenda of a general meeting. Any such
request must be made in writing at least 40 days prior to the
date of the general meeting and specify the items and the
motions of such shareholder(s).
ABB’s Articles of Incorporation do not contain provisions
on the convocation of the general meeting of shareholders
that differ from the applicable legal provisions.
4.5 Compensation principles and
“say on pay”
Compensation for the members of the Board consists of fixed
compensation and for members of the EC consists of fixed
and variable compensation. Compensation may be paid in the
form of cash, shares or other types of benefits and for the EC
also in the form of share based instruments or units. The Board,
or, to the extent delegated to it, the Compensation Committee,
shall determine grant, vesting, exercise and forfeiture condi
tions relating to share based instruments or units. Additional
details on “ABB’s General Compensation Principles” can be
found in Article 33 of ABB’s Articles of Incorporation and in
formation about their implementation can be found in the
Compensation report contained in this Annual Report.
Shareholders must approve the maximum aggregate
amount of compensation for the Board for the following Board
term and for the EC for the following financial year. If the ap
proved compensation is not sufficient to cover new EC mem
bers or newly promoted EC members following the approval,
then up to 30% of the last approved maximum aggregate EC
compensation shall be available for payment as a supplemen
tary amount for such new members or such newly promoted
members. Additional details on ABB’s “Approval of Compen
sation by the General Meeting of Shareholders” and “Supple
mentary Amount for Changes to the Executive Committee”
can be found respectively in Articles 34 and 35 of ABB’s Arti
cles of Incorporation.
30 Corporate governance report | ABB Annual Report 2015
4.6 Mandates for Board and EC
members outside of ABB
Additional details are set forth in the ABB Ltd Board Reg
ulations & Corporate Governance Guidelines which can be
found at www.abb.com/about/corporategovernance
No member of the Board may hold more than ten additional
mandates of which no more than four may be in listed compa
nies. No member of the EC may hold more than five mandates
of which no more than one may be in a listed company. Cer
tain types of mandates, such as those in our subsidiaries and
those in non profit and charitable institutions, are not subject
to those limits. Additional details on “Mandates Outside the
Group” can be found in Article 38 of ABB’s Articles of Incor
poration.
4.7 Credits to Board and EC members
ABB’s Articles of Incorporation prohibit the Company from
granting credits to a member of the Board or to a member
of the EC.
5. Board of Directors
5.1 Responsibilities and organization
The Board defines the ultimate direction of the business of
ABB and issues the necessary instructions. It determines the
organization of the ABB Group and appoints, removes and
supervises the persons entrusted with the management and
representation of ABB.
The internal organizational structure and the definition of
the areas of responsibility of the Board, as well as the infor
mation and control instruments vis à vis the Executive Com
mittee, are set forth in the ABB Ltd Board Regulations & Cor
porate Governance Guidelines, a copy of which can be found
at www.abb.com/about/corporategovernance
The Board meets as frequently as needed but at least
four times per annual Board term. Board meetings are con
vened by the chairman or upon request by a director or the
chief executive officer (CEO). Documentation covering the
various items of the agenda for each Board meeting is sent
out in advance to each Board member in order to allow
each member time to study the covered matters prior to the
meetings. Decisions made at the Board meetings are re
corded in written minutes of the meetings.
The CEO shall regularly, and whenever extraordinary cir
cumstances so require, report to the Board about ABB’s
overall business and affairs. Further, Board members are enti
tled to information concerning ABB’s business and affairs.
5.2 Term and members
The members of the Board are elected individually at
the annual general meeting of the shareholders for
a term of one year; reelection is possible. Our Articles
of Incorporation, a copy of which can be found at
www.abb.com/about/corporategovernance, do not
provide for the retirement of directors based on their age.
However, an age limit for members of the Board is set
forth in the ABB Ltd Board Regulations & Corporate Gover
nance Guidelines (although waivers are possible and
subject to Board discretion), a copy of which can be found
at www.abb.com/about/corporategovernance
As at December 31, 2015, the members of the Board (Board
term April 2015 to April 2016) were:
Peter R. Voser
Mr. Voser has been a member and chair
man of ABB’s Board of Directors since
April 2015. He is a member of the boards
of directors of Roche Holdings Ltd (Swit
zerland), IBM Corporation (U.S.) and Te
masek Holdings (Private) Limited (Singa
pore). He was formerly the chief
executive officer of Royal Dutch Shell plc
(The Netherlands). Mr. Voser was born in
1958 and is a Swiss citizen.
Jacob Wallenberg
Mr. Wallenberg has been a member of
ABB’s Board of Directors since June
1999 and ViceChairman since April
2015. He is the chairman of the board of
Investor AB (Sweden). He is vice chair
man of the boards of Telefonaktiebolaget
LM Ericsson AB and SAS AB (both Swe
den). He is also a member of the boards
of directors of the Knut and Alice Wallen
berg Foundation and the Stockholm
School of Economics (Sweden) and the
Swedish Swiss Chamber of Commerce
(Switzerland). Mr. Wallenberg was born
in 1956 and is a Swedish citizen.
ABB Annual Report 2015 | Corporate governance report 31
Michel de Rosen
Mr. de Rosen has been a member of ABB’s
Board of Directors since March 2002. He
is the chief executive officer of and (until
March 1, 2016) chairman of the board of
Eutelsat Communications (France). He is
also a member of the board of directors
of Pharnext SAS (France). Mr. de Rosen
was born in 1951 and is a French citizen.
Ying Yeh
Ms. Yeh has been a member of ABB’s
Board of Directors since April 2011. She
is a member of the boards of directors
of InterContinental Hotels Group (U.K.)
and Samsonite International S.A. (Lux
embourg). Ms. Yeh was born in 1948 and
is a Chinese citizen.
As of December 31, 2015, all Board members were non
executive and independent directors (see also section 7 be
low), and none of ABB’s Board members held any official
functions or political posts. Further information on ABB’s
Board members can be found by clicking on the ABB Board
of Directors CV link which can be found at www.abb.com/
about/corporategovernance
5.3 Board committees
The Board has created three Board committees: the Fi
nance, Audit and Compliance Committee (FACC), the Gover
nance and Nomination Committee (GNC), and the Compensa
tion Committee (CC). The duties and objectives of the Board
committees are set forth in the ABB Ltd Board Regulations
& Corporate Governance Guidelines, a copy of which can be
found at www.abb.com/about/corporategovernance. These
committees assist the Board in its tasks and report regularly
to the Board. The members of the Board committees either
are required to be independent or are elected directly by the
shareholders.
Roger Agnelli
Mr. Agnelli has been a member of ABB’s
Board of Directors since March 2002.
He is the founding partner and chief ex
ecutive officer of AGN Holding (Brazil).
He is the chairman of B&A, a joint ven
ture between BTG Pactual and AGN
Holding (Brazil) and a director of WPP
plc (U.K.). Mr. Agnelli was born in 1959
and is a Brazilian citizen.
Matti Alahuhta
Mr. Alahuhta has been a member of ABB’s
Board of Directors since April 2014. He
is the chairman of the board of Outotec
Corporation and of DevCo Partners (both
Finland). He is also a member of the boards
of directors of KONE Corporation (Fin
land) and Volvo AB (Sweden). He is also
the Chairman of the Confederation of
Finnish Industries (Finland). Mr. Alahuhta
was born in 1952 and is a Finnish citizen.
David Constable
Mr. Constable has been a member of
ABB’s Board of Directors since April 2015.
He is the president and chief executive
officer of and a member of the board of
directors of Sasol Limited (South Africa).
He was formerly the grouppresident of
operations of Fluor Corporation (U.S.)
where he served for more than 29 years
in leadership positions. Mr. Constable was
born in 1961 and is a Canadian citizen.
Louis R. Hughes
Mr. Hughes has been a member of ABB’s
Board of Directors since May 2003. He is
the chairman of the board of InZero Sys
tems (formerly GBS Laboratories LLC)
(U.S.). He is also a member of the super
visory board of Akzo Nobel (The Nether
lands) and a member of the board of
directors of Nokia Corporation (Finland).
Mr. Hughes was born in 1949 and is
a U.S. citizen.
32 Corporate governance report | ABB Annual Report 2015
5.3.1 Finance, Audit and Compliance
Committee
The FACC is responsible for overseeing (1) the integrity of
ABB’s financial statements, (2) ABB’s compliance with legal,
tax and regulatory requirements, (3) the independent auditors’
qualifications and independence, (4) the performance of
ABB’s internal audit function and external auditors, and (5)
ABB’s capital structure, funding requirements and financial
risk and policies.
The FACC must comprise three or more independent di
rectors who have a thorough understanding of finance and
accounting. The chairman of the Board and, upon invitation
by the committee’s chairman, the CEO or other members of
the Executive Committee may participate in the committee
meetings, provided that any potential conflict of interest is
avoided and confidentiality of the discussions is maintained.
In addition, the Chief Integrity Officer, the Head of Internal Au
dit and the external auditors participate in the meetings as
appropriate. As required by the U.S. Securities and Exchange
Commission (SEC) at least one member of the FACC has to
be an audit committee financial expert. The Board has deter
mined that each member of the FACC is an audit committee
financial expert.
As at December 31, 2015, the members of the FACC were:
Louis R. Hughes (chairman)
Roger Agnelli
Matti Alahuhta
5.3.2 Governance and Nomination
Committee
The GNC is responsible for (1) overseeing corporate gover
nance practices within ABB, (2) nominating candidates for the
Board, the role of CEO and other positions on the Executive
Committee, and (3) succession planning and employment
matters relating to the Board and the Executive Committee.
The GNC is also responsible for maintaining an orientation
program for new Board members and an ongoing education
program for existing Board members.
The GNC must comprise three or more independent
directors. The chairman of the Board (unless he is already
a member) and, upon invitation by the committee’s chairman,
the CEO or other members of the Executive Committee
may participate in the committee meetings, provided that any
potential conflict of interest is avoided and confidentiality of
the discussions is maintained.
As at December 31, 2015, the members of the GNC were:
Peter R. Voser (chairman)
Matti Alahuhta
Jacob Wallenberg
5.3.3 Compensation Committee
The CC is responsible for compensation matters relating to
the Board and the Executive Committee.
The CC must comprise three or more directors who are
elected by the shareholders. The chairman of the Board and,
upon invitation by the committee’s chairman, the CEO or
other members of the Executive Committee may participate in
the committee meetings, provided that any potential conflict
of interest is avoided and confidentiality of the discussions is
maintained.
As at December 31, 2015, the members of the CC were:
Michel de Rosen (chairman)
David Constable
Ying Yeh
5.4 Meetings and attendance
The Board and its committees have regularly scheduled
meetings throughout the year. These meetings are supple
mented by additional meetings (either in person or by
conference call), as necessary.
The table below shows the number of meetings held
during 2015 by the Board and its committees, their average
duration, as well as the attendance of the individual Board
members. The Board meetings shown include a strategic
retreat attended by the members of the Board and the
Executive Committee.
ABB Annual Report 2015 | Corporate governance report 33
Board Term 2014-2015
Board Term 2015-2016
Board
Board
2015
Meetings and attendance
Mtg. Conf. Call
FACC
GNC
Average duration (hours)
Number of meetings
Meetings attended:
Hubertus von Grünberg(1)
Peter R. Voser(2)
Jacob Wallenberg
Roger Agnelli
Matti Alahuhta
David Constable(2)
Louis R. Hughes
Michel de Rosen
Michael Treschow(1)
Ying Yeh
8.75
2
2
—
2
2
2
—
2
2
2
2
1.5
1
1
—
1
—
1
—
1
1
1
1
3.5
3
—
—
3
2
—
—
3
—
—
—
3.5
3
3
—
—
—
3
—
—
—
3
—
(1)
(2)
Hubertus von Grünberg and Michael Treschow did not stand for reelection at the April 2015 AGM.
Peter R. Voser and David Constable were elected at the April 2015 AGM.
CC
2
3
—
—
—
—
—
—
—
3
3
3
Mtg. Conf. Call
FACC
GNC
8.75
5
—
5
4
5
5
4
5
5
—
5
1.5
1
—
1
1
1
1
1
1
1
—
1
3.5
3
—
—
—
3
3
—
3
—
—
—
3.5
4
—
4
4
—
4
—
—
—
—
—
CC
2
3
—
—
—
—
—
3
—
3
—
3
6.2 Members of the Executive
Committee
As at December 31, 2015, the members of the Executive
Committee were:
Ulrich Spiesshofer
Mr. Spiesshofer was appointed Chief
Executive Officer in September 2013 and
has been a member of the Executive
Committee since 2005. From January
2010 to September 2013, Mr. Spiess
hofer was Executive Committee member
responsible for the Discrete Automation
and Motion division. He joined ABB in
November 2005, as Executive Commit
tee member responsible for Corporate
Development. From 2002 until he joined
ABB, he was senior partner and global
head of operations practice at Roland
Berger AG (Switzerland). From 1991 to
2002, he held various management po
sitions with A.T. Kearney Ltd. and its affil
iates. Mr. Spiesshofer was born in 1964
and is a German citizen.
5.5 Board compensation
and shareholdings
Information about Board compensation and shareholdings
can be found in the section titled “Compensation and share
ownership tables” of the Compensation report contained in
this Annual Report.
5.6 Secretary to the Board
Diane de Saint Victor is the secretary to the Board.
6. Executive Committee
6.1 Responsibilities and organization
The Board has delegated the executive management of ABB
to the CEO and the other members of the Executive Commit
tee. The CEO and under his direction, the other members of
the Executive Committee are responsible for ABB’s overall
business and affairs and day to day management.
The CEO reports to the Board regularly, and whenever
extraordinary circumstances so require, on the course of
ABB’s business and financial performance and on all organi
zational and personnel matters, transactions and other issues
relevant to the Group.
Each member of the Executive Committee is appointed
and discharged by the Board.
34 Corporate governance report | ABB Annual Report 2015
Eric Elzvik
Mr. Elzvik was appointed Chief Financial
Officer and member of the Executive
Committee in February 2013. From 2010
to 2013, Mr. Elzvik was the Chief Finan
cial Officer of ABB’s Discrete Automa
tion and Motion division. He joined ABB
in 1984 and has held a variety of other
leadership roles in Sweden, Singapore
and Switzerland, including head of Cor
porate Development, and head of Merg
ers & Acquisitions and New Ventures. Mr.
Elzvik was born in 1960 and is a Swiss
and Swedish citizen.
Jean-Christophe Deslarzes
Mr. Deslarzes was appointed Chief Human
Resources Officer and member of the
Executive Committee in November 2013.
In April 2015, he was elected to the
board of directors of the Adecco Group
(Switzerland). From 2010 through 2013,
he was the Chief Human Resources and
Organization Officer of the Carrefour
Group (France). From 2008 to 2010 he
was President and CEO of the Down
stream Aluminum Businesses of Rio
Tinto (Canada). He was Senior Vice Pres
ident Human Resources of Alcan Inc.
(Canada) from 2006–2008 and in addition
he co led the integration of Rio Tinto and
Alcan from 2007 to 2008. From 1994 and
2006, he held various human resources
and management roles with Alcan Inc.
Mr. Deslarzes was born in 1963 and is
a Swiss citizen.
Diane de Saint Victor
Ms. de Saint Victor was appointed General
Counsel, Company Secretary and mem
ber of the Executive Committee in January
2007. In March 2013, she was appointed
as a non executive director of Barclays
plc and Barclays Bank plc (both U.K.).
From 2004 to 2006, she was general
counsel of the Airbus Group (France/
Germany). From 2003 to 2004, she was
general counsel of SCA Hygiene Prod
ucts (Germany). From 1993 to 2003, she
held various legal positions with Honey
well International (France/Belgium). From
1988 to 1993, she held various legal po
sitions with General Electric (U.S.). Ms.
de Saint Victor was born in 1955 and is a
French citizen.
Pekka Tiitinen
Mr. Tiitinen was appointed President of
the Discrete Automation and Motion divi
sion and member of the Executive Com
mittee in September 2013 and was
named Head of Group Marketing & Sales
in January 2015. In 2013, prior to joining
the Executive Committee, Mr. Tiitinen
was the head of ABB’s drives and con
trols global business unit. From 2003 to
2012, Mr. Tiitinen was the head of ABB’s
low voltage drives global business unit
and from 1990 to 2003, he held various
management roles with ABB. Mr. Tiitinen
was born in 1967 and is a Finnish citizen.
Tarak Mehta
Mr. Mehta was appointed President of
the Electrification Products division ef
fective January 2016 and has been
a member of the Executive Committee
since October 2010. From October
2010 through December 2015, he was
President of the Low Voltage Products
division. From 2007 to 2010, he was
head of ABB’s transformers business.
Between 1998 and 2006, he held sev
eral management positions with ABB.
Mr. Mehta was born in 1966 and is
a U.S. citizen.
ABB Annual Report 2015 | Corporate governance report 35
Peter Terwiesch
Mr. Terwiesch was appointed President
of the Process Automation division and
member of the Executive Committee
in January 2015. He is a member of the
board of directors of Metall Zug AG
(Switzerland). From 2011 to 2014, he
was the head of ABB’s Central Europe
region. He was ABB’s Chief Technology
Officer from 2005 to 2011. From 1994
to 2005, he held several positions with
ABB. Mr. Terwiesch was born in 1966
and is a Swiss and German citizen.
Claudio Facchin
Mr. Facchin was appointed President of
the Power Grids division effective Janu
ary 2016 and has been a member of the
Executive Committee since December
2013. From December 2013 through De
cember 2015, he was President of the
Power Systems division. From 2010 to
2013, Mr. Facchin was head of ABB’s
North Asia region. From 2004 to 2009,
Mr. Facchin was the head of ABB’s sub
stations global business unit and from
1995 to 2004, he held various manage
ment roles with ABB. Mr. Facchin was
born in 1965 and is an Italian citizen.
Bernhard Jucker
Mr. Jucker was appointed President of
the Europe region and Chairman of Divi
sional Transformation Team effective
January 2016 and has been a member of
the Executive Committee since January
2006. From 2006 through 2015, he was
President of the Power Products division.
From 2003 to 2005, he was ABB’s coun
try manager for Germany. From 1980 to
2003, he held various positions in ABB.
Mr. Jucker was born in 1954 and is
a Swiss citizen.
Frank Duggan
Mr. Duggan was appointed President of
the Asia, Middle East and Africa region
in January 2015 and has been a member
of the Executive Committee since 2011.
From 2011 to 2014, Mr. Duggan was the
head of Global Markets. From 2008 to
2014, he was also ABB’s region manager
for India, Middle East and Africa. From
2008 to 2011, he was ABB’s country
manager for the United Arab Emirates.
Between 1986 and 2008, he held several
management positions with ABB. Mr.
Duggan was born in 1959 and is an Irish
citizen.
Greg Scheu
Mr. Scheu as appointed President of the
Americas region as well as Head of
Group Service and Business Integration
in January 2015 and has been a mem
ber of the Executive Committee since
2012. From 2013 to 2014, he was Head
of Business Integration, Group Service
and North America. From 2012 to 2013,
he was Head of Marketing and Cus
tomer Solutions. Mr. Scheu, a former
executive of Rockwell International,
joined ABB in 2001 and was responsible
for the integration of both Baldor Electric
Co. and of Thomas & Betts into ABB.
Mr. Scheu was born in 1961 and is
a U.S. citizen.
Veli-Matti Reinikkala
Mr. Reinikkala was President of the Eu
rope region in 2015 and was a member
of the Executive Committee from 2006
until his retirement at the end of 2015.
He is a member of the board of direc
tors of UPM Kymmene Corporation (Fin
land). From 2006 to 2014, he was Presi
dent of the Process Automation division.
In 2005, he was head of the Process
Automation business area. From 1993
to 2005, he held several positions with
ABB. Mr. Reinikkala was born in 1957
and is a Finnish citizen.
36 Corporate governance report | ABB Annual Report 2015
Further information about the members of the Executive Com
mittee can be found by clicking on the Executive Committee
CV link at www.abb.com/about/corporategovernance
6.3 Executive Committee compensation
and shareholdings
Information about Executive Committee compensation and
shareholdings can be found in the section titled “Compensa
tion and share ownership tables” of the Compensation report
contained in this Annual Report.
6.4 Management contracts
There are no management contracts between ABB and com
panies or natural persons not belonging to the ABB Group.
clays Bank) had each committed to approximately $74 million
out of the $2billion total. In addition, ABB has regular bank
ing business with SEB and Barclays. Jacob Wallenberg was
the vice chairman of SEB until March 2014 and Diane de Saint
Victor is a director of Barclays Bank and Barclays plc.
After reviewing the level of ABB’s business with Atlas
Copco and the level of purchases from IBM and Adecco, and
after reviewing the banking commitments of SEB and Barclays,
the Board has determined that ABB’s business relationships
with those companies are not unusual in their nature or condi
tions and do not constitute material business relationships. As
a result, the Board concluded that all members of the Board
are considered to be independent directors. This determina
tion was made in accordance with ABB Ltd’s Related Party
Transaction Policy which was prepared based on the Swiss
Code of Best Practice for Corporate Governance and the in
dependence criteria set forth in the corporate governance
rules of the New York Stock Exchange.
7. Business relationships
This section describes important business relationships be
tween ABB and its Board members, or companies and organ
izations represented by them. This determination has been
made based on ABB Ltd’s Related Party Transaction Policy.
This policy is contained in the ABB Ltd Board Regulations
& Corporate Governance Guidelines, a copy of which can be
found in the section “Corporate governance – Further infor
mation on corporate governance” at www.abb.com/investor
relations.
Atlas Copco AB (Atlas Copco) is an important business
partner of ABB. ABB supplies Atlas Copco primarily with drives
and motors through its Discrete Automation and Motion divi
sion. Jacob Wallenberg was vice chairman of Atlas Copco
until April 2012.
IBM Corporation (IBM) is an important supplier to ABB.
IBM supplies ABB primarily with IT related hardware, software
and services. Peter Voser is a director of IBM.
Adecco S.A. (Adecco) is an important supplier to ABB.
Adecco primarily supplies ABB with temporary personnel ser
vices. JeanChristophe Deslarzes is a director of Adecco.
ABB has an unsecured syndicated $2billion, revolving
credit facility. As of December 31, 2015, SEB Skandinaviska
Enskilda Banken AB (publ) (SEB) and Barclays Bank plc (Bar
8. Employee participation
programs
In order to align its employees’ interests with the business
goals and financial results of the company, ABB operates
a number of incentive plans, linked to ABB’s shares, such as
the Employee Share Acquisition Plan, the Management Incen
tive Plan and the Long Term Incentive Plan. For a more de
tailed description of these incentive plans, please refer to
“Note 18 Share based payment arrangements” to ABB’s Con
solidated Financial Statements contained in the “Financial re
view of ABB Group” section of this Annual Report.
9. Duty to make a public
tender offer
ABB’s Articles of Incorporation do not contain any provisions
raising the threshold (opting up) or waiving the duty (opting
out) to make a public tender offer pursuant to article 32 of the
Swiss Stock Exchange and Securities Trading Act.
ABB Annual Report 2015 | Corporate governance report 37
10. Auditors
10.1 Auditors
Ernst & Young are the auditors of ABB’s statutory and consol
idated financial statements.
10.2 Duration of the mandate and term
of office of the auditor
Ernst & Young assumed the sole auditing mandate of the con
solidated financial statements of the ABB Group beginning in
the year ended December 31, 2001 (having previously been
joint auditors since 1994). The auditor in charge and responsi
ble for the mandate, Leslie Clifford, began serving in this
function in respect of the financial year ended December 31,
2013. Pursuant to the Articles of Incorporation, the term of
office of ABB’s auditors is one year.
10.3 Auditing and additional fees paid to
the auditor
The audit fees charged by Ernst & Young for the legally pre
scribed audit amounted to $25.9 million in 2015. Audit ser
vices are defined as the standard audit work performed each
fiscal year necessary to allow the auditors to issue an opin
ion on the consolidated financial statements of ABB and to
issue an opinion on the local statutory financial statements.
This classification may also include services that can
be provided only by the auditors, such as pre issuance reviews
of quarterly financial results and comfort letters delivered to
underwriters in connection with debt and equity offerings.
In addition, Ernst & Young charged $7.9 million for non
audit services performed during 2015. Non audit services in
clude primarily accounting consultations, audits of pension
and benefit plans, accounting advisory services, other attest
services related to financial reporting that are not required by
statute or regulation, income tax and indirect tax compliance
services, tax advisory services and consultations relating to
conflict minerals compliance. In accordance with the require
ments of the U.S. Sarbanes Oxley Act of 2002 and rules is
sued by the SEC, ABB has, on a global basis, a process for
the review and pre approval of audit and non audit services
to be performed by Ernst & Young.
10.4 Supervisory and control instruments
vis à vis the auditors
The FACC prepares proposals to the Board for the appoint
ment and removal of the auditors. The FACC is also responsi
ble for supervising the auditors to ensure their qualifications,
independence and performance. It meets regularly with the
auditors, at least four times each calendar year, to obtain re
ports about the results of their audit procedures. The FACC
reports the material elements of its supervision of the auditors
to the Board.
11. Information policy
ABB, as a publicly traded company, is committed to commu
nicating in a timely and consistent way to shareholders, po
tential investors, financial analysts, customers, suppliers, the
media and other interested parties. ABB is required to dis
seminate material information pertaining to its businesses in a
manner that complies with its obligations under the rules of
the stock exchanges where its shares are listed and traded.
ABB publishes an annual report that provides audited
financial statements and information about ABB including
our business results, strategy, products and services, corpo
rate governance and executive compensation. ABB also
submits an annual report on Form 20 F to the SEC. In addi
tion, ABB publishes its results on a quarterly basis as
press releases, distributed pursuant to the rules and regula
tions of the stock exchanges on which its shares are listed
and traded. Press releases relating to financial results
and material events are also filed with the SEC on Form 6 K.
An archive containing Annual Reports, Form 20 F reports,
quarterly results releases and related presentations can
be found in the “Financial results and presentations” section
at www.abb.com/investorrelations. The quarterly results
press releases contain unaudited financial information pre
pared in accordance with or reconciled to U.S. GAAP. To
subscribe to important press releases, please click on the
“Contacts and Services” and choose “Subscribe to updates”
at www.abb.com/investorrelations. Ad hoc notices can also
be found in the press releases section at www.abb.com/news
ABB’s official means of communication is the Swiss Offi
cial Gazette of Commerce (www.shab.ch). The invitation to
the company’s Annual General Meeting is sent to registered
shareholders by mail.
38 Corporate governance report | ABB Annual Report 2015
Inquiries may also be made to ABB Investor Relations:
Affolternstrasse 44
CH 8050 Zurich, Switzerland
Telephone: +41 (0)43 317 7111
Fax: +41 (0)44 311 9817
E mail: investorrelations@ch.abb.com
ABB’s website is: www.abb.com
12. Further information on
corporate governance
The list below contains references to additional information
concerning the corporate governance of ABB, which can be
accessed at www.abb.com/about/corporategovernance
— Articles of Incorporation
— ABB Ltd Board Regulations & Corporate Governance
Guidelines
— Regulations of the Finance, Audit and Compliance Com
mittee
— Regulations of the Governance and Nomination Committee
— Regulations of the Compensation Committee
— Related Party Transaction Policy
— ABB Code of Conduct
— Addendum to the ABB Code of Conduct for Members of
the Board of Directors and the Executive Committee
— Comparison of ABB’s corporate governance practices to
the New York Stock Exchange rules
— CVs of the Board members
— CVs of the Executive Committee members
ABB Annual Report 2015 | Corporate governance report 39
Jing – Corporate Research, Raleigh, United States
“The core of my work [is] … research, not product develop
ment, and this means asking open questions. But asking
these questions allows you to come up with solutions that
nobody has thought of before.”
40 Compensation report | ABB Annual Report 2015
Compensation report
Contents
42 Letter from the Chairman
of the Compensation Committee
43 Key facts 2015 and
Compensation Committee activities
44 Compensation report
44 Board compensation
46 Executive Committee compensation
53 Additional information
54 Votes on compensation at the 2016 AGM
56 Compensation and share ownership tables
67 Report of the Statutory Auditor
on the Compensation report
Letter from the Chairman
of the Compensation Committee
Dear shareholders,
On behalf of the Board of Directors and the Compensation
Committee (CC), I am pleased to present the Compensation
report for 2015.
Following the election of the CC at the 2015 Annual Gen
eral Meeting (AGM), we welcomed David Constable as a new
member of the Committee. His extensive international experi
ence and expertise will further enrich the Board of Directors
and the Compensation Committee. We are deeply grateful to
Michael Treschow, who, after 12 years of dedicated service,
including as a member of the Compensation Committee,
stepped down as a Member of the Board. We thank Michael
for his valuable contribution.
In 2015, we implemented the key changes to the Executive
Committee (EC) compensation system, which were already
outlined in last year’s Compensation report. The revised in
centive system aims to improve ABB’s business speed, agility
and customer focus and to strengthen its operational and
performance culture. Key changes to the compensation sys
tem are:
— incorporation of a better balance between Group and indi
vidual performance into the shortterm incentive plan;
— expansion of key performance indicators (KPIs) related to
shortterm incentives to drive the execution of strategy and
creation of shareholder value;
— payout of the shortterm compensation above 100 percent
is no longer at the Board’s discretion, but is solely driven
by achieved performance; and
— realignment of the longterm incentive plan components
in order to give a greater emphasis on performance.
At the 2015 AGM, our shareholders approved the pro
posed maximum aggregate compensation amounts of
the Board for the 20152016 Board term by a majority of 98
percent and of the EC for 2016 by a majority of 94 percent,
demonstrating strong support for our revised compensation
system. Furthermore, in a consultative, nonbinding vote,
the shareholders approved the 2014 Compensation report by
a majority of almost 83 percent.
On the following pages you will find further details of ABB´s
compensation system, including the compensation principles,
structure, governance, and the levels of compensation in 2015.
This Compensation report will be submitted to a nonbinding,
consultative vote of the shareholders at the AGM in April
2016. You will also be asked to vote on maximum aggregate
compensation to the Board for the 20162017 Board term,
and on maximum aggregate EC compensation for 2017.
We encourage and pursue an open and regular dialogue
with our stakeholders. Your feedback is highly valued and
appreciated as we continue to evolve the compensation sys
tem. On behalf of ABB and the CC, as well as the Board, I
would like to thank you for your continued trust in ABB and for
your consistently constructive and supportive feedback re
garding our compensation framework.
Michel de Rosen
Chairman of the Compensation Committee
Zurich, February 25, 2016
42 Compensation report | ABB Annual Report 2015
Key facts 2015 and Compensation Committee activities
Key facts
For the 20152016 term of office, aggregate Board compen
sation increased by 2.8 percent compared with the previous
year, following the appointment of a vice chairman for the first
time since 2007.
Aggregate EC compensation was higher in 2015 than in
2014, principally due to the addition of one EC member and
the higher performancebased payout on shortterm variable
compensation. The other main factor was the higher grant
reference value of the P2 component of the longterm incen
tive plan for the CEO in 2015, compared with the reduced
value he was awarded for his first full year in office. EC mem
bership was subsequently reduced in January 2016 to the
same size as in 2014 as part of the organizational realignment
under the second stage of the Next Level strategy.
Exhibit 2: Topics discussed during 2015
Items relating to past performance cycle
Performance assessment of shortterm variable compensation plan
Approval of payout of longterm variable compensation plan
Lookback assessment of ABB’s performance over past three years
Items relating to upcoming performance cycle
Setting of performance targets for shortterm variable compensation
Setting of performance targets for P1 and P2 components of long
term variable compensation
EC compensation and performance
Performance assessment of the prior year
Discussion of EC compensation relative to external benchmarks
Approval of individual compensation for EC members
Overall EC compensation review and planning
Exhibit 1: Overview of total compensation (in CHF)
Quarterly updates on status of various performance plans
Board term
Board of Directors
Calendar year
Executive Committee
2015–2016
2014–2015
Review of EC pay mix
3,730,000
3,630,000
Review of pensions and benefits
2015
2014
45,521,908
38,699,707
Compensation of Board of Directors
Review of shareholding levels of each EC member
CC activities in 2015
The CC, on behalf of the Board, regularly reviews the com
pensation policy and structure, and makes specific recom
mendations to the Board on Board and EC compensation to
ensure consistency with ABB’s compensation principles. For
an overview of the CC’s activities in 2015, see Exhibit 2.
Review level of compensation of Board members
Comparison of compensation levels against external benchmarks
Compliance and regulatory
Approval of Compensation report for publication
Decision on maximum aggregate EC compensation for following fi
nancial year to be proposed at AGM
Decision on maximum aggregate Board compensation for following
Board term to be proposed at AGM
Further information on responsibilities of the CC can be found
in section 5.3.3 of the Corporate governance report, and in
sections 1.1 and 2.2 of the Compensation report.
ABB Annual Report 2015 | Compensation report 43
Compensation report
1. Board compensation
1.1 Compensation principles
and governance
The compensation system for the members of the Board of
Directors is designed to attract and retain experienced people
in the role. Compensation for Board members takes into ac
count the responsibilities, time and effort required to fulfill
their roles on the Board and its committees.
The compensation of Board members is fixed. They do not
receive variable compensation, underscoring their focus on
corporate strategy, supervision and governance. However, in
order to further align the interests of Board members with
those of ABB’s shareholders, half of each member’s compen
sation has to be paid in the form of ABB shares, although
Board members can choose to receive all of their compensa
tion in shares. The shares are kept in a blocked account for
three years. Departing Board members are entitled to the
shares when they leave the company.
Board members are paid for their service over a 12month
period that starts with their election at the AGM. Payment is
made in semiannual installments in arrears. The number of
shares delivered is calculated prior to each semiannual pay
ment by dividing the sum to which the Board members are
entitled by the average closing price of the ABB share over
a predefined 30day period. Board members do not receive
pension benefits and are not eligible to participate in any
of ABB’s employee incentive programs. In accordance with
Swiss law, none of ABB’s Board members receive golden
parachutes or other special benefits in the event of a change
of control. Furthermore, no credits and loans may be granted
to Board members.
The CC is responsible for making recommendations to the
Board regarding the level of compensation of Board mem
bers. Based on the recommendation of the CC and subject to
any limits approved by the shareholders, the Board deter
mines the compensation of each of its members.
From time to time the Board and CC review the levels and
mix of compensation of Board members against the compen
sation of nonexecutive board members of publicly traded com
panies in Switzerland that are part of the Swiss Market Index.
CC
Board
Shareholders at AGM
Exhibit 3: Approval process for Board compensation
Maximum aggregate compensation
Compensation of individual members
Proposal
Recommendation
Approval
Shareholders decide on the maximum aggregate compensation to the Board.
44 Compensation report | ABB Annual Report 2015
1.2 Level and development of Board compensation
The compensation amounts per Board member for the 2015–2016 and 2014–2015 terms of office were:
Exhibit 4: Total compensation per Board member (audited)
Name
Specific Board Roles
Peter Voser(1)
Chairman of the Board and Chairman of GNC 20152016
Hubertus von Grünberg(1) Chairman of the Board and GNC member 20142015
Jacob Wallenberg
ViceChairman of the Board and GNC member 20152016; FACC member 20142015
Roger Agnelli
Matti Alahuhta
FACC member
FACC member 20152016 and GNC member
David Constable(2)
CC member 20152016
Louis R. Hughes
Chairman of FACC
Michel de Rosen
Chairman of CC
Michael Treschow(3)
Chairman of GNC 20142015
Ying Yeh
Total
CC member
(1)
(2)
(3)
Peter Voser joined the Board as Chairman at the 2015 ABB Ltd AGM succeeding Hubertus von Grünberg who did not stand for reelection
David Constable joined the Board at the 2015 ABB Ltd AGM
Michael Treschow did not stand for reelection at the 2015 ABB Ltd AGM
Key:
CC: Compensation Committee
FACC: Finance, Audit & Compliance Committee
GNC: Governance & Nomination Committee
Board term
Board term
2015-2016
2014-2015
CHF
CHF
1,200,000
1,200,000
450,000
330,000
360,000
320,000
400,000
350,000
320,000
330,000
330,000
320,000
400,000
350,000
380,000
320,000
3,730,000
3,630,000
For compensation amounts per Board member in the calen
dar years 2015 and 2014, see Exhibit 19 on page 56.
The increase in the total compensation of the Board mem
bers is due to the addition of a vicechairman role in the
20152016 term. The roles and responsibilities of Board mem
bers are described in the Corporate governance report, sec
tion 5, page 31.
ABB Annual Report 2015 | Compensation report 45
2. Executive Committee
compensation
2.1 Compensation principles
The Board considers the Group’s compensation system an
important factor in attracting, motivating and retaining people
with the talent necessary to strengthen ABB’s position as
a global leader in power and automation.
To help achieve these goals, the Board has developed ABB’s
key principles of EC compensation, described below:
Linked and
balanced
Compensation is linked to the Next Level strategy
and performance through ambitious individual and
Group objectives, robust performance monitoring
and a sound balance between Group and individual
performance.
Competitive
Annual base salaries of EC members are set be
tween the market median and upper quartile in order
The revised EC compensation system, which was first de
to attract suitable talent.
scribed in the 2014 Compensation report, creates a frame
work to provide competitive compensation and to encourage
employees to deliver outstanding results while rewarding
Group and individual performance in a balanced way. At the
same time, a balance between fixed and variable compensa
tion and between short and longterm incentives is designed
to align the interests of EC members with those of other
stakeholders. The objective is to ensure that their performance
is sustainable without excessive risk taking.
The system is designed to support the achievement of fi
nancial targets and improvements in key operations, and to
drive the leadership behaviors required for focused change.
Performance
Ambitious objectives are set in ABB’s planning pro
driven
cesses, and variable pay is aimed at the upper quar
tile level when these objectives are met.
Comprehensive
All performance metrics support the development of
KPIs
earnings per share and cash return on invested capi
tal, and cover financial, operational, change and be
havioral performance.
Market tested
Compensation mix and levels are tested annually
against benchmarks that include selected ABB
peers and appropriate markets in which ABB operates.
Exhibit 5: Annual review of the business and performance cycle
Annual performance development
appraisal of individuals
AR*
Review of ABB performance
e
s r
s
e
B u sin
v i e w a nd forward pla
n
nin
g
QR*
— Continuous dialogue with
external stakeholders and
evaluation of feedback
— Regular update and review
of external benchmarks
and compensation trends
Annual salary review
Setting of objectives for short-
term variable compensation for
current year
QR*
Short-term variable compensation
payout for previous year
3 year look-back assessment
and setting of objectives for LTIP
Annual grant of LTIP awards
*AR — annual results; QR — quarterly results
QR*
To effectively align strategy, performance and compensation, the target setting and review processes are directly linked to the financial and budget processes.
46 Compensation report | ABB Annual Report 2015
Exhibit 6: Approval process for EC compensation
CEO
CC
Board
Shareholders at AGM
Maximum aggregate compensation
CEO compensation
Compensation of other EC members
Proposal
Recommendation
Approval
Shareholders decide the maximum aggregate compensation for the EC, while the Board decides the compensation of individual EC members.
2.2 Compensation governance
2.2.1 Overview
Alignment of strategy, performance and compensation
The Board defines the ultimate direction of the business of
ABB and regularly reviews progress on the strategy. Based on
these reviews, the Board sets annual budgets and perfor
mance tar gets, and ensures that the company’s compensa
tion arrangements support implementation of the strategy
and reflect performance (see Exhibit 5).
The Board and CC have direct oversight of compensation
principles and EC compensation at ABB. The CC is responsi
ble for developing the general compensation principles and
practices of ABB and for recommending them to the full Board,
which takes the final decisions (see Exhibit 6).
The CC recommends to the Board specific proposals on
EC compensation that are consistent with ABB’s compensa
tion principles and practices.
2.2.2 Benchmarks
ABB uses benchmarks and thirdparty consultants to evaluate
positions throughout the company, assess the competitive
ness of EC compensation levels, and to analyze market trends
with regard to EC compensation design and mix. In 2015,
Hostettler & Company (HCM), an independent consultant
specializing in performance management and compensation,
provided advice to the CC in the area of compensation.
HCM has no other mandate with ABB.
All EC and other senior positions in ABB have been evalu
ated using a consistent methodology of the Hay Group,
whose job evaluation system is used by more than 10,000
companies around the world. This approach provides
a meaningful, transparent and consistent basis for compar
ing compensation levels at ABB with those of equivalent jobs
at other companies that have been evaluated using the
same criteria.
The Board primarily uses the General PanEuropean Mar
ket data in Hay’s annual Top Executive Compensation in Eu
rope survey to set EC compensation, which is targeted to be
above the median values for the market. Other references in
clude Hay’s data on the Swiss and European industry markets
and on US peers (see Exhibit 7).
Exhibit 7: List of benchmarks and peer groups,
and the rationale for their use
Reference
Composition
Rationale
Main benchmark
General
360 largest European
Pan-European
companies of the FT
Continuity
Market
Europe 500 listing
Stable data points
References to stress-test main benchmark
Peer companies selected
Peer comparison
considering business,
Specific enough to
Global Industry
geographic presence
benchmark
Group
and size
compensation design
SMI and SMIM compa
nies that are included in
Hay’s General PanEuro
Comparison with other
Swiss market
pean Market data
Swiss companies
US peers of similar size
US market
and industry
As information
ABB Annual Report 2015 | Compensation report 47
2.2.3 Share ownership requirements
The Board aims to align EC members’ interests with those of
shareholders. To maintain focus on the longterm success of
the company, EC members are required to build up a holding
of ABB shares that is equivalent to a multiple of their base
salary (see Exhibit 8).
2.2.4.3 Clauses on changes of control
In accordance with Swiss law, EC members do not receive
golden parachutes or other special benefits in the event of
a change of control.
2.2.4.4 Credits and loans
No credits and loans may be granted to a member of the EC.
Exhibit 8: Share ownership requirements for EC members
Chief Executive Officer
Other EC members
5 x base salary
4 x base salary
2.3 Components of EC Compensation
Only shares owned by an EC member and the member’s
spouse are included in the share ownership calculation. Vested
and unvested options are not considered for this purpose.
The compensation of EC members consists of a base salary
and benefits, a shortterm variable component dependent
on annual performance objectives, and a longterm variable
component, also linked to performance (see Exhibit 9).
The CC reviews the status of EC share ownership on an
The Board considers individual performance, experience,
annual basis. It also reviews the required shareholding
amounts annually, based on salary and expected share price
developments. As the level of the shareholding requirement
is high relative to market practice, the Board has determined
that members of the EC should generally aim to reach these
multiples within five years of their appointment.
potential and the prevailing market conditions and bench
marks when setting each member’s compensation.
The components of EC compensation can vary in size.
Exhibit 10 shows the relative proportions of the compo
nents under minimum, target and maximum scenarios.
2.2.4 Key contractual provisions
2.2.4.1 Notice and severance provisions
Employment contracts for EC members contain notice peri
ods of 12 months, during which they are entitled to compen
sation comprising their base salary, benefits and shortterm
variable compensation. Since January 1, 2013, contracts for
new EC members no longer include a provision extending
compensation for up to 12 additional months if their employ
ment is terminated by ABB and they do not find alternative
employment within the notice period that pays at least 70 per
cent of their compensation. In accordance with Swiss law
and ABB’s Articles of Incorporation, the contracts for the
other EC members were amended in 2015 to exclude this
provision.
Noncompete agreements have been agreed with EC
members for a period of 12 months after their employment.
Compensation for such agreements, if any, may not exceed
the EC member’s last total annual compensation.
2.2.4.2 Malus and clawback
Any longterm incentive compensation paid to members of
the EC is subject to malus and clawback rules if a plan partic
ipant has been involved in illegal activity. This means that the
Board of Directors may decide not to pay any unpaid or un
vested incentive compensation (malus), or may seek to
recover incentive compensation that has been paid in the
past (clawback).
48 Compensation report | ABB Annual Report 2015
2.3.1 Fixed compensation – Annual base
salary and benefits
The base salary paid to EC members is fixed and reviewed
annually. The compensation of EC members also includes
benefits, including those related to pensions and social secu
rity. Tax equalization is provided for EC members resident
outside Switzerland to the extent that they are not able to
claim a tax credit in their country of residence for income
taxes they paid in Switzerland.
2.3.2 Variable compensation
2.3.2.1 Short-term variable compensation
As of 2015, shortterm variable compensation for each EC
member is based on a balance between the Group’s results
and the member’s individual performance. It reflects the
Board’s aim to:
— align incentives more closely to the role of each EC mem
ber in implementing the Next Level strategy in his or her
areas of responsibility;
— strengthen rewards for outstanding individual perfor
mance; and
— achieve a better balance in compensation between com
pany and individual performance.
Exhibit 9: Link of EC compensation components to performance
Fixed compensation
Variable compensation
Base salary and benefits
Short-term
Long-term
Compensates EC members based
Rewards performance
Encourages creation of longterm, sustainable value for
on their responsibilities, experience
against
the shareholders
Performance component 1
Performance component 2
(P1) 50%
(P2) 50%
Purpose
and skillset
specific KPIs
When considering changes in base
Performance
salary, the executive’s performance
measures
during the preceding year against
affecting amount/
individual objectives is taken into
allocation
account
ABB´s performance
(preceding three years);
Individual performance
(preceding year)
Performance
measures
affecting
payout
Group and
Net income threshold in
Cumulative EPS target,
individual objectives in
the financial year prior to
defined as: 33% of EPS in
the relevant
financial year
vesting
Yr1 + 67% of EPS in Yr2 +
100% of EPS in Yr3
Shares (70%) and cash (30%)
Payment
Cash and cashbased
Cash
Beneficiaries can elect to receive 100% in shares
The main components of EC compensation are all linked to performance.
Exhibit 10: Compensation components under various scenarios
Minimum
Target
Maximum
Base salary
and benefits
For full description, see section 2.3.1.
Base salary and benefits are generally stable.
100%
100%
100%
t
u
o
y
a
P
Short-term variable
compensation
0%
87.5%
t Long-term variable
n
compensation
a
r
g
allocation
l
a
n
o
i
t
i
d
n
o
C
150%
For full description, see section 2.3.2.1.
100%
There will be no payout of this component if performance is below
threshold in all performance criteria. When performance exceeds
targets, this component is capped at 150% of the targeted amount.
100%
112.5%
For full description, see section 2.3.2.2.
The reference grant size of half of the LTIP (performance com ponent 1)
may be increased or decreased by 25% depending on ABB’s perfor
mance in the preceding three years. Consequently, the total fair value
at grant of ABB’s LTIP may vary from 87.5% to 112.5% of the fair value
of the unadjusted reference grant size. However, the ultimate payout
on vesting depends on meeting the performance criteria of the plan.
ABB Annual Report 2015 | Compensation report 49
Exhibit 11: Short-term variable compensation objectives and weighting
Exhibit 12: Payout of short-term variable compensation
Explanation
Weighting
Other EC
Payout %
CEO
members
Group
objectives
4–6 parameters (eg, orders re
ceived, revenues, operational
EBITA, operating cash flow)
80%
65%
Individual
May include:
objectives
Additional financial objectives
(tailored to
Operational execution metrics
function and
Goals under change programs
responsibilities)
Leadership objectives
20%
35%
Group objectives are aligned with the strategic targets of our
Next Level strategy that have been communicated to share
holders and have a weighting of 80 percent for the CEO and
65 percent for the other EC members.
Individual objectives are aligned with each executive’s re
sponsibilities. They include metrics that help the management
to assess whether the results are achieved in a sustainable
way, with the appropriate processes and changes required to
deliver the intended longterm results. Individual objectives
have a weighting of 20 percent for the CEO and 35 percent
for other EC members (see Exhibit 11).
Group and individual objectives are specific and challeng
ing. Fully achieving the objectives (“on target” in Exhibit 12)
results in a payout equivalent to 150 percent of the base sal
ary for the CEO and 100 percent of the base salary for other
members.
Performance that is below these objectives results in a
lower payout, or none at all if performance is below a certain
threshold for each of the objectives. If the performance tar
gets are exceeded, the payout will be proportional to the de
gree of performance achieved, but only up to the level at
which it is capped (150 percent), as shown in Exhibit 12. Pre
viously, the size of the payout for exceeding the objectives
was at the Board’s discretion up to the cap.
2.3.2.2 Long-term variable compensation as of 2015
Longterm variable compensation for EC members comprises
annual conditional share grants under the Long Term
Incentive Plan (LTIP), which is aimed at driving shareholder
value creation in a sustainable manner. It rewards the
achievement of predefined performance goals over a three
year vesting period.
The former “retention” and “performance” components of
LTIP have evolved into two performance components:
— a P1 component which is tied to ABB’s achievement of a
threshold net income in the financial year prior to the end
of the vesting period, and
— a P2 component which is tied to the achieved weighted cu
mulative earningspershare (EPS) over the vesting period.
50 Compensation report | ABB Annual Report 2015
150%
100%
50%
0%
Above target
payout
calculated and
capped
Lower
threshold
(no payout)
Ontarget
point for
100% payout
Performance
Payout of short-term variable compensation, if any, is proportional to the calculated
performance up to the level at which it is capped.
The P1 and P2 components are equally weighted in terms
of the target fair value at grant, whereas in LTIP grants prior to
2015 the “retention” component has a heavier weighting com
pared to the “performance” component (approximately 60:40
weighting).
Determination of conditional grant size in shares
The numbers of shares conditionally granted in an LTIP
launch is determined as follows:
— A reference value for the LTIP is first established as a mul
tiple of the CEO and EC members’ annual base salary. In
2015, the multiples were 200 percent for the CEO and 107
percent for the other EC members. As the P1 and P2
components are equally weighted, the reference value of
these components for the CEO and the other EC members
for the 2015 LTIP were as follows:
CEO
EC
P1 component
P2 component
100%
53.5%
100%
53.5%
Total
200%
107%
— The reference value of the P1 component for the CEO as
an individual and the other EC members as a pool may be
increased or decreased by the Board by up to 25 percent.
The increase or decrease is based on the Board’s assess
ment of ABB’s performance over the three financial years
preceding the grant, both in absolute terms and relative to
a peer group comprising Alstom, Eaton, Emerson, GE,
Honeywell, Legrand, Schneider and Siemens. The Board
then allocates from this pool to the individual EC members
(other than the CEO) based on an assessment of their
individual performance as recommended by the CEO.
— The conditional grant size in numbers of shares is then
finally determined for each EC member by reference to
the average closing prices of ABB shares over the 20 trad
ing days following the Board’s decision to launch an
LTIP grant.
Determination of payout percentages at vesting
To vest at the end of the threeyear vesting period, the follow
ing performance conditions must be met:
— For the P1 component, ABB has to achieve the threshold
net income level set by the Board at the launch of the LTIP.
The component will not vest if this threshold is not achieved
and will vest at 100 percent if this threshold is equalled
or exceeded.
— For the P2 component, the percentage of shares that may
vest (the payout percentage) is based on ABB’s EPS per
formance against an EPS objective set by the Board at the
launch of the LTIP. This EPS objective is based on an out
sidein view, taking into account the growth expectations,
risk profile, investment levels and profitability levels that are
typical for the industry. This outsidein approach in setting
EPS objectives for the LTIP assumes that investors expect
a riskadjusted return on their investment, which is based
on market value (and not book value) and translates such
expected returns over a threeyear period into EPS targets.
The weighted cumulative EPS result is calculated as 33
percent of the EPS in the first financial year plus 67 percent
in the second financial year plus 100 percent in the third
financial year. There is no payout if the lower threshold is
not reached and payout is capped at 200 percent of the
conditionally granted shares if performance exceeds the
upper threshold. The payout percentages are shown in
Exhibit 13.
The ABB share price and Monte Carlo modeling are used
Exhibit 13: Alignment with shareholders by linking payout
of P2 component to EPS development
Payout % of reference number of shares
under the performance component
200%
100%
0%
Lower
threshold
(no payout)
Ontarget
Upper
threshold
(maximum
payout)
Weighted
cumulative
earnings
per share
The LTIP rewards participants for increasing EPS over a three-year period. The payout
of the P2 component is based on ABB’s weighted cumulative EPS performance against
predefined objectives.
2.4 Level and development of
EC compensation in 2015
2.4.1 Overview
The distribution of EC compensation by component in 2015 is
set out in Exhibits 14 and 15. As shown in Exhibit 14, there is
an appropriate balance of components, with a significant em
phasis on performancerelated compensation through both
the shortterm and longterm variable components.
The ratio of fixed to variable components in any given year
to value the P2 share grant at grant date. The model is
a mathematical technique that calculates a range of outcomes
and the probability that they will occur. It is an accepted simu
lation method under US generally accepted accounting princi
ples (US GAAP – the accounting standard used by ABB).
depends on the performance of the individuals and of the
company against predefined ABB performance objectives. In
2015, variable compensation represented 69 percent of the
CEO’s compensation and an average of 55 percent for the
other EC members.
To further strengthen the alignment of EC members’ inter
ests with those of shareholders, both P1 and P2 components
are settled in shares (70 percent) and cash (30 percent), al
though participants can elect to receive 100 percent in shares.
This is a change from previous grants, in which the “perfor
mance” component was fully settled in cash.
EC members received a total compensation of CHF 45.5
million in 2015 compared with CHF 38.7 million in 2014. This
is principally due to the addition of one EC member and to
the higher performancebased payout on shortterm variable
compensation. The other main factor was the higher grant
reference value of the P2 component of the longterm incen
tive plan for the CEO in 2015, compared with the reduced
value he was awarded for his first full year in office. EC mem
bership was subsequently reduced in January 2016 to the
same size as in 2014 as part of the organizational realignment
under the second stage of the Next Level strategy.
ABB Annual Report 2015 | Compensation report 51
Exhibit 14: Split of fixed and variable compensation components 2015
Exhibit 15: Total compensation of EC members (in CHF million)
Fixed
Variable
31% 28% 41%
Fixed
Variable
CEO
Other EC
members
Base salaries
Pension benefits
Other benefits
Total fixed compensation
Shortterm variable compensation
Longterm variable compensation
Total variable compensation
Total compensation
2015
10.5
3.5
5.3
19.3
11.8
14.4
26.2
45.5
2014
9.8
2.6
4.3
16.7
9.1
12.9
22.0
38.7
45%
26% 29%
For an overview of compensation by individual and component in each of these years, see
Exhibit 20 on page 57 and Exhibit 21 on page 58.
Fixed compensation
Shortterm variable compensation
Longterm variable compensation
2.4.2 Base salary and benefits
The base salaries of EC members rose in aggregate by 7.6
percent, mainly representing the addition of one member to
the EC on January 1, 2015 (see Exhibit 20 on page 57).
In 2015, the Board commissioned Towers Watson to survey
pension conditions of top executives in a group of 50 com
panies, representative of the Hay Group’s General PanEu
ropean Market, which the Board had consistently used as
benchmarks in setting the level of EC compensation. The
survey showed that the retirement benefits of EC members
were below the median of the group. This resulted in adjust
ments to pension benefits that will be made over time.
These are in line with the compensation strategy and will
keep the EC members in the targeted range in terms of total
compensation benchmarks. The increase in aggregate pen
sion benefits for the EC in 2015 is partly due to certain con
tributions made in respect of 2014 and also due to the ad
justment to the CEO’s pension arrangements in the second
half of 2015 following the pension review.
EC members also received other benefits, which may include
payments related to social security, health insurance, chil
dren’s education and other items.
2.4.3 Shortterm variable compensation
Payment of the shortterm variable component of compensa
tion was conditional on the fulfillment of predefined Group
wide and individual performance objectives.
52 Compensation report | ABB Annual Report 2015
As highlighted in Exhibit 16, the company exceeded the
Groupwide objectives for cost savings and customer satis
faction (as measured by the use of the Net Promoter Score).
On the other targets (orders received, revenues, operational
EBITA and operating cash flow), the Group’s performance,
while not achieving the set targets, was considerably above
threshold. This resulted in an overall achievement of 101.3
percent.
For 2015, there is a 16 percentage point difference between
the highest and lowest payout of the shortterm variable com
pensation of EC members. This reflects the performance of
each EC member against their individual objectives, which is
in line with the changes made to the compensation system
to render it more differentiating, balancing corporate and indi
vidual performance.
2.4.4 Longterm variable compensation
In 2015, the estimated value of the sharebased grants under
the LTIP was CHF 14.4 million compared with CHF 12.9 mil
lion in 2014. This difference was mainly due to the grant to the
additional EC member and an increase of the CEO’s alloca
tion of conditionally granted shares under the P2 component
of LTIP from 67 percent of base salary to 100 percent after
completion of his first year in office.
To determine the size of the P1 component granted in 2015,
the Board assessed ABB’s 2012–2014 performance based
on: revenue growth, cash return on invested capital, opera
tional EBITDA margin, share price development, share price
to earnings ratio, NPS development, integrity and safety per
formance. This resulted in an aggregate increase of 6 percent
in the reference grant size of the P1 component for all EC par
ticipants. This was below the 22 percent increase in the re
tention component for the previous year’s launch.
Exhibit 16: Group-wide 2015 objectives and performance for short-
term variable compensation
2.4.6 Compensation of former
EC members
Objective(1)
Orders received
Revenues
Operational EBITA(2)
Operating cash flow(3)
Cost savings
Net Promoter Score(4)
Weighting
Performance
12.5%
12.5%
25%
25%
15%
10%
On or above target
Above threshold and below target
Below threshold
(1)
(2)
(3)
(4)
The financial objectives exclude the impact of currency fluctuations, major acquisitions
and divestments, and the impact of discontinued operations where appropriate.
See definition in “Note 23 Operating segment and geographic data” to ABB’s Consoli
dated Financial Statements.
Operating cash flow is defined as net cash provided by operating activities, reversing the
cash impact of interest, taxes, restructuringrelated activities and onetime pension
contributions.
Net Promoter Score (NPS) is a metric based on dividing customers into three categories:
Promoters, Passives, and Detractors. This is achieved by asking customers in a oneques
tion survey whether they would recommend ABB to a colleague. In 2015, ABB had a target
for countries and businesses to improve their NPS compared to the previous year.
Vesting in 2015 of performance component of 2012 LTIP
The payout for the performance component of the 2012 LTIP
that vested in 2015 was 51 percent. The payout was based
on the EPS achieved during the plan’s threeyear vesting pe
riod. EPS was adopted as the relevant measure for the perfor
mance component of LTIP launches beginning in 2012.
2.4.5 Other compensation
Members of the EC are eligible to participate in the Employee
Share Acquisition Plan (ESAP), a savings plan based on stock
options, which is open to employees around the world. Seven
members of the EC participated in the 12th annual launch of
the plan in 2015. EC members who participated will, upon
vesting, each be entitled to acquire up to 530 ABB shares at
CHF 18.78 per share, the market share price at the start of
that launch.
For a more detailed description of ESAP, please refer to
“Note 18 Sharebased payment arrangements” to ABB’s Con
solidated Financial Statements contained in the Financial re
view of ABB Group section of this Annual Report.
Furthermore, in 2015, some former EC members received
contractual compensation for the period after leaving the EC,
as shown in footnote 5 of Exhibit 20 on page 57.
3. Additional information
This Compensation report has been prepared in accordance
with applicable regulations, including the Swiss Code of Obli
gations, the Swiss Ordinance against Excessive Remuneration
in Listed Companies Limited by Shares, and the rules of the
stock markets where ABB’s shares are listed in Switzerland,
Sweden and the United States. The report also fully adheres
to the Swiss Code of Best Practice of Corporate Governance.
3.1 Additional compensation information
In 2015, ABB did not pay any fees or compensation to the
members of the Board or the EC for services rendered to
ABB other than those disclosed above. Except as disclosed
in section 7 of the Corporate governance report, ABB did
not pay any additional fees or compensation in 2015 to per
sons closely linked to a member of the Board or a member
of the EC for services rendered to ABB.
Except as disclosed in this Compensation report, ABB did
not make any payments in 2015 to former members of the
Board or the EC in connection with such roles.
3.2 Holdings of ABB shares
The members of the Board and EC owned less than 1 percent
of ABB’s total shares outstanding as of December 31, 2015.
Exhibit 25 on page 62 shows the number of ABB shares
held by each Board member as of December 31, 2015 and
2014. Except as described in this Exhibit, no member of
the Board and no person closely linked to a member of the
Board held any shares of ABB or options in ABB shares.
As of December 31, 2015, members of the EC held ABB
shares, the conditional rights to receive shares under the LTIP,
options (either vested or unvested as indicated) under the
Management Incentive Plan (MIP), and unvested shares
in respect of other compensation arrangements, as shown in
Exhibit 26 on page 63. Their holdings as of December 31,
2014, are shown in Exhibit 27 on page 64.
ABB Annual Report 2015 | Compensation report 53
Members of the EC cannot participate in the MIP. Any MIP
instruments held by EC members were awarded to them as
part of the compensation they received in earlier roles they
held at ABB.
For a more detailed description of MIP, please refer to
“Note 18 Sharebased payment arrangements” to ABB’s Con
solidated Financial Statements contained in the Financial re
view of ABB Group section of this Annual Report.
Furthermore, as of December 31, 2015, members of the
EC held Warrant Appreciation Rights (WARs) and conditionally
granted ABB shares under the performance components of
the LTIP 2014 and 2013, which at the time of vesting will be
settled in cash, as shown in Exhibit 28 on page 65. Their
equivalent holdings as of December 31, 2014, are shown in
Exhibit 29 on page 66.
Except as described in Exhibits 2629, no member of the
EC and no person closely linked to a member of the EC held
any shares of ABB or options on ABB shares as of Decem
ber 31, 2015 and 2014.
4. Votes on compensation
at the 2016 AGM
4.1 Considerations in shareholder
proposal
Exhibit 17 illustrates the considerations in the proposal for the
maximum aggregate compensation for the EC for 2017, which
will be submitted to shareholders for their approval at the
2016 AGM.
The maximum aggregate compensation amount submitted
to shareholders for approval will almost always be higher than
the actual payout, as it must cover the potential maximum
value of each component of compensation.
Exhibit 17: Overview of considerations in calculation of maximum aggregate EC compensation
Aggregate EC compensation
in CHF (millions)
46
43
51
2015
2016
52
2017
xx(1)
Factor in normal
salary increases
and changes in
size of EC
Assumptions
Shortterm variable compensation
payout percentage(2)
Adjustment of LTIP performance
component 1 (P1)(3)
Actual
Target
Maximum
Maximum
(approved at
2015 AGM)
Maximum
(to be requested
at 2016 AGM)
100%
150%
0%
+25%
150%
+25%
12
150%
+25%
xx(1)
Number of EC members
12
12
(1)
(2)
(3)
Numbers will be provided in the AGM invitation
For full description, see section 2.3.2.1
For full description, see section 2.3.2.2
The Board’s proposal for maximum aggregate EC compensation for 2017 will reflect normal salary increases and any changes in the size of the EC.
54 Compensation report | ABB Annual Report 2015
4.2 Votes at the 2016 AGM
As illustrated in Exhibit 18, the Board’s proposals to share
holders at the 2016 AGM will relate to Board compensation
for the 20162017 term of office and EC compensation for the
calendar year 2017. There will also be a nonbinding vote on
the 2015 Compensation report.
Exhibit 18: Shareholders will have three separate votes on compensation at the 2016 AGM
d
r
a
o
B
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p
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Binding vote on maximum
aggregate Board com
pensation in 2016 − 2017
term of office
Binding vote on maximum
aggregate EC compensa
tion for 2017
Nonbinding vote on 2015
Compensation report
2015
April AGM
2016
April AGM
2017
April AGM
Compensation period
Date of vote
At the 2016 AGM there will be separate binding votes on maximum aggregate Board and EC compensation, and a non-binding vote on the 2015 Compensation report.
ABB Annual Report 2015 | Compensation report 55
5. Compensation and share ownership tables
Exhibit 19: Board compensation in 2015 and 2014 (audited)
Paid in 2015
Paid in 2014
Name
Peter Voser,
Chairman 20152016(4)
Hubertus von Grünberg,
Chairman 20142015(5)
Jacob Wallenberg,
ViceChairman 2015
2016(6)
Roger Agnelli(7)
Matti Alahuhta(8)
David Constable(9)
Louis R. Hughes(10)
Hans Ulrich Märki(11)
November
Board term
2014-2015
May
Board term
2013-2014
November
Board term
2015-2016
)
1
(
h
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n
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3
(
5
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600,000
18,686
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CHF
315,000
315,000
160,000
400,000
200,000
325,000
340,000
310,000
112,500
82,500
90,000
80,000
100,000
4,911
3,333
3,929
3,229
4,365
82,500
82,500
80,000
3,040
2,816
2,947
390,000
330,000
340,000
160,000
82,500
82,500
80,000
3,003
2,779
2,912
75,000
75,000
2,547
2,359
100,000
3,455
400,000
100,000
3,417
100,000
87,500
95,000
80,000
3,224
3,336
2,765
350,000
190,000
320,000
87,500
95,000
80,000
3,185
3,458
2,736
75,000
75,000
75,000
Michel de Rosen(12)
87,500
3,820
Michael Treschow(13)
80,000
3,281
Ying Yeh(14)
Total
632,500
59,427
607,500
40,269
3,680,000
607,500
42,466
475,000
43,355
3,565,000
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
Represents gross amounts paid, prior to deductions for social security, withholding tax etc.
Number of shares per Board member is calculated based on net amount due after deductions for social security, withholding tax etc.
In addition to the Board remuneration stated in the above table, the Company paid in 2015 and 2014 CHF 473,942 and CHF 664,870, respectively, in related social security payments.
Elected as new Board member and Chairman of the Board at the ABB Ltd 2015 AGM; Chairman of the Governance & Nomination Committee for the 20152016 board term; elected to
receive 100 percent of his gross compensation in the form of ABB shares for the 20152016 board term.
Chairman of ABB Ltd Board for the 20132014 and 20142015 board terms; Member of the Governance & Nomination Committee for the 20132014 and 20142015 board terms; did not
stand for reelection at the ABB Ltd 2015 AGM; elected to receive 100 percent of his gross compensation in the form of ABB shares for the 20132014 and 20142015 board terms.
ViceChairman of the ABB Ltd Board and member of the Governance & Nomination Committee for the 20152016 board term; Member of the Finance, Audit & Compliance Committee for
the 20132014 and 20142015 board terms; elected to receive 50 percent of his gross compensation in the form of ABB shares.
Member of the Finance, Audit & Compliance Committee; elected to receive 50 percent of his gross compensation in the form of ABB shares.
Member of the Governance & Nomination Committee for the 20142015 and 20152016 board terms; Member of the Finance, Audit & Compliance Committee for the 20152016 board
term; elected to receive 50 percent of his gross compensation in the form of ABB shares.
Elected as new Board member at the ABB Ltd 2015 AGM; Member of the Compensation Committee; elected to receive 50 percent of his gross compensation in the form of ABB shares.
Chairman of the Finance, Audit & Compliance Committee; elected to receive 50 percent of his gross compensation in the form of ABB shares.
Member of the Governance, Nomination & Compensation Committee until the ABB Ltd 2014 AGM when he did not stand for reelection; elected to receive 100 percent of his gross com
pensation in the form of ABB shares for the 20132014 board term.
Chairman of the Compensation Committee; elected to receive 50 percent of his gross compensation in the form of ABB shares.
Chairman of the Governance & Nomination Committee and Member of the Compensation Committee until the ABB Ltd 2015 AGM; did not stand for reelection at the ABB Ltd 2015
AGM; elected to receive 50 percent of his gross compensation in the form of ABB shares.
Member of the Compensation Committee; elected to receive 50 percent of her gross compensation in the form of ABB shares.
56 Compensation report | ABB Annual Report 2015
Exhibit 20: EC compensation in 2015 (audited)
e
l
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y
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s
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CHF
CHF
1,600,004
2,544,000
850,007
866,669
856,800
995,280
1,000,001
1,002,000
664,632
808,012
720,844
813,345
782,507
708,890
823,352
720,650
831,504
787,355
986,505
1,056,330
720,844
700,001
783,725
692,300
s
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n
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b
n
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i
s
n
e
P
CHF
408,448
270,335
257,319
293,177
336,122
360,922
234,266
242,003
281,522
295,325
243,266
238,037
)
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5,333,187
3,765,554
9,098,741
2,326,163
974,264
3,300,427
2,497,054
1,122,174
3,619,228
2,969,252
1,005,044
3,974,296
)
2
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CHF
780,735
349,021
377,786
674,074
591,990
2,301,634
1,012,539
3,314,173
598,259
2,590,545
1,001,756
3,592,301
218,550
1,894,310
935,163
2,829,473
446,628
2,333,480
935,304
3,268,784
338,704
2,190,088
788,953
2,979,041
392,338
2,730,498
1,134,740
3,865,238
336,543
2,084,378
935,163
3,019,541
227,994
1,858,332
802,333
2,660,665
Name
Ulrich Spiesshofer(6)
Eric Elzvik
JeanChristophe Deslarzes
Diane de Saint Victor
Frank Duggan(7)
Greg Scheu(8)
Pekka Tiitinen
Tarak Mehta
VeliMatti Reinikkala
Bernhard Jucker
Claudio Facchin
Peter Terwiesch
Total Executive
Committee members
10,513,371
11,802,186
3,460,742
5,332,622
31,108,921
14,412,987
45,521,908
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
Represents accrued shortterm variable compensation for the year 2015 for all EC members, which will be paid in 2016, after the publication of ABB's financial results. Shortterm vari
able compensation is linked to predefined Groupwide and individual performance objectives defined in the ABB scorecard. Upon full achievement of these objectives, the shortterm
variable compensation of the CEO corresponds to 150 percent of his base salary, while for all other EC members it represents 100 percent of their respective base salary.
Other benefits may include payments related to social security, health insurance, children's education, transportation, tax advice and certain other items.
Prepared on an accruals basis.
On the day of vesting (June 5, 2018), the value of the sharebased awards granted under the LTIP may vary from the above amounts due to changes in ABB's share price and the out
come of the performance parameters. The LTIP is also subject to service conditions. The estimated values have been calculated using the market value of the ABB share on the day of
grant and additionally, in the case of the performance component P2 of the LTIP, the Monte Carlo simulation model.
In addition to the total compensation of current EC members, payments totalling CHF 8,169 were made in 2015 on behalf of certain former EC members for tax advice.
The increase in pension benefits is the result of a review of the CEO's pension arrangements during the second half of 2015.
Frank Duggan received 20 percent of his base salary in AED and 80 percent in EUR. The company purchased EUR with AED to meet this obligation. The variance in base salary between
2014 and 2015 primarily relates to exchange rate movements between EUR and AED.
Greg Scheu received 100 percent of his base salary in USD. All USD amounts were converted into Swiss francs using a rate of CHF 0.9892 per USD. The pension benefits in 2015 are
higher than 2014 as they represent contributions made in 2015 for both 2015 and 2014. Other benefits include CHF 269,000 of social security contributions in respect of 2014.
ABB Annual Report 2015 | Compensation report 57
Exhibit 21: EC compensation in 2014 (audited)
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CHF
y
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CHF
1,600,004
2,059,200
850,007
850,007
1,000,001
748,145
792,670
700,001
794,426
770,006
969,009
700,001
729,300
729,300
858,000
641,908
680,111
600,600
686,400
660,660
831,402
600,600
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CHF
265,325
264,591
251,106
287,455
328,518
7,719
228,045
235,777
275,328
291,729
236,951
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CHF
4
1
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2
633,857
4,558,386
3,020,437
7,578,823
287,769
280,473
2,131,667
2,110,886
991,551
991,551
3,123,218
3,102,437
410,421
2,555,877
1,166,531
3,722,408
607,503
192,980
2,326,074
1,673,480
894,155
3,220,229
849,085
2,522,565
192,747
1,721,393
816,592
2,537,985
622,037
2,338,640
1,053,812
3,392,452
303,877
2,009,871
898,250
2,908,121
510,281
2,602,421
1,250,933
3,853,354
263,397
1,800,949
937,166
2,738,115
Name
Ulrich Spiesshofer(4)
Eric Elzvik
JeanChristophe Deslarzes
Diane de Saint Victor
Frank Duggan(5)
Greg Scheu(6)
Pekka Tiitinen
Tarak Mehta
VeliMatti Reinikkala
Bernhard Jucker
Claudio Facchin
Total Executive
Committee members
9,774,277
9,077,481
2,672,544
4,305,342
25,829,644
12,870,063
38,699,707
(1)
(2)
(3)
(4)
(5)
(6)
Represents accruals of the shortterm variable compensation for the year 2014 for all EC members, which will be paid in 2015, after the publication of the financial results. Shortterm
variable compensation is linked to the objectives defined in the ABB Group’s scorecard. Upon full achievement of these objectives, the shortterm variable compensation of the CEO
corresponds to 150 percent of his base salary, while for all other EC members it represents 100 percent of their respective base salary.
Other benefits comprise payments related to social security, health insurance, children’s education, transportation, tax advice and certain other items.
At the day of vesting (August 12, 2017), the value of the sharebased awards granted under the LTIP may vary from the above numbers due to changes in ABB’s share price and the
outcome of the performance (earnings per share) parameter. The LTIP is also subject to service conditions. The estimated values have been calculated using the market value of the ABB
share on the day of grant and additionally, in the case of the performance component of the LTIP, the Monte Carlo simulation model.
The above compensation figures for Ulrich Spiesshofer represent compensation in respect to his first full calendar year of service as CEO. His annual base salary remained unchanged
at CHF 1,600,000.
Frank Duggan received 20 percent of his base salary in AED and 80 percent in EUR at a fixed AED/EUR exchange rate for the period January to December 2014. All AED amounts were
converted into Swiss francs at a rate of CHF 0.2694219 per AED.
Greg Scheu received 100 percent of his base salary in USD. All USD amounts were converted into Swiss francs using a rate of CHF 0.9896 per USD.
58 Compensation report | ABB Annual Report 2015
Exhibit 22: Compensation to former EC members in 2014 (audited)
Name
Joe Hogan
Base salary
CHF
Short-term variable
compensation(1)
Pension benefits
Other benefits(2)
2014 Total cash-
based compensation
CHF
CHF
CHF
CHF
(CEO until September 15, 2013)(3)
502,503
753,750
74,194
1,126,823
2,457,270
Michel Demaré
(CFO until January 31, 2013)(4)
Gary Steel
(EC member until November 15, 2013)(4)
422,515
Brice Koch
186,950
186,950
121,549
402,535
946,599
(EC member until November 30, 2013)(4)
33,785
35,250
20,547
179,815
269,397
Prith Banerjee
(EC member until May 31, 2013)(5)
Total
958,803
789,000
2,700
216,290
1,898,823
2,700
3,862,916
(1)
(2)
(3)
(4)
(5)
The shortterm variable compensation was paid in 2014 at the time of departure from ABB.
Other benefits comprise payments related to social security, health insurance, children’s education, transportation, tax advice and certain other items.
The compensation of Joe Hogan was for the period January 1 to March 31, 2014, during which he was acting as a Senior Adviser to the ABB Board.
The compensation of Michel Demaré, Gary Steel and Brice Koch represents contractual obligations of ABB to those individuals in 2014, up to the time of their departure from ABB.
Prith Banerjee received tax advice related to his period of employment with ABB in the amount of CHF 2,700.
ABB Annual Report 2015 | Compensation report 59
Exhibit 23: LTIP grants in 2015 (audited)
Name
Ulrich Spiesshofer(5)
Eric Elzvik(5)
JeanChristophe Deslarzes(5)
Diane de Saint Victor(5)
Frank Duggan
Greg Scheu
Pekka Tiitinen(5)
Tarak Mehta(5)
VeliMatti Reinikkala
Bernhard Jucker(5)
Claudio Facchin
Peter Terwiesch
Total Executive Committee
r
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28,608
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25,813
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2,026,311
479,933
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550,089
513,514
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332,427
558,985
513,514
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581,567
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456,526
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421,649
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1,134,740
935,163
802,333
members as of December 31, 2015
344,775
7,426,459
314,904
6,986,528
659,679
14,412,987
(1)
(2)
(3)
(4)
(5)
Vesting date June 5, 2018.
The estimated value of the shares of the P1 component represents the market value of the ABB share on the grant date of the award multiplied by the respective number of reference shares.
The shares of the performance component P2 are valued using the market value of the ABB share on the grant date of the award and the Monte Carlo simulation model.
The LTIP foresees delivering 30 percent of the value of vested shares (both performance components P1 and P2), if any, in cash. However, upon vesting participants have the possibility
to elect to receive 100 percent of the vested award in shares. The plan foresees a maximum payout of 200 percent of the number of reference shares granted under the P2 component,
based on the weighted cumulative EPS performance against predefined objectives.
In addition to the above awards, seven members of the EC participated in the 12th launch of the ESAP in 2015, which will allow them to save over a 12month period and, in November
2016, use their savings to acquire ABB shares under the ESAP. Each EC member who participated in ESAP will be entitled to acquire up to 530 ABB shares at an exercise price of
CHF 18.78 per share.
60 Compensation report | ABB Annual Report 2015
Exhibit 24: LTIP grants in 2014 (audited)
Name
Ulrich Spiesshofer(5)
Eric Elzvik(5)
JeanChristophe Deslarzes
Diane de Saint Victor(5)
Frank Duggan(5)
Greg Scheu
Pekka Tiitinen(5)
Tarak Mehta
VeliMatti Reinikkala(5)
Bernhard Jucker(5)
Claudio Facchin
Total Executive Committee
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14,122
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b
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l
a
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4
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1
(
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d
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s
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2
(
4
1
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2
n
i
P
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L
e
h
t
CHF
1,909,767
145,335
3,020,437
621,673
621,673
731,379
560,602
532,336
511,966
705,677
563,166
829,263
632,540
47,696
47,696
56,113
43,011
40,843
39,280
50,816
43,208
60,298
45,205
991,551
991,551
1,166,531
894,155
849,085
816,592
1,053,812
898,250
1,250,933
937,166
members as of December 31, 2014
215,568
4,650,021
403,933
8,220,042
619,501
12,870,063
(1)
(2)
(3)
(4)
(5)
Vesting date August 12, 2017.
The shares of the performance component are valued using the market value of the ABB share on the grant date and the Monte Carlo simulation model. The estimated value applied to
the shares of the retention component represents the market value of the ABB share on the grant date of the award.
The LTIP foresees delivering 30 percent of the value of the vested retention shares in cash. However, participants have the possibility to elect upon vesting to receive 100 percent of the
vested award in shares.
The vested performance component under the plan, if any, will be fully settled in cash. The plan foresees a maximum payout of 200 percent of the number of reference shares, based on
the weighted cumulative EPS performance against predefined objectives.
In addition to the above awards, seven members of the EC, participated in the 11th launch of ESAP which will allow them to save over a 12month period and, in November 2015, use their
savings to acquire ABB shares under the ESAP. All EC members who participated in ESAP are each entitled to acquire up to 480 ABB shares at an exercise price of CHF 20.97 per share.
ABB Annual Report 2015 | Compensation report 61
Exhibit 25: Board ownership of ABB shares (audited)
Name
Peter Voser(1), (2)
Hubertus von Grünberg(3)
Jacob Wallenberg(4)
Roger Agnelli
Matti Alahuhta
David Constable(1)
Louis R. Hughes
Michel de Rosen
Michael Treschow(3)
Ying Yeh
Total
Total number of shares held
December 31, 2015
December 31, 2014
45,559
N/A
193,659
176,820
24,788
3,229
80,562
146,646
N/A
25,016
696,279
N/A
253,264
185,708
170,671
17,912
N/A
72,742
139,602
108,787
18,970
967,656
(1)
(2)
(3)
(4)
Peter Voser and David Constable were elected to the Board at the ABB Ltd AGM in 2015.
Includes 2,000 shares held by spouse.
Hubertus von Grünberg and Michael Treschow left the Board at the end of the 20142015 term of office.
Share amounts provided in the section do not include the shares beneficially owned by Investor AB, of which Mr. Wallenberg is Chairman.
62 Compensation report | ABB Annual Report 2015
Exhibit 26: EC ownership of ABB shares and options as of December 31, 2015 (audited)
Vested at
December 31, 2015
Unvested at December 31, 2015
r
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f
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5
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2
(
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2
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R
)
3
(
r
e
y
o
l
p
m
e
(vesting
(vesting
(vesting
(vesting
2016 and
2016)
78,395
27,071
27,071
31,848
25,632
24,830
22,294
25,632
9,810
37,033
22,294
15,919
2017)
93,846
30,549
30,549
35,940
27,548
26,159
25,158
34,677
27,674
40,750
31,083
16,457
2018)
172,465
44,562
51,413
45,873
46,390
45,896
42,845
42,780
36,010
51,902
42,845
36,698
2018)
144,802
s
n
o
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t
p
o
d
e
t
s
e
v
f
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b
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1
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I
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d
n
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l
e
h
710,125
221,375
221,375
250,000
d
l
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h
s
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r
a
h
s
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b
m
u
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l
a
t
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T
289,048
23,768
475,446
132,896
83,901
21,000
115,977
202,175
267,848
41,501
30,393
Name
Ulrich Spiesshofer
Eric Elzvik
JeanChristophe Deslarzes
Diane de Saint Victor
Frank Duggan
Greg Scheu(4)
Pekka Tiitinen
Tarak Mehta
VeliMatti Reinikkala
Bernhard Jucker
Claudio Facchin
Peter Terwiesch
Total Executive Committee members
as of December 31, 2015
1,683,953
1,402,875
347,829
420,390
659,679
144,802
(1)
(2)
(3)
(4)
Options may be sold or exercised/converted into shares at the ratio of 5 options for 1 share.
Upon vesting, the LTIP foresees delivering 30 percent of the value of the vested shares under the retention component (LTIP 2013 and 2014) and performance components (P1 and P2 of
LTIP 2015) in cash. However, participants have the possibility to elect to receive 100 percent of the vested award in shares.
The Replacement share grant foresees delivering 30 percent of the value of the vested shares in cash. However, the participant has the possibility to elect to receive 100 percent of the
vested award in shares.
Total number of shares held includes 32 shares held by children.
ABB Annual Report 2015 | Compensation report 63
Exhibit 27: EC ownership of ABB shares and options as of December 31, 2014 (audited)
Vested at
December 31, 2014
Unvested at December 31, 2014
d
l
e
h
s
e
r
a
h
s
f
o
r
e
b
m
u
n
l
a
t
o
T
241,943
23,768
286,773
97,607
63,137
8,000
91,275
176,119
235,702
9,903
Name
Ulrich Spiesshofer
Eric Elzvik
JeanChristophe Deslarzes
Diane de Saint Victor
Frank Duggan
Greg Scheu(4)
Pekka Tiitinen
Tarak Mehta
VeliMatti Reinikkala
Bernhard Jucker
Claudio Facchin
Total Executive
Committee members
d
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1
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n
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r
2
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2
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t
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v
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e
d
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r
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h
s
n
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e
t
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n
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i
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e
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r
4
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h
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e
d
n
u
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2
(
P
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L
e
h
t
f
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t
n
e
n
o
p
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o
c
m
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r
f
s
t
i
f
e
n
e
b
e
n
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g
e
r
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n
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r
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e
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p
e
R
)
3
(
r
e
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l
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r
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f
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e
r
a
h
s
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o
i
t
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e
t
e
r
l
a
i
c
e
p
S
)
3
(
t
n
a
r
g
(vesting
(vesting
(vesting
(vesting
2016 and
(vesting
2015)
2015)
67,293
422,625
287,500
212,500
221,375
422,625
38,673
35,289
29,664
12,041
35,289
37,223
45,924
17,598
2016)
78,395
27,071
27,071
31,848
25,632
24,830
22,294
25,632
9,810
37,033
22,294
2017)
93,846
30,549
30,549
35,940
27,548
26,159
25,158
34,677
27,674
40,750
31,083
2018)
2015)
144,802
150,000
as of December 31, 2014
1,234,227
1,279,125
287,500
318,994
331,910
403,933
144,802
150,000
(1)
(2)
(3)
(4)
Options may be sold or exercised/converted into shares at the ratio of 5 options for 1 share.
The LTIP foresees delivering 30 percent of the value of the vested retention shares in cash. However, participants have the possibility to elect to receive 100 percent of the vested
award in shares.
The Replacement share grant and the Special retention share grant foresee delivering 30 percent of the value of the vested shares in cash. However, under both awards participants
have the possibility to elect to receive 100 percent of the vested award in shares.
Total number of shares held includes 32 shares held by children.
64 Compensation report | ABB Annual Report 2015
Exhibit 28: EC ownership of WARs and conditionally granted ABB shares (all cash-settled) as of December 31, 2015 (audited)
Vested
at December 31, 2015
Unvested at December 31, 2015
s
R
A
W
d
e
t
s
e
v
y
l
l
u
f
f
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r
e
b
m
u
N
I
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e
h
t
r
e
d
n
u
d
l
e
h
287,500
287,500
s
e
r
a
h
s
f
o
r
e
b
m
u
n
e
c
n
e
r
e
f
e
R
e
c
n
a
m
r
o
f
r
e
p
e
h
t
r
e
d
n
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h
c
n
u
a
l
3
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2
e
h
t
f
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t
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e
n
o
p
m
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c
P
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L
e
h
t
f
o
s
e
r
a
h
s
f
o
r
e
b
m
u
n
e
c
n
e
r
e
f
e
R
e
c
n
a
m
r
o
f
r
e
p
e
h
t
r
e
d
n
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c
n
u
a
l
4
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2
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t
f
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n
e
n
o
p
m
o
c
P
I
T
L
e
h
t
f
o
(vesting
(vesting
2016)
50,024
16,659
16,659
19,599
15,023
14,553
13,720
15,023
15,091
18,992
13,720
10,007
2017)
51,489
17,147
17,147
20,173
15,463
14,684
14,122
16,139
15,534
19,548
14,122
10,292
219,070
225,860
Name
Ulrich Spiesshofer
Eric Elzvik
JeanChristophe Deslarzes
Diane de Saint Victor
Frank Duggan
Greg Scheu
Pekka Tiitinen
Tarak Mehta
VeliMatti Reinikkala
Bernhard Jucker
Claudio Facchin
Peter Terwiesch
Total Executive Committee members as of December 31, 2015
ABB Annual Report 2015 | Compensation report 65
Exhibit 29: EC ownership of WARs and conditionally granted ABB shares (all cash-settled) as of December 31, 2014 (audited)
Vested
at December 31, 2014
Unvested at December 31, 2014
s
R
A
W
d
e
t
s
e
v
y
l
l
u
f
f
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e
b
m
u
N
I
P
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e
h
t
r
e
d
n
u
d
l
e
h
201,250
387,500
s
e
r
a
h
s
f
o
r
e
b
m
u
n
e
c
n
e
r
e
f
e
R
e
c
n
a
m
r
o
f
r
e
p
e
h
t
r
e
d
n
u
h
c
n
u
a
l
2
1
0
2
e
h
t
f
o
t
n
e
n
o
p
m
o
c
P
I
T
L
e
h
t
f
o
(vesting
2015)
22,588
20,652
18,845
17,425
6,950
18,845
19,878
24,524
10,665
s
e
r
a
h
s
f
o
r
e
b
m
u
n
e
c
n
e
r
e
f
e
R
e
c
n
a
m
r
o
f
r
e
p
e
h
t
r
e
d
n
u
h
c
n
u
a
l
3
1
0
2
e
h
t
f
o
t
n
e
n
o
p
m
o
c
P
I
T
L
e
h
t
f
o
s
e
r
a
h
s
f
o
r
e
b
m
u
n
e
c
n
e
r
e
f
e
R
e
c
n
a
m
r
o
f
r
e
p
e
h
t
r
e
d
n
u
h
c
n
u
a
l
4
1
0
2
e
h
t
f
o
t
n
e
n
o
p
m
o
c
P
I
T
L
e
h
t
f
o
(vesting
(vesting
2016)
50,024
16,659
16,659
19,599
15,023
14,553
13,720
15,023
15,091
18,992
13,720
2017)
51,489
17,147
17,147
20,173
15,463
14,684
14,122
16,139
15,534
19,548
14,122
Name
Ulrich Spiesshofer
Eric Elzvik
JeanChristophe Deslarzes
Diane de Saint Victor
Frank Duggan
Greg Scheu
Pekka Tiitinen
Tarak Mehta
VeliMatti Reinikkala
Bernhard Jucker
Claudio Facchin
Total Executive Committee members
as of December 31, 2014
588,750
160,372
209,063
215,568
66 Compensation report | ABB Annual Report 2015
Report of the Statutory Auditor
on the Compensation report
To the General Meeting of ABB Ltd, Zurich
We have audited the accompanying Compensation report of ABB Ltd for the
year ended December 31, 2015. The audit was limited to the information
according to articles 14–16 of the Ordinance against Excessive Compensation
in Stock Exchange Listed Companies (Ordinance) contained in the exhibits
labeled “audited” on pages 56 to 66 and page 45 of the Compensation report.
Responsibility of the Board of Directors
The Board of Directors is responsible for the preparation and overall fair pre
sentation of the Compensation report in accordance with Swiss law and the
Ordinance. The Board of Directors is also responsible for designing the com
pensation system and defining individual compensation packages.
Auditor’s responsibility
Our responsibility is to express an opinion on the accompanying Compensa
tion report. We conducted our audit in accordance with Swiss Auditing Stan
dards. Those standards require that we comply with ethical requirements
and plan and perform the audit to obtain reasonable assurance about whether
the Compensation report complies with Swiss law and articles 14–16 of
the Ordinance.
An audit involves performing procedures to obtain audit evidence on the dis
closures made in the Compensation report with regard to compensation, loans
and credits in accordance with articles 14–16 of the Ordinance. The proce
dures selected depend on the auditor’s judgment, including the assessment of
the risks of material misstatements in the Compensation report, whether due
to fraud or error. This audit also includes evaluating the reasonableness of the
methods applied to value components of compensation, as well as assessing
the overall presentation of the Compensation report.
We believe that the audit evidence we have obtained is sufficient and appropri
ate to provide a basis for our opinion.
Opinion
In our opinion, the Compensation report for the year ended December 31,
2015 of ABB Ltd complies with Swiss law and articles 14–16 of the Ordinance.
Ernst & Young AG
Leslie Clifford
Licensed audit expert
(Auditor in charge)
Zurich, Switzerland
February 25, 2016
Robin Errico
Licensed audit expert
ABB Annual Report 2015 | Compensation report 67
Songlin – Research & Development, Shanghai, China
“I have to understand the mechanical and electrical details
but also keep the design, structure and whole vision of the
robot in mind. I think my job is highly technical yet creative.
I see myself as both an engineer and a kind of artist.”
68 Financial review of ABB Group | ABB Annual Report 2015
Financial review of ABB Group
Contents
70 Operating and financial review and prospects
70 About ABB
70 History of the ABB Group
70 Organizational structure
71 Business divisions
78 Capital expenditures
78 Supplies and raw materials
78 Management overview
81 Application of critical accounting policies
85 New accounting pronouncements
85 Research and development
86 Acquisitions and divestments
86 Exchange rates
87 Transactions with affiliates and associates
87 Orders
88 Performance measures
88 Analysis of results of operations
93 Divisional analysis
101 Restructuring and other cost savings initiatives
101 Liquidity and capital resources
103 Financial position
108 Consolidated Financial Statements of ABB Group
158 Report of management on internal control over financial reporting
159 Report of the Statutory Auditor on the Consolidated Financial Statements
160 Report of the Independent Auditor on internal control over financial reporting
ABB Annual Report 2015 | Financial review of ABB Group 69
Operating and financial review
and prospects
About ABB
Organizational structure
We are a global leader in power and automation technologies
that improve the performance and lower the environmental
impact of our customers in the utility, industry and transporta‑
tion & infrastructure sectors. We provide a broad range of
products, systems, solutions and services that are designed
to boost productivity, increase power reliability and enhance
energy efficiency. We operate in around 100 countries and
employ about 135,000 people.
History of the ABB Group
The ABB Group was formed in 1988 through a merger between
Asea AB and BBC Brown Boveri AG. Initially founded in 1883,
Asea AB was a major participant in the introduction of elec‑
tricity into Swedish homes and businesses and in the devel‑
opment of Sweden’s railway network. In the 1940s and 1950s,
Asea AB expanded into the power, mining and steel indus‑
tries. Brown Boveri and Cie. (later renamed BBC Brown Boveri
AG) was formed in Switzerland in 1891 and initially specialized
in power generation and turbines. In the early to mid‑1900s,
it expanded its operations throughout Europe and broadened
its business operations to include a wide range of electrical
engineering activities.
In January 1988, Asea AB and BBC Brown Boveri AG each
contributed almost all of their businesses to the newly formed
ABB Asea Brown Boveri Ltd, of which they each owned
50 percent. In 1996, Asea AB was renamed ABB AB and BBC
Brown Boveri AG was renamed ABB AG. In February 1999,
the ABB Group announced a group reconfiguration designed
to establish a single parent holding company and a single
class of shares. ABB Ltd was incorporated on March 5, 1999,
under the laws of Switzerland. In June 1999, ABB Ltd became
the holding company for the entire ABB Group. This was
accomplished by having ABB Ltd issue shares to the share‑
holders of ABB AG and ABB AB, the two companies that for‑
merly owned the ABB Group. The ABB Ltd shares were
exchanged for the shares of those two companies, which, as
a result of the share exchange and certain related transac‑
tions, became wholly‑owned subsidiaries of ABB Ltd. ABB Ltd
shares are currently listed on the SIX Swiss Exchange, the
NASDAQ OMX Stockholm Exchange and the New York Stock
Exchange (in the form of American Depositary Shares).
70 Financial review of ABB Group | ABB Annual Report 2015
Our business is international in scope and we generate reve‑
nues in numerous currencies. We are headquartered in
Zurich, Switzerland.
We manage our business based on a divisional structure,
which until January 1, 2016, comprised five divisions: Discrete
Automation and Motion, Low Voltage Products, Process Auto‑
mation, Power Products, and Power Systems. For a break‑
down of our consolidated revenues (i) by operating division
and (ii) derived from each geographic region in which we op‑
erate, see “Analysis of Results of Operations—Revenues”.
Effective January 1, 2016, ABB operates in a streamlined
set‑up of four divisions: Power Grids, Electrification Products,
Discrete Automation and Motion, and Process Automation.
The new Power Grids division focuses on the changing needs
of utility customers with ABB’s complete power & automation
offering for transmission and distribution delivered from a sin‑
gle source—“power and automation for the grid”. ABB’s lead‑
ing offering to industry and transport & infrastructure—“power
and automation for the site”—is provided by three divisions.
The new Electrification Products division combines ABB’s
leading low‑ and medium‑voltage businesses. The Discrete
Automation and Motion and Process Automation divisions are
further aligned, addressing customer needs and operational
efficiency. As a result, we believe our new divisional structure
of four divisions is geared to better serve market demands. See
“Business Divisions—Industry Background” for additional in‑
formation related to the realignment of certain business
divisions.
Except where the context otherwise requires or where oth‑
erwise indicated, the information below is presented to reflect
our business prior to this realignment to be consistent with
the basis used in preparing our Consolidated Financial
Statements.
We operate in approximately 100 countries across three
regions: Europe, the Americas, and Asia, Middle East and
Africa (AMEA). A breakdown of our employees by geographic
region is as follows:
Europe
The Americas
Asia, Middle East and Africa
Total
December 31,
2015
61,600
30,900
43,300
2014
2013
63,000
65,000
32,200
34,400
45,200
48,300
135,800
140,400
147,700
The proportion of our employees that are represented by labor
unions or are the subject of collective bargaining agreements
varies based on the labor practices of each country in which
we operate.
Business divisions
Industry background
As a global leader in power and automation, we serve utilities,
industry and transport & infrastructure customers through
our business divisions. These markets and our divisions are
discussed in more detail below. Revenue figures presented
in this Business Divisions section are before interdivisional
eliminations.
Utilities Market
ABB focuses on the changing needs of utility customers
with its complete power & automation offering for transmis‑
sion and distribution. The ongoing shift in the electricity value
chain such as the growth in renewable power generation
created opportunities for companies that are able to deliver
intelligent solutions to the challenges customers face with re‑
gard to increased grid complexity and stability. Renewables
are also making stand‑alone grids possible for remote, off‑
grid communities. Currently, these must be equipped with
back‑up (diesel) generators to cope with intermittent supply,
but innovations in power storage technology promise to dra‑
matically expand the application of these micro‑grids, which
are another key focus for ABB.
Our primary focus is ‘power & automation for the grid’ with
niche automation solutions for utilities in power generation.
With the significant shift in the electricity value chain, integra‑
tion of renewables, micro‑grids and solutions to control
the flow are key growth drivers for the future. The grid of
tomorrow will increase in complexity as there will be numer‑
ous feed‑in points. Our power & automation solutions help
utilities, which generally are public or government‑owned enti‑
ties and tend to be more consolidated in nature, address
these challenges.
Utilities remained cautious in 2015 but continued to make
selective investments in infrastructure‑critical power transmis‑
sion projects. For example, ABB won an important order to
connect the Norwegian and German power grids. The NordLink
project will be Europe’s largest high voltage direct current
(HVDC) power grid interconnection to enable the transmission
of 1,400 megawatts (MW) of renewable energy. In China, ABB
was awarded orders totaling $300 million to boost power ca‑
pacity and grid reliability by enabling two new long‑distance
800 kilovolt (kV) ultrahigh voltage direct current (UHVDC)
transmission links transporting 8,000 megawatts each. Further‑
more, ABB won an order worth over $160 million from Eskom,
South Africa’s national electricity provider, to supply control
systems, software and instrumentation for the 4,800 MW
Kusile clean coal‑fired power station which is more efficient
than conventional coal‑fired power plants as it lowers emis‑
sions and redu ces fuel costs.
Industry Market
On the industry side, we serve factories all around the world
from discrete to process industries. Energy efficiency and
productivity are the hallmarks of ABB’s offerings in this cus‑
tomer segment. Industry customers are diverse in nature
and may be publicly traded or privately held companies. Our
energy efficient products, systems and services reduce con‑
sumption and therefore electricity cost and carbon emissions,
while our automation systems increase productivity, quality
and efficiency, and keep workplaces safe. Since industrial
customers have increasingly been focusing on enhancing
energy efficiency and asset productivity, our offering is a key
value proposition for them.
Demand from industrial customers in 2015 varied by sector
and region. However, low oil prices resulted in a continued
constraint in discretionary spending by oil and gas customers.
The need for cutting edge solutions to increase efficiency and
to use renewable power generation to lower the environmen‑
tal impact continued to be important demand drivers. In this
context, ABB won a $90‑million order for a high‑voltage cable
system to supply power from the Norwegian power grid to the
Johan Sverdrup offshore oil field. Supplying electric power
from shore for offshore oil and gas production avoids the need
for offshore resources and to burn diesel or gas out at sea to
power the equipment, and is much safer and more energy
efficient. In addition, demand for robotics solutions in general
industry is growing as there is an increased need for automated
processes and productivity. YuMi®, ABB’s collaborative robot,
helps meet this need.
Transport & Infrastructure Market
Alongside ABB’s offering for utilities and industry, the com‑
pany provides power & automation solutions for transport
& infrastructure customers. As transport customers focus on
energy efficiency and reduced operating costs, our combined
offer of power & automation solutions are key. Another key
growth driver for this customer segment is the move to
increased electric transportation as well as urbanization and
growth in datacenters. Our expertise in power & automation
has given us the edge when it comes to providing clean and
reliable power solutions for transport networks and
infrastructure.
Demand from the transport & infrastructure market in 2015
was mixed, with continuing strong demand from the rail in‑
dustry. For example, ABB continued its collaboration with
Stadler Rail with orders totaling $115 million to deliver its new‑
est traction equipment for reliable and energy‑efficient trains
in the United States and Europe. Furthermore, ABB delivered
substations for the Swiss Federal Railways (SBB) to boost
power supply and help accommodate rising traffic volumes in
Switzerland. ABB’s marine solutions to boost efficiency, reli‑
ability and flexibility were delivered to Estonia‑based Tallink
Group for their new liquefied natural gas (LNG) powered fast
ferries.
Discrete Automation and Motion Division
Overview
The Discrete Automation and Motion division offers a wide
range of products and services including variable‑speed
drives, motion control solutions, motors, generators, power
electronics systems, rectifiers, power quality and power
protection products, mechanical power transmission of rotat‑
ing equipment, traction converters, solar inverters, wind tur‑
bine converters, electric vehicle charging infrastructure,
programmable logic controllers (PLCs), and industrial robots.
These products help customers to improve productivity,
quality, and energy efficiency, and generate energy. Key
applications include energy conversion, data processing,
ABB Annual Report 2015 | Financial review of ABB Group 71
actuation, automation, standardized manufacturing cells
for applications such as machine tending, welding, cutting,
painting, finishing, picking, packing and palletizing, and
engineered systems for the automotive industry. The majority
of these applications are for industrial applications including
discrete manufacturing, process automation and hybrid or
batch manufacturing, with others provided for infrastructure
and buildings, transportation, and utilities. The division also
provides a full range of life‑cycle services, from product
and system maintenance to application design, including
energy efficiency appraisals, preventive maintenance and
remote monitoring services.
Revenues are generated both from direct sales to end
users as well as from indirect sales through distributors,
machine builders and OEMs (original equipment manufactur‑
ers), system integrators, and panel builders.
The Discrete Automation and Motion division had approxi‑
mately 29,700 employees as of December 31, 2015, and
generated $9.1 billion of revenues in 2015.
Products and Services
The Discrete Automation and Motion division provides low‑volt‑
age and medium‑voltage drive products and systems for
industrial, commercial and residential applications. Drives
provide speed, torque and motion control for equipment such
as fans, pumps, compressors, conveyors, centrifuges, mix‑
ers, hoists, cranes, extruders, printing and textile machines.
They are used in industries such as building automation,
marine, power, transportation, food and beverage, metals,
mining, and oil and gas.
The division also produces a range of power conversion
products. These include static excitation and synchronizing
systems that provide stability for power stations, uninterrupt‑
ible power supply modular systems, as well as high power
rectifiers that convert alternating current (AC) power to direct
current (DC) power for very high‑amperage applications such
as furnaces in aluminum smelters. The division also manufac‑
tures solar inverters, wind turbine converters and converters
for power protection. Rail traction converters, DC wayside
power solutions and a range of solutions for the charging of
electric vehicles are also part of the division’s portfolio.
Discrete Automation and Motion supplies a comprehensive
range of electrical motors and generators, including high‑effi‑
ciency motors that conform to leading environmental and
Minimum Energy Performance Standards (MEPS). Efficiency
is an important selection criterion for customers, because
electric motors account for nearly two‑thirds of the electricity
consumed by industrial plants. The Discrete Automation and
Motion division manufactures synchronous motors for the
most demanding applications and a full range of low‑ and
high‑voltage induction motors, for both IEC (International
Electrotechnical Commission) and NEMA (National Electrical
Manufacturers Association) standards.
The Discrete Automation and Motion division offers robots,
controllers and software systems and services for the auto‑
motive manufacturers and their sub‑suppliers as well as for
general manufacturing industries, to improve product quality,
productivity and consistency in manufacturing processes.
Robots are also used in activities or environments which may
be hazardous to employee health and safety, such as repeti‑
tive lifting, dusty, hot or cold rooms, or painting booths. In the
automotive industry, the robot products and systems are used
72 Financial review of ABB Group | ABB Annual Report 2015
in such areas as press shop, body shop, paint shop, power
train assembly, trim and final assembly. General industry seg‑
ments in which robotics solutions are used range from metal
fabrication, foundry, plastics, food and beverage, chemicals and
pharmaceuticals, computers, consumer electronics and com‑
munications (3C) industries to solar and wood industries.
Typical general industry applications include welding, material
handling, painting, picking, packing, palletizing and small parts
assembly automation.
The division also offers services that complement its prod‑
ucts, including design and project management, engineering,
installation, training and life‑cycle care, energy efficiency ap‑
praisals and preventive maintenance.
Customers
The Discrete Automation and Motion division serves a wide
range of customers. Customers include machinery manufac‑
turers, process industries such as pulp and paper, oil and gas,
and metals and mining companies, hybrid and batch manu‑
facturers such as food and beverage companies, rail equip‑
ment manufacturers, discrete manufacturing companies such
as ‘3C’ (computer, communication and consumer electronic),
utilities and renewable energy suppliers, particularly in the wind
and solar sectors, as well as customers in the automotive
industry and electric vehicle charging networks.
Sales and Marketing
Sales are made both through direct sales forces as well as
through third‑party channel partners, such as distributors,
wholesalers, installers, machine builders and OEMs, system
integrators, and panel builders. The proportion of direct sales
compared to channel partner sales varies among the different
industries, product technologies and geographic markets.
Competition
The Discrete Automation and Motion division’s principal com‑
petitors vary by product line but include Fanuc Robot ics,
Kuka Robot Group, Rockwell Automation, Schneider, Siemens,
Yaskawa, SMA and WEG Industries.
Capital Expenditures
The Discrete Automation and Motion division’s capital expen‑
ditures for property, plant and equipment totaled $145 million
in 2015, compared to $192 million and $214 million in 2014
and in 2013, respectively. Principal investments in 2015 were
primarily related to equipment replacement and upgrades.
Geographically, in 2015, Europe represented 48 percent of
the capital expenditures, followed by the Americas (33 per‑
cent) and AMEA (19 percent).
Low Voltage Products Division
Overview
The Low Voltage Products division helps customers to improve
productivity, use energy efficiently and increase safety. The
division offers a wide range of products and systems, with
related services, that provide protection, control and mea‑
surement for electrical installations, enclosures, switchboards,
electronics and electromechanical devices for industrial
machines and plants. The main applications are in industry,
building, infrastructure, rail and sustainable transportation,
renewable energies and e‑mobility applications.
manufacturing companies, utilities and renewable energy sup‑
pliers, particularly in the wind and solar sectors.
The Low Voltage Products division had approximately
29,100 employees as of December 31, 2015, and generated
$6.5 billion of revenues in 2015.
A majority of the division’s revenues comes from sales
through distributors, wholesalers, OEMs, system integrators,
and panel builders, although a portion of the division’s reve‑
nues comes from direct sales to end users and utilities.
Products and Services
The Low Voltage Products division offering covers a wide
range of products and services including low‑voltage switch‑
gears, breakers, switches, control products, DIN‑rail compo‑
nents, automation and distribution enclosures, wiring acces‑
sories and installation material for many kinds of applications.
The division offers solutions for restoring service rapidly
in case of a fault and providing optimum protection of the
electrical installation and people using such installations. The
product offering ranges from miniature circuit breakers to
high‑capacity molded‑case and air circuit breakers, and
includes safety switches used for power distribution in facto‑
ries and buildings, fuse gear systems for short circuit and
overload protection as well as cabling and connection
components.
The Low Voltage Products division also offers terminal
blocks and printed circuit board connectors used by panel
builders and OEMs to produce standard distribution and
control panels as well as specialized applications in industries
such as traction, energy, maritime, explosive atmospheres
and electronics. In addition, the division offers a range of con‑
tactors, soft starters, starters, proximity sensors, safety prod‑
ucts for industrial protection, limit switches and manual motor
starters, along with electronic relays and overload relays.
The division provides smart home and intelligent building
control systems, also known as KNX protocol, a complete
system for all energy‑reducing building application areas such
as lighting and shutters, heating, ventilation, cooling and se‑
curity. In addition, the division’s IEC and NEMA compliant
switchgear technology integrates intelligent motor and feeder
control solutions to enhance protection, digital control, condi‑
tion monitoring and plant‑wide data access by process con‑
trol systems, electrical control systems and other plant
computers.
The Low Voltage Products division has also developed a
range of products for new markets, such as those used by
electric vehicles (e‑mobility) and in photovoltaic, solar and
wind applications. These include circuit breakers, energy me‑
ters, switch‑disconnectors, residual current‑operated circuit
breakers, interface relays and other products designed for
outdoor installation.
The division also supplies a wide range of electrical com‑
ponents including conduits, boxes, covers, fittings, connec‑
tors, fasteners, wiring ducts, terminals, cable trays, struts,
grounding, insulation, switchgear, metal framing, earthing
& lightning protection and industrial lighting products for vari‑
ous types of application.
Customers
The Low Voltage Products division serves a wide range of
customers, including residential and commercial building con‑
tractors, process industries, rail equipment manufacturers,
Sales and Marketing
Sales are made both through direct sales forces as well as
through third‑party channel partners, such as distributors,
wholesalers, installers, machine builders and OEMs, system
integrators, and panel builders. The proportion of direct sales
compared to channel partner sales varies among the different
industries, product technologies and geographic markets.
Competition
The Low Voltage Products division’s principal competitors
vary by product line but include Eaton Corporation, Legrand,
Mitsubishi, Schneider, Siemens, Leviton, Rittal and Chint
Electrical.
Capital Expenditures
The Low Voltage Products division’s capital expenditures for
property, plant and equipment totaled $166 million in 2015,
compared to $184 million and $204 million in 2014 and 2013,
respectively. Investments in 2015 primarily related to equip‑
ment replacement and upgrades in recently acquired businesses.
Geographically, in 2015, Europe represented 57 percent of the
capital expenditures, followed by the Americas (29 percent)
and AMEA (14 percent).
Process Automation Division
Overview
The Process Automation division is a leading provider of
fully‑engineered solutions, products and services for process
control, safety, instrumentation, plant electrification and
energy management for the key process industry sectors of
chemical, oil and gas, marine, mining, minerals, metals, cement,
and pulp and paper. Each industry has certain unique busi‑
ness drivers, yet all share common requirements for opera‑
tional productivity, safety, energy efficiency, minimized risk
and environmental compliance. The Process Automation divi‑
sion’s core competencies are the applications of automation
and electrification technologies to address these generic
requirements and are tailored to the characteristics of each
of its key industries. Additionally, this business has a number
of industry‑specific services and anchor products (e.g. gear‑
less mill drives, mine hoists, Azipods, turbochargers) that
differentiate the business from its competitors. These products
make ABB more relevant to its customers in these industries
and represent significant components of a larger automation
and electrification scope. The division is organized around
industry systems, product businesses and life cycle services.
The division had approximately 21,900 employees as of Decem ‑
ber 31, 2015, and generated revenues of $6.4 billion in 2015.
The Process Automation division offering is made available
as separately sold products or as part of a total electrification,
instrumentation and/or automation system. The division’s
technologies are sold both through direct sales forces and
third‑party channels.
ABB Annual Report 2015 | Financial review of ABB Group 73
Products and Services
The Process Automation division offers standalone products,
engineered systems and services for process control and
measurement, safety, plant electrification, information man‑
agement, asset management and industry‑specific applica‑
tions for a variety of industries, primarily pulp and paper,
metals, minerals and mining, chemical, oil and gas, marine,
pharmaceuticals and the power industry. Some of the Discrete
Automation and Motion, Power Systems, Power Products
and Low Voltage Products divisions’ products are integrated
into the process control and electrification systems offered by
the Process Automation division.
Our automation systems are used in applications such
as continuous and batch control, asset optimization, energy
management and safety. They are the hubs that link instru‑
mentation, measurement devices and systems for control and
supervision of industrial processes and enable customers to
integrate their production systems with their enterprise, re‑
source and planning systems, thereby providing a link to their
ordering, billing and shipping processes. This link allows cus‑
tomers to manage their entire manufacturing and business
process based on real‑time access to plant information.
Additionally, it allows customers to increase production effi‑
ciency, optimize their assets and reduce environmental waste.
A key element of this division’s product offering is its
System 800xA process automation platform. This product
extends the capability of traditional process control systems,
introducing advanced functions such as batch management,
asset optimization and field device integration which “plug in”
to a common user environment. The same user interface may
also be used to manage components of existing multiple ABB
control systems that have been installed in the market over
approximately the past 25 years. In this way, System 800xA
gives customers a way to migrate to new functions one step
at a time, rather than having to make a large‑scale capital in‑
vestment to replace their entire control system. By creating
a common user interface that can be used to manage multiple
systems, System 800xA also reduces the research and devel‑
opment investment needed to achieve a “one size fits all”
solution across our large installed systems base. The division
also offers a full line of instrumentation and analytical prod‑
ucts to analyze, measure and record industrial and power
processes.
The division’s product offerings for the pulp and paper in‑
dustries include quality control systems for pulp and paper
mills, control systems, drive systems, on‑line sensors, actua‑
tors and field instruments. On‑line sensors measure product
properties, such as weight, thickness, color, brightness,
moisture content and additive content. Actuators allow the
customer to make automatic adjustments during the produc‑
tion process to improve the quality and consistency of the
product. Field instruments measure properties of the process,
such as flow rate, chemical content and temperature.
We offer our customers in the metals, cement and mining
industries specialized products and services, as well as total
production systems. We design, plan, engineer, supply, erect
and commission electric equipment, drives, motors and equip‑
ment for automation and supervisory control within a variety
of areas including mining, mineral handling, aluminum smelt‑
ing, hot and cold steel applications and cement production.
In the oil and gas sector, we provide solutions for onshore
and offshore production and exploration, refining, and
74 Financial review of ABB Group | ABB Annual Report 2015
petrochemical processes, and oil and gas transportation and
distribution.
In the pharmaceuticals and fine chemicals areas, we offer
applications to support manufacturing, packaging, quality
control and compliance with regulatory agencies.
In the marine industry, we provide global shipbuilders with
power and automation technologies for luxury cruise liners,
ferries, tankers, offshore oil rigs and special purpose vessels.
We design, engineer, build, supply and commission electrical
and automation systems for marine power generation, power
distribution and diesel electric propulsion, as well as turbo‑
chargers to improve efficiency for diesel and gasoline engines.
We also offer a complete range of lifecycle services across
all of our customer segments to help customers optimize their
assets. Demand for our process automation services is in‑
creasing as our customers seek to increase productivity by
improving the performance of existing equipment.
Customers
The Process Automation division’s end customers are primar‑
ily companies in the oil and gas, minerals and mining, metals,
pulp and paper, chemicals and pharmaceuticals, and the
marine industries. Customers for this division are looking for
complete instrumentation, automation and electrification solu‑
tions which demonstrate value mainly in the areas of lower
capital costs, increased plant availability, lower lifecycle costs
and reduced project costs.
Sales and Marketing
The Process Automation division uses a direct sales force as
well as third‑party channel partners, such as distributors,
system integrators and OEMs. For the division as a whole, the
majority of revenues are derived through the division’s own
direct sales channels.
Competition
The Process Automation division’s principal competitors vary
by industry or product line. Competitors include Emerson,
Honeywell, Metso Automation, Rockwell Automation, Schneider,
Siemens, Voith, and Yokogawa Electric Corporation.
Capital Expenditures
The Process Automation division’s capital expenditures for
property, plant and equipment totaled $52 million in 2015,
compared to $49 million and $68 million in 2014 and 2013,
respectively. Principal investments in 2015 were in the mea‑
surement products and turbocharging businesses. Geo‑
graphically, in 2015, Europe represented 60 percent of the
capital expenditures, followed by the Americas (21 percent)
and AMEA (19 percent).
Power Products Division
Overview
The Power Products division primarily serves electric, gas and
water utilities as well as industrial and commercial customers,
with a wide portfolio of products and services across a wide
voltage range to facilitate power generation, transmission and
distribution. Direct sales account for a significant part of the
division’s total revenues, and external channel partners, such
as wholesalers, distributors and OEMs, account for the rest.
Key technologies include high‑ and medium‑voltage switch‑
gear, circuit breakers for a range of current ratings and volt‑
age levels, power, distribution, traction and other special
transformers, as well as products to help control and protect
electrical networks. The division had approximately 35,100
employees as of December 31, 2015, and generated $9.6 bil‑
lion of revenues in 2015.
Products and Services
The Power Products division manufactures products that
can be placed in three broad categories: high‑voltage prod‑
ucts, medium‑voltage products and transformers. The division
sells directly to end customers and also through channels
such as distributors, wholesalers, installers and OEMs. Some
of the division’s products are also integrated into the turnkey
offerings of systems divisions such as Power Systems and
Process Automation or sold through engineering, procurement
and construction (EPC) firms.
The High Voltage Products business supplies equipment,
ranging from 50 to 1,200 kilovolts, mainly to power transmis‑
sion utilities and also serves industrial customers. This equip‑
ment primarily enables the transmission grid to operate more
reliably and efficiently with minimum environmental impact.
As part of its portfolio, this business designs and manufac‑
tures a range of air‑, gas‑insulated and hybrid switchgear,
generator circuit breakers, capacitors, high‑voltage circuit
breakers, surge arresters, instrument transformers, cable
accessories and a variety of high‑voltage components. This
is supported by a range of service solutions to support the
products throughout their life cycle.
The Medium Voltage Products business offers products
and services that largely serve the power distribution sector,
often providing the link between high‑voltage transmission
systems and low‑voltage users. Medium‑voltage products
help utility and industrial customers to improve power quality
and control, reduce outage time and enhance operational
reliability and efficiency. This business reaches customers
directly and through channels such as distributors and
OEMs. Its comprehensive offering includes medium‑voltage
equipment (1 to 50 kilovolts), indoor and outdoor circuit
breakers, reclosers, fuses, contactors, relays, instrument
transformers, sensors, motor control centers, ring main units
for primary and secondary distribution, as well as a range
of air‑ and gas‑insulated switchgear. It also produces indoor
and outdoor modular systems and other solutions to facilitate
efficient and reliable power distribution.
The Transformers business designs and manufactures
power transformers (72.5 to 1,200 kilovolts) for utility and in‑
dustrial customers that help to step up or step down voltage
levels and include special applications such as HVDC con‑
verter transformers or phase shifters. This business also sup‑
plies transformer components and insulation material, such
as bushings and tap changers. It also manufactures a wide
range of distribution transformers (up to 72.5 kilovolts) for use
in the power distribution sector, industrial facilities and com‑
mercial buildings. These transformers are designed to step
down electrical voltage bringing it to consumption levels. They
can be oil‑ or dry‑type and, although oil‑type transformers are
more commonly used, demand for dry‑type transformers is
growing because they minimize fire hazards and are well‑
suited for applications such as office buildings, wind turbines,
offshore drilling platforms, marine vessels and large industrial
plants. Another part of the offering includes traction trans‑
formers for use in electric locomotives, special application
transformers, as well as a wide range of service and retrofit
solutions for utility and industry customers.
Customers
The Power Products division serves electric utilities, owners
and operators of power generating plants and power trans‑
mission and distribution networks. It also serves industries
across the spectrum. Customers include electric, gas, water
and other utilities, as well as industrial and commercial
customers.
Sales and Marketing
The Power Products division sells its products individually and
as part of wider solutions through our systems divisions. Direct
sales account for a significant part of the division’s business
and the rest are sold through external channel partners, such
as wholesalers, distributors, system integrators, EPCs and
OEMs. As the Power Products and Power Systems divisions
share many of the same customers and technologies and are
influenced by similar market drivers, they also have a common
front‑end sales organization to maximize market synergies
and coverage across countries, regions, and sectors for the
entire power portfolio.
Competition
On a global basis, the main competitors for the Power Products
division are Siemens, General Electric and Schneider. The
division also faces global competition in some product cate‑
gories from competitors in emerging markets. It also com‑
petes in specific geographies with companies such as Eaton
Corporation, Hyundai, Hyosung, Crompton Greaves, Larsen &
Toubro and Bharat Heavy Electricals.
Capital Expenditures
The Power Products division’s capital expenditures for prop‑
erty, plant and equipment totaled $164 million in 2015, com‑
pared to $220 million and $252 million in 2014 and 2013,
respectively. Principal investments in 2015 related to upgrades
and expansion of existing facilities in Sweden, China, United
States, Germany and Czech Republic. Geographically, in
2015, Europe represented 53 percent of the division’s capital
expenditures, followed by the Americas (24 percent) and
AMEA (23 percent).
Power Systems Division
Overview
The Power Systems division serves public and private utilities,
as well as industrial and commercial customers with solutions
for power and water plants, grid integration and automation
as well as a complete range of systems and services for the
generation, transmission and distribution of electricity. Turnkey
solutions include power plant electrification and automation,
bulk power transmission, substations and network manage‑
ment. The division had approximately 18,100 employees as of
December 31, 2015, and generated $6.3 billion of revenues
in 2015.
ABB Annual Report 2015 | Financial review of ABB Group 75
Products and Services
The Power Systems division delivers solutions through four
businesses: Power Generation, Grid Systems, Substations and
Network Management. The scope of work in a typical turnkey
contract includes design, system engineering, supply, installa‑
tion, commissioning and testing of the system. As part of the
business model, the Power Systems division integrates prod‑
ucts from both the Power Products division and external sup‑
pliers, adding value through design, engineering and project
management to deliver turnkey solutions.
The Power Generation business is a leading provider of
automation solutions for all types of power generation plants,
including coal, gas, combined‑cycle, waste‑to‑energy and a
range of renewables including hydro, solar, wind and bio‑
mass. With an offering that includes electrical balance of plant
as well as instrumentation and control systems, ABB technol‑
ogies help optimize performance, improve reliability, enhance
efficiency and minimize environmental impact throughout the
plant life cycle. The business also serves the water industry,
including applications such as pumping stations and desali‑
nation plants.
As part of the Grid Systems business, ABB provides a com‑
prehensive offering of AC and DC transmission systems, which
help customers to reduce transmission losses, maximize effi‑
ciency and improve grid reliability. ABB pioneered HVDC tech‑
nology nearly 60 years ago. HVDC technology is designed to
reliably and efficiently transmit electrical power over long dis‑
tances via overhead lines and underground or submarine ca‑
bles with minimum losses. HVDC is also widely used for grid
interconnections. HVDC Light®, a more compact form of ABB’s
classic HVDC technology, is ideal for linking offshore installa‑
tions, such as wind farms or oil and gas platforms, to mainland
grids and for interconnections, often via subsea links. The envi‑
ronmental benefits of HVDC Light®, include neutral electromag‑
netic fields, oil‑free cables and compact converter stations.
ABB also offers a comprehensive range of land and sub‑
marine cables through its Grid Systems business, as well as
accessories and services for a range of applications from
medium‑ to high‑voltage AC and DC systems. The portfolio
includes high‑performance XLPE (cross‑linked polyethylene)
insulated cables for high efficiency transmission systems at
voltages up to 525 kilovolts. When it comes to transmission
grid solutions, ABB manufactures its own power semiconduc‑
tors, which are a key enabler for HVDC, flexible alternating
current transmission systems (FACTS) and other technologies,
serving a range of sectors including transportation and wind.
Substations are key installations in the power grid that
facilitate the efficient transmission and distribution of electric‑
ity with minimal environmental impact. They perform the vital
function of monitoring and controlling power flows, feeding
power from generating stations into the grid and providing the
link between transmission and distribution networks as well
as end consumers. ABB has successfully delivered air‑ and
gas‑insulated substations in all kinds of environments, from
deserts and mountains to offshore rigs and crowded city cen‑
ters. ABB’s substation offering spans a range of voltage levels
up to 1,100 kilovolts, serving utility, industry and commercial
customers as well as sectors such as railways, urban trans‑
portation and renewables.
FACTS technologies are also part of the Substations busi‑
ness offering. FACTS solutions help improve power quality
and can significantly increase the capacity of existing AC
76 Financial review of ABB Group | ABB Annual Report 2015
transmission systems, by as much as 50 percent, while main‑
taining and improving system reliability. FACTS technologies
also boost transmission efficiency, relieve bottlenecks and
can be used for the safe integration of intermittent power
sources, such as wind and solar, into the grid. By enhancing
the capacity of existing transmission infrastructure, FACTS
solutions can alleviate the need for capital investment, reduc‑
ing the time, cost and environmental impact associated with
the construction of new generating facilities and transmission
lines. By improving efficiency, FACTS technologies help to
deliver more power to consumers, reducing the need for more
electricity generation, and improving power supply and qual‑
ity. ABB is a global leader in the growing field of FACTS, and
has delivered more than 800 such installations across the world.
ABB’s Network Management business offers solutions to
help manage power networks. The offering covers network
management and utility communications solutions to monitor,
control, operate and protect power systems. These solutions
are designed to ensure the reliability of electricity supplies
and enable real‑time management of power plants, transmis‑
sion grids, distribution networks and energy trading markets.
The portfolio includes control and protection systems for
power generation, transmission and distribution, supervisory
control and data acquisition (SCADA) systems, as well as
software solutions for central electricity markets and mixed
utilities (electricity, district heating, gas and water). It also en‑
compasses the substation automation offering, compliant
with IEC 61850, the open communication standard, which
provides a common framework for substation control and
protection and facilitates interoperability across devices and
systems. The Network Management portfolio also covers
wireless and fixed communication systems for power, water
and gas utilities. It includes fiber optics, microwave radio
and power line applications for data networking and broad‑
band network management, as well as teleprotection and
substation communication networks and voice switching
management systems.
Network management systems are key smart‑grid enablers
by providing automated power systems to incorporate and
manage centralized and distributed power generation, inter‑
mittent sources of renewable energy, real‑time pricing and
load‑management data. Relevant acquisitions have made
ABB a global leader in enterprise software and services for
essential industries such as energy, mining, public infrastruc‑
ture and transportation. These solutions help to bridge the
gap between information technologies (IT) and operational
technologies (OT), enabling clients to make faster, better‑
informed decisions in both daily operations and long‑term
planning strategies. Some of the world’s largest private and
public enterprises rely on such solutions to minimize risk,
enhance operational and financial performance and execute
the right strategies for the future.
The Power Systems division also has a global footprint and
installed base that helps drive the service business. The offer‑
ing includes a range of services aimed at optimizing opera‑
tions and reducing maintenance requirements across the value
chain. These services range from support agreements and
retrofits to spare parts, asset health, management, data ana‑
lytics and training. The division also undertakes consulting
activities such as energy efficiency studies for power plants
and grids, analyses and design of new transmission and
distribution systems as well as asset optimization based
on technical, regulatory, economic and environmental
considerations.
Customers
The Power Systems division’s principal customers include
public and private power generation utilities and companies,
transmission and distribution utilities, owners and operators
as well as industrial and commercial customers. Other cus‑
tomers include gas and water utilities including multi‑utilities,
which are involved in the transmission or distribution of more
than one commodity.
Sales and Marketing
The Power Systems division promotes its offering primarily
through a direct sales force of specialized sales engineering
teams. Some sales are also handled through third‑party
channels, such as EPC firms, OEMs and system integrators.
As the Power Products and Power Systems divisions share
many of the same customers and technologies, and are influ‑
enced by similar market drivers, they also have a common
front‑end sales organization that helps maximize market syn‑
ergies across countries and regions.
Competition
On a global basis, the Power Systems division faces competi‑
tion mainly from Siemens and General Electric. Emerson,
Prysmian and Nexans are additional competitors in parts of
the business. The division also sees emerging competitors
in specific regions. The breadth of its portfolio, technology and
innovation, a global footprint and a vast installed base, enable
the division to maintain its leading position in the power sector.
Capital Expenditures
The Power Systems division’s capital expenditures for prop‑
erty, plant and equipment totaled $75 million in 2015,
compared to $92 million and $101 million in 2014 and 2013,
respectively. Principal investments in 2015 were related
to capacity expansion as well as the replacement of existing
equipment, particularly in Sweden. Geographically, in 2015,
Europe represented 87 percent of the capital expenditures,
followed by AMEA (9 percent) and the Americas (4 percent).
Corporate and Other
Corporate and Other includes headquarters, central research
and development, our real estate activities, Group Treasury
Operations and other minor business activities.
Corporate headquarters and stewardship activities include
the operations of our corporate headquarters in Zurich, Switzer‑
land, as well as corporate‑related activities in various coun‑
tries. These activities cover staff functions with group‑wide
responsibilities, such as accounting and financial reporting,
corporate finance and taxes, planning and controlling, internal
audit, legal and integrity, compliance, risk management and
insurance, corporate communications, information systems,
investor relations and human resources.
Corporate research and development primarily covers our
research activities, as our development activities are orga‑
nized under the five business divisions. We have two global
research laboratories, one focused on power technologies
and the other focused on automation technologies, which
both work on technologies relevant to the future of our five
business divisions. Each laboratory works on new and emerg‑
ing technologies and collaborates with universities and other
external partners to support our divisions in advancing rele‑
vant technologies and in developing cross‑divisional techno‑
logy platforms. We have corporate research centers in seven
countries (China, Germany, India, Poland, Sweden,
Switzerland and the United States).
Corporate and Other had approximately 1,900 employees
at December 31, 2015.
Division realignment
On January 1, 2016, ABB commenced operating in a stream‑
lined set‑up of four divisions: Power Grids, Electrification
Products, Discrete Automation and Motion, and Process
Automation. The new Power Grids division focuses on the
changing needs of utility customers with ABB’s complete
power & automation offering for transmission and distribution
delivered from a single source—“power & automation for the
grid”. ABB’s leading offering to industry and transport & infra‑
structure—“power & automation for the site”—is provided by
three divisions. The new Electrification Products division com‑
bines ABB’s leading low‑ and medium‑voltage businesses.
The Discrete Automation and Motion and Process Automation
divisions are being further aligned to better address customer
needs and increase operational efficiency.
The new Power Grids division is a leading supplier of power
& automation solutions to customers and comprises ABB’s
AC grid, DC grid and grid automation activities, as well as the
company’s transformer and high‑voltage product businesses.
On a pro forma basis, the Power Grids division had revenues
in 2015 of approximately $11.6 billion and employed approxi‑
mately 37,200 employees at January 1, 2016.
The Electrification Products division includes ABB’s medi‑
um‑voltage products business as well as the breakers
& switches, control products, building products, low‑voltage
systems and Thomas & Betts activities. This combination
opens new growth opportunities by taking one of the indus‑
try’s most complete ranges of low‑ and medium‑voltage prod‑
ucts, solutions and services to a broader customer base
through multiple common sales channels. On a pro forma ba‑
sis, the Electrification Products division had revenues in
2015 of approximately $9.5 billion and employed approxi‑
mately 41,600 employees at January 1, 2016.
Under our new structure, all of ABB’s control solutions are
integrated into the realigned Process Automation division
and delivered across ABB’s various end markets through fo‑
cused front‑end customer interfaces. To achieve this, we
transferred the DCS business for power generation from the
previous Power Systems division. On a pro forma basis, the
Process Automation division had revenues in 2015 of approxi‑
mately $7.2 billion and employed approximately 24,800 em‑
ployees at January 1, 2016.
There were no significant changes in the Discrete Automation
and Motion division.
Except where the context otherwise requires or where
otherwise indicated, the information below is presented to
reflect our business prior to this realignment to be consistent
with the basis used in preparing our Consolidated Financial
Statements.
ABB Annual Report 2015 | Financial review of ABB Group 77
Capital expenditures
Total capital expenditures for property, plant and equipment
and intangible assets (excluding intangibles acquired through
business combinations) amounted to $876 million, $1,026 mil‑
lion and $1,106 million in 2015, 2014 and 2013, respectively.
In 2015, 2014 and 2013, capital expenditures were 24 percent,
21 percent and 16 percent lower, respectively, than deprecia‑
tion and amortization (excluding acquisition‑related amortiza‑
tion, capital expenditures were 3 percent, 11 percent and
19 percent higher, respectively, than depreciation and
amortization).
Capital expenditures in 2015 remained at a significant level
in mature markets, reflecting the geographic distribution of
our existing production facilities. Capital expenditures in Europe
and North America in 2015 were driven primarily by upgrades
and maintenance of existing production facilities, mainly in
the United States, Sweden, Switzerland and Germany. Capital
expenditures in emerging markets were highest in China,
Poland, India and Brazil. Capital expenditures in emerging mar‑
kets were made primarily to increase production capacity by
investment in new or expanded facilities. The share of emerg‑
ing markets capital expenditures as a percentage of total
capital expenditures in 2015, 2014 and 2013 was 31 percent,
29 percent and 33 percent, respectively.
At December 31, 2015, construction in progress for prop‑
erty, plant and equipment was $559 million, mainly in Sweden,
the United States, China, Switzerland and Germany. At
December 31, 2014, construction in progress for property,
plant and equipment was $653 million, mainly in Sweden,
the United States, Switzerland, Saudi Arabia and China, while
at December 31, 2013, construction in progress for property,
plant and equipment was $645 million, mainly in Sweden, the
United States, Switzerland, Germany and Brazil.
Our capital expenditures relate primarily to property, plant
and equipment. For 2016, we estimate the expenditures for
property, plant and equipment will be higher than our annual
total for depreciation and amortization (excluding acquisi‑
tion‑related amortization).
Supplies and raw materials
We purchase a variety of raw materials and products which
contain raw materials for use in our production and project
execution processes. The primary materials used in our prod‑
ucts, by weight, are copper, aluminum, carbon steel, mineral
oil and various plastics. We also purchase a wide variety of
fabricated products and electronic components. We operate
a worldwide supply chain management network with employ‑
ees dedicated to this function in our businesses and key coun‑
tries. Our supply chain management network consists of a
number of teams, each focusing on different product catego‑
ries. These category teams, on global, divisional and/or regional
level, take advantage of opportunities to leverage the scale
of ABB and to optimize the efficiency of our supply networks,
in a sustainable manner.
Our supply chain management organization’s activities
have continued to expand in recent years, to:
78 Financial review of ABB Group | ABB Annual Report 2015
— pool and leverage procurement of materials and services,
— provide transparency of ABB’s global spending through
a comprehensive performance and reporting system linked
to all of our enterprise resource planning (ERP) systems,
— strengthen ABB’s supply chain network by implementing
an effective product category management structure and
extensive competency‑based training, and
— monitor and develop our supply base to ensure sustain‑
ability, both in terms of materials and processes used.
We buy many categories of products which contain steel,
copper, aluminum, crude oil and other commodities. Continuing
global economic growth in many emerging economies, cou‑
pled with the volatility in foreign currency exchange rates, has
led to significant fluctuations in these raw material costs over
the last few years. While we expect global commodity prices
to remain highly volatile, we expect to offset some market
volatility through the use of long‑term contracts and global
sourcing.
We seek to mitigate the majority of our exposure to com‑
modity price risk by entering into hedges. For example, we
manage copper and aluminum price risk using principally
swap contracts based on prices for these commodities quoted
on leading exchanges. ABB’s hedging policy is designed to
safeguard margins by minimizing price volatility and providing
a stable cost base during order execution. In addition to using
hedging to reduce our exposure to fluctuations in raw materi‑
als prices, in some cases we can reduce this risk by incorpo‑
rating changes in raw materials prices into the prices of our
products (through price escalation clauses).
Overall, during 2015 supply chain management personnel
in our businesses, and in the countries in which we operate,
along with the global category teams, continued to focus on
value chain optimization efforts in all areas, while maintaining
and improving quality and delivery performance.
In August 2012, the United States Securities and Exchange
Commission (SEC) issued its final rules regarding “Conflict
Minerals”, as required by section 1502 of the Dodd‑Frank Wall
Street Reform and Consumer Protection Act. We initiated
conflict minerals processes in 2013 and have continuously im‑
proved and tailored the processes to our value chain. We
continue to work with our suppliers and customers, to enable
us to comply with the rules and disclosure obligations. Further
information on ABB’s Conflict Minerals policy and supplier
requirements can be found under “Material Compliance” at
new.abb.com/about/supplying
Management overview
As a global leader in power and automation, we serve utility,
industry and transport & infrastructure customers in a com‑
bined market worth more than $600 billion per year. In all
three customer segments, our combined offering of power
and automation provides a unique value proposition for cus‑
tomers as we provide solutions for secure, energy‑efficient
generation, transmission and distribution of electricity, and for
increasing productivity in industrial, commercial and utility
operations. As we look at our customers’ value chain, there is
a clear trend towards more electricity being transmitted by
wire, and increased feed‑in points.
This leads to a convergence of power and automation, which
then needs to be automated and controlled.
In September 2014, we launched the Next Level strategy
which laid the foundation to take ABB to the Next Level aimed
at accelerating sustainable value creation. The strategy is
built on the three focus areas of profitable growth, relentless
execution and business‑led collaboration.
Next Level – Stage 1
In Stage 1 of the Next Level strategy we drove toward profit‑
able growth by shifting our center of gravity through strength‑
ening our competitiveness, driving organic growth and
lowering our risk profile. We continued to drive profitable
growth through our framework of penetration, innovation and
expansion (PIE) in targeted geographic and industry seg‑
ments. Some of our key successes in 2015 can be seen in the
section Next Level ‑ Stage 2 below.
To complement our drive for organic growth we also
launched five new partnerships in 2015 in different markets
such as data centers (with Ericsson), electrical vehicle
charging (with Microsoft), grid integration in Japan (with
Hitachi), microgrids (with Samsung) and building automa‑
tion and software for smart homes (with Bosch & Cisco).
In Stage 1, we drove relentless execution by continuing to
deliver on our ongoing cost savings program. Significant
progress was also made on the previously announced Power
Systems ‘step‑change’ program. We returned the division to
profitability and it reached the target operational EBITA range
of 7‑11 percent in the fourth quarter of 2015. We are driving
our transformation through our 1,000‑day programs, to ensure
a successful implementation and making our operations
more efficient. In order to increase operational performance,
a new compensation model was rolled out which better in‑
centivizes management performance by building on company
as well as individual key performance indicators (KPIs). As of
January 2016 more than 70,000 employees are on this new
model.
Our third focus area is business‑led collaboration which
aims at increasing operational efficiency by improving pro‑
cesses and organizational structures. We have simplified the
organization and set clear roles and responsibilities through‑
out the group.
Our Next Level Stage 1 actions laid a solid foundation for
our future development amid a significantly tougher market
environment in 2015 compared to 2014. Global GDP growth
assumptions were downgraded, oil prices continued to de‑
crease and China’s growth moderated. The market for our full
product and service offering, which totals more than $600
billion a year, is now expected to grow 2.5‑4.5 percent a year
in the period from 2015 to 2020.
Next Level – Stage 2
Stage 2 of the Next Level strategy was announced in September
2015 and is comprised of a significant set of actions to accel‑
erate the shift of our center of gravity toward higher organic
growth, greater competitiveness and lower risk while acceler‑
ating existing improvement projects.
Profitable growth
Profitable growth continues to be a key focus area to acceler‑
ate sustainable value creation and is driven through the
framework of penetration, innovation and expansion (PIE).
We continued to drive for growth in 2015 through in‑
creased market penetration in targeted geographic and in‑
dustry segments. For example, we have a pioneering track
record in supporting the development of India’s power
infrastructure. ABB projects in India include the North‑East
Agra power link, the world’s first multi‑terminal UHVDC
transmission system, as well as a smart grid solution for the
entire Karnataka state power network. In addition to the
first link in the country, we have been involved in five major
HVDC projects in India. Furthermore, we have actively con‑
tributed to the development of India’s ultrahigh voltage
(765kV) network and the local manufacturing of related equip‑
ment. Most recently we developed 1200 kV power equipment
including transformers and a switchgear for the pilot installa‑
tion in Bina, India, which is deploying the highest AC voltage
level in the world. We are also supporting the rapid urbaniza‑
tion in India through a range of initiatives including solar
plants, microgrids and metro rail projects in fast growing cit‑
ies like Delhi, Bangalore and Jaipur.
Innovation continued to be a focus for growth and we in‑
troduced several ground‑breaking offerings in 2015, including
the launch of our collaborative robot, YuMi®, the 525 kV HVDC
cable, the Azipod® D electric propulsion system and the
eco‑efficient gas insulated switchgear. YuMi® is the world’s
first dual‑arm robot to be able to work collaboratively on
the same tasks as humans while ensuring the safety of those
around it. With the introduction of YuMi®, we are pushing the
boundaries of robotic automation by fundamentally expanding
the types of industrial processes which can be automated
with robots. In addition, we commissioned the world’s first
high‑ and medium‑voltage switchgear installation for the
Swiss utility, EWZ, with a new eco‑efficient gas that reduces
the global warming potential by almost 100 percent by offer‑
ing an alternative gas mixture to the conventional sulfur
hexafluoride.
We also continue to focus on the opportunities brought
by the Industrial Internet, the so‑called “Internet of Things,
Services and People” (IoTSP). Today, more than 50 percent of
our products are software‑related. By enabling installations
to communicate via the internet, the IoTSP provides connec‑
tions across company locations and even between compa‑
nies. As a company with offerings across the power and
automation spectrum, we are ideally‑positioned to enable the
IoTSP and to help customers reach the next level of produc‑
tivity, efficiency and flexibility. We received an order in 2015
together with the Dutch weather forecasting specialist, Meteo
Group, to provide 140 Maersk container vessels with advisory
software to optimize routes helping them to drive vessel effi‑
ciency and avoid conditions that could be harmful to the ship.
Technology innovation remains a cornerstone of our com‑
petitive position and a key driver of profitable growth. We plan
to continue investments into research and development of ap‑
proximately 4 percent of revenues, which in 2015 amounted
to $1.4 billion.
Expansion into new high‑growth markets is another driver
of profitable growth. We, along with Microsoft Corp., have an‑
nounced the worldwide availability of a new electric vehicle
(EV) fast‑charging services platform. Combining our leading
ABB Annual Report 2015 | Financial review of ABB Group 79
EV charging stations with Microsoft’s Azure cloud‑based ser‑
vices will ensure stability, global scalability and advanced
management features for our customers. The collaboration
will also take advantage of machine learning and predictive
analytic capabilities to drive future innovations. With regard to
micro‑grids, which are another high‑growth market, we won
a significant order in 2015 from Socabelec to install a mi‑
cro‑grid solution to boost renewable energy use by a remote
community in Kenya. Our stabilization system will be inte‑
grated into the existing power network and will interface with
existing diesel power station controls. This will maximize re‑
newable energy penetration and utilize any excess wind en‑
ergy generated.
Complementing the ongoing focus on driving organic
growth, we plan to focus on value‑creating acquisitions that
support the shift in center of gravity and partnerships to ac‑
celerate growth in attractive segments.
In line with the shift in our center of gravity, we have re‑
aligned our organizational structure effective January 1, 2016,
to better address customer needs and deliver operational
efficiency. Our new streamlined structure is comprised of four
operating divisions: Power Grids, Electrification Products,
Discrete Automation and Motion and Process Automation.
The new Power Grids division is focused on meeting
the power and automation technology challenges of power
grid utilities, such as the integration of renewable energies,
growing power network complexity, grid automation, and the
development of smart grids and micro‑grids. Delivering a
broad transmission and distribution offering from a single in‑
tegrated source supports our organic growth ambitions by
providing better customer service while enabling cost and
productivity improvements to achieve the targeted operational
EBITA margins. The Power Grids division is a leading world‑
wide supplier of power and automation solutions to power
grid customers and comprises our AC grid, DC grid and grid
automation activities, as well as our transformer and
high‑voltage product businesses.
The new Electrification Products division includes our me‑
dium‑voltage products business as well as the breakers &
switches, control products, building products, low‑voltage
systems and Thomas & Betts activities. This combination
opens new growth opportunities by taking one of the indus‑
try’s most complete ranges of low‑ and medium‑voltage prod‑
ucts, solutions and services to a broader customer base
through multiple common sales channels.
All of our control solutions are integrated into the Process
Automation division and delivered across our various end mar‑
kets through focused front end customer interfaces including
the transfer of the distributed control system (DCS) business
for power generation from the Power Systems division.
There are no significant changes in the Discrete Automation
and Motion division.
Relentless execution
In Stage 2 of the Next Level strategy, we aim to close the
gap in our operating performance compared with our best‑in‑
class peers. The goal is to further transform our company
toward a leading operating model with business processes
more focused on customer needs, and an enhanced perfor‑
mance management system, including compensation tied
more closely to performance, as well as the development of
a world class people and true performance culture.
80 Financial review of ABB Group | ABB Annual Report 2015
Our ongoing cost savings program to reduce costs equiva‑
lent to 3‑5 percent of cost of sales each year, achieved in
2015 approximately $1.2 billion in cost savings or approxi‑
mately 5 percent of cost of sales.
We continued to drive our focused 1,000‑day programs of
driving white collar productivity—becoming lean for growth—
and working capital management—to provide cash for growth.
Our white collar productivity program is aimed at making
us leaner, faster and more customer‑focused. Business func‑
tions, support functions and organizational complexity are
in the scope of this program. Productivity improvements in‑
clude the rapid expansion of regional shared services and the
streamlining of global operations and head office functions,
with business units moving closer to key markets. We aim
to achieve cost savings at a run rate of $1 billion a year by the
end of 2017 and the program is on track to deliver approxi‑
mately $400 million of cost savings in 2016.
The working capital program is on track to free up at least
$2 billion in cash by the end of 2017. Improved collections
from customers as well as stronger inventory management
resulted in a solid working capital reduction in 2015. Further
measures are being taken to drive improvements through
the entire value chain, from product design through manufac‑
turing and logistics as well as reducing unbilled receivables
in large projects.
Business-led collaboration
We continue to drive our transformation, which is aimed
at improving customer focus and increasing agility to support
the achievement of our 2015‑2020 targets. Our streamlined
organization, with a realigned divisional structure, commenced
in January 2016. In order to drive sales productivity and col‑
laboration across the group, Salesforce.com was rolled out
further as a common sales platform and is now operational in
30 countries. The Group Account Management team has
a focused customer approach and initial pilots show proof
of success.
Updated 2015‑2020 financial targets
In September 2015, we aligned our 2015‑2020 revenue growth
target with reduced macroeconomic expectations while keep‑
ing our ambition relative to the market. The average annual
revenue growth rate target, on a comparable basis, over the
period from 2015 to 2020, is now 3‑6 percent (previously 4‑7
percent). The driving factors for this change include the expect ed
continuation of lower oil prices, signs of slowing industrial
production growth and forecasted emerging market growth
below the levels previously projected in 2014. All other targets
which took effect on January 1, 2015, remain unchanged:
We expect to grow operational earnings per share at a 10‑15
percent compound annual growth rate and deliver attractive
rates of cash return on invested capital in the mid‑teens over
the period from 2015 to 2020. Over the same period, we plan
to steadily increase our profitability, measured by Operational
EBITA, within a range of 11‑16 percent while targeting an aver‑
age free cash flow conversion rate above 90 percent.
Targeted capital allocation
We maintain our capital allocation priorities, focusing on i)
funding organic growth, research and development and capi‑
tal expenditure at attractive rates of cash return on invested
capital (CROI), ii) paying a steadily rising sustainable dividend
over time, iii) investing in value‑creating acquisitions and iv)
returning additional cash to shareholders.
In 2015, we returned $3.2 billion to shareholders in the
form of dividend payments and share repurchases, in line with
the Next Level strategy to accelerate sustainable value cre‑
ation. This included $1.7 billion in dividends in the form of
tax‑efficient distributions out of ABB Ltd’s capital contribution
reserves and by way of a nominal value reduction. We are
continuing our previously announced two‑year $4‑billion share
buyback program which is scheduled to be completed in
September 2016. As of the end of 2015, we had repurchased
approximately 106 million shares for a total of approximately
$2.2 billion.
Outlook
Macroeconomic and geopolitical developments continue to
signal a mixed outlook, with continued uncertainty. Some
macroeconomic signals in the United States remain positive
and growth in China is expected to continue, although at a
slower pace than in 2015. The market remains impacted by
modest growth in Europe and geopolitical tensions in various
parts of the world. Current oil prices and foreign exchange
translation effects are expected to continue to influence our
results.
The long‑term demand outlook in our three major cus‑
tomer sectors—utilities, industry and transport & infrastruc‑
ture—remains positive. Key drivers are the big shift in the
electricity value chain, industrial productivity improvements
through the IoTSP and Industry 4.0, as well as rapid urbaniza‑
tion and the need for energy efficiency in transport &
infrastructure.
We believe we are well positioned to tap these opportuni‑
ties for long‑term profitable growth with our strong market
presence, broad geographic and business scope, technology
leadership and financial strength.
Application of critical
accounting policies
General
We prepare our Consolidated Financial Statements in accor‑
dance with U.S. GAAP and present these in U.S. dollars unless
otherwise stated.
The preparation of our financial statements requires us to
make assumptions and estimates that affect the reported
amounts of assets, liabilities, revenues and expenses and the
related disclosure of contingent assets and liabilities. We eval‑
uate our estimates on an ongoing basis, including, but not
limited to, those related to: gross profit margins on long‑term
construction‑type contracts; costs of product guarantees and
warranties; provisions for bad debts; recoverability of invento‑
ries, investments, fixed assets, goodwill and other intangible
assets; the fair values of assets and liabilities assumed in
business combinations; income tax expenses and provisions
related to uncertain tax positions; pensions and other postre‑
tirement benefit assumptions; and legal and other contingen‑
cies. Where appropriate, we base our estimates on historical
experience and on various other assumptions that we believe
to be reasonable under the circumstances, the results of which
form the basis for making judgments about the carrying val‑
ues of assets and liabilities that are not readily apparent from
other sources. Actual results may differ from our estimates
and assumptions.
We deem an accounting policy to be critical if it requires an
accounting estimate to be made based on assumptions about
matters that are highly uncertain at the time the estimate is
made and if different estimates that reasonably could have
been used, or if changes in the accounting estimates that are
reasonably likely to occur periodically, could materially impact
our Consolidated Financial Statements. We also deem an ac‑
counting policy to be critical when the application of such pol‑
icy is essential to our ongoing operations. We believe the
following critical accounting policies require us to make diffi‑
cult and subjective judgments, often as a result of the need to
make estimates regarding matters that are inherently uncer‑
tain. These policies should be considered when reading our
Consolidated Financial Statements.
Revenue recognition
We generally recognize revenues for the sale of goods when
persuasive evidence of an arrangement exists, delivery has
occurred, the price is fixed or determinable, and collectability
is reasonably assured. With regard to the sale of products,
delivery is not considered to have occurred, and therefore no
revenues are recognized, until the customer has taken title to
the products and assumed the risks and rewards of owner‑
ship of the products specified in the purchase order or sales
agreement. Generally, the transfer of title and risks and rewards
of ownership are governed by the contractually‑defined ship‑
ping terms. We use various International Commercial shipping
terms (as promulgated by the International Chamber of
Commerce) such as Ex Works (EXW), Free Carrier (FCA) and
Delivered Duty Paid (DDP). Subsequent to delivery of the
products, we generally have no further contractual perfor‑
mance obligations that would preclude revenue recognition.
Revenues under long‑term construction‑type contracts are
generally recognized using the percentage‑of‑completion
method of accounting. We use the cost‑to‑cost method to
measure progress towards completion on contracts. Under
this method, progress of contracts is measured by actual
costs incurred in relation to management’s best estimate of
total estimated costs, which are reviewed and updated rou‑
tinely for contracts in progress. The cumulative effect of any
change in estimate is recorded in the period in which the
change in estimate is determined.
The percentage‑of‑completion method of accounting in‑
volves the use of assumptions and projections, principally re‑
lating to future material, labor and project‑related overhead
costs. As a consequence, there is a risk that total contract
ABB Annual Report 2015 | Financial review of ABB Group 81
costs will exceed those we originally estimated and the mar‑
gin will decrease or the long‑term construction‑type contract
may become unprofitable. This risk increases if the duration
of a contract increases because there is a higher probability
that the circumstances upon which we originally developed
estimates will change, resulting in increased costs that we
may not recover. Factors that could cause costs to increase
include:
— unanticipated technical problems with equipment supplied
or developed by us which may require us to incur addi‑
tional costs to remedy,
— changes in the cost of components, materials or labor,
— difficulties in obtaining required governmental permits or
approvals,
— project modifications creating unanticipated costs,
— suppliers’ or subcontractors’ failure to perform, and
— delays caused by unexpected conditions or events.
Changes in our initial assumptions, which we review on
a regular basis between balance sheet dates, may result in
revisions to estimated costs, current earnings and anticipated
earnings. We recognize these changes in the period in which
the changes in estimates are determined. By recognizing
changes in estimates cumulatively, recorded revenue and
costs to date reflect the current estimates of the stage of
completion of each project. Additionally, losses on long‑term
contracts are recognized in the period when they are identi‑
fied and are based upon the anticipated excess of contract
costs over the related contract revenues.
Short‑term construction‑type contracts, or long‑term con‑
struction‑type contracts for which reasonably dependable es‑
timates cannot be made or for which inherent hazards make
estimates difficult, are accounted for under the completed‑con‑
tract method. Revenues under the completed‑contract method
are recognized upon substantial completion—that is: accep‑
tance by the customer, compliance with performance specifi‑
cations demonstrated in a factory acceptance test or similar
event.
For non construction‑type contracts that contain customer
acceptance provisions, revenue is deferred until customer ac‑
ceptance occurs or we have demonstrated the customer‑ speci‑
fied objective criteria have been met or the contractual
acceptance period has lapsed.
Revenues from service transactions are recognized as ser‑
vices are performed. For long‑term service contracts, revenues
are recognized on a straight‑line basis over the term of the
contract or, if the performance pattern is other than
straight‑line, as the services are provided. Service revenues
reflect revenues earned from our activities in providing services
to customers primarily subsequent to the sale and delivery of
a product or complete system. Such revenues consist of main‑
tenance‑type contracts, field service activities that include
personnel and accompanying spare parts, and installation and
commissioning of products as a stand‑alone service or as
part of a service contract.
Revenues for software license fees are recognized when
persuasive evidence of a non‑cancelable license agreement
exists, delivery has occurred, the license fee is fixed or deter‑
minable, and collection is probable. In software arrangements
that include rights to multiple software products and/or ser‑
vices, the total arrangement fee is allocated using the residual
method, under which revenue is allocated to the undelivered
elements based on vendor‑specific objective evidence (VSOE)
82 Financial review of ABB Group | ABB Annual Report 2015
of fair value of such undelivered elements and the residual
amounts of revenue are allocated to the delivered elements.
Elements included in multiple element arrangements may con‑
sist of software licenses, maintenance (which includes cus‑
tomer support services and unspecified upgrades), hosting,
and consulting services. VSOE is based on the price generally
charged when an element is sold separately or, in the case
of an element not yet sold separately, the price established by
authorized management, if it is probable that the price, once
established, will not change once the element is sold sepa‑
rately. If VSOE does not exist for an undelivered element, the
total arrangement fee will be recognized as revenue over the
life of the contract or upon delivery of the undelivered element.
We offer multiple element arrangements to meet our cus‑
tomers’ needs. These arrangements may involve the delivery
of multiple products and/or performance of services (such as
installation and training) and the delivery and/or performance
may occur at different points in time or over different periods of
time. Deliverables of such multiple element arrangements are
evaluated to determine the unit of accounting and if certain
criteria are met, we allocate revenues to each unit of account‑
ing based on its relative selling price. A hierarchy of selling
prices is used to determine the selling price of each specific
deliverable that includes VSOE (if available), third‑party evi‑
dence (if VSOE is not available), or estimated selling price if
neither of the first two is available. The estimated selling price
reflects our best estimate of what the selling prices of ele‑
ments would be if the elements were sold on a stand‑alone
basis. Revenue is allocated between the elements of an ar‑
rangement consideration at the inception of the arrangement.
Such arrangements generally include industry‑specific perfor‑
mance and termination provisions, such as in the event of
substantial delays or non‑delivery.
Revenues are reported net of customer rebates and similar
incentives. Taxes assessed by a governmental authority that
are directly imposed on revenue‑producing transactions be‑
tween us and our customers, such as sales, use, value‑added
and some excise taxes, are excluded from revenues.
These revenue recognition methods require the collectabil‑
ity of the revenues recognized to be reasonably assured. When
recording the respective accounts receivable, allowances are
calculated to estimate those receivables that will not be col‑
lected. These reserves assume a level of default based on his‑
torical information, as well as knowledge about specific invoices
and customers. The risk remains that actual defaults will vary
in number and amount from those originally estimated. As
such, the amount of revenues recognized might exceed or fall
below the amount which will be collected, resulting in a change
in earnings in the future. The risk of deterioration is likely to
increase during periods of significant negative industry, eco‑
nomic or political trends.
As a result of the above policies, judgment in the selection
and application of revenue recognition methods must be made.
Contingencies
As more fully described in “Note 15 Commitments and contin‑
gencies” to our Consolidated Financial Statements, we are
subject to proceedings, litigation or threatened litigation and
other claims and inquiries related to environmental, labor,
product, regulatory, tax (other than income tax) and other
matters. We are required to assess the likelihood of any adverse
judgments or outcomes to these matters, as well as potential
ranges of probable losses. A determination of the provision
required, if any, for these contingencies is made after analysis
of each individual issue, often with assistance from both inter‑
nal and external legal counsel and technical experts. The
required amount of a provision for a contingency of any type
may change in the future due to new developments in the par‑
ticular matter, including changes in the approach to its resolution.
We record provisions for our contingent obligations when it
is probable that a loss will be incurred and the amount can be
reasonably estimated. Any such provision is generally recog‑
nized on an undiscounted basis using our best estimate of the
amount of loss or at the lower end of an estimated range when
a single best estimate is not determinable. In some cases, we
may be able to recover a portion of the costs relating to these
obligations from insurers or other third parties; however, we
record such amounts only when it is probable that they will be
collected.
We provide for anticipated costs for warranties when we
recognize revenues on the related products or contracts.
Warranty costs include calculated costs arising from imper‑
fections in design, material and workmanship in our products.
We generally make individual assessments on contracts with
risks resulting from order‑specific conditions or guarantees
and assessments on an overall, statistical basis for similar
products sold in larger quantities. There is a risk that actual
warranty costs may exceed the amounts provided for, which
would result in a deterioration of earnings in the future when
these actual costs are determined.
We may have legal obligations to perform environmental
clean‑up activities related to land and buildings as a result of
the normal operations of our business. In some cases, the
timing or the method of settlement, or both are conditional
upon a future event that may or may not be within our control,
but the underlying obligation itself is unconditional and cer‑
tain. We recognize a provision for these obligations when it is
probable that a liability for the clean‑up activity has been in‑
curred and a reasonable estimate of its fair value can be made.
In some cases, we may be able to recover a portion of the
costs expected to be incurred to settle these matters. An as‑
set is recorded when it is probable that we will collect such
amounts. Provisions for environmental obligations are not dis‑
counted to their present value when the timing of payments
cannot be reasonably estimated.
Pension and other postretirement
benefits
As more fully described in “Note 17 Employee benefits” to our
Consolidated Financial Statements, we have a number of
defined benefit pension and other postretirement plans and
recognize an asset for a plan’s overfunded status or a liability
for a plan’s underfunded status in our Consolidated Balance
Sheets. We measure such a plan’s assets and obligations that
determine its funded status as of the end of the year.
Significant differences between assumptions and actual
experience, or significant changes in assumptions, may mate‑
rially affect the pension obligations. The effects of actual
results differing from assumptions and the changing of
assumptions are included in net actuarial loss within
“Accumulated other comprehensive loss”.
We recognize actuarial gains and losses gradually over
time. Any cumulative unrecognized actuarial gain or loss that
exceeds 10 percent of the greater of the present value of the
projected benefit obligation (PBO) and the fair value of plan
assets is recognized in earnings over the expected average
remaining working lives of the employees participating in the
plan, or the expected average remaining lifetime of the inac‑
tive plan participants if the plan is comprised of all or almost
all inactive participants. Otherwise, the actuarial gain or loss
is not recognized in the Consolidated Income Statements.
We use actuarial valuations to determine our pension and
postretirement benefit costs and credits. The amounts calcu‑
lated depend on a variety of key assumptions, including dis‑
count rates, mortality rates and expected return on plan assets.
Under U.S. GAAP, we are required to consider current market
conditions in making these assumptions. In particular, the dis‑
count rates are reviewed annually based on changes in long‑
term, highly‑rated corporate bond yields. Decreases in the
discount rates result in an increase in the PBO and in pension
costs. Conversely, an increase in the discount rates results in
a decrease in the PBO and in pension costs. The mortality
assumptions are reviewed annually by management.
Decreases in mortality rates result in an increase in the PBO
and in pension costs. Conversely, an increase in mortality
rates results in a decrease in the PBO and in pension costs.
Holding all other assumptions constant, a 0.25‑percentage
point decrease in the discount rate would have increased the
PBO related to our defined benefit pension plans by $383
million, while a 0.25‑percentage point increase in the discount
rate would have decreased the PBO related to our defined
benefit pension plans by $360 million.
The expected return on plan assets is reviewed regularly
and considered for adjustment annually based upon the tar‑
get asset allocations and represents the long‑term return
expected to be achieved. Decreases in the expected return
on plan assets result in an increase to pension costs. Holding
all other assumptions constant, an increase or decrease of
0.25 percentage points in the expected long‑term rate of as‑
set return would have decreased or increased, respectively,
the net periodic benefit cost in 2015 by $26 million.
The funded status, which can increase or decrease based
on the performance of the financial markets or changes in our
assumptions, does not represent a mandatory short‑term cash
obligation. Instead, the funded status of a defined benefit
pension plan is the difference between the PBO and the fair
value of the plan assets. At December 31, 2015, our defined
benefit pension plans were $1,481 million underfunded com‑
pared to an underfunding of $1,890 million at December 31,
2014. Our other postretirement plans were underfunded by
$178 million and $245 million at December 31, 2015 and 2014,
respectively.
We have multiple non‑pension postretirement benefit plans.
Our health care plans are generally contributory with partici‑
pants’ contributions adjusted annually. For purposes of esti‑
mating our health care costs, we have assumed health care
cost increases to be 7.68 percent per annum for 2016, gradu‑
ally declining to 5 percent per annum by 2028 and to remain
at that level thereafter.
ABB Annual Report 2015 | Financial review of ABB Group 83
Income taxes
In preparing our Consolidated Financial Statements, we are
required to estimate income taxes in each of the jurisdictions
in which we operate. Tax expense from continuing opera‑
tions is reconciled from the weighted‑average global tax rate
(rather than from the Swiss domestic statutory tax rate) as
the parent company of the ABB Group, ABB Ltd, is domiciled in
Switzerland. Income which has been generated in jurisdictions
outside of Switzerland (hereafter “foreign jurisdictions”) and
has already been subject to corporate income tax in those
foreign jurisdictions is, to a large extent, tax exempt in
Switzerland. Therefore, generally no or only limited Swiss
income tax has to be provided for on the repatriated earn‑
ings of foreign subsidiaries. There is no requirement in
Switzerland for a parent company of a group to file a tax return
of the group determining domestic and foreign pre‑tax
income and as our consolidated income from continuing
operations is predominantly earned outside of Switzerland,
corporate income tax in foreign jurisdictions largely deter‑
mines our global weighted‑average tax rate.
We account for deferred taxes by using the asset and lia‑
bility method. Under this method, we determine deferred tax
assets and liabilities based on temporary differences between
the financial reporting and the tax bases of assets and liabili‑
ties. Deferred tax assets and liabilities are measured using the
enacted tax rates and laws that are expected to be in effect
when the differences are expected to reverse. We recognize a
deferred tax asset when it is more likely than not that the as‑
set will be realized. We regularly review our deferred tax as‑
sets for recoverability and establish a valuation allowance based
upon historical losses, projected future taxable income and
the expected timing of the reversals of existing temporary dif‑
ferences. To the extent we increase or decrease this allowance
in a period, we recognize the change in the allowance within
“Provision for taxes” in the Consolidated Income Statements
unless the change relates to discontinued operations, in which
case the change is recorded in “Income (loss) from discontin‑
ued operations, net of tax”. Unforeseen changes in tax rates
and tax laws, as well as differences in the projected taxable
income as compared to the actual taxable income, may affect
these estimates.
Certain countries levy withholding taxes, dividend distribu‑
tion taxes or additional corporate income taxes (hereafter
“withholding taxes”) on dividend distributions. Such taxes
cannot always be fully reclaimed by the shareholder, although
they have to be declared and withheld by the subsidiary.
Switzerland has concluded double taxation treaties with many
countries in which we operate. These treaties either eliminate
or reduce such withholding taxes on dividend distributions. It
is our policy to distribute retained earnings of subsidiaries,
insofar as such earnings are not permanently reinvested or no
other reasons exist that would prevent the subsidiary from
distributing them. No deferred tax liability is set up, if retained
earnings are considered as permanently reinvested, and used
for financing current operations as well as business growth
through working capital and capital expenditure in those
countries.
We operate in numerous tax jurisdictions and, as a result,
are regularly subject to audit by tax authorities. We provide for
tax contingencies whenever it is deemed more likely than not
that a tax asset has been impaired or a tax liability has been
84 Financial review of ABB Group | ABB Annual Report 2015
incurred for events such as tax claims or changes in tax laws.
Contingency provisions are recorded based on the technical
merits of our filing position, considering the applicable tax laws
and OECD guidelines and are based on our evaluations of the
facts and circumstances as of the end of each reporting pe‑
riod. Changes in the facts and circumstances could result in
a material change to the tax accruals. Although we believe
that our tax estimates are reasonable and that appropriate tax
reserves have been made, the final determination of tax audits
and any related litigation could be different than that which is
reflected in our income tax provisions and accruals.
An estimated loss from a tax contingency must be accrued
as a charge to income if it is more likely than not that a tax
asset has been impaired or a tax liability has been incurred
and the amount of the loss can be reasonably estimated. We
apply a two‑step approach to recognize and measure uncer‑
tainty in income taxes. The first step is to evaluate the tax po‑
sition for recognition by determining if the weight of available
evidence indicates that it is more likely than not that the posi‑
tion will be sustained on audit, including resolution of related
appeals or litigation processes, if any. The second step is to
measure the tax benefit as the largest amount which is more
than 50 percent likely of being realized upon ultimate settle‑
ment. The required amount of provisions for contingencies of
any type may change in the future due to new developments.
Goodwill and other intangible assets
We review goodwill for impairment annually as of October 1,
or more frequently if events or circumstances indicate the car‑
rying value may not be recoverable. We use either a qualita‑
tive or quantitative assessment method for each reporting
unit. The qualitative assessment involves determining, based
on an evaluation of qualitative factors, whether it is more likely
than not that the fair value of a reporting unit is less than its
carrying amount. If, based on this qualitative assessment, it is
determined to be more likely than not that the reporting unit’s
fair value is less than its carrying value, the two‑step quantita‑
tive impairment test is performed. If we elect not to perform
the qualitative assessment for a reporting unit, then we perform
the two‑step impairment test.
Our reporting units are the same as our business divisions for
Discrete Automation and Motion, Low Voltage Products, Power
Products and Power Systems. For the Process Automation
division, we determined the reporting units to be one level be‑
low the division, as the different products produced or services
provided by this division do not share sufficiently similar eco‑
nomic characteristics to permit testing of goodwill on a total
division level.
When performing the qualitative assessment, we first de‑
termine, for a reporting unit, factors which would affect the
fair value of the reporting unit including: (i) macroeconomic
conditions related to the business, (ii) industry and market
trends, and (iii) the overall future financial performance and
future opportunities in the markets in which the business
operates. We then consider how these factors would impact
the most recent quantitative analysis of the reporting unit’s
fair value. Key assumptions in determining the value of the re‑
porting unit include the projected level of business operations,
the weighted‑average cost of capital, the income tax rate and
the terminal growth rate.
If, after performing the qualitative assessment, we conclude
that events or circumstances have occurred which would indi‑
cate that it is more likely than not that the fair value of the re‑
porting unit is less than its carrying value, or if we have elected
not to perform a qualitative assessment, the two‑step quanti‑
tative impairment test is performed. In the first step, we calcu‑
late the fair value of the reporting unit (using an income approach
whereby the fair value is calculated based on the present
value of future cash flows applying a discount rate that rep‑
resents our weighted‑average cost of capital) and compare it
to the reporting unit’s carrying value. Where the fair value of
the reporting unit exceeds the carrying value of the net assets
assigned to that unit, goodwill is not impaired and no further
testing is performed. However, if the carrying value of the net
assets assigned to the reporting unit is equal to or exceeds
the reporting unit’s fair value, we would perform the second
step of the impairment test. In the second step, we would de‑
termine the implied fair value of the reporting unit’s goodwill
and compare it to the carrying value of the reporting unit’s
goodwill. If the carrying value of a reporting unit’s goodwill
were to exceed its implied fair value, then we would record an
impairment loss equal to the difference. Any goodwill impair‑
ment losses would be recorded as a separate line item in the
income statement in continuing operations, unless related to
a discontinued operation, in which case the losses would be
recorded in “Income (loss) from discontinued operations, net
of tax”.
In 2015, we performed a qualitative assessment and deter‑
mined that it was not more likely than not that the fair value
for each of our reporting units was below the carrying value.
As a result, we concluded that it was not necessary to per‑
form the two‑step quantitative impairment test.
In 2014, we performed the two‑step quantitative impair‑
ment test for all of our reporting units to reflect new assump‑
tions and forecasts resulting from our newly‑developed
strategic plan for the period 2015 to 2020. The quantitative
test concluded that the estimated fair values for each of our
reporting units exceeded their respective carrying values by
at least 60 percent and as no reporting unit had a zero or
negative carrying value, we concluded that none of the re‑
porting units was “at risk” of failing the goodwill impairment
test. Consequently, the second step of the impairment test
was not performed.
The projected future cash flows used in the 2014 fair value
calculation were based on approved business plans for the
reporting units which covered a period of six years plus a cal‑
culated terminal value. The projected future cash flows required
significant judgments and estimates involving variables such
as future sales volumes, sales prices, awards of large orders,
production and other operating costs, capital expenditures,
net working capital requirements and other economic factors.
The after‑tax weighted average cost of capital of 9 percent,
was based on variables such as the risk free rate derived from
the yield of 10‑year U.S. treasury bonds, as well as an ABB‑
specific risk premium. The terminal value growth rate was as‑
sumed to be 1 percent. The mid‑term tax rate used in the test
was 27 percent. We based our fair value estimates on as‑
sumptions we believed to be reasonable, but which were in‑
herently uncertain. Consequently, actual future results may
differ from those estimates.
We assessed the reasonableness of the fair value calcula‑
tions of our reporting units by reconciling the sum of the fair
values for all our reporting units to our total market capitaliza‑
tion. The assumptions used in the fair value calculation were
challenged each year (through the use of sensitivity analysis)
to determine the impact on the fair value of the reporting units.
Our sensitivity analysis in 2014 showed that, holding all other
assumptions constant, a 1‑percentage point increase in the
discount rate would have reduced the calculated fair value by
approximately 11.6 percent, while a 1‑percentage point de‑
crease in the terminal value growth rate would have reduced
the calculated fair value by approximately 7.3 percent.
Intangible assets are reviewed for recoverability upon the
occurrence of certain triggering events (such as a decision
to divest a business or projected losses of an entity) or when‑
ever events or changes in circumstances indicate that the
carrying amount may not be recoverable. We record impairment
charges in “Other income (expense), net”, in our Consolidated
Income Statements, unless they relate to a discontinued op‑
eration, in which case the charges are recorded in “Income
(loss) from discontinued operations, net of tax”.
New accounting
pronouncements
For a description of accounting changes and recent account‑
ing pronouncements, including the expected dates of adoption
and estimated effects, if any, on our Consolidated Financial
Statements, see “Note 2 Significant accounting policies” to
our Consolidated Financial Statements.
Research
and development
Each year, we invest significantly in research and develop‑
ment. Our research and development focuses on developing
and commercializing the technologies of our businesses that
are of strategic importance to our future growth. In 2015,
2014 and 2013, we invested $1,406 million, $1,499 million and
$1,470 million, respectively, or approximately 4.0 percent,
3.8 percent and 3.5 percent, respectively, of our annual con‑
solidated revenues on research and development activities.
We also had expenditures of $271 million, $310 million and
$274 million, respectively, or approximately 0.8 percent,
0.8 percent and 0.7 percent, respectively, of our annual con‑
solidated revenues in 2015, 2014 and 2013, on order‑related
development activities. These are customer‑ and project‑spe‑
cific development efforts that we undertake to develop or
adapt equipment and systems to the unique needs of our
customers in connection with specific orders or projects.
Order‑related development amounts are initially recorded in
inventories as part of the work in process of a contract and
then are reflected in cost of sales at the time revenue is rec‑
ognized in accordance with our accounting policies.
In addition to continuous product development, and or‑
der‑related engineering work, we develop platforms for
ABB Annual Report 2015 | Financial review of ABB Group 85
technology applications in our automation and power busi‑
nesses in our research and development laboratories, which
operate on a global basis. Through active management of
our investment in research and development, we seek to
maintain a balance between short‑term and long‑term re‑
search and development programs and optimize our return
on investment.
Our research and development strategy focuses on three
objectives: (i) to monitor and develop emerging technologies
and create an innovative, sustainable technology base for
ABB, (ii) to develop technology platforms that enable efficient
product design for our power and automation customers, and
(iii) to create the next generation of power and automation
products and systems that we believe will be the drivers of
profitable growth.
Universities are incubators of future technology, and a cen‑
tral task of our research and development team is to trans‑
form university research into industry‑ready technology
platforms. We collaborate with a number of universities and
research institutions to build research networks and foster
new technologies. We believe these collaborations shorten
the amount of time required to turn basic ideas into viable
products, and they additionally help us recruit and train new
personnel. We have built numerous university collaborations
in the United States, Europe and Asia, including long‑term,
strategic relationships with the Carnegie Mellon University,
Massachusetts Institute of Technology, North Carolina State
University, ETH Zurich, EPFL Lausanne, University of Zurich,
Chalmers Technical University Gothenburg, Royal Institute of
Technology (KTH) Stockholm, Cambridge University, Imperial
College London and Huazhong University of Science and
Technology (HUST). Our collaborative projects include research
on materials, sensors, micro‑engineered mechanical systems,
robotics, controls, manufacturing, distributed power and
communication. Common platforms for power and automa‑
tion technologies are developed around advanced materials,
efficient manufacturing, information technology and data
communication, as well as sensor and actuator technology.
Common applications of basic power and automation
technologies can also be found in power electronics, electri‑
cal insulation, and control and optimization. Our power tech‑
nologies, including our insulation technologies, current
interruption and limitation devices, power electronics, flow
control and power protection processes, apply as much to
large, reliable, blackout‑free transmission systems as they do
to everyday household needs. Our automation technologies,
including our control and optimization processes, power elec‑
tronics, sensors and microelectronics, mechatronics and
wireless communication processes, are designed to improve
efficiency in plants and factories around the world, including
our own.
86 Financial review of ABB Group | ABB Annual Report 2015
Acquisitions and
divestments
Acquisitions
During 2015, 2014 and 2013, ABB paid $37 million, $58 mil‑
lion and $897 million to purchase three, six and seven busi‑
nesses, respectively. The amounts exclude changes in
cost‑ and equity‑accounted companies.
There were no significant acquisitions in 2015, 2014 or 2013;
the largest acquisition during this three‑year period was
Power‑One Inc. (Power‑One), acquired in July 2013.
Divestments
During 2014, ABB divested several businesses which were
primarily its Full Service business, the Meyer Steel Structures
business of Thomas & Betts, the heating, ventilation and air
conditioning (HVAC) business of Thomas & Betts and the
Power Solutions business of Power‑One. Total cash proceeds
from all business divestments during 2014 amounted to
$1,090 million, net of transaction costs and cash disposed.
There were no significant divestments in 2015 and 2013.
For more information on our divestments, see “Note 3
Acquisitions and business divestments” to our Consolidated
Financial Statements.
Exchange rates
We report our financial results in U.S. dollars. Due to our global
operations, a significant amount of our revenues, expenses,
assets and liabilities are denominated in other currencies. As
a consequence, movements in exchange rates between cur‑
rencies may affect: (i) our profitability, (ii) the comparability of
our results between periods, and (iii) the reported carrying value
of our assets and liabilities.
We translate non‑USD denominated results of operations,
assets and liabilities to USD in our Consolidated Financial
Statements. Balance sheet items are translated to USD using
year‑end currency exchange rates. Income statement and cash
flow items are translated to USD using the relevant monthly
average currency exchange rate.
Increases and decreases in the value of the USD against
other currencies will affect the reported results of operations
in our Consolidated Income Statements and the value of cer‑
tain of our assets and liabilities in our Consolidated Balance
Sheets, even if our results of operations or the value of those
assets and liabilities have not changed in their original cur‑
rency. As foreign exchange rates impact our reported results
of operations and the reported value of our assets and liabili‑
ties, changes in foreign exchange rates could significantly af‑
fect the comparability of our reported results of operations
between periods and result in significant changes to the re‑
ported value of our assets, liabilities and stockholders’ equity.
While we operate globally and report our financial results in
USD, exchange rate movements between the USD and both
the EUR and the CHF are of particular importance to us due
to (i) the location of our significant operations and (ii) our cor‑
porate headquarters being in Switzerland.
The exchange rates between the USD and the EUR and
the USD and the CHF at December 31, 2015, 2014 and 2013,
were as follows:
Exchange rates into $
EUR 1.00
CHF 1.00
2015
1.09
1.01
2014
1.22
1.01
2013
1.38
1.12
The average exchange rates between the USD and the EUR
and the USD and the CHF for the years ended December 31,
2015, 2014 and 2013, were as follows:
Exchange rates into $
EUR 1.00
CHF 1.00
2015
1.11
1.04
2014
1.33
1.09
2013
1.33
1.08
When we incur expenses that are not denominated in the same
currency as the related revenues, foreign exchange rate fluc‑
tuations could affect our profitability. To mitigate the impact of
exchange rate movements on our profitability, it is our policy
to enter into forward foreign exchange contracts to manage
the foreign exchange transaction risk of our operations.
In 2015, approximately 79 percent of our consolidated rev‑
enues were reported in currencies other than the USD. The fol‑
lowing percentages of consolidated revenues were reported in
the following currencies:
— Euro, approximately 19 percent,
— Chinese renminbi, approximately 12 percent, and
— Swedish krona, approximately 5 percent.
In 2015, approximately 78 percent of our cost of sales and
selling, general and administrative expenses were reported in
currencies other than the USD. The following percentages of
consolidated cost of sales and selling, general and adminis‑
trative expenses were reported in the following currencies:
— Euro, approximately 20 percent, and
— Chinese renminbi, approximately 11 percent.
We also incur expenses other than cost of sales and selling,
general and administrative expenses in various currencies.
The results of operations and financial position of many of
our subsidiaries outside of the United States are reported in
the currencies of the countries in which those subsidiaries are
located. We refer to these currencies as “local currencies”.
Local currency financial information is then translated into USD
at applicable exchange rates for inclusion in our Consolidated
Financial Statements.
The discussion of our results of operations below provides
certain information with respect to orders, revenues, income
from operations and other measures as reported in USD (as
well as in local currencies). We measure period‑to‑period vari‑
ations in local currency results by using a constant foreign
exchange rate for all periods under comparison. Differences
in our results of operations in local currencies as compared to
our results of operations in USD are caused exclusively by
changes in currency exchange rates.
While we consider our results of operations as measured
in local currencies to be a significant indicator of business
performance, local currency information should not be relied
upon to the exclusion of U.S. GAAP financial measures. Instead,
local currencies reflect an additional measure of comparability
and provide a means of viewing aspects of our operations
that, when viewed together with the U.S. GAAP results, pro‑
vide a more complete understanding of factors and trends
affecting the business. As local currency information is not
standardized, it may not be possible to compare our local
currency information to other companies’ financial measures
that have the same or a similar title. We encourage investors
to review our financial statements and publicly‑filed reports in
their entirety and not to rely on any single financial measure.
Transactions with affiliates
and associates
In the normal course of our business, we purchase products
from, sell products to and engage in other transactions with
entities in which we hold an equity interest. The amounts
involved in these transactions are not material to ABB Ltd.
Also, in the normal course of our business, we engage in
transactions with businesses that we have divested. We believe
that the terms of the transactions we conduct with these
companies are negotiated on an arm’s length basis.
Orders
Our policy is to book and report an order when a binding con‑
tractual agreement has been concluded with a customer cov‑
ering, at a minimum, the price and scope of products or services
to be supplied, the delivery schedule and the payment terms.
The reported value of an order corresponds to the undiscounted
value of revenues that we expect to recognize following deliv‑
ery of the goods or services subject to the order, less any
trade discounts and excluding any value added or sales tax.
The value of orders received during a given period of time
represents the sum of the value of all orders received during
the period, adjusted to reflect the aggregate value of any
changes to the value of orders received during the period and
orders existing at the beginning of the period. These adjust‑
ments, which may in the aggregate increase or decrease the
orders reported during the period, may include changes in the
estimated order price up to the date of contractual perfor‑
mance, changes in the scope of products or services ordered
and cancellations of orders.
The undiscounted value of revenues we expect to generate
from our orders at any point in time is represented by our or‑
der backlog. Approximately 17 percent of the value of total
orders we recorded in 2015 were “large orders”, which we de‑
fine as orders from third parties involving a value of at least
$15 million for products or services. Approximately 54 percent
of the total value of large orders in 2015 were recorded by our
Power Systems division and approximately 23 percent in our
Process Automation division. The other divisions accounted
for the remainder of the total large orders recorded during
2015. The remaining portion of total orders recorded in 2015
was “base orders”, which we define as orders from third parties
with a value of less than $15 million for products or services.
ABB Annual Report 2015 | Financial review of ABB Group 87
The level of orders fluctuates from year to year. Portions of
our business involve orders for long‑term projects that can take
months or years to complete and many large orders result in
revenues in periods after the order is booked. Consequently,
the level of large orders and orders generally cannot be used
to accurately predict future revenues or operating performance.
Orders that have been placed can be cancelled, delayed or
modified by the customer. These actions can reduce or delay
any future revenues from the order or may result in the elimi‑
nation of the order.
Performance measures
Effective January 1, 2015, we evaluate the performance of our
divisions based on orders received, revenues and Operational
EBITA.
Operational EBITA represents income from operations
excluding amortization expense on intangibles arising upon
acquisitions (acquisition‑related amortization), restructuring
and restructuring‑related expenses, gains and losses from
sale of businesses, acquisition‑related expenses and certain
non‑operational items, as well as foreign exchange (FX)/com‑
modity timing differences in income from operations consist‑
ing of: (i) unrealized gains and losses on derivatives (foreign
exchange, commodities, embedded derivatives), (ii) realized
gains and losses on derivatives where the underlying hedged
transaction has not yet been realized, and (iii) unrealized
foreign exchange movements on receivables/payables (and
related assets/liabilities).
See “Note 23 Operating segment and geographic data” to
our Consolidated Financial Statements for a reconciliation of
the total consolidated Operational EBITA to income from con‑
tinuing operations before taxes.
Analysis of results of
operations
Our consolidated results from operations were as follows:
Income statement data
($ in millions, except per share data in $)
2015
2014
2013
Orders
36,429
41,515
38,896
Order backlog at December 31,
24,121
24,900
26,046
Revenues
Cost of sales
Gross profit
35,481
39,830
41,848
(25,347)
(28,615)
(29,856)
10,134
11,215
11,992
Selling, general and administrative
expenses
(5,574)
(6,067)
(6,094)
Non‑order related research and
development expenses
(1,406)
(1,499)
(1,470)
Other income (expense), net
Income from operations
Net interest and other finance expense
Provision for taxes
Income from continuing operations,
(105)
3,049
(209)
(788)
529
4,178
(282)
(41)
4,387
(321)
(1,202)
(1,122)
net of tax
2,052
2,694
2,944
Income (loss) from discontinued
operations, net of tax
Net income
Net income attributable to
noncontrolling interests
Net income attributable to ABB
Amounts attributable to ABB
shareholders:
Income from continuing operations, net
3
24
(37)
2,055
2,718
2,907
(122)
1,933
(124)
2,594
(120)
2,787
of tax
Net income
1,930
1,933
2,570
2,594
2,824
2,787
Basic earnings per share
attributable to ABB shareholders:
Income from continuing operations, net
of tax
Net income
0.87
0.87
1.12
1.13
1.23
1.21
Diluted earnings per share
attributable to ABB shareholders:
Income from continuing operations,
net of tax
Net income
0.87
0.87
1.12
1.13
1.23
1.21
A more detailed discussion of the orders, revenues, Operational
EBITA and income from operations for our divisions follows
in the sections of “Divisional analysis” below entitled “Discrete
Automation and Motion”, “Low Voltage Products”, “Process
Automation”, “Power Products”, “Power Systems” and
“Corporate and Other”. Orders and revenues of our divisions
include interdivisional transactions which are eliminated in
the “Corporate and Other” line in the tables below.
88 Financial review of ABB Group | ABB Annual Report 2015
Orders
($ in millions)
2015
2014
2013
2015
2014
% Change
(13)%
(13)%
Discrete Automation
and Motion
9,222
10,559
9,771
Low Voltage Products
Process Automation
6,581
6,464
7,550
7,696
8,577
8,000
(25)%
Power Products
Power Systems
10,033
10,764 10,459
6,800
6,871
5,949
(7)%
(1)%
Operating divisions
39,100
44,321 41,875
(12)%
Corporate and Other(1)
(2,671)
(2,806)
(2,979)
n.a.
Total
36,429
41,515 38,896
(12)%
(1)
Includes interdivisional eliminations
8%
(2)%
7%
3%
15%
6%
n.a.
7%
In 2015, total orders declined 12 percent (2 percent in local
currencies) and decreased in all divisions. The decline in
reported orders was driven both by lower base orders and
lower large orders. The order development reflected ongoing
macro uncertainties and challenges in many markets as well
as negative impacts from foreign exchange rate movements.
In 2015, orders in the Discrete Automation and Motion divi‑
sion declined 13 percent (5 percent in local currencies) on lower
orders in all businesses, except Robotics where orders in‑
creased in local currencies. Orders decreased 13 percent in
the Low Voltage Products division (3 percent in local curren‑
cies) and were impacted by lower orders in most businesses
and by the divestments in 2014 of the HVAC and Steel Struc‑
tures businesses. Orders in the Process Automation division
declined 25 percent (14 percent in local currencies) mainly
due to lower capital and operating expenditures in the oil and
gas sectors compared to the previous year and due to the
impact of the divestment of the Full Service business at the end
of 2014. Orders declined 7 percent (increased 2 percent in
local currencies) in the Power Products division on selective
investments in large transmission projects. In the Power
Systems division, orders declined 1 percent (increased 13 per‑
cent in local currencies). The increase in local currencies was
driven primarily by the receipt of several large orders in the
Grid Systems and Power Generation businesses.
During 2015, base orders declined 14 percent (5 percent in
local currencies) reflecting the global economic conditions
which remained mixed across our key markets. Large orders
decreased 5 percent (increased 10 percent in local currencies)
but were higher in local currencies than the strong large order
intake in 2014. Large orders increased in the Power Products
and Power Systems divisions where several large projects were
awarded in 2015.
In 2014, total order volume increased 7 percent (9 percent
in local currencies) and increased across all divisions except
Low Voltage Products. Orders increased primarily due to
higher large orders while base orders also increased. In the
automation divisions, orders were supported by customer in‑
vestments to improve operational efficiency and an increase
in the demand for services. In the power divisions, the key
demand drivers such as capacity expansion in emerging mar‑
kets, upgrading of aging infrastructure in mature markets and
the integration of renewable energy supplies into power grids,
remained intact.
In 2014, orders in the Discrete Automation and Motion divi‑
sion grew 8 percent (10 percent in local currencies) on higher
orders in all businesses and supported by the impact of
including Power‑One for the full year in 2014. Orders de‑
creased 2 percent in the Low Voltage Products division (flat in
local currencies) as the impacts of divesting the HVAC and
Steel Structures businesses offset the order increases which
were realized in most of the division’s other businesses.
Orders in the Process Automation division increased 7 percent
(10 percent in local currencies) on significantly higher large
orders in the marine sector compared to the previous year.
Orders increased 3 percent (5 percent in local currencies) in
the Power Products division, supported by the industry sector
and continued selective investments in large transmission
projects. In the Power Systems division, orders grew 15 per‑
cent (20 percent in local currencies), driven primarily by the
receipt of several large orders.
During 2014, base orders grew 2 percent (4 percent in lo‑
cal currencies) reflecting the global economic conditions which
showed positive trends but remained mixed in certain markets.
Following a weak large order intake in 2013, large orders in‑
creased 45 percent (50 percent in local currencies) in 2014.
Successful sales efforts resulted in orders from the 2013 ten‑
der backlog successfully turning into orders in 2014. This
allowed large orders to grow significantly, particularly in the
Process Automation and Power Systems divisions.
We determine the geographic distribution of our orders
based on the location of the ultimate destination of the prod‑
ucts’ end use, if known, or the location of the customer. The
geographic distribution of our consolidated orders was as
follows:
($ in millions)
Europe
The Americas
Asia, Middle East
and Africa
Total
2015
12,568
10,505
2014
2013
14,319
13,393
11,966
11,373
13,356
15,230
14,130
36,429
41,515
38,896
% Change
2015
(12)%
(12)%
(12)%
(12)%
2014
7%
5%
8%
7%
Orders in 2015 declined in all regions on lower orders in all
divisions. Orders in Europe decreased 12 percent (increased
5 percent in local currencies). Orders in Europe were higher in
local currencies due to the receipt of large orders for HVDC
interconnections. In local currencies, orders were lower in the
United Kingdom, Sweden, Finland, Switzerland, France, Spain
and Russia, offset by higher orders in Germany, Norway, Italy,
Turkey and the Netherlands. Orders declined 12 percent
(6 percent in local currencies) in the Americas on lower base
and large orders. In local currencies, orders decreased in the
United States, Canada and Brazil but were higher in Mexico,
Chile and Argentina. In AMEA, orders decreased 12 percent
(7 percent in local currencies) on lower base and large orders.
In local currencies, orders declined in China, Saudi Arabia,
South Korea, Australia and Japan while orders were higher in
India, the United Arab Emirates, South Africa and Qatar.
Orders in 2014 grew in all regions on higher orders in both
power and automation. Orders in Europe increased 7 percent
(9 percent in local currencies) driven by increases in large or‑
ders. Orders were higher in the United Kingdom, Sweden,
Finland, France, Switzerland, Spain and the Netherlands, off‑
setting lower orders in Germany, Italy and Norway. Orders in‑
creased 5 percent (9 percent in local currencies) in the
Americas on higher base and large orders in the United States,
Canada, Brazil and Argentina. In AMEA, orders grew 8 percent
ABB Annual Report 2015 | Financial review of ABB Group 89
(10 percent in local currencies) on higher orders in China,
South Korea, India, Japan and Saudi Arabia while orders were
lower in Australia, the United Arab Emirates and South Africa.
Revenues
% Change
($ in millions)
2015
2014
2013
2015
2014
Order backlog
Discrete Automation
and Motion
Low Voltage Products
($ in millions)
2015
2014
2013
2015
2014
Power Products
Discrete Automation
Power Systems
December 31,
% Change
Process Automation
9,127
6,547
6,374
9,550
6,342
10,142
9,915
7,532
7,729
7,948
8,497
10,333 11,032
(10)%
(13)%
(20)%
(8)%
2%
(3)%
(6)%
(6)%
7,020
8,375
(10)%
(16)%
1%
Operating divisions
37,940
42,975 45,548
(12)%
(16)%
Corporate and Other(1)
(2,459)
(3,145)
(3,700)
n.a.
Total
35,481
39,830 41,848
(11)%
(1)
Includes interdivisional eliminations
(6)%
n.a.
(5)%
and Motion
4,232
4,385
4,351
Low Voltage Products
Process Automation
Power Products
Power Systems
857
5,203
7,717
8,218
891
1,057
5,661
5,772
7,791
7,946
8,246
9,435
Operating divisions
26,227
26,974 28,561
Corporate and Other(1)
(2,106)
(2,074)
(2,515)
Total
24,121
24,900 26,046
(3)%
(4)%
(8)%
(1)%
—
(3)%
n.a.
(3)%
(1)
Includes interdivisional eliminations
(2)%
(2)%
(13)%
(6)%
n.a.
(4)%
In 2015, consolidated order backlog decreased 3 percent
(increased 5 percent in local currencies). Order backlog in all
divisions reflected the effects of changes in foreign currency
rates as the U.S. dollar strengthened against all major curren‑
cies during 2015. In local currencies, order backlog increased
in all divisions. In the Discrete Automation and Motion division,
the increase was driven by the Robotics and Power Conversion
businesses. The increase in the Low Voltage Products division
was driven by increases in the Breakers and Switches and
Low Voltage Systems businesses. In the Process Automation
division, orders were lower but order backlog increased due
to the receipt of higher larger orders near the end of 2015. In
the Power Products division, order backlog increased across
all businesses while in the Power Systems division, the increase
resulted primarily from higher large orders received during the
year.
In 2014, consolidated order backlog decreased 4 percent
(increased 5 percent in local currencies). Order backlog in all
divisions reflected the effects of significant foreign currency
changes as the U.S. dollar strengthened during 2014 against
substantially all currencies. In the Discrete Automation and
Motion, Process Automation and Power Products divisions,
order backlog increased in local currencies as a result of
growth in global industrial demand. Order backlog in the
Process Automation division also increased due to large or‑
ders received in the marine and oil and gas sectors. Order
backlog in the Low Voltage Products division decreased in
local currencies due to divestments during 2014. Order back‑
log in the Power Systems division decreased 4 percent in lo‑
cal currencies as the impacts of higher large orders during
2014 were more than offset by the impacts of the run off of
the order backlog in the businesses affected by the Power
Systems repositioning announced in 2012 and the exit from
the solar EPC business announced in 2014.
90 Financial review of ABB Group | ABB Annual Report 2015
Revenues in 2015 decreased 11 percent (1 percent in local
currencies) and declined in all divisions. The decrease was due
primarily to the impacts of the lower orders and lower opening
order backlog in the Power Systems, Power Products and
Process Automation divisions compared to the beginning of
2014. In addition, the decrease was also due to the impacts of
divestments made in 2014 and negative impacts from foreign
exchange rate movements.
On a divisional basis, revenues declined 10 percent (2 per‑
cent in local currencies) in the Discrete Automation and Motion
division on lower order intake in the short‑cycle businesses
such as low voltage motors and drives offset partly by local
currency revenue increases in Robotics and Power Conversion.
In the Low Voltage Products division, revenues decreased
13 percent (3 percent in local currencies) and were lower in
most businesses. Revenues in the Low Voltage Products divi‑
sion were primarily impacted by the divestments which occurred
in 2014, which reduced revenues by 3 percent. Revenues in
the Process Automation division decreased 20 percent (9 per‑
cent in local currencies) and were lower in local currencies in
most businesses. Revenues were impacted primarily by de‑
creases in the systems businesses such as Marine and Ports,
and Oil and Gas but also by the divestment of the Full Service
business at the end of 2014. Revenues in the Power Products
division decreased 8 percent (increased 2 percent in local
currencies). In local currencies revenues grew, driven by ser‑
vice revenues. In the Power Systems division, revenues de‑
creased 10 percent (increased 2 percent in local currencies);
the local currency increase was driven by steady execution of
the order backlog.
Revenues in 2014 decreased 5 percent (2 percent in local
currencies) due primarily to the impacts of the lower opening
order backlog in the Power Systems and Process Automation
divisions compared to the beginning of 2013 and the impacts
of business divestments.
On a divisional basis, revenues grew 2 percent (4 percent
in local currencies) in the Discrete Automation and Motion di‑
vision, supported by growth in the Robotics business and also
due to the impact of including Power‑One for the full year in
2014. In the Low Voltage Products division, revenues decreased
3 percent (flat in local currencies) as steady to higher revenues
in most businesses were offset by decreases in revenues re‑
sulting from divestments. Revenues in the Process Automation
division decreased 6 percent (4 percent in local currencies)
due to the effects of the lower opening order backlog, primar‑
ily in the systems businesses and were also impacted by the
exit from a large service contract in the fourth quarter of 2013.
Revenues in the Power Products division decreased 6 percent
(4 percent in local currencies) mainly reflecting the low open‑
ing order backlog. In the Power Systems division, revenues
decreased 16 percent (13 percent in local currencies) due to
the lower opening order backlog in all businesses.
We determine the geographic distribution of our revenues
based on the location of the ultimate destination of the products’
end use, if known, or the location of the customer. The geo‑
graphic distribution of our consolidated revenues was as follows:
% Change
($ in millions)
Europe
2015
2014
2013
11,602
13,745
14,450
The Americas
10,554
11,490
12,133
2015
(16)%
(8)%
Asia, Middle East
and Africa
Total
13,325
14,595
15,265
(9)%
35,481
39,830
41,848
(11)%
2014
(5)%
(5)%
(4)%
(5)%
In 2015, revenues declined in all regions. In Europe, revenues
decreased 16 percent (increased 1 percent in local currencies).
In local currencies, revenues declined in Norway, France,
Switzerland, Spain and Russia, were flat in Italy, while reve‑
nues increased in Germany, the United Kingdom, Sweden
and Finland. Revenues from the Americas declined 8 percent
(2 percent in local currencies). In local currencies, revenues
decreased in the United States, Canada and Brazil but were
higher in Mexico, Chile and Peru. In AMEA, revenues decreased
9 percent (2 percent in local currencies). In local currencies,
revenues declined in China, South Korea, Australia and
Singapore while revenues increased in Saudi Arabia, India,
the United Arab Emirates, Japan and South Africa.
In 2014, revenues declined in all regions. In Europe, reve‑
nues decreased 5 percent (3 percent in local currencies) as
revenue increases in Norway, the United Kingdom, France,
Switzerland and Spain were more than offset by revenue de‑
clines in Germany, Italy, Sweden, Finland and the Netherlands.
Revenues from the Americas declined 5 percent (2 percent
in local currencies). Revenues were steady in the United
States and included the impacts of including Power‑One for
a full year in 2014 while revenues declined in Canada and
Brazil. Revenues from AMEA decreased 4 percent (2 percent
in local currencies) as revenues were flat in China while de‑
creases were realized in India, South Korea, Australia, Saudi
Arabia and South Africa. Revenues increased in the United
Arab Emirates.
Cost of sales
Cost of sales consists primarily of labor, raw materials and
component costs but also includes indirect production costs,
expenses for warranties, contract and project charges, as
well as order‑related development expenses incurred in con‑
nection with projects for which corresponding revenues have
been recognized.
In 2015, cost of sales decreased 11 percent (2 percent in
local currencies) to $25,347 million. As a percentage of reve‑
nues, cost of sales decreased from 71.8 percent in 2014 to
71.4 percent in 2015. Cost of sales as a percentage of reve‑
nues decreased as benefits from higher cost savings and
benefits from ongoing measures taken in the Power Systems
division’s ‘step change’ program more than offset the impact
from price erosion in the market.
In 2014, cost of sales decreased 4 percent (1 percent in
local currencies) to $28,615 million. As a percentage of reve‑
nues, cost of sales increased from 71.3 percent in 2013 to
71.8 percent in 2014. Cost of sales as a percentage of reve‑
nues decreased in most divisions as benefits from cost savings
more than offset the impacts from price pressures in certain
markets. However, the consolidated cost of sales as a per‑
centage of revenues was higher due to high project‑related
costs in the Power Systems division and the dilutive impact
on margins from the Power‑One acquisition in the Discrete
Automation and Motion division.
Selling, general and administrative
expenses
The components of selling, general and administrative
expenses were as follows:
($ in millions)
Selling expenses
Selling expenses as a percentage
of orders received
General and administrative expenses
General and administrative expenses
2015
3,729
10.2%
1,845
2014
4,054
2013
4,071
9.8%
2,013
10.5%
2,023
as a percentage of revenues
5.2%
5.1%
4.8%
Total selling, general and
administrative expenses
Total selling, general and
administrative expenses as
a percentage of revenues
Total selling, general and
administrative expenses as
a percentage of the average of
5,574
6,067
6,094
15.7%
15.2%
14.6%
orders received and revenues
15.5%
14.9%
15.1%
In 2015, general and administrative expenses decreased 8
percent (increased 4 percent in local currencies) compared to
2014. As a percentage of revenues, general and administra‑
tive expenses increased from 5.1 percent to 5.2 percent.
General and administrative expenses were impacted by approx‑
imately $121 million from costs for the White Collar Productivity
program announced during the year.
In 2014, general and administrative expenses remained
stable compared to 2013 (increased 2 percent in local curren‑
cies). As a percentage of revenues, general and administrative
expenses increased from 4.8 percent to 5.1 percent mainly due
to the impact of lower revenues.
In 2015, selling expenses have decreased 8 percent (in‑
creased 3 percent in local currencies) compared to 2014.
Selling expenses as a percentage of orders have increased
from 9.8 percent to 10.2 percent. Selling expenses were im‑
pacted by approximately $89 million from costs for the White
Collar Productivity program.
In 2014, selling expenses remained stable compared to
2013 (increased 2 percent in local currencies). Selling ex‑
penses as a percentage of orders received decreased from
10.5 percent to 9.8 percent mainly due to the impact of
higher orders received.
ABB Annual Report 2015 | Financial review of ABB Group 91
In 2015, selling, general and administrative expenses de‑
creased 8 percent (increased 3 percent in local currencies)
compared to 2014 and as a percentage of the average orders
and revenues, selling, general and administrative expenses
increased from 14.9 percent to 15.5 percent on both lower
revenues and orders and higher costs.
In 2014, selling, general and administrative expenses re‑
mained stable compared to 2013 (increased 2 percent in local
currencies) and as a percentage of the average of orders and
revenues, selling, general and administrative expenses de‑
creased from 15.1 percent to 14.9 percent as the impact of
lower revenues was more than offset by the impact of higher
orders.
Non‑order related research and develop‑
ment expenses
In 2015, non‑order related research and development expenses
decreased 6 percent (increased 6 percent in local currencies)
compared to 2014. In 2014, non‑order related research and
development expenses increased 2 percent (4 percent in local
currencies) compared to 2013.
Non‑order related research and development expenses as
a percentage of revenues also increased in 2015 by 0.2 percent
to 4.0 percent, after increasing to 3.8 percent in 2014 from
3.5 percent in 2013.
Other income (expense), net
($ in millions)
2015
2014
2013
Income from operations
($ in millions)
2015
2014
2013
2015
2014
% Change(1)
Discrete Automation
and Motion
Low Voltage Products
Process Automation
Power Products
Power Systems
991
909
593
1,422
1,458
(30)%
1,475
1,092
(38)%
1,003
990
(41)%
(2)%
35%
1%
1,051
1,204
1,331
(13)%
(10)%
110
(360)
171
n.a.
n.a.
(6)%
n.a.
n.a.
Operating divisions
3,654
4,744
5,042
(23)%
Corporate and Other
(610)
(569)
(650)
Intersegment elimination
5
3
(5)
n.a.
n.a.
Total
3,049
4,178
4,387
(27)%
(5)%
(1)
Certain percentages are stated as n.a. as the computed change would not be meaningful.
In 2015 and 2014, changes in income from operations were
a result of the factors discussed above and in the divisional
analysis below.
Net interest and other finance expense
Net interest and other finance expense consists of “Interest
and dividend income” offset by “Interest and other finance
expense”.
“Interest and other finance expense” includes interest ex‑
pense on our debt, the amortization of upfront transaction
costs associated with long‑term debt and committed credit
facilities, commitment fees on credit facilities, foreign exchange
gains and losses on financial items and gains and losses on
marketable securities.
(67)
26
(33)
(20)
(37)
17
(34)
(45)
($ in millions)
Interest and dividend income
18
Interest and other finance expense
(29)
Net interest and other
2015
77
(286)
2014
80
(362)
2013
69
(390)
finance expense
(209)
(282)
(321)
543
(16)
In 2015, “Interest and other finance expense” decreased com‑
pared to 2014, mainly due to a reduction in foreign exchange
losses and lower interest expense on debt. Interest expense
on debt was lower due to lower effective interest rates and
lower foreign currency exchange rates. In addition, interest
charges for uncertain tax positions were lower in 2015 com‑
pared to 2014.
In 2014, “Interest and other finance expense” decreased
compared to 2013, mainly resulting from the maturity of a bond
in June 2013 and the reduction in interest expense resulting
from an additional interest rate swap entered into during 2014.
See “Note 12 Debt” to our Consolidated Financial Statements.
Restructuring and restructuring‑
related expenses(1)
Net gain from sale of property,
plant and equipment
Asset impairments
Net gain (loss) from sale
of businesses
Income from equity‑accounted
companies and other income
(expense)
Total
(1)
Excluding asset impairments
(11)
(105)
40
529
31
(41)
“Other income (expense), net” primarily includes certain re‑
structuring and restructuring‑related expenses, gains and
losses from sale of businesses and sale of property, plant and
equipment, recognized asset impairments, as well as our share
of income or loss from equity‑accounted companies.
In 2015, “Other income (expense), net” was an expense of
$105 million. In 2014, “Other income (expense), net” was an
income of $529 million, compared with an expense of $41 million
in 2013, mostly due to the impact of the net gains recorded in
2014 from the sale of HVAC, Power Solutions, Steel Structures
and Full Service businesses.
92 Financial review of ABB Group | ABB Annual Report 2015
Provision for taxes
Net income attributable to ABB
In 2014, the effective tax rate of 30.9% included the effects
Net income attributable to ABB:
($ in millions)
Income from continuing
operations before taxes
Provision for taxes
Effective tax rate for the year
2015
2014
2013
2,840
(788)
27.7%
3,896
(1,202)
30.9%
4,066
(1,122)
27.6%
In 2015, the effective tax rate of 27.7% included a net increase
in valuation allowance of deferred taxes of $57 million, as we
determined it was not more likely than not that such deferred
tax assets would be realized. In addition, we recorded a ben‑
efit of $50 million relating to tax credits arising from research
and development activities and a charge of $74 million relating
to the interpretation of tax law and double tax treaty agreements
by competent tax authorities.
of taxes on net gains on sale of businesses. Included in the
provision for taxes of $1,202 million were taxes of $279 million
relating to $543 million of gains on sale of businesses. These
divestment transactions increased the effective tax rate as
gains were realized primarily in higher‑tax jurisdictions and the
goodwill allocated to the divested businesses was not deduct‑
ible for tax purposes. Excluding the effects of these divestment
transactions, the effective tax rate for 2014 would have been
27.5%.
The provision for taxes in 2014 included a net increase of
valuation allowance on deferred taxes of $52 million, as we
determined it was not more likely than not that such deferred
tax assets would be realized. This amount included an ex‑
pense of $31 million related to certain of our operations in
South America.
The provision for taxes in 2013 included a net increase in
valuation allowance on deferred taxes of $31 million, as we
determined it was not more likely than not that such deferred
tax assets would be realized. This amount included an ex‑
pense of $104 million related to certain of our operations in
Central Europe and South America. It also included a benefit
of $42 million related to certain of our operations in Central
Europe.
As a result of the factors discussed above, net income attrib‑
utable to ABB decreased $661 million to $1,933 million in 2015
compared to 2014, and decreased $193 million to $2,594 mil‑
lion in 2014 compared to 2013.
Earnings per share attributable to ABB
shareholders
(in $)
2015
2014
2013
Income from continuing operations,
net of tax:
Basic
Diluted
Basic
Diluted
0.87
0.87
0.87
0.87
1.12
1.12
1.13
1.13
1.23
1.23
1.21
1.21
Basic earnings per share is calculated by dividing income by
the weighted‑average number of shares outstanding during
the year. Diluted earnings per share is calculated by dividing
income by the weighted‑average number of shares outstanding
during the year, assuming that all potentially dilutive securities
were exercised, if dilutive. Potentially dilutive securities com‑
prise: outstanding written call options and outstanding options
and shares granted subject to certain conditions under our
share‑based payment arrangements. See “Note 20 Earnings per
share” to our Consolidated Financial Statements.
Divisional analysis
Discrete Automation and Motion
The financial results of our Discrete Automation and Motion
division were as follows:
The provision for taxes in 2014 and 2013, also included tax
credits, arising in foreign jurisdictions, for which the technical
merits did not allow a benefit to be taken.
($ in millions)
Orders
2015
2014
2013
2015
2014
% Change
9,222
10,559
9,771
(13)%
Income from continuing operations,
net of tax
As a result of the factors discussed above, income from con‑
tinuing operations, net of tax, decreased $642 million to
$2,052 million in 2015 compared to 2014, and decreased
$250 million to $2,694 million in 2014 compared to 2013.
Income (loss) from discontinued
operations, net of tax
The loss (net of tax) from discontinued operations for 2013
related primarily to provisions for certain environmental obli‑
gations. The income from discontinued operations, net of tax,
for 2015 and 2014, was not significant.
Order backlog at December 31,
4,232
4,385
4,351
(3)%
Revenues
9,127
10,142
9,915
(10)%
Income from operations
991
1,422
1,458
(30)%
Operational EBITA
1,271
1,589
1,622
(20)%
8%
1%
2%
(2)%
(2)%
Orders
Orders in 2015 decreased 13 percent (5 percent in local cur‑
rencies) due to weaker markets in most of our businesses.
The declining oil price and slower growth in China affected
the order intake negatively, especially in the Motors and
Generators and the Drives and Controls businesses. Orders in
the Robotics business increased in local currencies, sup‑
ported by strong demand for services. Orders in the Power
Conversion business were lower and were impacted by lower
large orders from the rail segment.
Orders in 2014 increased 8 percent (10 percent in local
currencies) as orders were higher in all businesses. Order in‑
creases in the Power Conversion business were driven by
strong rail orders and the inclusion of Power‑One for a full
ABB Annual Report 2015 | Financial review of ABB Group 93
year in 2014 compared to 5 months in 2013. Orders grew in
the Robotics business as demand increased from general in‑
dustry while large order demand from the automotive sector
was lower. Orders in the Drives and Controls and the Motors
and Generators businesses increased due to higher service
orders as well as the receipt of large marine orders in 2014.
The geographic distribution of orders for our Discrete
Automation and Motion division was as follows:
Total
(in %)
Europe
The Americas
Asia, Middle East and Africa
The geographic distribution of revenues for our Discrete
Automation and Motion division was as follows:
2015
2014
2013
35
35
30
100
37
33
30
40
32
28
100
100
(in %)
Europe
The Americas
Asia, Middle East and Africa
Total
2015
2014
2013
34
35
31
100
39
32
29
100
38
32
30
100
In 2015, the geographical distribution of our orders changed
primarily due to the impact of the large rail orders from Europe
in 2014. In addition, orders from the Americas and Asia,
Middle East and Africa benefitted from strong orders in the
Robotics business.
In 2014, the geographical split of orders was consistent with
2013. Larger rail orders in the Power Conversion business from
Sweden and Switzerland compensated for other market
weakness in Europe. The Americas maintained their share of
global orders as orders received in the United States increased
due to the inclusion of the solar business of Power‑One for
a full year while the rest of the Americas was steady. The share
of orders from Asia, Middle East and Africa was supported by
growth in China partially offsetting the impacts of order de‑
clines in India.
Order backlog
Order backlog in 2015 decreased 3 percent (increased 3 per‑
cent in local currencies) compared to 2014. In local curren‑
cies, order backlog increased as lower order backlog in the
Motors and Generators business was offset by increases in
the backlog for the Robotics and Power Conversion businesses.
Order backlog in 2014 increased 1 percent (9 percent in lo‑
cal currencies) assisted by the receipt of large rail orders
in Sweden and Switzerland which will primarily be delivered
after 2015.
Revenues
In 2015, revenues were 10 percent lower (2 percent in local
currencies). Revenues were weaker as growth in the Robotics
and Power Conversion businesses, supported by strong order
backlog, was offset by weaker revenues resulting from the
lower order intake in the short‑cycle businesses such as low
voltage motors and drives.
In 2014, revenues grew 2 percent (4 percent in local cur‑
rencies) due to the impact of including Power‑One for a full
year in 2014 and growth in the Robotics business. Revenues
were also supported by a 9 percent increase in service reve‑
nues (12 percent in local currencies). Revenues in the Drives
and Controls, and Motors and Generators businesses declined
due to a weak opening order backlog for mid‑ and large‑sized
medium voltage drives and high voltage motors.
In 2015, the share of revenue from Europe was lower than in
2014 due to the weak markets for motors and drives. The
share of revenues from the Americas increased due to growth
in the Robotics business. The share of revenues from Asia,
Middle East and Africa remained flat as higher revenues in the
Robotics business offset the decline in the Drives and Controls
business.
In 2014, the share of revenues from Europe declined due
to lower revenues in the Drives and Controls, and Motors and
Generators businesses. The Americas’ share of revenues in‑
creased and was supported by the inclusion of Power‑One for
a full year in 2014. Revenues in Asia, Middle East and Africa
were supported by high automotive revenues in Robotics in
China.
Income from operations
In 2015, income from operations decreased 30 percent
compared to 2014 due to lower revenues and lower capacity
utilization. Steady income in the Robotics business could not
compensate for the profit deterioration realized in other busi‑
nesses. The Drives and Controls business was negatively
affected by the weaker business climate in China while the
Motors and Generators business suffered from the low oil
price and weak demand leading to lower factory utilization.
Income from operations in the Power Conversion business was
flat despite continued strong price erosion in the solar market.
The division’s income from operations was also negatively
affected by the impact of the higher restructuring charges
incurred in connection with capacity adjustments and the com‑
pany‑wide White Collar Productivity program. Changes in for‑
eign currencies, including the impacts from FX/commodity
timing differences summarized in the table below, negatively
impacted income from operations by 7 percent.
In 2014, income from operations was lower than 2013, de‑
spite higher revenues, due to price pressures affecting gross
margin and higher depreciation costs. Lower revenues in the
Drives and Controls, and Motors and Generators businesses
also led to reduced income from operations. Robotics had a
higher contribution to income from operations due to increased
revenues and improved gross margins while margins were lower
in the Power Conversion business due to the dilutive effects
of Power‑One. The impact on income from operations from
changes in foreign currencies, including the impacts from FX/
commodity timing differences summarized in the table below,
was not significant.
94 Financial review of ABB Group | ABB Annual Report 2015
Operational EBITA
The reconciliation of income from operations to Operational
EBITA for the Discrete Automation and Motion division was as
follows:
businesses grew despite a challenging macroeconomic
environment in Europe, lower investments in the construction
market in China and political instability in certain Eastern
European countries.
The geographic distribution of orders for our Low Voltage
($ in millions)
Income from operations
Acquisition‑related amortization
Restructuring and restructuring‑
2015
991
128
2014
1,422
138
Products division was as follows:
2013
1,458
124
(in %)
Europe
related expenses(1)
125
25
19
The Americas
Gains and losses on sale of
businesses, acquisition‑related
expenses and certain non‑
operational items
FX/commodity timing differences
in income from operations
Operational EBITA
26
1
—
4
1,271
1,589
33
(12)
1,622
(1)
Amounts also include the incremental implementation costs in relation to the White Collar
Productivity program.
Asia, Middle East and Africa
Total
2015
2014
2013
39
29
32
100
39
30
31
100
39
32
29
100
In 2015, the share of orders in the Americas decreased pri‑
marily due to the divestments in 2014 of the HVAC and Steel
Structures businesses, which mostly impacted orders in the
United States and Canada. The share of orders from Europe
remained steady while Asia, Middle East and Africa slightly
increased its geographic share, as the decline in volumes in
China was partly offset by strong orders in Japan and India.
In 2015, Operational EBITA decreased 20 percent (13 percent
excluding the impacts from changes in foreign currencies) com‑
pared to 2014, primarily due to the reasons described under
“Income from operations”, excluding the explanations related
to the reconciling items in the table above.
In 2014, the share of orders from the Americas decreased
primarily due to the impact of the divestments in the year,
which were mainly based in the United States and Canada.
The share of orders in Asia, Middle East and Africa increased,
partially driven by systems orders in China.
In 2014, Operational EBITA declined 2 percent (1 percent
excluding the impacts from changes in foreign currencies)
compared to 2013, primarily due to the reasons described
under “Income from operations”, excluding the explanations
related to the reconciling items in the table above.
Low Voltage Products
The financial results of our Low Voltage Products division
were as follows:
($ in millions)
Orders
% Change
2015
2014 2013
2015
6,581
7,550 7,696
(13)%
2014
(2)%
Order backlog at December 31,
857
891 1,057
(4)% (16)%
Revenues
6,547
7,532 7,729
(13)%
Income from operations
909
1,475 1,092
(38)%
Operational EBITA
1,096
1,241 1,265
(12)%
(3)%
35%
(2)%
Orders
In 2015, orders decreased 13 percent (3 percent in local cur‑
rencies). The impact of the divestments of the HVAC and Steel
Structures businesses in 2014 reduced orders by 4 percent.
Local currency order growth in the Breakers and Switches
business was offset by decreases in orders in the Enclosures
and DIN‑Rail Products and the Low Voltage Systems busi‑
nesses while orders in local currencies were steady in the
Control Products business. In the products businesses, higher
orders in Europe were offset by lower order volumes in China.
In 2014, orders decreased 2 percent (flat in local currencies)
as order growth in most businesses was offset by the impact
of the divestments of HVAC and Steel Structures. Order growth
was highest in the Wiring Accessories business and orders
also grew in the Breakers and Switches, Enclosures and DIN‑
Rail Products, and Control Products businesses while orders
in the Low Voltage Systems business were steady. Product
Order backlog
In 2015, order backlog decreased by 4 percent (increased by
6 percent in local currencies), driven by increases in the
Breakers and Switches and Low Voltage Systems businesses.
In 2014, order backlog decreased 16 percent (9 percent in
local currencies), driven mainly by the impacts of business
divestments in the year.
Revenues
In 2015, revenues decreased by 13 percent (3 percent in local
currencies) as the local currency increases in the Breakers
and Switches, Control Products and Wiring Accessories busi‑
nesses were offset by the impacts on revenues from the
businesses divested in 2014. Local currency revenues were
also lower in the Enclosures and DIN‑Rail Products and Low
Voltage Systems businesses.
In 2014, revenues decreased 3 percent (flat in local curren‑
cies) as steady to higher revenues in most businesses were
offset by the impacts of divested businesses. Revenues grew
slightly in the Breakers and Switches and Low Voltage Systems
businesses while revenues were flat in the Enclosures and
DIN‑Rail Products and Control Products businesses.
The geographic distribution of revenues for our Low Voltage
Products division was as follows:
(in %)
Europe
The Americas
Asia, Middle East and Africa
Total
2015
2014
2013
38
29
33
100
40
30
30
39
33
28
100
100
In 2015, the share of revenues in the Americas decreased pri‑
marily due to the divestments in 2014. The share of revenues
from Asia, Middle East and Africa increased, as weakness
in the Low Voltage Systems business in Saudi Arabia and the
United Arab Emirates was more than offset by higher
ABB Annual Report 2015 | Financial review of ABB Group 95
revenues in the other businesses. Europe’s geographic share
of revenues decreased as weaknesses in the Low Voltage
Systems and Enclosures and DIN‑Rail Products businesses
were only partially offset by the other products businesses.
In 2014, the share of revenues from the Americas decreased
primarily due to the impact of divestments in the year. The share
of revenues from Asia, Middle East and Africa increased slightly,
partially attributable to increased systems revenues in China
and Saudi Arabia respectively.
Income from operations
In 2015, income from operations decreased 38 percent, pri‑
marily due to the impact in 2014 from gains recorded on the
divestments of the HVAC and Steel Structures businesses. In
addition, higher restructuring charges were incurred in connec‑
tion with the company‑wide White Collar Productivity program.
Changes in foreign currencies, including the impacts from FX/
commodity timing differences summarized in the table below,
negatively impacted income from operations by 6 percent.
In 2014, income from operations increased 35 percent, pri‑
marily due to gains from the sales of businesses divested in
the year. In 2014, income from operations was also negatively
impacted by a change in product mix. The impact on income
from operations from changes in foreign currencies, including
the impacts from FX/commodity timing differences summa‑
rized in the table below, was not significant.
Operational EBITA
The reconciliation of income from operations to Operational
EBITA for the Low Voltage Products division was as follows:
($ in millions)
Income from operations
Acquisition‑related amortization
Restructuring and restructuring‑
2015
909
100
2014
1,475
113
2013
1,092
120
related expenses(1)
101
45
31
Process Automation
The financial results of our Process Automation division were
as follows:
($ in millions)
Orders
2015
2014 2013
2015
2014
% Change
6,464
8,577 8,000
(25)%
Order backlog at December 31,
5,203
5,661 5,772
(8)%
Revenues
Income from operations
Operational EBITA
6,374
7,948 8,497
(20)%
593
755
1,003
990
(41)%
958 1,022
(21)%
7%
(2)%
(6)%
1%
(6)%
Orders
Orders in 2015 declined 25 percent (14 percent in local cur‑
rencies), mainly due to the impacts of a reduction in capital
and operating expenditures in the oil and gas sector resulting
from continued low oil prices. The marine sector, also nega‑
tively impacted by low oil prices, had lower demand, espe‑
cially from the offshore drilling vessels segment. The mining
sector remained at a low level as customers in this segment
either continued to delay or postpone investments due to low
commodity prices. Orders were also 3 percent lower due to
the impact of the divestment of the Full Service business at
the end of 2014.
Orders in 2014 increased 7 percent (10 percent in local
currencies), mainly due to high demand from the marine sector,
especially for LNG vessels. Orders in the oil and gas businesses
also increased while orders in the mining businesses remained
at low levels as most mining customers delayed or postponed
capital investments. Orders in the metals businesses also
remained at low levels due to overcapacity issues affecting
our customers. Other customers such as steel companies are
focusing their spending on operating expenses and not on
capital investment due to profitability pressures affecting their
industry. The paper industry in North America, South America
and parts of Asia, however, has improved and has started to
increase its level of capital investment.
The geographic distribution of orders for our Process
Gains and losses on sale of
businesses, acquisition‑related
expenses and certain
non‑operational items
FX/commodity timing differences
in income from operations
Operational EBITA
3
(407)
16
Automation division was as follows:
(17)
1,096
15
6
(in %)
1,241
1,265
Europe
2015
2014
2013
38
23
39
100
33
22
45
37
23
40
100
100
(1)
Amounts also include the incremental implementation costs in relation to the White Collar
Productivity program.
The Americas
Asia, Middle East and Africa
Total
In 2015, Operational EBITA decreased 12 percent (1 percent
excluding the impacts from changes in foreign currencies)
compared to 2014, primarily due to the reasons described
under “Income from operations”, excluding the explanations
related to the reconciling items in the table above.
In 2014, Operational EBITA decreased 2 percent (was flat
excluding the impacts from changes in foreign currencies)
compared to 2013, primarily due to the reasons described
under “Income from operations”, excluding the explanations
related to the reconciling items in the table above.
96 Financial review of ABB Group | ABB Annual Report 2015
In 2015, orders declined in all regions. The share of orders from
Asia, Middle East and Africa declined due to large orders
received from the marine sector in 2014 described below. In
addition, the region was impacted by weak domestic demand
in China. Orders in the Americas declined but by a lower per‑
centage than the division as a whole. Declines included the
impacts of lower mining investments in South America, as well
as slowing demand in the United States from the upstream oil
and gas sector. As most major industrial economies in Europe
were either steady or contracting only slightly, the geographic
share of orders from Europe increased.
In 2014, the share of orders from Asia, Middle East and
Africa increased primarily due to the impacts of large orders
received in South Korea from the LNG marine sector and
strong order growth in China as well as the impact of the
award of a gas treatment plant contract in Tunisia. The share
of orders from the Americas remained steady. Growth in Brazil
was offset by the effects of lower mining investments in Chile
while North America grew slightly. Orders decreased in Europe
which resulted in a reduction in the share of orders from
Europe compared to 2013. Marine orders in Finland were off‑
set by lower order intake in Germany and Southern Europe.
Order backlog
Order backlog at December 31, 2015, was 8 percent lower
(2 percent higher in local currencies) than at December 31,
2014. Order backlog in most businesses was lower due to the
impacts of lower orders during the year. The increase in order
backlog in local currencies was due to the receipt of higher
large orders near the end of 2015.
Order backlog at December 31, 2014, was 2 percent lower
compared to December 31, 2013. In local currencies, order
backlog was 9 percent higher, reflecting the higher order in‑
take during the year, especially large orders.
Revenues
In 2015, revenues decreased 20 percent (9 percent in local
currencies). Revenues in the Oil and Gas business declined,
reflecting the lower opening order backlog as well as reduced
opportunities from slower customer order tendering, espe‑
cially in the service business. The Marine and Ports business
also recorded lower revenues, reflecting lower activity in the
offshore oil and gas industry and large project delays. The
Process Industries business, which includes mining and metals,
also declined. Revenues in the Measurement and Analytics
business declined, largely due to lower demand in the upstream
oil and gas segment. In local currencies, Turbocharging was
flat while the Control Technologies business had higher reve‑
nues. Revenues were 4 percent lower due to the impacts of
the divestment of the Full Service business at the end of 2014.
In 2014, revenues were down 6 percent (4 percent in local
currencies), reflecting the impacts of lower order intake in the
previous year. Revenue decreases were more significant in
the systems businesses, especially in mining systems, due to
the weak opening order backlog while revenues in the oil and
gas businesses increased. Product revenues were flat.
Revenues in the Measurement Products business grew slightly
but were offset by a decline in revenues in the Control
Technologies business. Product revenues in the Turbocharging
business increased slightly compared to the low levels last
year. Revenues were also impacted by the exit in 2013 from a
large service contract.
The geographic distribution of revenues for our Process
Automation division was as follows:
(in %)
Europe
The Americas
Asia, Middle East and Africa
Total
2015
2014
2013
33
24
43
100
35
23
42
36
24
40
100
100
In 2015, the regional revenue distribution remained steady.
The share of revenues from Europe declined, reflecting lower
oil and gas and marine activities in Norway and the divest‑
ment of the Full Service business in 2014, which mainly impacted
Europe. The larger proportional revenue decrease in Europe
resulted in a redistribution of the share to both Asia, Middle
East and Africa and the Americas.
The regional distribution of revenues in 2014 did not change
significantly compared to 2013. Revenue share declines were
realized in Europe and the Americas, while Asia, Middle East
and Africa increased. In Europe, revenues declined as a result
of an exit in 2013 from a large service contract in Finland and
lower revenues in Sweden. In the Americas, lower opening
order backlog in the mining business led to lower revenues in
Chile and Peru, which more than offset growth in the United
States. The revenue share from Asia, Middle East and Africa
increased mainly from Algeria and the United Arab Emirates.
Income from operations
In 2015, income from operations declined 41 percent com‑
pared to 2014. Income from operations in 2014 included the
gain on the disposal of the Full Service business. In addition,
income from operations was impacted by the revenue decreases
described above. The income from operations in 2015 also
included higher restructuring charges due to the implementa‑
tion of the company‑wide White Collar Productivity program.
Changes in foreign currencies, including the impacts from FX/
commodity timing differences summarized in the table below,
negatively impacted income from operations by 7 percent.
In 2014, income from operations increased compared to
2013, mainly due to the gain on sale of the Full Service busi‑
ness partially offset by the impact of lower revenues. Changes
in foreign currencies, including the impacts from FX/commod‑
ity timing differences summarized in the table below, nega‑
tively impacted income from operations by 5 percent.
Operational EBITA
The reconciliation of income from operations to Operational
EBITA for the Process Automation division was as follows:
($ in millions)
Income from operations
Acquisition‑related amortization
Restructuring and restructuring‑
related expenses(1)
Gains and losses on sale of
businesses, acquisition‑related
expenses and certain non‑
2015
593
12
112
2014
1,003
17
43
operational items
11
(113)
FX/commodity timing differences
in income from operations
Operational EBITA
27
755
8
958
2013
990
13
31
(6)
(6)
1,022
(1)
Amounts also include the incremental implementation costs in relation to the White Collar
Productivity program.
In 2015, Operational EBITA decreased 21 percent (13 percent
excluding the impacts from changes in foreign currencies)
compared to 2014, primarily due to the reasons described
under “Income from operations”, excluding the explanations
related to the reconciling items in the table above.
In 2014, Operational EBITA decreased 6 percent (4 percent
excluding the impacts from changes in foreign currencies)
compared to 2013, primarily due to the reasons described
under “Income from operations”, excluding the explanations
related to the reconciling items in the table above.
ABB Annual Report 2015 | Financial review of ABB Group 97
Power Products
The financial results of our Power Products division were as
follows:
continued to grow and represented a higher share of the total
division revenues compared to 2013.
The geographic distribution of revenues for our Power
Products division was as follows:
($ in millions)
Orders
2015
2014
2013
2015
2014
Europe
10,033
10,764 10,459
(7)%
3%
The Americas
Order backlog at December 31,
7,717
7,791
7,946
(1)% (2)%
Asia, Middle East and Africa
Revenues
9,550
10,333 11,032
(8)% (6)%
Total
27
30
43
100
32
27
41
32
27
41
100
100
% Change
(in %)
2015
2014
2013
Income from operations
Operational EBITA
1,051
1,178
1,204
1,331 (13)% (10)%
1,319
1,435 (11)% (8)%
Orders
In 2015, orders decreased 7 percent (increased 2 percent in
local currencies). The local currency increase in orders was
supported by the continued selective investments in large
transmission projects in the United States and China.
In 2014, orders increased 3 percent (5 percent in local cur‑
rencies), supported by the industry sector and continued se‑
lective investments in large transmission projects.
The geographic distribution of orders for our Power Products
division was as follows:
(in %)
Europe
The Americas
Asia, Middle East and Africa
Total
2015
2014
2013
28
30
42
100
28
29
43
31
28
41
100
100
In 2015, the share of orders from the Americas increased, mainly
driven by large transmission projects in the United States.
Despite growth in India and China, the share of orders from
Asia, Middle East and Africa declined as demand was lower in
Saudi Arabia and Australia. Europe’s share of orders was steady,
reflecting positive market developments in 2015.
In 2014, the share of orders from the Americas increased,
mainly driven by the transmission sector. The continued de‑
velopment of power infrastructure investments led to a higher
share of orders in Asia, Middle East and Africa, with India
showing growth and China remaining stable. Europe’s share
of orders declined, reflecting the difficult market conditions
throughout the year.
Order backlog
In 2015, order backlog decreased 1 percent (increased 7 per‑
cent in local currencies). The local currency increase resulted
from higher orders during the year.
In 2014, order backlog decreased 2 percent (increased
6 percent in local currencies) compared to 2013. In local cur‑
rencies, the order backlog increased in all businesses result‑
ing from higher orders during the year.
Revenues
In 2015, revenues decreased 8 percent (increased 2 percent
in local currencies). The local currency increase mainly reflects
the successful execution of the strong opening order backlog.
Service revenues also continued to grow and represented a
higher share of the total division revenues compared to 2014.
In 2015, the share of revenues in the Americas was higher as
a result of the continued steady execution in North America.
The increase in the share of revenues from Asia, Middle East
and Africa was primarily driven by revenue increases in Saudi
Arabia and India. The decrease in the share of revenues from
Europe was a result of lower revenues in Sweden and
Switzerland.
In 2014, the shares of revenues remained constant for all
regions. Europe remained unchanged, reflecting the economic
environment. The share of revenues from the Americas was
also constant, even as revenues in certain key markets de‑
creased slightly compared to 2013. Asia, Middle East and Africa
was supported by revenue increases in India.
Income from operations
In 2015, income from operations was 13 percent lower com‑
pared to 2014. Income from operations was lower due to
higher restructuring charges associated with the implementa‑
tion of the company‑wide White Collar Productivity program
as well as the ramp‑up costs associated with aligning our
strategic production footprint towards key markets such as
Saudi Arabia and India. Changes in foreign currencies, includ‑
ing the impacts from FX/commodity timing differences sum‑
marized in the table below, negatively impacted income from
operations by 5 percent.
In 2014, income from operations was lower compared to
2013 primarily reflecting lower revenues, higher charges relat‑
ing to FX/commodity timing differences and higher selling ex‑
penses resulting from investments made in the sales function.
Changes in foreign currencies, including the impacts from FX/
commodity timing differences summarized in the table below,
negatively impacted income from operations by 4 percent.
Operational EBITA
The reconciliation of income from operations to Operational
EBITA for the Power Products division was as follows:
($ in millions)
Income from operations
Acquisition‑related amortization
Restructuring and restructuring‑
related expenses(1)
Gains and losses on sale of
businesses, acquisition‑related
expenses and certain non‑
operational items
FX/commodity timing differences
in income from operations
2015
1,051
10
105
4
8
2014
1,204
17
51
16
31
2013
1,331
21
66
19
(2)
In 2014, revenues in the Power Products division decreased
Operational EBITA
1,178
1,319
1,435
6 percent (4 percent in local currencies), mainly reflecting the
impact of the lower opening order backlog. Service revenues
(1)
Amounts also include the incremental implementation costs in relation to the White Collar
Productivity program.
98 Financial review of ABB Group | ABB Annual Report 2015
2015
2014
2013
2015
2014
In 2014, the share of orders from Europe increased due to
In 2015, Operational EBITA decreased 11 percent (3 percent
excluding the impacts from changes in foreign currencies)
compared to 2014, primarily due to the reasons described
under “Income from operations”, excluding the explanations
related to the reconciling items in the table above.
(in %)
Europe
In 2014, Operational EBITA decreased 8 percent (7 percent
The Americas
excluding the impacts from changes in foreign currencies)
compared to 2013, primarily due to the reasons described
under “Income from operations”, excluding the explanations
related to the reconciling items in the table above.
Power Systems
The financial results of our Power Systems division were as
follows:
% Change(1)
($ in millions)
Orders
6,800
6,871 5,949
(1)%
15%
Order backlog at December 31,
8,218
8,246
9,435
— (13)%
Revenues
6,342
7,020
8,375
(10)% (16)%
Income (loss) from operations
Operational EBITA
110
274
(360)
(96)
171
326
n.a.
n.a.
n.a.
n.a.
(1)
Certain percentages are stated as n.a. as the computed change would not be meaningful.
Orders
In 2015, orders decreased 1 percent (increased 13 percent in
local currencies) compared with 2014. The growth in local
currencies reflected a higher level of large orders. Large orders
in Grid Systems included an HVDC order awarded to connect
the Norwegian and German power grids and a $450 million
HVDC order for an interconnection between Norway and the
United Kingdom, while our Power Generation business won a
power plant automation order in South Africa worth more than
$160 million. In local currencies, base orders were lower, mainly
due to the challenging macro‑economic conditions. The mar‑
kets remain competitive with continued pricing pressure.
In 2014, orders increased 15 percent (20 percent in local
currencies) compared with 2013, mainly due to a higher level
of large orders in the Grid Systems business following the
$800 million award in the United Kingdom for a HVDC subsea
power connection in northern Scotland and a $400 million
HVDC project in Canada to provide the first electricity link be‑
tween the island of Newfoundland and the North American
power grid. In addition, large orders in 2014 included a
$110 million substation order in Saudi Arabia which will sup‑
port grid interconnection and boost electricity transmission
capacity. Initiatives to drive base order growth, combined with
early signs of stabilization in the utility sector, contributed to
modest growth in base orders. The overall market remains
highly competitive, especially in certain higher‑growth regions
such as the Middle East. The Power Systems division contin‑
ues to be selective, focusing on higher‑margin projects and
those with higher pull‑through of other ABB products.
The geographic distribution of orders for our Power
Systems division was as follows:
Asia, Middle East and Africa
Total
2015
2014
2013
47
19
34
100
42
25
33
36
25
39
100
100
In the Power Systems division, the change in the geographic
share of orders reflects changes in the geographical location
of large orders. In 2015, Europe benefited from a higher level
of large orders, reflecting large orders for HVDC interconnec‑
tions. The share of orders from Asia, Middle East and Africa
increased to 34 percent, supported by large orders. Orders in
the Americas were significantly lower, partly due to the signifi‑
cant large HVDC order received in Canada in 2014 as
described above.
the award of the HVDC project in the United Kingdom. The
share of orders in the Americas remained stable with growth
in both large and base orders. Orders from Asia, Middle East
and Africa decreased, mainly due to the timing of large order
awards, resulting in a reduction of order share relative to the
other regions.
Order backlog
Order backlog at December 31, 2015, was flat (increased 8
percent in local currencies) compared with December 31,
2014. The increase in order backlog reflects the impact of the
high levels of large orders, which typically have execution
times stretching over several years.
Order backlog at December 31, 2014, decreased 13 percent
(4 percent in local currencies) compared with December 31,
2013. Although order backlog was supported by the large or‑
ders received in 2014, order backlog decreased in 2014 as
the division continued to run off the remaining orders in busi‑
nesses affected by the repositioning of the Power Systems
division announced in 2012 and the businesses affected by
the exiting of the solar EPC business announced in 2014.
Revenues
Revenues in 2015 decreased 10 percent (increased 2 percent
in local currencies) compared to 2014; the increase in local
currencies was mainly driven by steady execution of the order
backlog. Revenues increased in the Grid Systems business,
supported by the execution of offshore wind projects, and were
also higher in the Network Management business. This more
than offset a lower level of revenues in the Substations and
Power Generation businesses. Revenues were also impacted
by our exit from the solar EPC business in 2014.
Revenues in 2014 decreased 16 percent (13 percent in local
currencies) compared to 2013, mainly due to the effects of
a weaker order intake in 2013 and the resulting lower opening
order backlog at the beginning of 2014. Revenues decreased
in all businesses compared to 2013. In addition, revenues
in 2014 were negatively impacted by execution delays in cer‑
tain projects.
ABB Annual Report 2015 | Financial review of ABB Group 99
The geographic distribution of revenues for our Power
Systems division was as follows:
Operational EBITA
The reconciliation of income (loss) from operations to Opera‑
tional EBITA for the Power Systems division was as follows:
(in %)
Europe
The Americas
Asia, Middle East and Africa
Total
2015
2014
2013
40
24
36
100
38
24
38
36
23
41
($ in millions)
Income (loss) from operations
Acquisition‑related amortization
100
100
Restructuring and restructuring‑
related expenses(1)
Gains and losses on sale of
businesses, acquisition‑related
expenses and certain non‑
operational items
FX/commodity timing differences
in income from operations
Operational EBITA
2015
110
43
96
35
(10)
274
2014
(360)
74
63
12
115
(96)
2013
171
90
101
4
(40)
326
(1)
Amounts also include the incremental implementation costs in relation to the White Collar
Productivity program.
In 2015, Operational EBITA increased by $370 million. This
was primarily driven by the reasons described under “Income
(loss) from operations”, excluding the explanations related to
the reconciling items in the table above.
In 2014, Operational EBITA decreased compared to 2013,
primarily due to the reasons described under “Income (loss)
from operations”, excluding the explanations related to the
reconciling items in the table above.
Corporate and Other
Income (loss) from operations for Corporate and Other was
as follows:
($ in millions)
2015
2014
2013
Corporate headquarters
and stewardship
Corporate research
and development
Corporate real estate
White Collar Productivity
program costs
Other
Total Corporate and Other
(365)
(369)
(372)
(144)
50
(130)
(21)
(610)
(174)
44
—
(70)
(569)
(187)
49
—
(140)
(650)
In 2015, 2014 and 2013, Corporate headquarters and stew‑
ardship costs were maintained at the same level.
In 2015, Corporate research and development costs to‑
taled $144 million, lower than in 2014. In 2014, Corporate re‑
search and development costs totaled $174 million, lower
than in 2013.
Corporate real estate primarily includes the income from
property rentals and gains from the sale of real estate proper‑
ties. In 2015, 2014 and 2013, income from operations in
Corporate real estate includes gains of $26 million, $17 million
and $23 million, respectively, from the sales of real estate
property in various countries.
In 2015, we recorded a total of $130 million in “Corporate
and Other” for both restructuring and related expenses as
well as program implementation costs for our White Collar
Productivity program. For further information on our White
The regional distribution of revenues reflects the geographical
end‑user markets of the projects executed during the year,
and consequently varies over time. In 2015, revenues increased
in Europe following the execution of large projects within the Grid
Systems business. The share of revenues from the Americas
was steady, while revenues in Asia, Middle East and Africa were
relatively lower.
In 2014, revenues decreased in all regions compared to
2013. The largest revenue decrease was recorded in Asia,
Middle East and Africa, the division’s largest region in terms
of revenues in 2014, and partly related to lower revenues in
Iraq and Saudi Arabia compared to 2013, following a lower
opening order backlog.
Income (loss) from operations
In 2015, income from operations increased to $110 million
from a loss of $360 million in 2014, mainly due to benefits from
the ongoing measures taken in the ‘step change’ program
and continued cost reduction initiatives. Restructuring‑related
expenses in 2015 of $96 million were higher than in 2014 and
included charges for the new company‑wide White Collar
Productivity program and ongoing costs for the previously‑an‑
nounced initiatives to align the cost structure of certain opera‑
tions to reflect changing market conditions. Continued cost
savings, primarily related to supply chain management and
operational excellence, helped mitigate higher research and
development spending as well as the negative effects from
price pressures. Acquisition‑related amortization also decreased
in 2015 compared to 2014. In addition, changes in the amount
of FX/commodity timing differences in income from opera‑
tions increased the division’s income from operations by $125
million compared to 2014.
In 2014, the Power Systems division recorded a loss from
operations of $360 million compared to an income from oper‑
ations of $171 million in 2013, due primarily to lower revenues
and project‑related charges, mainly for offshore wind projects
and solar EPC contracts. Income (loss) from operations also
included a $115 million negative impact related to FX/com‑
modity timing differences compared with a $40 million posi‑
tive impact in 2013. Restructuring‑related expenses in 2014 of
$63 million were lower than the $101 million in 2013, and in‑
cluded charges to adjust the size and cost structure of certain
operations in response to lower order backlog and an in‑
creased focus on white collar productivity. Cost savings from
supply chain management and operational excellence activi‑
ties helped mitigate higher research and development spend‑
ing, and the impact of low margin projects executed from the
order backlog.
100 Financial review of ABB Group | ABB Annual Report 2015
Collar Productivity program see “Restructuring and other cost
savings initiatives” below.
activities will be sufficient to cover any obligations under this
restructuring program.
“Other” consists of operational costs of our Global Treasury
Operations, operating income or loss in non‑core businesses
and certain other charges such as costs and penalties asso‑
ciated with legal cases, environmental expenses and impair‑
ment charges related to investments. In 2015, “Other” declined
primarily due to a reduction of insurance‑related provisions for
self‑insured risks. In 2014, “Other” included primarily lower
charges in connection with legal compliance cases and lower
environmental expenses compared to 2013. In 2013, “Other”
included primarily certain legal compliance cases, certain en‑
vironmental expenses, acquisition‑related expenses, the loss
on sale of a non‑core business and the impairment of certain
investments.
Restructuring and other
cost savings initiatives
White collar productivity program
In September 2015, we announced a two‑year program aimed
at making ABB leaner, faster and more customer‑focused.
Planned productivity improvements include the rapid expan‑
sion and use of regional shared service centers as well as the
streamlining of global operations and head office functions,
with business units moving closer to their respective key mar‑
kets. During the course of this program, we will implement
and execute various restructuring initiatives across all operat‑
ing segments and regions.
On completion of the program, ABB expects to realize an‑
nual cost savings of approximately $1 billion. These savings
are expected to mainly impact Cost of sales, Selling, general
and administrative expenses and Non‑order related research
and development expenses.
The following table outlines the cumulative amount of costs
incurred to date and the total amount of costs expected to be
incurred under the program.
Other restructuring‑related activities and
cost savings initiatives
In 2015, 2014 and 2013, we also executed other restructur‑
ing‑related and cost saving measures to sustainably reduce
our costs and protect our profitability. Costs associated with
these other measures amounted to $256 million, $235 million
and $252 million in 2015, 2014 and 2013, respectively.
Estimated cost savings amounted to approximately $1.2 bil‑
lion in 2015, $1.1 billion in 2014 and $1.2 billion in 2013. These
savings were achieved by optimizing global sourcing
(excluding changes in commodity prices), through operational
excellence improvements, as well as adjustments to our
global manufacturing and engineering footprint.
Liquidity and capital
resources
Principal sources of funding
We meet our liquidity needs principally using cash from oper‑
ations, proceeds from the issuance of debt instruments (bonds
and commercial paper), and short‑term bank borrowings.
During 2015, 2014 and 2013, our financial position was
strengthened by the positive cash flow from operating activi‑
ties of $3,818 million, $3,845 million and $3,653 million,
respectively.
Our net debt is shown in the table below:
December 31, ($ in millions)
Short‑term debt and current
maturities of long‑term debt
Long‑term debt
Cash and equivalents
Marketable securities and
2015
2014
1,454
5,985
(4,565)
353
7,312
(5,443)
($ in millions)
December 31, 2015
costs
sum of the above lines)
1,241
897
Cumulative costs
Total
short‑term investments
(1,633)
(1,325)
incurred up to
expected
Net debt (defined as the
Discrete Automation and Motion
Low Voltage Products
Process Automation
Power Products
Power Systems
Corporate and Other
Total
45
60
91
42
46
86
370
169
126
137
155
82
183
852
For details of the nature of the costs incurred and their impact
on the Consolidated Financial Statements, see ‘‘Note 22
Restructuring and related expenses’’ to our Consolidated
Financial Statements.
The majority of the remaining cash outlays, primarily for
employee severance benefits, are expected to occur in 2016
and 2017. We expect that our cash flow from operating
Net debt at December 31, 2015, increased $344 million com‑
pared to December 31, 2014, as cash flows from operating
activities during 2015 of $3,818 million were more than offset
by the cash outflows for the payment of dividends and the
nominal value reduction (totaling $1,749 million), net purchases
of property, plant and equipment and intangible assets
($808 million) and amounts paid to purchase treasury stock
($1,487 million). Movements in foreign exchange rates also
contributed to the increase in net debt, having an impact of
approximately $160 million. See “Financial Position”, “Investing
activities” and “Financing activities” for further details.
Our Group Treasury Operations is responsible for providing
a range of treasury management services to our group compa‑
nies, including investing cash in excess of current business
requirements. At December 31, 2015 and 2014, the
ABB Annual Report 2015 | Financial review of ABB Group 101
proportion of our aggregate “Cash and equivalents” and
“Marketable securities and short‑term investments” managed
by our Group Treasury Operations amounted to approxi‑
mately 55 percent and 60 percent, respectively.
Throughout 2015 and 2014, the investment strategy for
cash (in excess of current business requirements) has gener‑
ally been to invest in short‑term time deposits with maturities
of less than 3 months, supplemented at times by investments
in corporate commercial paper, money market funds, and in
some cases, government securities. During 2015, we also
continued to place limited funds in connection with reverse
repurchase agreements. We actively monitor credit risk in our
investment portfolio and hedging activities. Credit risk expo‑
sures are controlled in accordance with policies approved by
our senior management to identify, measure, monitor and con‑
trol credit risks. We closely monitor developments in the credit
markets and make appropriate changes to our investment pol‑
icy as deemed necessary. The rating criteria we require for our
counterparts have remained unchanged during 2015 (compared
to 2014) as follows—a minimum rating of A/A2 for our banking
counterparts, while the minimum required rating for investments
in short‑term corporate commercial paper is A‑1/P‑1. In addi‑
tion to rating criteria, we have specific investment parameters
and approved instruments as well as restrictions on the types
of investments we make. These parameters are closely moni‑
tored on an ongoing basis and amended as we consider
necessary.
We believe the cash flows generated from our business,
supplemented, when necessary, through access to the capital
markets (including short‑term commercial paper) and our
credit facilities are sufficient to support business operations,
capital expenditures, business acquisitions, the payment of
dividends to shareholders and contributions to pension plans.
Consequently, we believe that our ability to obtain funding from
these sources will continue to provide the cash flows neces‑
sary to satisfy our working capital and capital expenditure re‑
quirements, as well as meet our debt repayments and other
financial commitments for the next 12 months. See “Disclosures
about contractual obligations and commitments”.
Due to the nature of our operations, our cash flow from
operations generally tends to be weaker in the first half of the
year than in the second half of the year.
Our debt has been obtained in a range of currencies and
maturities and on various interest rate terms. We use deriva‑
tives to manage the interest rate exposure arising on certain
of our debt obligations. For example, we use interest rate swaps
to effectively convert fixed rate debt into floating rate liabilities.
After considering the effects of interest rate swaps, the effec‑
tive average interest rate on our floating rate long‑term debt
(including current maturities) of $2,285 million and our fixed
rate long‑term debt (including current maturities) of $4,876 mil‑
lion was 0.8 percent and 3.2 percent, respectively. This com‑
pares with an effective rate of 1.1 percent for floating rate
long‑term debt of $2,310 million and 3.2 percent for fixed rate
long‑term debt of $5,056 million at December 31, 2014.
For a discussion of our use of derivatives to modify the in‑
terest characteristics of certain of our individual bond issu‑
ances, see “Note 12 Debt” to our Consolidated Financial
Statements.
Credit facility
During 2014 we replaced our $2 billion multicurrency revolving
credit facility, maturing in 2015, with a new $2 billion revolving
multicurrency credit facility, maturing in 2019. The credit facil‑
ity provides us an option in 2015 and 2016 to extend the
maturity of the new facility to 2020 and 2021, respectively. In
2015 we exercised the option to extend the maturity of the
facility to 2020.
No amount was drawn under the credit facility at Decem‑
ber 31, 2015 and 2014. The facility is for general corporate
purposes. The facility contains cross‑default clauses whereby
an event of default would occur if we were to default on in‑
debtedness, as defined in the facility, at or above a specified
threshold.
The credit facility does not contain financial covenants that
would restrict our ability to pay dividends or raise additional
funds in the capital markets. For further details of the credit
facility, see “Note 12 Debt” to our Consolidated Financial
Statements.
Commercial paper
At December 31, 2015, we had in place two commercial
paper programs:
— a $2 billion commercial paper program for the private
placement of U.S. dollar denominated commercial paper in
the United States, and
2014
— a $2 billion Euro‑commercial paper program for the issu‑
353
7,100
212
7,665
ance of commercial paper in a variety of currencies (which
replaced the previous $1 billion Euro‑commercial paper
program in February 2014).
At December 31, 2015, $132 million was outstanding under
the $2 billion program in the United States, compared to
$120 million outstanding at December 31, 2014.
No amount was outstanding under the $2 billion Euro‑
commercial paper program at December 31, 2015 and 2014.
Debt and interest rates
Total outstanding debt was as follows:
December 31, ($ in millions)
Short‑term debt and current
maturities of long‑term debt
Long‑term debt:
Bonds
Other long‑term debt
Total debt
2015
1,454
5,811
174
7,439
The increase in short‑term debt in 2015 was due to the reclas‑
sification to short‑term debt of both our USD 600 million 2.5%
Notes due 2016 and our CHF 500 million 1.25% Bonds due
2016. In addition, we increased the amount of issued commer‑
cial paper ($132 million outstanding at December 31, 2015,
compared to $120 million outstanding at December 31, 2014).
102 Financial review of ABB Group | ABB Annual Report 2015
European program for the issuance
of debt
The European program for the issuance of debt allows the
issuance of up to (the equivalent of) $8 billion in certain debt
instruments. The terms of the program do not obligate any
third party to extend credit to us and the terms and possibility
of issuing any debt under the program are determined with
respect to, and as of the date of issuance of, each debt instru‑
ment. At December 31, 2015, it was more than 12 months since
the program had been updated. New bonds could be issued
under the program but cannot be listed without us formally
updating the program. At December 31, 2015 and 2014, one
bond (principal amount of EUR 1,250 million and due in 2019)
having a carrying amount of $1,363 million and $1,515 million,
respectively, was outstanding under this program.
meet short‑term cash obligations outside the relevant country.
The above described funds are reported as cash in our
Consolidated Balance Sheets, but we do not consider these
funds immediately available for the repayment of debt outside
the respective countries where the cash is situated, including
those described above. At December 31, 2015 and 2014, the
balance of “Cash and equivalents” and “Marketable securities
and other short‑term investments” under such limitations
(either regulatory or sub‑optimal from a tax perspective) totaled
approximately $1,402 million and $1,498 million, respectively.
During 2015 we continued to direct our subsidiaries in
countries with restrictions to place such cash with our core
banks or investment grade banks, in order to minimize credit
risk on such cash positions. We continue to closely monitor
the situation to ensure bank counterparty risks are minimized.
Australian program for the issuance
of debt
Financial position
During 2012, we set up a program for the issuance of up to
AUD 1 billion (equivalent to $731 million, using December 31,
2015, exchange rates) of medium‑term notes and other debt
instruments. The terms of the program do not obligate any
third party to extend credit to us and the terms and possibility
of issuing any debt under the program are determined with
respect to, and as of the date of issuance of, each debt instru‑
ment. At both December 31, 2015 and 2014, one bond, having
a principal amount of AUD 400 million and maturing in 2017,
was outstanding under the program. The carrying amount of
the bond at December 31, 2015 and 2014, was $297 million
and $334 million, respectively.
Balance sheets
Current assets
December 31, ($ in millions)
Cash and equivalents
Marketable securities
and short‑term investments
Receivables, net
Inventories, net
Prepaid expenses
Deferred taxes
Other current assets
Total current assets
2015
4,565
1,633
10,061
4,757
225
881
638
2014
5,443
1,325
11,078
5,376
218
902
644
22,760
24,986
For a discussion on cash and equivalents, see sections
“Liquidity and Capital Resources—Principal sources of fund‑
ing” and “Cash flows” for further details.
Marketable securities and short‑term investments increased
in 2015 due primarily to higher amounts invested in money
market funds, which are classified as available‑for‑sale equity
securities (see “Cash flows—Investing activities” below).
Receivables decreased 9.2 percent. In local currencies,
Receivables decreased 1.0 percent primarily due to collections
during 2015 of receivables for certain projects in the Power
Systems division. For details on the components of Receivables,
see “Note 7 Receivables, net”. Inventories decreased 11.5 per‑
cent (decreased 2.8 percent in local currencies) compared to
2014 due to a reduction in raw materials and advances to sup‑
pliers partially offset by higher work in process.
For a summary of the components of deferred tax assets
and liabilities, see “Note 16 Taxes” to our Consolidated
Financial Statements.
Credit ratings
Credit ratings are assessments by the rating agencies of the
credit risk associated with ABB and are based on information
provided by us or other sources that the rating agencies con‑
sider reliable. Higher ratings generally result in lower borrow‑
ing costs and increased access to capital markets. Our ratings
are of “investment grade” which is defined as Baa3 (or above)
from Moody’s and BBB− (or above) from Standard & Poor’s.
At both December 31, 2015 and 2014, our long‑term debt
was rated A2 by Moody’s and A by Standard & Poor’s.
Limitations on transfers of funds
Currency and other local regulatory limitations related to the
transfer of funds exist in a number of countries where we
operate, including: Algeria, Argentina, Chile, Egypt, India,
Indonesia, Kazakhstan, Korea, Malaysia, Peru, Russia, South
Africa, Taiwan, Thailand, Turkey and to a certain extent, China.
Funds, other than regular dividends, fees or loan repayments,
cannot be readily transferred offshore from these countries
and are therefore deposited and used for working capital
needs in those countries. In addition, there are certain coun‑
tries where, for tax reasons, it is not considered optimal to
transfer the cash offshore. As a consequence, these funds
are not available within our Group Treasury Operations to
ABB Annual Report 2015 | Financial review of ABB Group 103
Current liabilities
December 31, ($ in millions)
Accounts payable, trade
Billings in excess of sales
Short‑term debt and current
maturities of long‑term debt
Advances from customers
Deferred taxes
Provisions for warranties
Other provisions
Other current liabilities
Total current liabilities
2015
4,342
1,375
1,454
1,598
249
1,089
1,920
3,817
289
1,148
1,689
4,257
15,844
15,580
Accounts payable decreased 8.9 percent. In local currencies,
Accounts payable decreased 2.3 percent primarily due to
decreases in the Power Systems division. Billings in excess
of sales decreased 5.5 percent compared to 2014. In local
currencies, Billings in excess of sales increased 2.5 percent
primarily due to increases in the Power Systems division.
The increase in Short‑term debt and current maturities of
long‑term debt was primarily due to the reclassifications of
two public bonds from Long‑term debt. Advances from cus‑
tomers declined 1.6 percent. In local currencies, Advances in‑
creased 7.6 percent due primarily to an increase of advances
received in the Power Products division. Provisions for war‑
ranties decreased 5.1 percent. In local currencies, Provisions
for warranties increased 1.7 percent primarily due to the cur‑
rent year warranty expense exceeding the current year settle‑
ments of warranty claims. Other provisions increased
13.7 percent (increased 19.9 percent in local currencies) pri‑
marily due to the accrual of costs under our White Collar
Productivity restructuring program. Other current liabilities
decreased 10.3 percent. In local currencies, Other current
liabilities decreased 2.8 percent primarily due to a decrease in
the fair value of current derivatives classified as liabilities and
a decrease in current amounts relating to uncertain tax
positions.
Non-current assets
December 31, ($ in millions)
Property, plant and equipment, net
Goodwill
Other intangible assets, net
Prepaid pension and other employee benefits
Investments in equity‑accounted companies
Deferred taxes
Other non‑current assets
Total non-current assets
2015
5,276
9,671
2,337
68
178
423
643
2014
5,652
10,053
2,702
70
177
511
701
Property, plant and equipment decreased 6.7 percent due
primarily to movements in foreign exchange rates. In local
currencies, Property, plant and equipment was flat as the
current year depreciation was offset by capital expenditures
during the year.
Goodwill decreased 3.8 percent due primarily to move‑
ments in foreign exchange rates. Other intangible assets de‑
creased 13.5 percent (9.9 percent in local currencies). The
decrease in local currencies was due to the current year amor‑
tization partly offset by acquisitions and additions during
2015. See “Note 11 Goodwill and other intangible assets” to
our Consolidated Financial Statements.
104 Financial review of ABB Group | ABB Annual Report 2015
Non-current liabilities
December 31, ($ in millions)
Long‑term debt
Pension and other employee benefits
2014
4,765
1,455
Deferred taxes
353
Other non‑current liabilities
2015
5,985
1,924
965
1,650
2014
7,312
2,394
1,165
1,586
1,624
Total non-current liabilities
10,524
12,457
Long‑term debt decreased 18.1 percent of which 2.9 percent‑
age points was due to movements in foreign exchange rates.
The remaining change was due primarily to reclassifications of
two public bonds to short‑term debt. Pension and other
employee benefits decreased 19.6 percent (13.3 percent in
local currencies) primarily due to actuarial gains resulting from
changes in pension assumptions as well as the benefit of cer‑
tain pension plan amendments during 2015 (see “Note 17
Employee benefits” to our Consolidated Financial Statements).
See “Liquidity and Capital Resources—Debt and interest
rates” for information on long‑term debt. For a breakdown of
other non‑current liabilities, see “Note 13 Other provisions,
other current liabilities and other non‑current liabilities” to our
Consolidated Financial Statements. For further explanation
regarding deferred taxes, refer to “Note 16 Taxes” to our
Consolidated Financial Statements.
Cash flows
In the Consolidated Statements of Cash Flows, the effects of
discontinued operations are not segregated.
The Consolidated Statements of Cash Flows can be sum‑
marized as follows:
($ in millions)
Net cash provided by operating activities
Net cash used in investing activities
2015
3,818
(974)
2014
2013
3,845
3,653
(1,121)
(717)
Net cash used in financing activities
(3,380)
(3,024)
(3,856)
Effects of exchange rate changes
on cash and equivalents
(342)
(278)
66
Net change in cash and equivalents—
continuing operations
(878)
(578)
(854)
Operating activities
($ in millions)
Net income
Total adjustments to reconcile net
income to net cash provided by
operating activities (excluding
depreciation and amortization)
Total changes in operating assets
and liabilities
Net cash provided by operating
2015
2,055
1,160
2014
2,718
1,305
2013
2,907
1,318
(55)
658
(200)
(93)
22
(479)
activities
3,818
3,845
3,653
Operating activities in 2015 provided net cash of $3,818 mil‑
lion, a decrease from 2014 of 0.7 percent. The decrease was
driven by lower net income, partly offset by improvements in
net working capital. Provisions, net, increased by $330 million
reflecting the timing differences for cash payments on
18,596
19,866
Depreciation and amortization
restructuring programs. Although net income in 2015 included
restructuring and related expenses of $370 million in relation
to the White Collar Productivity program, cash payments
during 2015 amounted to $35 million. Net working capital also
improved due to stronger collections from customers as we
decreased our trade receivables but also increased our ad‑
vances from customers and billings in excess of sales. Im‑
provements in inventory were offset by similar reductions in
trade payables.
Operating activities in 2014 provided net cash of $3,845 mil‑
lion, an increase from 2013 of 5.3 percent. The increase was
driven primarily by improvements in net working capital man‑
agement but offset partially by the cash impacts of the lower
net income in 2014. Net income in 2014 also included $543 mil‑
lion of net gains from the sale of businesses which are not
considered operating activities and thus are adjusted for in
order to reconcile net income to net cash provided by operat‑
ing activities.
Investing activities
($ in millions)
2015
2014
2013
Purchases of marketable securities
(available‑for‑sale)
Purchases of short‑term investments
Purchases of property, plant and
(1,925)
(614)
(1,430)
(1,465)
(526)
(30)
equipment and intangible assets
(876)
(1,026)
(1,106)
Acquisition of businesses
(net of cash acquired) and
increases in cost‑ and
equity‑accounted companies
(56)
(70)
(914)
Proceeds from sales of marketable
securities (available‑for‑sale)
434
361
1,367
Proceeds from maturity of marketable
securities (available‑for‑sale)
Proceeds from short‑term investments
Proceeds from sales of property,
1,022
653
523
1,011
118
47
plant and equipment
68
33
80
Proceeds from sales of businesses
(net of transaction costs and cash dis‑
posed) and cost‑ and equity‑accounted
companies
69
1,110
62
Net cash from settlement of foreign
currency derivatives
Other investing activities
231
20
(179)
11
180
5
Net cash used in investing activities
(974)
(1,121)
(717)
Net cash used in investing activities in 2015 was $974 million,
compared to $1,121 million in 2014. Significantly lower
proceeds from sales of businesses were partially offset by
a reduction in the net amount invested in marketable securi‑
ties and other short‑term investments as well as lower pur‑
chases of property, plant and equipment and intangible
assets. Net cash used in investing activities was also lower
in 2015 compared to 2014 as we received $231 million in
net cash on settlement of foreign currency derivatives relating
to investing activities compared with net cash outflows in
2014 of $179 million.
Total cash disbursements for the purchase of property,
plant and equipment and intangibles were lower in 2015 com‑
pared to 2014 due primarily to changes in foreign exchange
rates. Total purchases of $876 million included $568 million
for construction in process (generally for construction of
buildings and other property facilities), $200 million for the
purchase of machinery and equipment, $50 million for the
purchase of land and buildings, and $58 million for the pur‑
chase of intangible assets.
During 2015 we continued to increase the amount of our
excess liquidity invested in marketable securities and short‑term
investments with maturities between 3 months and 1 year.
Additional amounts were invested primarily in short‑term money
market funds and commercial paper. The increase in invest‑
ments during 2015 resulted in a net outflow of $430 million.
Net cash used in investing activities in 2014 was
$1,121 million, compared to $717 million in 2013. Higher pro‑
ceeds from sales of businesses were offset by net purchases
of marketable securities while in 2013, there were net sales
of marketable securities. In addition, settlements of foreign
currency derivatives resulted in a net outflow of $179 million
in 2014 compared to an inflow of $180 million in 2013. Pur‑
chases of property, plant, and equipment were also lower in
2014 than 2013.
During 2014, we received net pre‑tax proceeds from sales
of businesses and cost‑ and equity‑accounted companies of
$1,110 million, primarily from the divestment of the Full Service
business, the Steel Structures business of Thomas & Betts,
the HVAC business of Thomas & Betts and the Power Solutions
business of Power‑One. In 2013, cash paid for acquisitions
(net of cash acquired) amounted to $914 million, primarily re‑
lating to the acquisition of Power‑One for $737 million.
Total cash disbursements for the purchase of property,
plant and equipment and intangibles were lower in 2014 com‑
pared to 2013, partly due to changes in foreign exchange
rates. The total purchases of $1,026 million included $724 mil‑
lion for construction in progress, $188 million for the purchase
of machinery and equipment, $38 million for the purchase of
land and buildings, and $76 million for the purchase of intan‑
gible assets.
During 2014, we increased the amount of our excess liquid‑
ity invested in marketable securities and short‑term invest‑
ments with maturities between 3 months and 1 year. Amounts
were invested primarily in commercial paper, reverse repur‑
chase agreements and time deposits. The increase in these
investments during 2014 resulted in a net outflow of
$1,000 million. In 2013, to obtain necessary funds to make
dividend payments, bond repayments, and to fund acquisi‑
tions, we reduced our amount invested in marketable securi‑
ties and short‑term investments, resulting in net proceeds of
$976 million.
ABB Annual Report 2015 | Financial review of ABB Group 105
Financing activities
($ in millions)
2015
2014
2013
Net changes in debt with
maturities of 90 days or less
Increase in debt
Repayment of debt
Delivery of shares
3
68
(101)
107
(103)
150
(90)
38
Purchase of treasury stock
Dividends paid
(1,487)
(1,357)
(1,003)
(1,841)
Reduction in nominal value of common
(697)
492
(1,893)
74
—
(1,667)
cancellation provisions and changes in interest rates, as well
as actions by third parties and other factors, may cause these
estimates to change. Therefore, our actual payments in future
periods may vary from those presented in the table. The fol‑
lowing table summarizes certain of our contractual obligations
and principal and interest payments under our debt instru‑
ments, leases and purchase obligations at December 31,
2015.
Less
than
More
1-3
3-5
than
shares paid to shareholders
(392)
—
—
Payments due by period
Total
1 year
years
years
5 years
Dividends paid to noncontrolling
shareholders
Other financing activities
(137)
(84)
(132)
(43)
($ in millions)
(149)
Long‑term debt obligations
6,989
1,145
1,194
1,388
3,262
(16)
Interest payments related to
Net cash used in financing activities
(3,380)
(3,024)
(3,856)
long‑term debt obligations
Our financing activities primarily include debt transactions
(both from the issuance of debt securities and borrowings
directly from banks), share transactions and payments of dis‑
tributions to controlling and noncontrolling shareholders.
In 2015, there was no significant net change in the amount
of outstanding debt with maturities of 90 days or less. In
2014, the net cash outflow for debt with maturities of 90 days
or less related primarily to repayments made of borrowings in
various countries offset by a small increase in the amount
outstanding under our commercial paper program in the
United States. In 2013, the net cash outflow from changes
in debt with maturities of 90 days or less principally reflects
a reduction in commercial paper outstanding.
In 2015 and 2014, increases in other debt included cash
flows from additional borrowings in various countries. In 2013,
the increase in debt primarily related to borrowings under
borrowing facilities in various countries and issuances of
commercial paper with maturities above 90 days.
In 2015 and 2014 repayment of debt reflects repayments of
borrowings in various countries. During 2013, $1,893 million
of debt was repaid, partially reflecting the repayment at matu‑
rity of the 700 million euro bonds (equivalent to $918 million
at date of repayment). Other repayments during 2013 con‑
sisted mainly of repayments of commercial paper issuances
having maturities above 90 days and repayments of other
short‑term debt.
In 2015, “Purchase of treasury stock” reflects the cash
paid to purchase 73 million of our own shares in connection
with the share buyback program announced in September
2014. In 2014, the amount reflects cash paid to acquire
45 million of our own shares of which 33 million shares were
purchased in connection with the share buyback program.
For additional information on the share buyback program see
“Note 19 Stockholders’ equity” to our Consolidated Financial
Statements.
Operating lease obligations
Capital lease obligations(1)
1,599
1,757
196
197
417
32
338
636
46
552
270
400
36
98
794
304
82
2
Purchase obligations
4,330
3,678
Total
14,871
5,469
2,766
2,192
4,444
(1)
Capital lease obligations represent the total cash payments to be made in the future and
include interest expense of $71 million and executory costs of $1 million.
In the table above, the long‑term debt obligations reflect the
cash amounts to be repaid upon maturity of those debt obli‑
gations. The cash obligations above will differ from the
long‑term debt balance reflected in “Note 12 Debt” to our
Consolidated Financial Statements due to the impacts of fair
value hedge accounting adjustments and premiums or dis‑
counts on certain debt. In addition, capital lease obligations
are shown separately in the table above while they are com‑
bined with Long‑term debt amounts in our Consolidated
Balance Sheets.
We have determined the interest payments related to
long‑term debt obligations by reference to the payments due
under the terms of our debt obligations at the time such obli‑
gations were incurred. However, we use interest rate swaps
to modify the interest characteristics of certain of our debt
obligations. The net effect of these swaps may be to increase
or decrease the actual amount of our cash interest payment
obligations, which may differ from those stated in the above
table. For further details on our debt obligations and the
related hedges, see “Note 12 Debt” to our Consolidated
Financial Statements.
Of the total of $868 million unrecognized tax benefits (net
of deferred tax assets) at December 31, 2015, it is expected
that $17 million will be paid within less than a year. However,
we cannot make a reasonably reliable estimate as to the re‑
lated future payments for the remaining amount.
Off balance sheet arrangements
Disclosures about contractual obligations
and commitments
The contractual obligations presented in the table below rep‑
resent our estimates of future payments under fixed contrac‑
tual obligations and commitments. The amounts in the table
may differ from those reported in our Consolidated Balance
Sheet at December 31, 2015. Changes in our business needs,
Commercial commitments
We disclose the maximum potential exposure of certain guar‑
antees, as well as possible recourse provisions that may allow
us to recover from third parties amounts paid out under such
guarantees. The maximum potential exposure does not allow
any discounting of our assessment of actual exposure under
the guarantees. The information below reflects our maximum
potential exposure under the guarantees, which is higher than
our assessment of the expected exposure.
106 Financial review of ABB Group | ABB Annual Report 2015
Guarantees
The following table provides quantitative data regarding our
third‑party guarantees. The maximum potential payments
represent a worst‑case scenario, and do not reflect our
expected outcomes.
December 31, ($ in millions)
Performance guarantees
Financial guarantees
Indemnification guarantees
Total
Maximum potential
payments
2015
209
77
50
336
2014
232
72
50
354
The carrying amounts of liabilities recorded in the Consoli‑
dated Balance Sheets in respect of the above guarantees
were not significant at December 31, 2015 and 2014, and
reflect our best estimate of future payments, which we may
incur as part of fulfilling our guarantee obligations.
In addition, in the normal course of bidding for and execut‑
ing certain projects, we have entered into standby letters of
credit, bid/performance bonds and surety bonds (collectively
“performance bonds”) with various financial institutions. Cus‑
tomers can draw on such performance bonds in the event
that the Company does not fulfill its contractual obligations.
ABB would then have an obligation to reimburse the financial
institution for amounts paid under the performance bonds.
There have been no significant amounts reimbursed to finan‑
cial institutions under these types of arrangements in 2015,
2014 and 2013.
For additional descriptions of our performance, financial and
indemnification guarantees see “Note 15 Commitments
and contingencies” to our Consolidated Financial Statements.
ABB Annual Report 2015 | Financial review of ABB Group 107
Consolidated Financial Statements
of ABB Group
2015
29,477
6,004
35,481
(21,694)
(3,653)
2014
33,279
6,551
39,830
2013
35,282
6,566
41,848
(24,506)
(25,728)
(4,109)
(4,128)
(25,347)
(28,615)
(29,856)
10,134
(5,574)
(1,406)
(105)
3,049
77
(286)
2,840
(788)
2,052
3
2,055
(122)
1,933
11,215
(6,067)
(1,499)
529
4,178
80
(362)
3,896
(1,202)
2,694
24
2,718
(124)
2,594
11,992
(6,094)
(1,470)
(41)
4,387
69
(390)
4,066
(1,122)
2,944
(37)
2,907
(120)
2,787
1,930
1,933
2,570
2,594
2,824
2,787
0.87
0.87
0.87
0.87
1.12
1.13
1.12
1.13
1.23
1.21
1.23
1.21
2,226
2,230
2,288
2,295
2,297
2,305
Consolidated Income Statements
Year ended December 31 ($ in millions, except per share data in $)
Sales of products
Sales of services
Total revenues
Cost of products
Cost of services
Total cost of sales
Gross profit
Selling, general and administrative expenses
Non-order related research and development expenses
Other income (expense), net
Income from operations
Interest and dividend income
Interest and other finance expense
Income from continuing operations before taxes
Provision for taxes
Income from continuing operations, net of tax
Income (loss) from discontinued operations, net of tax
Net income
Net income attributable to noncontrolling interests
Net income attributable to ABB
Amounts attributable to ABB shareholders:
Income from continuing operations, net of tax
Net income
Basic earnings per share attributable to ABB shareholders:
Income from continuing operations, net of tax
Net income
Diluted earnings per share attributable to ABB shareholders:
Income from continuing operations, net of tax
Net income
Weighted-average number of shares outstanding (in millions) used to compute:
Basic earnings per share attributable to ABB shareholders
Diluted earnings per share attributable to ABB shareholders
See accompanying Notes to the Consolidated Financial Statements
108 Financial review of ABB Group | ABB Annual Report 2015
Consolidated Statements of Comprehensive Income
Year ended December 31 ($ in millions)
Net income
Other comprehensive income (loss), net of tax:
Foreign currency translation adjustments
Available-for-sale securities:
Net unrealized gains (losses) arising during the year
Reclassification adjustments for net (gains) losses included in net income
Unrealized gains (losses) on available-for-sale securities
Pension and other postretirement plans:
Prior service (costs) credits arising during the year
Net actuarial gains (losses) arising during the year
Amortization of prior service cost included in net income
Amortization of net actuarial loss included in net income
Pension and other postretirement plan adjustments
Cash flow hedge derivatives:
Net unrealized gains (losses) arising during the year
Reclassification adjustments for net (gains) losses included in net income
Unrealized gains (losses) of cash flow hedge derivatives
Total other comprehensive income (loss), net of tax
Total comprehensive income, net of tax
Comprehensive income attributable to noncontrolling interests, net of tax
Total comprehensive income, net of tax, attributable to ABB
See accompanying Notes to the Consolidated Financial Statements
2015
2,055
2014
2,718
2013
2,907
(1,058)
(1,680)
141
(7)
1
(6)
88
210
26
91
415
(20)
30
10
(639)
1,416
(100)
1,316
(9)
15
6
(3)
(614)
17
79
(521)
(52)
9
(43)
(2,238)
480
(115)
365
(4)
(13)
(17)
(16)
291
23
99
397
28
(43)
(15)
506
3,413
(115)
3,298
ABB Annual Report 2015 | Financial review of ABB Group 109
Consolidated Balance Sheets
December 31 ($ in millions, except share data)
Cash and equivalents
Marketable securities and short-term investments
Receivables, net
Inventories, net
Prepaid expenses
Deferred taxes
Other current assets
Total current assets
Property, plant and equipment, net
Goodwill
Other intangible assets, net
Prepaid pension and other employee benefits
Investments in equity-accounted companies
Deferred taxes
Other non-current assets
Total assets
Accounts payable, trade
Billings in excess of sales
Short-term debt and current maturities of long-term debt
Advances from customers
Deferred taxes
Provisions for warranties
Other provisions
Other current liabilities
Total current liabilities
Long-term debt
Pension and other employee benefits
Deferred taxes
Other non-current liabilities
Total liabilities
Commitments and contingencies
Stockholders’ equity:
Capital stock and additional paid-in capital (2,314,743,264 issued shares at December 31, 2015 and 2014)
Retained earnings
Accumulated other comprehensive loss
Treasury stock, at cost (123,118,123 and 55,843,639 shares at December 31, 2015 and 2014, respectively)
Total ABB stockholders’ equity
Noncontrolling interests
Total stockholders’ equity
Total liabilities and stockholders’ equity
See accompanying Notes to the Consolidated Financial Statements
110 Financial review of ABB Group | ABB Annual Report 2015
2015
4,565
1,633
10,061
4,757
225
881
638
2014
5,443
1,325
11,078
5,376
218
902
644
22,760
24,986
5,276
9,671
2,337
68
178
423
643
5,652
10,053
2,702
70
177
511
701
41,356
44,852
4,342
1,375
1,454
1,598
249
1,089
1,920
3,817
4,765
1,455
353
1,624
289
1,148
1,689
4,257
15,844
15,580
5,985
1,924
965
1,650
7,312
2,394
1,165
1,586
26,368
28,037
1,444
20,476
(4,858)
(2,581)
14,481
507
14,988
41,356
1,777
19,939
(4,241)
(1,206)
16,269
546
16,815
44,852
Consolidated Statements of Cash Flows
Year ended December 31 ($ in millions)
Operating activities:
Net income
Adjustments to reconcile net income to net cash provided by operating activities:
Depreciation and amortization
Pension and other employee benefits
Deferred taxes
Net loss (gain) from sale of property, plant and equipment
Net loss (gain) from sale of businesses
Net loss (gain) from derivatives and foreign exchange
Other
Changes in operating assets and liabilities:
Trade receivables, net
Inventories, net
Trade payables
Accrued liabilities
Billings in excess of sales
Provisions, net
Advances from customers
Income taxes payable and receivable
Other assets and liabilities, net
Net cash provided by operating activities
Investing activities:
Purchases of marketable securities (available-for-sale)
Purchases of short-term investments
Purchases of property, plant and equipment and intangible assets
Acquisition of businesses (net of cash acquired) and increases in cost- and equity-accounted companies
Proceeds from sales of marketable securities (available-for-sale)
Proceeds from maturity of marketable securities (available-for-sale)
Proceeds from short-term investments
Proceeds from sales of property, plant and equipment
Proceeds from sales of businesses (net of transaction costs and cash disposed) and cost- and
equity-accounted companies
Net cash from settlement of foreign currency derivatives
Other investing activities
Net cash used in investing activities
Financing activities:
Net changes in debt with maturities of 90 days or less
Increase in debt
Repayment of debt
Delivery of shares
Purchase of treasury stock
Dividends paid
Reduction in nominal value of common shares paid to shareholders
Dividends paid to noncontrolling shareholders
Other financing activities
Net cash used in financing activities
Effects of exchange rate changes on cash and equivalents
Net change in cash and equivalents—continuing operations
Cash and equivalents, beginning of period
Cash and equivalents, end of period
Supplementary disclosure of cash flow information:
Interest paid
Taxes paid
See accompanying Notes to the Consolidated Financial Statements
2015
2014
2013
2,055
2,718
2,907
1,160
56
(219)
(26)
20
15
99
162
105
(112)
(24)
35
330
106
(32)
88
1,305
16
65
(17)
(543)
167
112
(12)
(176)
257
9
(118)
(127)
39
(13)
163
1,318
6
(137)
(18)
16
(39)
79
(555)
324
(70)
71
(168)
199
(145)
(18)
(117)
3,818
3,845
3,653
(1,925)
(614)
(876)
(56)
434
1,022
653
68
69
231
20
(1,430)
(1,465)
(1,026)
(70)
361
523
1,011
33
1,110
(179)
11
(526)
(30)
(1,106)
(914)
1,367
118
47
80
62
180
5
(974)
(1,121)
(717)
3
68
(101)
107
(1,487)
(1,357)
(392)
(137)
(84)
(103)
150
(90)
38
(1,003)
(1,841)
—
(132)
(43)
(697)
492
(1,893)
74
—
(1,667)
—
(149)
(16)
(3,380)
(3,024)
(3,856)
(342)
(878)
5,443
4,565
(278)
(578)
6,021
5,443
66
(854)
6,875
6,021
221
1,043
259
1,155
287
1,278
ABB Annual Report 2015 | Financial review of ABB Group 111
Consolidated Statements of Changes in Stockholders’ Equity
Years ended December 31, 2015, 2014 and 2013 ($ in millions)
Balance at January 1, 2013
Comprehensive income:
Net income
Foreign currency translation adjustments, net of tax
Effect of change in fair value of available-for-sale securities, net of tax
Unrecognized income (expense) related to pensions and other postretirement plans, net of tax
Change in derivatives qualifying as cash flow hedges, net of tax
Total comprehensive income
Changes in noncontrolling interests
Dividends paid to noncontrolling shareholders
Dividends paid
Share-based payment arrangements
Delivery of shares
Call options
Replacement options issued in connection with acquisition
Other
Balance at December 31, 2013
Comprehensive income:
Net income
Foreign currency translation adjustments, net of tax
Effect of change in fair value of available-for-sale securities, net of tax
Unrecognized income (expense) related to pensions and other postretirement plans, net of tax
Change in derivatives qualifying as cash flow hedges, net of tax
Total comprehensive income
Changes in noncontrolling interests
Dividends paid to noncontrolling shareholders
Dividends paid
Share-based payment arrangements
Purchase of treasury stock
Delivery of shares
Call options
Balance at December 31, 2014
Comprehensive income:
Net income
Foreign currency translation adjustments, net of tax
Effect of change in fair value of available-for-sale securities, net of tax
Unrecognized income (expense) related to pensions and other postretirement plans, net of tax
Change in derivatives qualifying as cash flow hedges, net of tax
Total comprehensive income
Changes in noncontrolling interests
Dividends paid to noncontrolling shareholders
Dividends paid
Reduction in nominal value of common shares paid to shareholders
Share-based payment arrangements
Purchase of treasury stock
Delivery of shares
Call options
Balance at December 31, 2015
See accompanying Notes to the Consolidated Financial Statements
112 Financial review of ABB Group | ABB Annual Report 2015
(30)
(349)
61
(19)
4
1,444
Retained
earnings
18,066
2,787
(1,667)
Capital stock
and additional
paid-in capital
1,691
(17)
71
(8)
13
2
(2)
1,750
19,186
(1,610)
22
(2,012)
(246)
18,678
530
19,208
2,594
(1,841)
(34)
73
(17)
5
1,777
19,939
(2,102)
13
(2,131)
(21)
(4,241)
(1,206)
16,269
546
16,815
Accumulated other comprehensive loss
Foreign
Unrealized gains
Pension and
Unrealized gains
Total accumu-
currency
(losses) on
other post-
(losses) of
lated other
translation
available-for-sale
retirement plan
cash flow hedge
comprehensive
Treasury
stockholders’
controlling
holders’
adjustments
securities
adjustments
derivatives
(580)
24
(2,004)
37
loss
(2,523)
stock
(328)
Non-
interests
149
(17)
394
149
(17)
394
(15)
(15)
(431)
(1,671)
7
6
(521)
(43)
(1,671)
6
(521)
(43)
Total
ABB
equity
16,906
2,787
149
(17)
394
(15)
(17)
—
3,298
(1,667)
71
74
13
2
(2)
2,594
(1,671)
6
(521)
(43)
365
(34)
—
(1,841)
(1,015)
73
38
5
1,933
(1,033)
(6)
412
10
1,316
(55)
—
(1,317)
(403)
61
(1,501)
107
4
540
120
(8)
3
115
25
(150)
124
(9)
115
33
(132)
122
(25)
3
100
(2)
(137)
Total
stock-
equity
17,446
2,907
141
(17)
397
(15)
3,413
8
(150)
(1,667)
71
74
13
2
(2)
2,718
(1,680)
6
(521)
(43)
480
(1)
(132)
(1,841)
(1,015)
73
38
5
2,055
(1,058)
(6)
415
10
1,416
(57)
(137)
(1,317)
(403)
61
(1,501)
107
4
82
(1,015)
55
(1,501)
126
(1,033)
(6)
412
(1,033)
(6)
412
10
10
1,933
(25)
(1,317)
(54)
20,476
(3,135)
7
(1,719)
(11)
(4,858)
(2,581)
14,481
507
14,988
Consolidated Statements of Changes in Stockholders’ Equity
Years ended December 31, 2015, 2014 and 2013 ($ in millions)
Balance at January 1, 2013
Comprehensive income:
Net income
Foreign currency translation adjustments, net of tax
Effect of change in fair value of available-for-sale securities, net of tax
Unrecognized income (expense) related to pensions and other postretirement plans, net of tax
Change in derivatives qualifying as cash flow hedges, net of tax
Capital stock
and additional
paid-in capital
1,691
Retained
earnings
18,066
2,787
Total comprehensive income
Changes in noncontrolling interests
Dividends paid to noncontrolling shareholders
Share-based payment arrangements
Dividends paid
Delivery of shares
Call options
Replacement options issued in connection with acquisition
Other
Balance at December 31, 2013
Comprehensive income:
Net income
Total comprehensive income
Changes in noncontrolling interests
Dividends paid to noncontrolling shareholders
Dividends paid
Share-based payment arrangements
Purchase of treasury stock
Delivery of shares
Call options
Balance at December 31, 2014
Comprehensive income:
Net income
Total comprehensive income
Changes in noncontrolling interests
Dividends paid to noncontrolling shareholders
Dividends paid
Reduction in nominal value of common shares paid to shareholders
Share-based payment arrangements
Purchase of treasury stock
Delivery of shares
Call options
Balance at December 31, 2015
See accompanying Notes to the Consolidated Financial Statements
(1,667)
2,594
(1,841)
1,933
(25)
(1,317)
(54)
(17)
71
(8)
13
2
(2)
(34)
73
(17)
5
(30)
(349)
61
(19)
4
1,444
Accumulated other comprehensive loss
Foreign
Unrealized gains
Pension and
Unrealized gains
Total accumu-
currency
(losses) on
other post-
(losses) of
lated other
Total
ABB
Non-
Total
stock-
translation
available-for-sale
retirement plan
cash flow hedge
comprehensive
Treasury
stockholders’
controlling
holders’
adjustments
securities
adjustments
derivatives
(580)
24
(2,004)
37
loss
(2,523)
stock
(328)
149
(17)
394
149
(17)
394
(15)
(15)
82
interests
540
120
(8)
3
115
25
(150)
equity
16,906
2,787
149
(17)
394
(15)
3,298
(17)
—
(1,667)
71
74
13
2
(2)
equity
17,446
2,907
141
(17)
397
(15)
3,413
8
(150)
(1,667)
71
74
13
2
(2)
Foreign currency translation adjustments, net of tax
Effect of change in fair value of available-for-sale securities, net of tax
Unrecognized income (expense) related to pensions and other postretirement plans, net of tax
Change in derivatives qualifying as cash flow hedges, net of tax
1,750
19,186
(431)
(1,671)
7
6
(1,610)
22
(2,012)
(246)
18,678
530
19,208
(521)
(43)
(1,671)
6
(521)
(43)
2,594
(1,671)
6
(521)
(43)
365
(34)
—
(1,841)
73
(1,015)
38
5
124
(9)
115
33
(132)
2,718
(1,680)
6
(521)
(43)
480
(1)
(132)
(1,841)
73
(1,015)
38
5
(1,015)
55
1,777
19,939
(2,102)
13
(2,131)
(21)
(4,241)
(1,206)
16,269
546
16,815
Foreign currency translation adjustments, net of tax
Effect of change in fair value of available-for-sale securities, net of tax
Unrecognized income (expense) related to pensions and other postretirement plans, net of tax
Change in derivatives qualifying as cash flow hedges, net of tax
(1,033)
(6)
412
(1,033)
(6)
412
10
10
1,933
(1,033)
(6)
412
10
1,316
(55)
—
(1,317)
(403)
61
(1,501)
107
4
122
(25)
3
100
(2)
(137)
2,055
(1,058)
(6)
415
10
1,416
(57)
(137)
(1,317)
(403)
61
(1,501)
107
4
(1,501)
126
20,476
(3,135)
7
(1,719)
(11)
(4,858)
(2,581)
14,481
507
14,988
ABB Annual Report 2015 | Financial review of ABB Group 113
Notes to the Consolidated Financial Statements
Note 1
The Company
ABB Ltd and its subsidiaries (collectively, the Company) together form a leading global technology company in power
and automation that enables utility, industry, and transport & infrastructure customers to improve their performance
while lowering environmental impact. The Company works with customers to engineer and install networks, facilities
and plants with particular emphasis on enhancing efficiency, reliability and productivity for customers who generate,
convert, transmit, distribute and consume energy.
Note 2
Significant accounting policies
The following is a summary of significant accounting policies followed in the preparation of these Consolidated Financial
Statements.
Basis of presentation
Reclassifications
Scope of consolidation
Operating cycle
Use of estimates
The Consolidated Financial Statements are prepared in accordance with United States of America (United States or
U.S.) generally accepted accounting principles (U.S. GAAP) and are presented in United States dollars ($ or USD) unless
otherwise stated. The par value of capital stock is denominated in Swiss francs.
Certain amounts reported for prior years in the Consolidated Financial Statements and the accompanying Notes have
been reclassified to conform to the current year’s presentation. These changes relate to certain amounts reclassified
from Other non-current assets to Long-term debt in the Consolidated Balance Sheet at December 31, 2014, as a result
of the early-adoption of an accounting standard update on the presentation of debt issuance costs (see “Applicable for
current period” below). In addition, certain amounts reported in the Consolidated Statements of Cash Flows for prior
periods have been reclassified to conform to the current period presentation. These reclassifications were within Net
cash provided by operating activities.
The Consolidated Financial Statements include the accounts of ABB Ltd and companies which are directly or indirectly
controlled by ABB Ltd. Additionally, the Company consolidates variable interest entities if it has determined that it is the
primary beneficiary. Intercompany accounts and transactions are eliminated. Investments in joint ventures and affiliated
companies in which the Company has the ability to exercise significant influence over operating and financial policies
(generally through direct or indirect ownership of 20 percent to 50 percent of the voting rights), are recorded in the Con-
solidated Financial Statements using the equity method of accounting.
A portion of the Company’s activities (primarily long-term construction activities) has an operating cycle that exceeds
one year. For classification of current assets and liabilities related to such activities, the Company elected to use the
duration of the individual contracts as its operating cycle. Accordingly, there are accounts receivable, inventories and
provisions related to these contracts which will not be realized within one year that have been classified as current.
The preparation of financial statements in conformity with U.S. GAAP requires management to make assumptions and
estimates that directly affect the amounts reported in the Consolidated Financial Statements and the accompanying
Notes. The most significant, difficult and subjective of such accounting assumptions and estimates include:
— assumptions and projections, principally related to future material, labor and project-related overhead costs, used in
determining the percentage-of-completion on projects,
— estimates of loss contingencies associated with litigation or threatened litigation and other claims and inquiries, envi-
ronmental damages, product warranties, self-insurance reserves, regulatory and other proceedings,
— assumptions used in the calculation of pension and postretirement benefits and the fair value of pension plan assets,
— recognition and measurement of current and deferred income tax assets and liabilities (including the measurement of
uncertain tax positions),
— growth rates, discount rates and other assumptions used in testing goodwill for impairment,
— assumptions used in determining inventory obsolescence and net realizable value,
— estimates and assumptions used in determining the fair values of assets and liabilities assumed in business
combinations,
— growth rates, discount rates and other assumptions used to determine impairment of long-lived assets, and
— assessment of the allowance for doubtful accounts.
The actual results and outcomes may differ from the Company’s estimates and assumptions.
Cash and equivalents
Cash and equivalents include highly liquid investments with maturities of three months or less at the date of acquisition.
Currency and other local regulatory limitations related to the transfer of funds exist in a number of countries where the
Company operates. Funds, other than regular dividends, fees or loan repayments, cannot be readily transferred abroad
from these countries and are therefore deposited and used for working capital needs locally. These funds are included
in cash and equivalents as they are not considered restricted.
Marketable securities
and short-term investments
Management determines the appropriate classification of held-to-maturity and available-for-sale securities at the time of
purchase. At each reporting date, the appropriateness of the classification of the Company’s investments in debt and
equity securities is reassessed. Debt securities are classified as held-to-maturity when the Company has the positive
intent and ability to hold the securities to maturity. Held-to-maturity securities are stated at amortized cost, adjusted for
114 Financial review of ABB Group | ABB Annual Report 2015
Note 2
Significant accounting policies,
continued
accretion of discounts or amortization of premiums to maturity computed under the effective interest method. Such
accretion or amortization is included in “Interest and dividend income”. Marketable debt securities not classified as
held-to-maturity and equity securities that have readily determinable fair values are classified as available-for-sale and
reported at fair value.
Unrealized gains and losses on available-for-sale securities are excluded from the determination of earnings and are instead
recognized in the “Accumulated other comprehensive loss” component of stockholders’ equity, net of tax, until realized.
Realized gains and losses on available-for-sale securities are computed based upon the historical cost of these securi-
ties, using the specific identification method.
Marketable debt securities are generally classified as either “Cash and equivalents” or “Marketable securities and short-
term investments” according to their maturity at the time of acquisition.
Marketable equity securities are generally classified as “Marketable securities and short-term investments”, however any
marketable securities held as a long-term investment rather than as an investment of excess liquidity, are classified as
“Other non-current assets”.
The Company performs a periodic review of its debt and equity securities to determine whether an other-than-tempo-
rary impairment has occurred. Generally, when an individual security has been in an unrealized loss position for an
extended period of time, the Company evaluates whether an impairment has occurred. The evaluation is based on spe-
cific facts and circumstances at the time of assessment, which include general market conditions, and the duration
and extent to which the fair value is below cost.
If the fair value of a debt security is less than its amortized cost, then an other-than-temporary impairment for the differ-
ence is recognized if (i) the Company has the intent to sell the security, (ii) it is more likely than not that the Company will
be required to sell the security before recovery of its amortized cost base or (iii) a credit loss exists insofar as the Com-
pany does not expect to recover the entire recognized amortized cost of the security. Such impairment charges are
generally recognized in “Interest and other finance expense”. If the impairment is due to factors other than credit losses,
and the Company does not intend to sell the security and it is not more likely than not that it will be required to sell the
security before recovery of the security’s amortized cost, such impairment charges are recorded in “Accumulated other
comprehensive loss”.
In addition, for equity securities, the Company assesses whether the cost value will recover within the near-term
and whether the Company has the intent and ability to hold that equity security until such recovery occurs. If an
other-than-temporary impairment is identified, the security is written down to its fair value and the related losses are
recognized in “Interest and other finance expense”, unless the impairment relates to equity securities classified as
“Other non-current assets”, in which case the impairment is reported in “Other income (expense), net”.
Accounts receivable are recorded at the invoiced amount. The Company has a group-wide policy on the management
of credit risk. The policy includes a credit assessment methodology to assess the creditworthiness of customers and
assign to those customers a risk category. Third-party agencies’ ratings are considered, if available. For customers
where agency ratings are not available, the customer’s most recent financial statements, payment history and other
relevant information are considered in the assignment to a risk category. Customers are assessed at least annually or
more frequently when information on significant changes in the customers’ financial position becomes known. In addi-
tion to the assignment to a risk category, a credit limit per customer is set.
The allowance for doubtful accounts is the Company’s best estimate of the amount of probable credit losses in existing
accounts receivable. The Company determines the allowance based on historical write-off experience and customer
specific data. If an amount has not been settled within its contractual payment term then it is considered past due. The
Company reviews the allowance for doubtful accounts regularly and past due balances are reviewed for collectability.
Account balances are charged off against the related allowance when the Company believes that the amount will not be
recovered.
The Company, in its normal course of business, transfers receivables to third parties, generally without recourse. The
transfer is accounted for as a sale when the Company has surrendered control over the receivables. Control is deemed
to have been surrendered when (i) the transferred receivables have been put presumptively beyond the reach of the
Company and its creditors, even in bankruptcy or other receivership, (ii) the third-party transferees have the right to pledge
or exchange the transferred receivables, and (iii) the Company has relinquished effective control over the transferred
receivables and does not retain the ability or obligation to repurchase or redeem the transferred receivables. At the
time of sale, the sold receivables are removed from the Consolidated Balance Sheets and the related cash inflows are
classified as operating activities in the Consolidated Statements of Cash Flows. Costs associated with the sale of
receivables, including the related gains and losses from the sales, are included in “Interest and other finance expense”.
Transfers of receivables that do not meet the requirements for treatment as sales are accounted for as secured borrow-
ings and the related cash flows are classified as financing activities in the Consolidated Statements of Cash Flows.
The Company sells a broad range of products, systems and services to a wide range of industrial, commercial and utility
customers as well as various government agencies and quasi-governmental agencies throughout the world. Concentra-
tions of credit risk with respect to accounts receivable are limited, as the Company’s customer base is comprised of a
large number of individual customers. Ongoing credit evaluations of customers’ financial positions are performed to
determine whether the use of credit support instruments such as guarantees, letters of credit or credit insurance are
necessary; collateral is not generally required. The Company maintains reserves for potential credit losses as discussed
above in “Accounts receivable and allowance for doubtful accounts”. Such losses, in the aggregate, are in line with the
Company’s expectations.
It is the Company’s policy to invest cash in deposits with banks throughout the world with certain minimum credit ratings
and in high quality, low risk, liquid investments. The Company actively manages its credit risk by routinely reviewing the
ABB Annual Report 2015 | Financial review of ABB Group 115
Accounts receivable
and allowance for doubtful accounts
Concentrations of credit risk
Note 2
Significant accounting policies,
continued
creditworthiness of the banks and the investments held. The Company has not incurred significant credit losses related
to such investments.
Revenue recognition
The Company’s exposure to credit risk on derivative financial instruments is the risk that the counterparty will fail to meet
its obligations. To reduce this risk, the Company has credit policies that require the establishment and periodic review of
credit limits for individual counterparties. In addition, the Company has entered into close-out netting agreements with
most derivative counterparties. Close-out netting agreements provide for the termination, valuation and net settlement
of some or all outstanding transactions between two counterparties on the occurrence of one or more pre-defined trig-
ger events. In the Consolidated Financial Statements derivative transactions are presented on a gross basis.
The Company generally recognizes revenues for the sale of goods when persuasive evidence of an arrangement exists,
delivery has occurred, the price is fixed or determinable and collectability is reasonably assured. With regards to the
sale of products, delivery is not considered to have occurred, and therefore no revenues are recognized, until the cus-
tomer has taken title to the products and assumed the risks and rewards of ownership of the products specified in
the purchase order or sales agreement. Generally, the transfer of title and risks and rewards of ownership are governed
by the contractually-defined shipping terms. The Company uses various International Commercial shipping terms (as
promulgated by the International Chamber of Commerce) in its sales of products to third-party customers, such as Ex
Works (EXW), Free Carrier (FCA) and Delivered Duty Paid (DDP). Subsequent to delivery of the products, the Company
generally has no further contractual performance obligations that would preclude revenue recognition.
Revenues under long-term construction-type contracts are generally recognized using the percentage-of-completion method
of accounting. The Company principally uses the cost-to-cost method to measure progress towards completion on contracts.
Under this method, progress of contracts is measured by actual costs incurred in relation to the Company’s best estimate of
total estimated costs, which are reviewed and updated routinely for contracts in progress. The cumulative effect of any change
in estimate is recorded in the period when the change in estimate is determined.
Short-term construction-type contracts, or long-term construction-type contracts for which reasonably dependable
estimates cannot be made or for which inherent hazards make estimates difficult, are accounted for under the
completed-contract method. Revenues under the completed-contract method are recognized upon substantial comple-
tion—that is: acceptance by the customer, compliance with performance specifications demonstrated in a factory
acceptance test or similar event.
For non construction-type contracts that contain customer acceptance provisions, revenue is deferred until customer
acceptance occurs or the Company has demonstrated the customer-specified objective criteria have been met or the
contractual acceptance period has lapsed.
Revenues from service transactions are recognized as services are performed. For long-term service contracts, reve-
nues are recognized on a straight-line basis over the term of the contract or, if the performance pattern is other than
straight-line, as the services are provided. Service revenues reflect revenues earned from the Company’s activities in
providing services to customers primarily subsequent to the sale and delivery of a product or complete system. Such
revenues consist of maintenance-type contracts, field service activities that include personnel and accompanying
spare parts, and installation and commissioning of products as a stand-alone service or as part of a service contract.
Revenues for software license fees are recognized when persuasive evidence of a non-cancelable license agreement
exists, delivery has occurred, the license fee is fixed or determinable, and collection is probable. In software arrange-
ments that include rights to multiple software products and/or services, the total arrangement fee is allocated using the
residual method. Under this method, revenue is allocated to the undelivered elements based on vendor-specific objec-
tive evidence (VSOE) of the fair value of such undelivered elements and the residual amounts of revenue are allocated to
the delivered elements. Elements included in multiple element arrangements may consist of software licenses, mainte-
nance (which includes customer support services and unspecified upgrades), hosting, and consulting services. VSOE is
based on the price generally charged when an element is sold separately or, in the case of an element not yet sold sep-
arately, the price established by management, if it is probable that the price, once established, will not change once the
element is sold separately. If VSOE does not exist for an undelivered element, the total arrangement fee will be recog-
nized as revenue over the life of the contract or upon delivery of the undelivered element.
The Company offers multiple element arrangements to meet its customers’ needs. These arrangements may involve the
delivery of multiple products and/or performance of services (such as installation and training) and the delivery and/or
performance may occur at different points in time or over different periods of time. Deliverables of such multiple element
arrangements are evaluated to determine the unit of accounting and if certain criteria are met, the Company allocates
revenues to each unit of accounting based on its relative selling price. A hierarchy of selling prices is used to determine
the selling price of each specific deliverable that includes VSOE (if available), third-party evidence (if VSOE is not avail-
able), or estimated selling price if neither of the first two is available. The estimated selling price reflects the Company’s
best estimate of what the selling prices of elements would be if the elements were sold on a stand-alone basis. Revenue
is allocated between the elements of an arrangement at the inception of the arrangement. Such arrangements generally
include industry-specific performance and termination provisions, such as in the event of substantial delays or
non-delivery.
Revenues are reported net of customer rebates and similar incentives. Taxes assessed by a governmental authority that
are directly imposed on revenue-producing transactions between the Company and its customers, such as sales, use,
value-added and some excise taxes, are excluded from revenues.
Contract loss provisions
Losses on contracts are recognized in the period when they are identified and are based upon the anticipated excess of
contract costs over the related contract revenues.
Shipping and handling costs
Shipping and handling costs are recorded as a component of cost of sales.
116 Financial review of ABB Group | ABB Annual Report 2015
Note 2
Significant accounting policies,
continued
Inventories
Inventories are stated at the lower of cost or market. Cost is determined using the first-in, first-out method, the weighted-
average cost method, or in certain circumstances (for example, where the completed-contract method of revenue rec-
ognition is used) the specific identification method. Inventoried costs are stated at acquisition cost or actual production
cost, including direct material and labor and applicable manufacturing overheads. Adjustments to reduce the cost of
inventory to its net market value are made, if required, for decreases in sales prices, obsolescence or similar reductions
in the estimated net realizable value.
Impairment of long-lived assets
Long-lived assets that are held and used are assessed for impairment when events or circumstances indicate that the
carrying amount of the asset may not be recoverable. If the asset’s net carrying value exceeds the asset’s net undis-
counted cash flows expected to be generated over its remaining useful life including net proceeds expected from dispo-
sition of the asset, if any, the carrying amount of the asset is reduced to its estimated fair value. The estimated fair value
is determined using a market, income and/or cost approach.
Property, plant and equipment
Property, plant and equipment is stated at cost, less accumulated depreciation and is depreciated using the straight-
line method. The estimated useful lives of the assets are generally as follows:
— factories and office buildings: 30 to 40 years,
— other facilities: 15 years,
— machinery and equipment: 3 to 15 years,
— furniture and office equipment: 3 to 8 years, and
— leasehold improvements are depreciated over their estimated useful life or, for operating leases, over the lease term,
if shorter.
Goodwill and other intangible assets
Goodwill is reviewed for impairment annually as of October 1, or more frequently if events or circumstances indicate that
the carrying value may not be recoverable.
Goodwill is evaluated for impairment at the reporting unit level. A reporting unit is an operating segment or one level below
an operating segment. For the annual impairment review in 2015, the reporting units were the same as the operating
segments for Discrete Automation and Motion, Low Voltage Products, Power Products and Power Systems, while for
the Process Automation operating segment, the reporting units were determined to be one level below the operating
segment.
When evaluating goodwill for impairment, the Company uses either a qualitative or quantitative assessment method for
each reporting unit. The qualitative assessment involves determining, based on an evaluation of qualitative factors, if it
is more likely than not that the fair value of a reporting unit is less than its carrying value. If, based on this qualitative
assessment, it is determined to be more likely than not that the reporting unit’s fair value is less than its carrying value,
the two-step quantitative impairment test (described below) is performed, otherwise no further analysis is required. If
the Company elects not to perform the qualitative assessment for a reporting unit, the two-step quantitative impairment
test is performed.
The two-step quantitative impairment test calculates the fair value of a reporting unit (based on the income approach
whereby the fair value of a reporting unit is calculated based on the present value of future cash flows) and compares it
to the reporting unit’s carrying value. If the carrying value of the net assets of a reporting unit exceeds the fair value of
the reporting unit then the Company performs the second step of the impairment test to determine the implied fair
value of the reporting unit’s goodwill. If the carrying value of the reporting unit’s goodwill exceeds its implied fair value,
the Company records an impairment charge equal to the difference.
The cost of acquired intangible assets with a finite life is amortized using a method of amortization that reflects the pat-
tern of intangible assets’ expected contributions to future cash flows. If that pattern cannot be reliably determined, the
straight-line method is used. The amortization periods range from 3 to 5 years for software and from 5 to 20 years for
customer-, technology- and marketing-related intangibles. Intangible assets with a finite life are tested for impairment
upon the occurrence of certain triggering events.
Capitalized software costs
Software for internal use
Costs incurred in the application development stage until the software is substantially complete are capitalized and are
amortized on a straight-line basis over the estimated useful life of the software, typically ranging from 3 to 5 years.
Software for sale
Costs incurred after the software has demonstrated its technological feasibility until the product is available for general
release to the customers are capitalized and amortized on a straight-line basis over the estimated life of the product.
The Company periodically performs an evaluation to determine that the unamortized cost of software to be sold does
not exceed the net realizable value. If the unamortized cost of software to be sold exceeds its net realizable value, the
Company records an impairment charge equal to the difference.
Derivative financial instruments
and hedging activities
The Company uses derivative financial instruments to manage currency, commodity, interest rate and equity exposures,
arising from its global operating, financing and investing activities (see Note 5).
The Company recognizes all derivatives, other than certain derivatives indexed to the Company’s own stock, at fair value
in the Consolidated Balance Sheets. Derivatives that are not designated as hedging instruments are reported at fair
value with derivative gains and losses reported through earnings and classified consistent with the nature of the under-
lying transaction.
If the derivatives are designated as a hedge, depending on the nature of the hedge, changes in the fair value of the deri-
vatives will either be offset against the change in fair value of the hedged item attributable to the risk being hedged
through earnings (in the case of a fair value hedge) or recognized in “Accumulated other comprehensive loss” until the
hedged item is recognized in earnings (in the case of a cash flow hedge). The ineffective portion of a derivative’s change
in fair value is immediately recognized in earnings consistent with the classification of the hedged item. Where derivative
ABB Annual Report 2015 | Financial review of ABB Group 117
Note 2
Significant accounting policies,
continued
financial instruments have been designated as cash flow hedges of forecasted transactions and such forecasted trans-
actions are no longer probable of occurring, hedge accounting is discontinued and any derivative gain or loss previously
included in “Accumulated other comprehensive loss” is reclassified into earnings consistent with the nature of the origi-
nal forecasted transaction. Gains or losses from derivatives designated as hedging instruments in a fair value hedge are
reported through earnings and classified consistent with the nature of the underlying hedged transaction.
Leases
Translation of foreign currencies
and foreign exchange transactions
Income taxes
Certain commercial contracts may grant rights to the Company or the counterparties, or contain other provisions that
are considered to be derivatives. Such embedded derivatives are assessed at inception of the contract and depending
on their characteristics, accounted for as separate derivative instruments and shown at their fair value in the balance
sheet with changes in their fair value reported in earnings consistent with the nature of the commercial contract to which
they relate.
Derivatives are classified in the Consolidated Statements of Cash Flows in the same section as the underlying item. Cash
flows from the settlement of undesignated derivatives used to manage the risks of different underlying items on a net
basis, are classified within “Net cash provided by operating activities”, as the underlying items are primarily operational
in nature. Other cash flows on the settlement of derivatives are recorded within “Net cash used in investing activities”.
The Company leases primarily real estate and office equipment. Rental expense for operating leases is recorded on
a straight-line basis over the life of the lease term. Lease transactions where substantially all risks and rewards incident
to ownership are transferred from the lessor to the lessee are accounted for as capital leases. All other leases are
accounted for as operating leases. Amounts due under capital leases are recorded as a liability. The interest in assets
acquired under capital leases is recorded as property, plant and equipment. Depreciation and amortization of assets
recorded under capital leases is included in depreciation and amortization expense.
The functional currency for most of the Company’s subsidiaries is the applicable local currency. The translation from the
applicable functional currencies into the Company’s reporting currency is performed for balance sheet accounts using
exchange rates in effect at the balance sheet date and for income statement accounts using average exchange rates
prevailing during the year. The resulting translation adjustments are excluded from the determination of earnings and are
recognized in “Accumulated other comprehensive loss” until the subsidiary is sold, substantially liquidated or evaluated
for impairment in anticipation of disposal.
Foreign currency exchange gains and losses, such as those resulting from foreign currency denominated receivables or
payables, are included in the determination of earnings, except as they relate to intercompany loans that are equity-like
in nature with no reasonable expectation of repayment, which are recognized in “Accumulated other comprehensive
loss”. Exchange gains and losses recognized in earnings are included in “Total revenues”, “Total cost of sales”, “Selling,
general and administrative expenses” or “Interest and other finance expense” consistent with the nature of the underly-
ing item.
The Company uses the asset and liability method to account for deferred taxes. Under this method, deferred tax assets
and liabilities are determined based on temporary differences between the financial reporting and the tax bases of
assets and liabilities. Deferred tax assets and liabilities are measured using enacted tax rates and laws that are expected
to be in effect when the differences are expected to reverse. The Company records a deferred tax asset when it deter-
mines that it is more likely than not that the deduction will be sustained based upon the deduction’s technical merit.
Deferred tax assets and liabilities that can be offset against each other are reported on a net basis. A valuation allow-
ance is recorded to reduce deferred tax assets to the amount that is more likely than not to be realized.
Deferred taxes are provided on unredeemed retained earnings of the Company’s subsidiaries. However, deferred taxes
are not provided on such unredeemed retained earnings to the extent it is expected that the earnings are permanently
reinvested. Such earnings may become taxable upon the sale or liquidation of these subsidiaries or upon the remittance
of dividends.
The Company operates in numerous tax jurisdictions and, as a result, is regularly subject to audit by tax authorities. The
Company provides for tax contingencies whenever it is deemed more likely than not that a tax asset has been impaired
or a tax liability has been incurred for events such as tax claims or changes in tax laws. Contingency provisions are
recorded based on the technical merits of the Company’s filing position, considering the applicable tax laws and Organ-
isation for Economic Co-operation and Development (OECD) guidelines and are based on its evaluations of the facts
and circumstances as of the end of each reporting period.
The Company applies a two-step approach to recognize and measure uncertainty in income taxes. The first step is to
evaluate the tax position for recognition by determining if the weight of available evidence indicates that it is more likely
than not that the position will be sustained on audit, including resolution of related appeals or litigation processes, if
any. The second step is to measure the tax benefit as the largest amount which is more than 50 percent likely of being
realized upon ultimate settlement. Uncertain tax positions that could be settled against existing loss carryforwards or
income tax credits are reported net.
The expense related to tax penalties is classified in the Consolidated Income Statements as “Provision for taxes”, while
interest thereon is classified as “Interest and other finance expense”.
Research and development
Research and development costs not related to specific customer orders are generally expensed as incurred.
Earnings per share
Basic earnings per share is calculated by dividing income by the weighted-average number of shares outstanding
during the year. Diluted earnings per share is calculated by dividing income by the weighted-average number of shares
outstanding during the year, assuming that all potentially dilutive securities were exercised, if dilutive. Potentially
dilutive securities include: outstanding written call options, outstanding options and shares granted subject to certain
conditions under the Company’s share-based payment arrangements. See further discussion related to earnings per
share in Note 20 and of potentially dilutive securities in Note 18.
118 Financial review of ABB Group | ABB Annual Report 2015
Note 2
Significant accounting policies,
continued
Share-based payment arrangements
The Company has various share-based payment arrangements for its employees, which are described more fully in
Note 18. Such arrangements are accounted for under the fair value method. For awards that are equity-settled, total
compensation is measured at grant date, based on the fair value of the award at that date, and recorded in earnings
over the period the employees are required to render service. For awards that are cash-settled, compensation is initially
measured at grant date and subsequently remeasured at each reporting period, based on the fair value and vesting
percentage of the award at each of those dates, with changes in the liability recorded in earnings.
Fair value measures
Contingencies
The Company uses fair value measurement principles to record certain financial assets and liabilities on a recurring
basis and, when necessary, to record certain non-financial assets at fair value on a non-recurring basis, as well as to
determine fair value disclosures for certain financial instruments carried at amortized cost in the financial statements.
Financial assets and liabilities recorded at fair value on a recurring basis include foreign currency, commodity and
interest rate derivatives, as well as cash-settled call options and available-for-sale securities. Non-financial assets
recorded at fair value on a non-recurring basis include long-lived assets that are reduced to their estimated fair value
due to impairments.
Fair value is the price that would be received when selling an asset or paid to transfer a liability in an orderly transaction
between market participants at the measurement date. In determining fair value, the Company uses various valuation
techniques including the market approach (using observable market data for identical or similar assets and liabilities),
the income approach (discounted cash flow models) and the cost approach (using costs a market participant would
incur to develop a comparable asset). Inputs used to determine the fair value of assets and liabilities are defined by
a three-level hierarchy, depending on the reliability of those inputs. The Company has categorized its financial assets
and liabilities and non-financial assets measured at fair value within this hierarchy based on whether the inputs to the
valuation technique are observable or unobservable. An observable input is based on market data obtained from inde-
pendent sources, while an unobservable input reflects the Company’s assumptions about market data.
The levels of the fair value hierarchy are as follows:
Level 1: Valuation inputs consist of quoted prices in an active market for identical assets or liabilities (observable quoted
prices). Assets and liabilities valued using Level 1 inputs include exchange-traded equity securities, listed deriv-
atives which are actively traded such as commodity futures, interest rate futures and certain actively traded
debt securities.
Level 2: Valuation inputs consist of observable inputs (other than Level 1 inputs) such as actively quoted prices for simi-
lar assets, quoted prices in inactive markets and inputs other than quoted prices such as interest rate yield
curves, credit spreads, or inputs derived from other observable data by interpolation, correlation, regression or
other means. The adjustments applied to quoted prices or the inputs used in valuation models may be both
observable and unobservable. In these cases, the fair value measurement is classified as Level 2 unless the
unobservable portion of the adjustment or the unobservable input to the valuation model is significant, in which
case the fair value measurement would be classified as Level 3. Assets and liabilities valued or disclosed using
Level 2 inputs include investments in certain funds, reverse repurchase agreements, certain debt securities that
are not actively traded, interest rate swaps, commodity swaps, cash-settled call options, forward foreign
exchange contracts, foreign exchange swaps and forward rate agreements, time deposits, as well as financ-
ing receivables and debt.
Level 3: Valuation inputs are based on the Company’s assumptions of relevant market data (unobservable input).
Whenever quoted prices involve bid-ask spreads, the Company ordinarily determines fair values based on mid-market
quotes. However, for the purpose of determining the fair value of cash-settled call options serving as hedges of the
Company’s management incentive plan (MIP), bid prices are used.
When determining fair values based on quoted prices in an active market, the Company considers if the level of transac-
tion activity for the financial instrument has significantly decreased, or would not be considered orderly. In such cases,
the resulting changes in valuation techniques would be disclosed. If the market is considered disorderly or if quoted prices
are not available, the Company is required to use another valuation technique, such as an income approach.
Disclosures about the Company’s fair value measurements of assets and liabilities are included in Note 6.
The Company is subject to proceedings, litigation or threatened litigation and other claims and inquiries, related to envi-
ronmental, labor, product, regulatory, tax (other than income tax) and other matters, and is required to assess the likeli-
hood of any adverse judgments or outcomes to these matters, as well as potential ranges of probable losses. A deter-
mination of the provision required, if any, for these contingencies is made after analysis of each individual issue, often
with assistance from both internal and external legal counsel and technical experts. The required amount of a provision
for a contingency of any type may change in the future due to new developments in the particular matter, including
changes in the approach to its resolution.
The Company records a provision for its contingent obligations when it is probable that a loss will be incurred and the
amount can be reasonably estimated. Any such provision is generally recognized on an undiscounted basis using the
Company’s best estimate of the amount of loss incurred or at the lower end of an estimated range when a single best
estimate is not determinable. In some cases, the Company may be able to recover a portion of the costs relating to these
obligations from insurers or other third parties; however, the Company records such amounts only when it is probable
that they will be collected.
The Company provides for anticipated costs for warranties when it recognizes revenues on the related products or con-
tracts. Warranty costs include calculated costs arising from imperfections in design, material and workmanship in the
Company’s products. The Company makes individual assessments on contracts with risks resulting from order-specific
conditions or guarantees and assessments on an overall, statistical basis for similar products sold in larger quantities.
ABB Annual Report 2015 | Financial review of ABB Group 119
Note 2
Significant accounting policies,
continued
The Company may have legal obligations to perform environmental clean-up activities related to land and buildings as
a result of the normal operations of its business. In some cases, the timing or the method of settlement, or both, are
conditional upon a future event that may or may not be within the control of the Company, but the underlying obligation
itself is unconditional and certain. The Company recognizes a provision for these obligations when it is probable that
a liability for the clean-up activity has been incurred and a reasonable estimate of its fair value can be made. In some
cases, a portion of the costs expected to be incurred to settle these matters may be recoverable. An asset is recorded
when it is probable that such amounts are recoverable. Provisions for environmental obligations are not discounted to
their present value when the timing of payments cannot be reasonably estimated.
Pensions and other postretirement
benefits
The Company has a number of defined benefit pension and other postretirement plans. The Company recognizes an
asset for such a plan’s overfunded status or a liability for such a plan’s underfunded status in its Consolidated Balance
Sheets. Additionally, the Company measures such a plan’s assets and obligations that determine its funded status as
of the end of the year and recognizes the changes in the funded status in the year in which the changes occur. Those
changes are reported in “Accumulated other comprehensive loss”.
The Company uses actuarial valuations to determine its pension and postretirement benefit costs and credits. The amounts
calculated depend on a variety of key assumptions, including discount rates and expected return on plan assets. Cur-
rent market conditions are considered in selecting these assumptions.
The Company’s various pension plan assets are assigned to their respective levels in the fair value hierarchy in accor-
dance with the valuation principles described in the “Fair value measures” section above.
See Note 17 for further discussion of the Company’s employee benefit plans.
Business combinations
The Company accounts for assets acquired and liabilities assumed in business combinations using the acquisition
method and records these at their respective fair values. Contingent consideration is recorded at fair value as an ele-
ment of purchase price with subsequent adjustments recognized in income.
New accounting pronouncements
Identifiable intangibles consist of intellectual property such as trademarks and trade names, customer relationships,
patented and unpatented technology, in-process research and development, order backlog and capitalized software;
these are amortized over their estimated useful lives. Such intangibles are subsequently subject to evaluation for poten-
tial impairment if events or circumstances indicate the carrying amount may not be recoverable. See “Goodwill and
other intangible assets” above. Acquisition-related costs are recognized separately from the acquisition and expensed as
incurred. Upon gaining control of an entity in which an equity method or cost basis investment was held by the Com-
pany, the carrying value of that investment is adjusted to fair value with the related gain or loss recorded in income.
Deferred tax assets and liabilities based on temporary differences between the financial reporting and the tax base of
assets and liabilities as well as uncertain tax positions and valuation allowances on acquired deferred tax assets
assumed in connection with a business combination are initially estimated as of the acquisition date based on facts and
circumstances that existed at the acquisition date. These estimates are subject to change within the measurement
period (a period of up to 12 months after the acquisition date during which the acquirer may adjust the provisional
acquisition amounts) with any adjustments to the preliminary estimates being recorded to goodwill. Changes in deferred
taxes, uncertain tax positions and valuation allowances on acquired deferred tax assets that occur after the measure-
ment period are recognized in income.
Applicable for current period
Simplifying the presentation of debt issuance costs
In April 2015, an accounting standard update was issued to simplify the presentation of debt issuance costs. Under the
update, the Company presents debt issuance costs related to a recognized debt liability in the balance sheet as a direct
deduction from the carrying amount of that debt liability rather than as a non-current asset. The existing recognition
and measurement guidance for debt issuance costs is not affected by this accounting standard update. In August 2015,
an accounting standard update was issued to clarify that the Company may elect to present debt issuance costs related
to a line-of-credit arrangement as an asset, regardless of whether or not there are any borrowings outstanding on the
line-of-credit arrangement. The Company has elected to early adopt both updates. In connection with the adoption of
the update, the Company reclassified deferred debt issuance costs of $26 million from "Other non-current assets" to
"Long-term debt" at December 31, 2014, and has elected to continue to present debt issuance costs related to revolv-
ing credit facilities as an asset.
Simplifying the accounting for measurement-period adjustments
In September 2015, an accounting standard update was issued to simplify the accounting for measurement-period adjust -
ments in a business combination by eliminating the requirement to restate prior period financial statements for measure-
ment-period adjustments. Under the update, the Company is required to recognize adjustments to provisional amounts
that are identified during the measurement period in the reporting period in which the adjustment amounts are deter-
mined, including the cumulative effect of the change in provisional amount as if the accounting had been completed at
the acquisition date. The adjustments related to previous reporting periods since the acquisition date must be disclosed
by income statement line item either on the face of the income statement or in the notes. The Company elected to early
adopt this update. The update is applied prospectively to measurement period adjustments that occur after the effec-
tive date. This update did not have a significant impact on the consolidated financial statements.
Applicable for future periods
Revenue from contracts with customers
In May 2014, an accounting standard update was issued to clarify the principles for recognizing revenues from contracts
with customers. The update, which supersedes substantially all existing revenue recognition guidance, provides a single
comprehensive model for recognizing revenues on the transfer of promised goods or services to customers in an
amount that reflects the consideration that is expected to be received for those goods or services. Under the standard it
is possible that more judgments and estimates would be required than under existing standards, including identifying
the separate performance obligations in a contract, estimating any variable consideration elements, and allocating the
120 Financial review of ABB Group | ABB Annual Report 2015
Note 2
Significant accounting policies,
continued
transaction price to each separate performance obligation. The update also requires additional disclosures about the
nature, amount, timing and uncertainty of revenue and cash flows arising from contracts with customers.
In August 2015, the effective date for the update was deferred and the update is now effective for the Company for annual
and interim periods beginning January 1, 2018, and is to be applied either (i) retrospectively to each prior reporting
period presented, with the option to elect certain defined practical expedients, or (ii) retrospectively with the cumulative
effect of initially applying the update recognized at the date of adoption in retained earnings (with additional disclosure
as to the impact on individual financial statement lines affected). Early adoption of the standard is permitted for annual
reporting periods beginning after December 15, 2016, including interim reporting periods within that reporting period.
The Company is currently evaluating the impact of this update on its consolidated financial statements.
Disclosures for investments in certain entities that calculate net asset value per share (or its equivalent)
In May 2015, an accounting standard update was issued regarding fair value disclosures for certain investments. Under
the update, the Company would no longer categorize within the fair value hierarchy investments for which fair value is
measured using the net asset value per share practical expedient. The amendments also remove the requirement to
make certain disclosures for investments that are eligible to be measured at fair value using the net asset value per share
practical expedient. Rather, those disclosures are limited to investments for which the Company has elected to measure
the fair value using that practical expedient. This update is effective for the Company for annual and interim periods
beginning January 1, 2016, with early adoption permitted, and is applicable retrospectively. The Company does not
believe that this update will have a significant impact on its consolidated financial statements.
Simplifying the measurement of inventory
In July 2015, an accounting standard update was issued to simplify the subsequent measurement of inventories by
replacing the current lower of cost or market test with a lower of cost and net realizable value test. The guidance
applies only to inventories for which cost is determined by methods other than last-in first-out and the retail inventory
method. Net realizable value is the estimated selling price in the ordinary course of business less reasonably predict-
able costs of completion, disposal and transportation. The Company will early adopt this update in the first quarter of
2016 and apply it prospectively. The Company does not believe that this update will have a significant impact on its
consolidated financial statements.
Balance sheet classification of deferred taxes
In November 2015, an accounting standard update was issued which removes the requirement to separate deferred tax
liabilities and assets into current and non-current amounts and instead requires all such amounts, as well as any related
valuation allowance, to be classified as non-current in the balance sheet. This update is effective for the Company for
annual and interim periods beginning January 1, 2017, with early adoption permitted, and is applicable either prospec-
tively to all deferred tax liabilities and assets or retrospectively to all periods presented. The Company is currently evalu-
ating which transition method it will adopt and the impact of this update on its consolidated financial statements.
Recognition and measurement of financial assets and financial liabilities
In January 2016, an accounting standard update was issued to enhance the reporting model for financial instruments,
which includes amendments to address aspects of recognition, measurement, presentation and disclosure. Amongst
others, the Company would be required to measure equity investments (except those accounted for under the equity
method) at fair value with changes in fair value recognized in net income and to present separately financial assets and
financial liabilities by measurement category and form of financial asset. This update is effective for the Company for
annual and interim periods beginning January 1, 2018, with early adoption permitted for certain provisions. The Com-
pany is currently evaluating the impact of this update on its consolidated financial statements.
Note 3
Acquisitions and business
divestments
Acquisitions
Acquisitions were as follows:
($ in millions, except number of acquired businesses)
Acquisitions (net of cash acquired)(1)
Aggregate excess of purchase price over fair value of net assets acquired(2)
Number of acquired businesses
2015
2014
2013
37
34
3
58
9
6
897
525
7
(1)
(2)
Excluding changes in cost- and equity-accounted companies but including $2 million in 2013, representing the fair value of replacement vested stock options issued to Power-One em-
ployees at the acquisition date.
Recorded as goodwill (see Note 11). Includes adjustments of $42 million in 2014 and $63 million in 2013 arising during the measurement period of acquisitions, primarily reflecting a
reduction in certain deferred tax liabilities related to Power-One and to Thomas & Betts Inc. (acquired in 2012), respectively.
In the table above, the amount for “Acquisitions” and “Aggregate excess of purchase price over fair value of net assets
acquired” in 2013 relates primarily to the acquisition of Power-One Inc. (Power-One).
Acquisitions of controlling interests have been accounted for under the acquisition method and have been included in
the Company’s Consolidated Financial Statements since the date of acquisition.
While the Company uses its best estimates and assumptions as part of the purchase price allocation process to value
assets acquired and liabilities assumed at the acquisition date, the purchase price allocation for acquisitions is prelimi-
nary for up to 12 months after the acquisition date and is subject to refinement as more detailed analyses are completed
and additional information about the fair values of the assets and liabilities becomes available.
On July 25, 2013, the Company acquired all outstanding shares of Power-One for $6.35 per share in cash. The resulting
cash outflows for the Company amounted to $737 million, representing $705 million for the purchase of the shares (net
of cash acquired) and $32 million related to the cash settlement of Power-One stock options held at the acquisition
ABB Annual Report 2015 | Financial review of ABB Group 121
Note 3
Acquisitions and business
divestments, continued
date. Power-One is a provider of renewable energy solutions and a designer and manufacturer of photo-voltaic invert-
ers. During 2014, the Company disposed of the Power Solutions business of Power-One, which provided energy-effi-
cient power conversion and power management solutions.
The final aggregate allocation of the purchase consideration for business acquisitions in 2013, was as follows:
Allocated amounts(1)
Weighted-average useful life
($ in millions)
Intangible assets
Fixed assets
Deferred tax liabilities
Other assets and liabilities, net
Goodwill(2)
Total consideration (net of cash acquired)
(1)
(2)
Excludes measurement period adjustments related to prior year acquisitions.
Goodwill recognized is not deductible for income tax purposes.
7 years
208
124
(74)
93
546
897
Business divestments
Note 4
Cash and equivalents,
marketable securities and
short-term investments
Current assets
In 2014, the Company received proceeds (net of transaction costs and cash disposed) of $1,090 million, relating to
divestments of consolidated businesses and recorded net gains of $543 million in “Other income (expense), net” on
the sale of such businesses. In 2015 and 2013, there were no significant amounts recognized from divestments of con-
solidated businesses.
Cash and equivalents and marketable securities and short-term investments consisted of the following:
Gross
Gross
Marketable securities
unrealized
unrealized
Cash and
and short-term
December 31, 2015 ($ in millions)
Cost basis
gains
losses
Fair value
equivalents
investments
Cash
Time deposits
Other short-term investments
Debt securities available-for-sale:
U.S. government obligations
Other government obligations
Corporate
Equity securities available-for-sale
Total
1,837
2,821
231
120
2
519
658
6,188
1,837
2,821
231
121
2
519
667
1,837
2,717
—
—
11
—
104
231
121
2
508
667
6,198
4,565
1,633
2
—
1
9
12
(1)
—
(1)
—
(2)
December 31, 2014 ($ in millions)
Cost basis
gains
losses
Fair value
equivalents
investments
Gross
Gross
Marketable securities
unrealized
unrealized
Cash and
and short-term
Cash
Time deposits
Other short-term investments
Debt securities available-for-sale:
U.S. government obligations
Other government obligations
Corporate
Equity securities available-for-sale
Total
Non-current assets
2,218
3,340
225
135
2
734
98
6,752
2,218
3,340
225
136
2
737
110
2,218
3,140
—
—
85
—
200
225
136
2
652
110
6,768
5,443
1,325
2
—
4
12
18
(1)
—
(1)
—
(2)
Included in Other short-term investments at December 31, 2015 and 2014, are receivables of $224 million and $219 mil-
lion, respectively, representing reverse repurchase agreements. These collateralized lendings, made to a financial insti-
tution, have maturity dates of less than one year.
Included in “Other non-current assets” are certain held-to-maturity marketable securities. At December 31, 2015, the
amortized cost, gross unrecognized gain and fair value (based on quoted market prices) of these securities were
$99 million, $11 million and $110 million, respectively. At December 31, 2014, the amortized cost, gross unrecognized
gain and fair value (based on quoted market prices) of these securities were $95 million, $14 million and $109 million,
respectively. These securities are pledged as security for certain outstanding deposit liabilities and the funds received
at the respective maturity dates of the securities will only be available to the Company for repayment of these obligations.
122 Financial review of ABB Group | ABB Annual Report 2015
Note 4
Cash and equivalents, marketable
securities and short-term
investments, continued
Gains, losses
and contractual maturities
Gross realized gains (reclassified from accumulated other comprehensive loss to income) on available-for-sale securities
totaled $1 million, $2 million and $10 million in 2015, 2014 and 2013, respectively. Gross realized losses (reclassified
from accumulated other comprehensive loss to income) on available-for-sale securities totaled $2 million and $23 million
in 2015 and 2014, respectively, and were not significant in 2013. Such gains and losses were included in “Interest and
other finance expense”.
In 2015, 2014 and 2013, other-than-temporary impairments recognized on available-for-sale equity securities were
not significant.
At December 31, 2015, 2014 and 2013, gross unrealized losses on available-for-sale securities that have been in a con-
tinuous unrealized loss position were not significant and the Company does not intend and does not expect to be
required to sell these securities before the recovery of their amortized cost.
There were no sales of held-to-maturity securities in 2015, 2014 and 2013.
Contractual maturities of debt securities consisted of the following:
December 31, 2015 ($ in millions)
Cost basis
Fair value
Cost basis
Fair value
Available-for-sale
Held-to-maturity
Less than one year
One to five years
Six to ten years
Total
430
160
51
641
430
161
51
642
—
99
—
99
—
110
—
110
At December 31, 2015 and 2014, the Company pledged $92 million and $95 million, respectively, of available-for-sale
marketable securities as collateral for issued letters of credit and other security arrangements.
Note 5
Derivative financial instruments
The Company is exposed to certain currency, commodity, interest rate and equity risks arising from its global operating,
financing and investing activities. The Company uses derivative instruments to reduce and manage the economic
impact of these exposures.
Currency risk
Commodity risk
Interest rate risk
Equity risk
Due to the global nature of the Company’s operations, many of its subsidiaries are exposed to currency risk in their
operating activities from entering into transactions in currencies other than their functional currency. To manage such
currency risks, the Company’s policies require the subsidiaries to hedge their foreign currency exposures from binding
sales and purchase contracts denominated in foreign currencies. For forecasted foreign currency denominated sales
of standard products and the related foreign currency denominated purchases, the Company’s policy is to hedge up to
a maximum of 100 percent of the forecasted foreign currency denominated exposures, depending on the length of the
forecasted exposures. Forecasted exposures greater than 12 months are not hedged. Forward foreign exchange con-
tracts are the main instrument used to protect the Company against the volatility of future cash flows (caused by changes
in exchange rates) of contracted and forecasted sales and purchases denominated in foreign currencies. In addition,
within its treasury operations, the Company primarily uses foreign exchange swaps and forward foreign exchange con-
tracts to manage the currency and timing mismatches arising in its liquidity management activities.
Various commodity products are used in the Company’s manufacturing activities. Consequently it is exposed to volatil-
ity in future cash flows arising from changes in commodity prices. To manage the price risk of commodities other than
electricity, the Company’s policies require that the subsidiaries hedge the commodity price risk exposures from binding
contracts, as well as at least 50 percent (up to a maximum of 100 percent) of the forecasted commodity exposure over
the next 12 months or longer (up to a maximum of 18 months). Primarily swap contracts are used to manage the associ-
ated price risks of commodities. As of 2014, the Company no longer enters into electricity futures contracts to manage
the price risk on its forecasted electricity needs in certain locations.
The Company has issued bonds at fixed rates. Interest rate swaps are used to manage the interest rate risk associated
with certain debt and generally such swaps are designated as fair value hedges. In addition, from time to time, the
Company uses instruments such as interest rate swaps, interest rate futures, bond futures or forward rate agreements
to manage interest rate risk arising from the Company’s balance sheet structure but does not designate such instru-
ments as hedges.
The Company is exposed to fluctuations in the fair value of its warrant appreciation rights (WARs) issued under its MIP.
A WAR gives its holder the right to receive cash equal to the market price of an equivalent listed warrant on the date of
exercise. To eliminate such risk, the Company has purchased cash-settled call options, indexed to the shares of the
Company, which entitle the Company to receive amounts equivalent to its obligations under the outstanding WARs.
Volume of derivative activity
In general, while the Company’s primary objective in its use of derivatives is to minimize exposures arising from its busi-
ness, certain derivatives are designated and qualify for hedge accounting treatment while others either are not desig-
nated or do not qualify for hedge accounting.
ABB Annual Report 2015 | Financial review of ABB Group 123
Note 5
Derivative financial instruments,
continued
Foreign exchange and interest rate derivatives
The gross notional amounts of outstanding foreign exchange and interest rate derivatives (whether designated as
hedges or not) were as follows:
Type of derivative
December 31, ($ in millions)
Foreign exchange contracts
Embedded foreign exchange derivatives
Interest rate contracts
Total notional amounts at
2015
16,467
2,966
4,302
2014
18,564
3,013
2,242
2013
19,351
3,049
4,693
Type of derivative
December 31,
Copper swaps
Aluminum swaps
Nickel swaps
Lead swaps
Zinc swaps
Silver swaps
Electricity futures
Crude oil swaps
Cash flow hedges
Derivative commodity contracts
The following table shows the notional amounts of outstanding commodity derivatives (whether designated as hedges
or not), on a net basis, to reflect the Company’s requirements in the various commodities:
Unit
Total notional amounts at
metric tonnes
metric tonnes
metric tonnes
metric tonnes
metric tonnes
ounces
megawatt hours
barrels
2015
48,903
5,455
18
14,625
225
2014
46,520
3,846
—
6,550
200
2013
42,866
3,525
18
7,100
300
1,727,255
1,996,845
1,936,581
—
—
279,995
133,500
128,000
113,000
Equity derivatives
At December 31, 2015, 2014 and 2013, the Company held 55 million, 61 million and 67 million cash-settled call options
indexed to ABB Ltd shares (conversion ratio 5:1) with a total fair value of $13 million, $33 million and $56 million, respec-
tively.
As noted above, the Company mainly uses forward foreign exchange contracts to manage the foreign exchange risk of
its operations, commodity swaps to manage its commodity risks and cash-settled call options to hedge its WAR liabili-
ties. Where such instruments are designated and qualify as cash flow hedges, the effective portion of the changes in
their fair value is recorded in “Accumulated other comprehensive loss” and subsequently reclassified into earnings in the
same line item and in the same period as the underlying hedged transaction affects earnings. Any ineffectiveness in the
hedge relationship, or hedge component excluded from the assessment of effectiveness, is recognized in earnings
during the current period.
At December 31, 2015, 2014 and 2013, “Accumulated other comprehensive loss” included net unrealized losses of
$11 million and $21 million and net unrealized gains of $22 million, respectively, net of tax, on derivatives designated as
cash flow hedges. Of the amount at December 31, 2015, net losses of $2 million are expected to be reclassified to
earnings in 2016. At December 31, 2015, the longest maturity of a derivative classified as a cash flow hedge was
51 months.
In 2015, 2014 and 2013, the amounts of gains or losses, net of tax, reclassified into earnings due to the discontinuance
of cash flow hedge accounting and the amount of ineffectiveness in cash flow hedge relationships directly recognized
in earnings were not significant.
The pre-tax effects of derivative instruments, designated and qualifying as cash flow hedges, on “Accumulated other
comprehensive loss” (OCI) and the Consolidated Income Statements were as follows:
Gains (losses)
recognized in OCI
2015
Gains (losses) recognized in income
Type of derivative
designated as
a cash flow hedge
on derivatives
Gains (losses) reclassified from OCI into
(ineffective portion and amount
(effective portion)
income (effective portion)
excluded from effectiveness testing)
($ in millions) Location
($ in millions) Location
($ in millions)
Foreign exchange contracts
(11) Total revenues
Commodity contracts
Cash-settled call options
Total
Total cost of sales
(9) Total cost of sales
(6) SG&A expenses(1)
(26)
(36) Total revenues
11 Total cost of sales
(10) Total cost of sales
(4) SG&A expenses(1)
(39)
—
—
—
—
—
124 Financial review of ABB Group | ABB Annual Report 2015
Note 5
Derivative financial instruments,
continued
Gains (losses)
recognized in OCI on
2014
Gains (losses) recognized in income
Type of derivative
derivatives (effective
Gains (losses) reclassified from OCI into
(ineffective portion and amount
designated as
a cash flow hedge
Foreign exchange contracts
Commodity contracts
Cash-settled call options
Total
portion)
income (effective portion)
excluded from effectiveness testing)
($ in millions) Location
($ in millions) Location
($ in millions)
(42) Total revenues
Total cost of sales
(7) Total cost of sales
(16) SG&A expenses(1)
(65)
(9) Total revenues
8 Total cost of sales
(3) Total cost of sales
(6) SG&A expenses(1)
(10)
—
—
—
—
—
Gains (losses)
recognized in OCI on
2013
Gains (losses) recognized in income
Type of derivative
derivatives (effective
Gains (losses) reclassified from OCI into
(ineffective portion and amount
designated as
a cash flow hedge
Foreign exchange contracts
Commodity contracts
Cash-settled call options
Total
portion)
income (effective portion)
excluded from effectiveness testing)
($ in millions) Location
($ in millions) Location
($ in millions)
22 Total revenues
Total cost of sales
(5) Total cost of sales
16 SG&A expenses(1)
33
52 Total revenues
(1) Total cost of sales
(5) Total cost of sales
8 SG&A expenses(1)
54
—
—
—
—
—
(1)
SG&A expenses represent “Selling, general and administrative expenses”.
Fair value hedges
Net derivative losses of $30 million and $9 million and net derivative gains of $43 million, net of tax, were reclassified
from “Accumulated other comprehensive loss” to earnings during 2015, 2014 and 2013, respectively.
To reduce its interest rate exposure arising primarily from its debt issuance activities, the Company uses interest rate
swaps. Where such instruments are designated as fair value hedges, the changes in the fair value of these instruments,
as well as the changes in fair value of the risk component of the underlying debt being hedged, are recorded as offset-
ting gains and losses in “Interest and other finance expense”. Hedge ineffectiveness of instruments designated as fair
value hedges in 2015, 2014 and 2013, was not significant.
The effect of derivative instruments, designated and qualifying as fair value hedges, on the Consolidated Income State-
ments was as follows:
Type of derivative
designated as a fair
Gains (losses) recognized in income on derivatives
Gains (losses) recognized in income
designated as fair value hedges
on hedged item
value hedge
Location
($ in millions) Location
Interest rate contracts
Interest and other finance expense
8 Interest and other finance expense
($ in millions)
(4)
2015
Type of derivative
designated as a fair
Gains (losses) recognized in income on derivatives
Gains (losses) recognized in income
designated as fair value hedges
on hedged item
value hedge
Location
($ in millions) Location
Interest rate contracts
Interest and other finance expense
84 Interest and other finance expense
($ in millions)
(83)
2014
Type of derivative
designated as a fair
Gains (losses) recognized in income on derivatives
Gains (losses) recognized in income
designated as fair value hedges
on hedged item
value hedge
Location
($ in millions) Location
Interest rate contracts
Interest and other finance expense
(34)
Interest and other finance expense
($ in millions)
35
2013
ABB Annual Report 2015 | Financial review of ABB Group 125
Note 5
Derivative financial instruments,
continued
Derivatives not designated
in hedge relationships
Derivative instruments that are not designated as hedges or do not qualify as either cash flow or fair value hedges are
economic hedges used for risk management purposes. Gains and losses from changes in the fair values of such deriva-
tives are recognized in the same line in the income statement as the economically hedged transaction.
Furthermore, under certain circumstances, the Company is required to split and account separately for foreign currency
derivatives that are embedded within certain binding sales or purchase contracts denominated in a currency other than
the functional currency of the subsidiary and the counterparty.
The gains (losses) recognized in the Consolidated Income Statements on derivatives not designated in hedging relation-
ships were as follows:
Type of derivative not designated as a hedge
Gains (losses) recognized in income
($ in millions)
Foreign exchange contracts
Embedded foreign exchange contracts
Commodity contracts
Interest rate contracts
Cash-settled call options
Location
Total revenues
Total cost of sales
SG&A expenses (1)
Non-order related research and development
Interest and other finance expense
Total revenues
Total cost of sales
SG&A expenses(1)
Total cost of sales
Interest and other finance expense
Interest and other finance expense
Interest and other finance expense
Cross-currency interest rate swaps
Interest and other finance expense
Total
(1)
SG&A expenses represent “Selling, general and administrative expenses”.
2015
(216)
16
13
(1)
287
127
(25)
(5)
(61)
1
(1)
—
(1)
2014
(533)
19
2
—
(260)
149
(27)
—
(28)
1
(1)
(1)
—
2013
(95)
80
(1)
—
223
101
(10)
—
(50)
1
(3)
—
—
134
(679)
246
The fair values of derivatives included in the Consolidated Balance Sheets were as follows:
Derivative assets
Derivative liabilities
December 31, 2015 ($ in millions)
assets”
assets”
liabilities”
Derivatives designated as hedging instruments:
Current in
Non-current in
Current in
“Other current
“Other non-current
“Other current
Foreign exchange contracts
Commodity contracts
Interest rate contracts
Cash-settled call options
Total
Derivatives not designated as hedging instruments:
Foreign exchange contracts
Commodity contracts
Cross-currency interest rate swaps
Embedded foreign exchange derivatives
Total
Total fair value
15
—
6
8
29
172
2
—
94
268
297
10
—
86
5
101
32
—
—
53
85
186
8
3
—
—
11
237
29
—
41
307
318
Non-current
in “Other
non-current
liabilities”
16
—
—
—
16
81
9
1
27
118
134
126 Financial review of ABB Group | ABB Annual Report 2015
Note 5
Derivative financial instruments,
continued
Derivative assets
Derivative liabilities
December 31, 2014 ($ in millions)
assets”
assets”
liabilities”
Derivatives designated as hedging instruments:
Current in
Non-current in
Current in
“Other current
“Other non-current
“Other current
Foreign exchange contracts
Commodity contracts
Interest rate contracts
Cash-settled call options
Total
Derivatives not designated as hedging instruments:
Foreign exchange contracts
Commodity contracts
Cash-settled call options
Embedded foreign exchange derivatives
Total
Total fair value
9
—
—
21
30
156
4
1
98
259
289
9
—
85
11
105
25
—
1
58
84
189
20
3
—
—
23
369
19
—
27
415
438
Non-current
in “Other
non-current
liabilities”
16
—
—
—
16
72
3
—
17
92
108
Close-out netting agreements provide for the termination, valuation and net settlement of some or all outstanding trans-
actions between two counterparties on the occurrence of one or more pre-defined trigger events.
Although the Company is party to close-out netting agreements with most derivative counterparties, the fair values in
the tables above and in the Consolidated Balance Sheets at December 31, 2015 and 2014, have been presented on
a gross basis.
The Company’s netting agreements and other similar arrangements allow net settlements under certain conditions.
At December 31, 2015 and 2014, information related to these offsetting arrangements was as follows:
December 31, 2015 ($ in millions)
Gross amount of
liabilities eligible
Derivative
Type of agreement or
similar arrangement
Derivatives
Reverse repurchase agreements
Total
recognized
for set-off in
Cash collateral
assets
case of default
received
336
224
560
(215)
—
(215)
—
—
—
December 31, 2015 ($ in millions)
Gross amount of
liabilities eligible
Derivative
Type of agreement or
similar arrangement
Derivatives
Total
recognized
for set-off in
Cash collateral
liabilities
case of default
pledged
384
384
(215)
(215)
(3)
(3)
December 31, 2014 ($ in millions)
Gross amount of
liabilities eligible
Derivative
Type of agreement or
similar arrangement
Derivatives
Reverse repurchase agreements
Total
recognized
for set-off in
Cash collateral
assets
case of default
received
322
219
541
(216)
—
(216)
—
—
—
Non-cash
collateral
received
—
(224)
(224)
Non-cash
collateral
pledged
—
—
Non-cash
collateral
received
—
(219)
(219)
Net asset
exposure
121
—
121
Net liability
exposure
166
166
Net asset
exposure
106
—
106
ABB Annual Report 2015 | Financial review of ABB Group 127
Note 5
Derivative financial instruments,
continued
December 31, 2014 ($ in millions)
Gross amount of
liabilities eligible
Derivative
Type of agreement or
similar arrangement
Derivatives
Total
recognized
for set-off in
Cash collateral
liabilities
case of default
pledged
502
502
(216)
(216)
(3)
(3)
Non-cash
collateral
pledged
—
—
Net liability
exposure
283
283
Note 6
Fair values
Recurring fair value measures
December 31, 2015 ($ in millions)
Assets
The fair values of financial assets and liabilities measured at fair value on a recurring basis were as follows:
Level 1
Level 2
Level 3
Total fair value
Available-for-sale securities in “Cash and equivalents”:
Debt securities — Corporate
Available-for-sale securities in “Marketable securities and short-term investments”:
Equity securities
Debt securities — U.S. government obligations
Debt securities — Other government obligations
Debt securities — Corporate
Derivative assets — current in “Other current assets”
Derivative assets — non-current in “Other non-current assets”
Total
Liabilities
Derivative liabilities — current in “Other current liabilities”
Derivative liabilities — non-current in “Other non-current liabilities”
Total
December 31, 2014 ($ in millions)
Assets
Available-for-sale securities in “Cash and equivalents”:
Debt securities — Corporate
Available-for-sale securities in “Marketable securities and short-term investments”:
Equity securities
Debt securities — U.S. government obligations
Debt securities — Other government obligations
Debt securities — Corporate
Derivative assets — current in “Other current assets”
Derivative assets — non-current in “Other non-current assets”
Total
Liabilities
Derivative liabilities — current in “Other current liabilities”
Derivative liabilities — non-current in “Other non-current liabilities”
Total
—
—
121
—
—
1
—
11
667
—
2
508
296
186
122
1,670
3
—
3
315
134
449
—
—
—
—
—
—
—
—
—
—
—
11
667
121
2
508
297
186
1,792
318
134
452
Level 1
Level 2
Level 3
Total fair value
—
—
136
—
—
—
—
85
110
—
2
652
289
189
136
1,327
—
—
—
438
108
546
—
—
—
—
—
—
—
—
—
—
—
85
110
136
2
652
289
189
1,463
438
108
546
The Company uses the following methods and assumptions in estimating fair values of financial assets and liabilities
measured at fair value on a recurring basis:
— Available-for-sale securities in “Cash and equivalents”, “Marketable securities and short-term investments” and
“Other non-current assets”: If quoted market prices in active markets for identical assets are available, these are con-
sidered Level 1 inputs; however, when markets are not active, these inputs are considered Level 2. If such quoted
market prices are not available, fair value is determined using market prices for similar assets or present value tech-
niques, applying an appropriate risk-free interest rate adjusted for nonperformance risk. The inputs used in present
value techniques are observable and fall into the Level 2 category.
128 Financial review of ABB Group | ABB Annual Report 2015
Note 6
Fair values, continued
— Derivatives: The fair values of derivative instruments are determined using quoted prices of identical instruments from
an active market, if available (Level 1). If quoted prices are not available, price quotes for similar instruments, appro-
priately adjusted, or present value techniques, based on available market data, or option pricing models are used.
Cash-settled call options hedging the Company’s WAR liability are valued based on bid prices of the equivalent listed
warrant. The fair values obtained using price quotes for similar instruments or valuation techniques represent
a Level 2 input unless significant unobservable inputs are used.
Non-recurring fair value measures
There were no significant non-recurring fair value measurements during 2015 and 2014.
Disclosure about financial
instruments carried on a cost basis
The fair values of financial instruments carried on a cost basis were as follows:
December 31, 2015 ($ in millions)
Carrying value
Level 1
Level 2
Level 3
Total fair value
Assets
Cash and equivalents (excluding available-for-sale securities
with original maturities up to 3 months):
Cash
Time deposits
Marketable securities and short-term investments
(excluding available-for-sale securities):
Time deposits
Receivables under reverse repurchase agreements
Other short-term investments
Other non-current assets:
Loans granted
Held-to-maturity securities
Restricted cash and cash deposits
Liabilities
Short-term debt and current maturities of long-term debt
(excluding capital lease obligations)
Long-term debt (excluding capital lease obligations)
Non-current deposit liabilities in “Other non-current liabilities”
1,837
2,717
1,837
—
—
2,717
104
224
7
29
99
176
—
—
7
—
—
55
1,427
5,889
215
614
5,307
—
104
224
—
30
110
138
817
751
244
—
—
—
—
—
—
—
—
—
—
—
1,837
2,717
104
224
7
30
110
193
1,431
6,058
244
December 31, 2014 ($ in millions)
Carrying value
Level 1
Level 2
Level 3
Total fair value
Assets
Cash and equivalents (excluding available-for-sale securities
with original maturities up to 3 months):
Cash
Time deposits
Marketable securities and short-term investments
(excluding available-for-sale securities):
Time deposits
Receivables under reverse repurchase agreements
Other short-term investments
Other non-current assets:
Loans granted
Held-to-maturity securities
Restricted cash and cash deposits
Liabilities
Short-term debt and current maturities of long-term debt
(excluding capital lease obligations)
Long-term debt (excluding capital lease obligations)
Non-current deposit liabilities in “Other non-current liabilities”
2,218
3,140
2,218
—
—
3,140
200
219
6
41
95
198
—
—
6
—
—
64
200
219
—
44
109
161
324
7,198
222
115
6,148
—
209
1,404
267
—
—
—
—
—
—
—
—
—
—
—
2,218
3,140
200
219
6
44
109
225
324
7,552
267
The Company uses the following methods and assumptions in estimating fair values of financial instruments carried on
a cost basis:
— Cash and equivalents (excluding available-for-sale securities with original maturities up to 3 months), and Marketable
securities and short-term investments (excluding available-for-sale securities): The carrying amounts approximate the
fair values as the items are short-term in nature.
ABB Annual Report 2015 | Financial review of ABB Group 129
— Other non-current assets: Includes (i) loans granted whose fair values are based on the carrying amount adjusted
using a present value technique to reflect a premium or discount based on current market interest rates (Level 2 in-
puts), (ii) held-to-maturity securities (see Note 4) whose fair values are based on quoted market prices in inactive
markets (Level 2 inputs), (iii) restricted cash whose fair values approximate the carrying amounts (Level 1) and
(iv) cash deposits pledged in respect of certain non-current deposit liabilities whose fair values are determined using
a discounted cash flow methodology based on current market interest rates (Level 2 inputs).
— Short-term debt and current maturities of long-term debt (excluding capital lease obligations): Short-term debt includes
commercial paper, bank borrowings and overdrafts. The carrying amounts of short-term debt and current maturities
of long-term debt, excluding capital lease obligations, approximate their fair values.
— Long-term debt (excluding capital lease obligations): Fair values of outstanding bonds are determined using quoted
market prices (Level 1 inputs), if available. For other bonds and other long-term debt, the fair values are determined
using a discounted cash flow methodology based upon borrowing rates of similar debt instruments and reflecting
appropriate adjustments for non-performance risk (Level 2 inputs).
— Non-current deposit liabilities in “Other non-current liabilities”: The fair values of non-current deposit liabilities are
determined using a discounted cash flow methodology based on risk-adjusted interest rates (Level 2 inputs).
“Receivables, net” consisted of the following:
Note 6
Fair values, continued
Note 7
Receivables, net
December 31, ($ in millions)
Trade receivables
Other receivables
Allowance
Unbilled receivables, net:
Costs and estimated profits in excess of billings
Advance payments consumed
Total
2015
7,197
665
(258)
7,604
3,385
(928)
2,457
10,061
2014
7,715
701
(279)
8,137
4,087
(1,146)
2,941
11,078
“Trade receivables” in the table above includes contractual retention amounts billed to customers of $545 million and
$489 million at December 31, 2015 and 2014, respectively. Management expects that the substantial majority of
related contracts will be completed and the substantial majority of the billed amounts retained by the customer will be
collected. Of the retention amounts outstanding at December 31, 2015, 66 percent and 20 percent are expected to
be collected in 2016 and 2017, respectively.
“Other receivables” in the table above consists of value added tax, claims, rental deposits and other non-trade
receivables.
“Costs and estimated profits in excess of billings” in the table above represents revenues earned and recognized for
contracts under the percentage-of-completion or completed-contract method of accounting. Management expects that
the majority of the amounts will be collected within one year of the respective balance sheet date.
The reconciliation of changes in the allowance for doubtful accounts is as follows:
($ in millions)
Balance at January 1,
Additions
Deductions
Exchange rate differences
Balance at December 31,
Note 8
Inventories, net
December 31, ($ in millions)
Raw materials
Work in process
Finished goods
Advances to suppliers
Advance payments consumed
Total
“Inventories, net” consisted of the following:
2015
279
118
(113)
(26)
258
2014
317
103
(118)
(23)
279
2015
1,793
1,574
1,442
188
4,997
(240)
4,757
2013
271
147
(92)
(9)
317
2014
2,105
1,761
1,572
253
5,691
(315)
5,376
“Work in process” in the table above contains inventoried costs relating to long-term contracts of $411 million and
$338 million at December 31, 2015 and 2014, respectively. “Advance payments consumed” in the table above relates
to contractual advances received from customers on work in process.
130 Financial review of ABB Group | ABB Annual Report 2015
Note 9
Other non-current assets
December 31, ($ in millions)
Pledged financial assets
“Other non-current assets” consisted of the following:
Derivatives (including embedded derivatives) (see Note 5)
Investments
Restricted cash
Other
Total
2015
2014
220
186
58
55
124
643
229
189
65
64
154
701
The Company entered into structured leasing transactions with U.S. investors prior to 1999. At the inception of the leas-
ing arrangements the Company placed certain amounts in restricted cash deposits and held-to-maturity debt securities.
These amounts, included as “Pledged financial assets” in the table above, are pledged as security for certain outstanding
deposit liabilities included in “Other non-current liabilities” (see Note 13) and the funds received upon maturity of the
respective pledged financial assets will only be available to the Company for repayment of these obligations.
“Investments” represents shares and other equity investments carried at cost.
Note 10
Property, plant and equipment, net
“Property, plant and equipment, net” consisted of the following:
December 31, ($ in millions)
Land and buildings
Machinery and equipment
Construction in progress
Accumulated depreciation
Total
December 31, ($ in millions)
Land and buildings
Machinery and equipment
Accumulated depreciation
Total
Assets under capital leases included in “Property, plant and equipment, net” were as follows:
2015
4,003
7,554
559
12,116
(6,840)
5,276
2015
149
53
202
(113)
89
2014
4,142
7,762
653
12,557
(6,905)
5,652
2014
192
88
280
(163)
117
In 2015, 2014 and 2013, depreciation, including depreciation of assets under capital leases, was $764 million,
$851 million and $842 million, respectively.
Note 11
Goodwill and other intangible
assets
Changes in “Goodwill” were as follows:
Discrete
Low
($ in millions)
Cost at January 1, 2014
Accumulated impairment charges
Balance at January 1, 2014
Goodwill acquired during the year(1)
Goodwill allocated to disposals
Exchange rate differences and other
Balance at December 31, 2014
Goodwill acquired during the year
Goodwill allocated to disposals
Exchange rate differences and other
Balance at December 31, 2015
Automation
Voltage
Process
Power
Power
Corporate
and Motion
Products
Automation
Products
Systems
and Other
3,914
—
3,914
(52)
—
(92)
3,770
24
—
(92)
3,702
3,059
—
3,059
1
(181)
(172)
2,707
—
—
(200)
2,507
1,229
—
1,229
24
(19)
(60)
1,174
6
(1)
(32)
1,147
736
—
736
9
—
(25)
720
4
—
(15)
709
1,709
—
1,709
—
(7)
(42)
1,660
—
(23)
(52)
1,585
41
(18)
23
27
(27)
(1)
22
—
—
(1)
21
Total
10,688
(18)
10,670
9
(234)
(392)
10,053
34
(24)
(392)
9,671
(1)
Amounts include adjustments arising during the twelve-month measurement period subsequent to the respective acquisition date.
In 2015, there were no significant acquisitions or divestments.
In 2014, goodwill allocated to disposals primarily related to the divestments of the Meyer Steel Structures and heating,
ventilation and air conditioning (HVAC) businesses of Thomas & Betts included in the Low Voltage Products segment.
ABB Annual Report 2015 | Financial review of ABB Group 131
Note 11
Goodwill and other intangible
assets, continued
Intangible assets other than goodwill consisted of the following:
December 31, ($ in millions)
amount
amortization
amount
amount
amortization
amount
Gross carrying
Accumulated
Net carrying
Gross carrying
Accumulated
Net carrying
2015
2014
Capitalized software for internal use
Capitalized software for sale
Intangibles other than software:
Customer-related
Technology-related
Marketing-related
Other
Total
($ in millions)
Capitalized software for internal use
Capitalized software for sale
Intangibles other than software:
Technology-related
Other
Total
($ in millions)
Capitalized software for internal use
Capitalized software for sale
Intangibles other than software
Total
($ in millions)
2016
2017
2018
2019
2020
Thereafter
Total
Note 12
Debt
Short-term debt and current
maturities of long-term debt
December 31, ($ in millions)
692
401
2,517
790
308
67
4,775
(567)
(357)
(767)
(585)
(140)
(22)
(2,438)
125
44
1,750
205
168
45
2,337
719
405
2,618
782
314
72
4,910
(599)
(354)
(623)
(479)
(120)
(33)
(2,208)
120
51
1,995
303
194
39
2,702
Additions to intangible assets other than goodwill consisted of the following:
2015
2014
63
15
33
—
111
52
28
—
16
96
There were no significant intangible assets acquired in business combinations during 2015 and 2014.
Amortization expense of intangible assets other than goodwill consisted of the following:
2015
2014
2013
60
21
315
396
72
20
362
454
81
34
361
476
In 2015, 2014 and 2013, impairment charges on intangible assets other than goodwill were not significant.
At December 31, 2015, future amortization expense of intangible assets other than goodwill is estimated to be:
364
271
236
175
175
1,116
2,337
The Company’s total debt at December 31, 2015 and 2014, amounted to $7,439 million and $7,665 million, respectively.
The Company’s “Short-term debt and current maturities of long-term debt” consisted of the following:
Short-term debt (weighted-average interest rate of 4.2% and 5.8%, respectively)
Current maturities of long-term debt (weighted-average nominal interest rate of 2.0% and 5.9%, respectively)
Total
2015
278
1,176
1,454
2014
299
54
353
Short-term debt primarily represented short-term loans from various banks and issued commercial paper.
At December 31, 2015, the Company had in place two commercial paper programs: a $2 billion Euro-commercial paper
program for the issuance of commercial paper in a variety of currencies (which replaced the previous $1 billion Euro-
commercial paper program in February 2014), and a $2 billion commercial paper program for the private placement of
U.S. dollar denominated commercial paper in the United States. During 2014, the Company terminated its 5 billion
Swedish krona commercial paper program which provided for the issuance of Swedish krona and euro-denominated
132 Financial review of ABB Group | ABB Annual Report 2015
Note 12
Debt, continued
commercial paper. At December 31, 2015 and 2014, $132 million and $120 million, respectively, was outstanding under
the $2 billion program in the United States.
In addition, during 2014, the Company replaced its $2 billion multicurrency revolving credit facility, maturing 2015, with
a new 5-year multicurrency credit facility maturing in 2019. The new credit facility provided the Company an option in
2015 and 2016 to extend the maturity to 2020 and 2021, respectively. The Company exercised the option in 2015 to
extend the maturity of the facility to 2020. The facility is for general corporate purposes. Interest costs on drawings
under the facility are LIBOR or EURIBOR (depending on the currency of the drawings) plus a margin of 0.20 percent,
while commitment fees (payable on the unused portion of the facility) amount to 35 percent of the margin, which rep-
resents commitment fees of 0.07 percent per annum. Utilization fees, payable on drawings, amount to 0.075 percent
per annum on drawings up to one-third of the facility, 0.15 percent per annum on drawings in excess of one-third but
less than or equal to two-thirds of the facility, or 0.30 percent per annum on drawings over two-thirds of the facility. No
amount was drawn at December 31, 2015 and 2014. The facility contains cross-default clauses whereby an event of
default would occur if the Company were to default on indebtedness as defined in the facility, at or above a specified
threshold.
Long-term debt
The Company utilizes derivative instruments to modify the interest characteristics of its long-term debt. In particular, the
Company uses interest rate swaps to effectively convert certain fixed-rate long-term debt into floating rate obligations.
The carrying value of debt, designated as being hedged by fair value hedges, is adjusted for changes in the fair value of
the risk component of the debt being hedged.
The following table summarizes the Company’s long-term debt considering the effect of interest rate swaps. Conse-
quently, a fixed-rate debt subject to a fixed-to-floating interest rate swap is included as a floating rate debt in the table
below:
2015
2014
December 31, ($ in millions, except % data)
Balance
Nominal rate
Effective rate
Balance Nominal rate Effective rate
Floating rate
Fixed rate
Current portion of long-term debt
Total
2,285
4,876
7,161
(1,176)
5,985
2.7%
3.2%
2.0%
0.8%
3.2%
1.4%
2,310
5,056
7,366
(54)
7,312
2.7%
3.2%
5.9%
1.1%
3.2%
5.9%
At December 31, 2015, the principal amounts of long-term debt repayable (excluding capital lease obligations) at matu-
rity were as follows:
($ in millions)
2016
2017
2018
2019
2020
Thereafter
Total
Details of the Company’s outstanding bonds were as follows:
1,145
823
371
1,381
7
3,262
6,989
December 31, (in millions)
Bonds:
2.5% USD Notes, due 2016
1.25% CHF Bonds, due 2016
1.625% USD Notes, due 2017
4.25% AUD Notes, due 2017
1.50% CHF Bonds, due 2018
2.625% EUR Instruments, due 2019
4.0% USD Notes, due 2021
2.25% CHF Bonds, due 2021
5.625% USD Notes, due 2021
2.875% USD Notes, due 2022
4.375% USD Notes, due 2042
Total
2015
2014
Nominal
Carrying
Nominal
outstanding
value(1)
outstanding
Carrying
value(1)
USD
CHF
USD
AUD
CHF
600
500
500
400
350
EUR 1,250
USD
CHF
USD
650
350
250
USD 1,250
USD
750
$
$
$
$
$
$
$
$
$
$
$
$
599
510
499
297
352
1,363
641
383
279
1,275
722
6,920
USD
CHF
USD
AUD
CHF
EUR
USD
CHF
USD
USD
USD
600
500
500
400
350
1,250
650
350
250
1,250
750
$
$
$
$
$
$
$
$
$
$
$
$
598
511
498
334
351
1,515
640
378
283
1,271
721
7,100
(1)
USD carrying values include unamortized debt issuance costs, bond discounts or premiums, as well as adjustments for fair value hedge accounting, where appropriate.
The 2.5% USD Notes, due 2016, and the 4.0% USD Notes, due 2021, pay interest semi-annually in arrears, at fixed annual
rates of 2.5 percent and 4.0 percent, respectively. The Company may redeem these notes prior to maturity, in whole or
in part, at the greater of (i) 100 percent of the principal amount of the notes to be redeemed and (ii) the sum of the
ABB Annual Report 2015 | Financial review of ABB Group 133
Note 12
Debt, continued
present values of remaining scheduled payments of principal and interest (excluding interest accrued to the redemption
date) discounted to the redemption date at a rate defined in the note terms, plus interest accrued at the redemption date.
The 1.25% CHF Bonds, due 2016, and the 2.25% Bonds, due 2021, pay interest annually in arrears, at fixed annual rates
of 1.25 percent and 2.25 percent, respectively. The Company has the option to redeem the bonds prior to maturity, in
whole, at par plus accrued interest, if 85 percent of the aggregate principal amount of the bonds has been redeemed or
purchased and cancelled. The Company entered into interest rate swaps to hedge its interest obligations on these
bonds. After considering the impact of such swaps, these bonds effectively became floating rate Swiss franc obligations
and consequently have been shown as floating rate debt in the table of long-term debt above.
The 1.50% CHF Bonds, due 2018, pay interest annually in arrears at a fixed annual rate of 1.5 percent. The Company
has the option to redeem the bonds prior to maturity, in whole, at par plus accrued interest, if 85 percent of the aggre-
gate principal amount of the bonds has been redeemed or purchased and cancelled.
The 2.625% EUR Instruments, due 2019, pay interest annually in arrears at a fixed rate of 2.625 percent per annum.
The 1.625% USD Notes, due 2017, pay interest semi-annually in arrears at a fixed annual rate of 1.625 percent. The
2.875% USD Notes, due 2022, pay interest semi-annually in arrears at a fixed annual rate of 2.875 percent. The 4.375%
USD Notes, due 2042, pay interest semi-annually in arrears at a fixed annual rate of 4.375 percent. The Company may
redeem any of these notes prior to maturity, in whole or in part, at the greater of (i) 100 percent of the principal amount
of the notes to be redeemed and (ii) the sum of the present values of remaining scheduled payments of principal and
interest (excluding interest accrued to the redemption date) discounted to the redemption date at a rate defined in the
note terms, plus interest accrued at the redemption date. These notes, registered with the U.S. Securities and Exchange
Commission, were issued by ABB Finance (USA) Inc., a 100 percent owned finance subsidiary, and were fully and
unconditionally guaranteed by ABB Ltd. There are no significant restrictions on the ability of the parent company to
obtain funds from its subsidiaries by dividend or loan. In reliance on Rule 3-10 of Regulation S-X, the separate financial
statements of ABB Finance (USA) Inc. are not provided. The Company has entered into interest rate swaps for an aggre-
gate nominal amount of $1,050 million to partially hedge its interest obligations on the 2.875% USD Notes, due 2022.
After considering the impact of such swaps, $1,050 million of the outstanding principal is shown as floating rate debt in
the table of long-term debt above.
The 5.625% USD Notes, due 2021, pay interest semi-annually in arrears at a fixed annual rate of 5.625 percent. The
Company has the option to redeem the notes prior to maturity at the greater of (i) 100 percent of the principal amount of
the notes to be redeemed, and (ii) the sum of the present values of remaining scheduled payments of principal and
interest (excluding interest accrued to the redemption date) discounted to the redemption date at a rate defined in the
note terms, plus interest accrued at the redemption date.
The 4.25% AUD Notes, due 2017, pay fixed interest of 4.25 percent semi-annually in arrears. The Company entered into
interest rate swaps to hedge its interest obligations on these bonds. After considering the impact of such swaps, these
bonds effectively became floating rate Australian dollar obligations and consequently have been shown as floating rate
debt in the table of long-term debt above.
The Company’s bonds contain cross-default clauses which would allow the bondholders to demand repayment if the
Company were to default on any borrowing at or above a specified threshold. Furthermore, all such bonds constitute
unsecured obligations of the Company and rank pari passu with other debt obligations.
In addition to the bonds described above, included in long-term debt at December 31, 2015 and 2014, are capital lease
obligations, bank borrowings of subsidiaries and other long-term debt, none of which is individually significant.
Note 13
Other provisions, other
current liabilities and
other non-current liabilities
December 31, ($ in millions)
Contract-related provisions
“Other Provisions” consisted of the following:
Restructuring and restructuring-related provisions
Provisions for contractual penalties and compliance and litigation matters
Provision for insurance-related reserves
Other
Total
2015
2014
724
538
220
190
248
749
225
237
239
239
1,920
1,689
134 Financial review of ABB Group | ABB Annual Report 2015
“Other current liabilities” consisted of the following:
Note 13
Other provisions, other
current liabilities and
other non-current liabilities,
continued
December 31, ($ in millions)
Employee-related liabilities
Accrued expenses
Non-trade payables
Derivative liabilities (see Note 5)
Other tax liabilities
Income taxes payable
Accrued customer rebates
Deferred income
Accrued interest
Pension and other employee benefits (see Note 17)
Other
Total
“Other non-current liabilities” consisted of the following:
December 31, ($ in millions)
Income tax related liabilities
Non-current deposit liabilities (see Note 9)
Derivative liabilities (see Note 5)
Environmental provisions (see Note 15)
Deferred income
Employee-related liabilities
Provisions for contractual penalties and compliance and litigation matters
The Company’s lease obligations primarily relate to real estate and office equipment. Rent expense was $497 million,
$558 million and $602 million in 2015, 2014 and 2013, respectively. Sublease income received by the Company on
leased assets was $13 million, $17 million and $22 million in 2015, 2014 and 2013, respectively.
At December 31, 2015, future net minimum lease payments for operating leases, having initial or remaining non-cancel-
able lease terms in excess of one year, consisted of the following:
417
350
286
220
180
304
1,757
(34)
1,723
At December 31, 2015, the future net minimum lease payments for capital leases and the present value of the net mini-
mum lease payments consisted of the following:
Other
Total
Note 14
Leases
($ in millions)
2016
2017
2018
2019
2020
Thereafter
Sublease income
Total
($ in millions)
2016
2017
2018
2019
2020
Thereafter
Total minimum lease payments
Less amount representing estimated executory costs included in total minimum lease payments
Net minimum lease payments
Less amount representing interest
Present value of minimum lease payments
ABB Annual Report 2015 | Financial review of ABB Group 135
2015
1,709
2014
1,746
457
319
318
271
240
161
156
67
66
53
545
312
438
271
293
165
169
76
75
167
3,817
4,257
2015
851
215
134
86
85
66
31
182
1,650
2014
760
222
108
109
89
52
41
205
1,586
32
24
22
21
15
82
196
(1)
195
(71)
124
Note 14
Leases, continued
Minimum lease payments have not been reduced by minimum sublease rentals due in the future under non-cancelable
subleases. Such minimum sublease rentals were not significant. The present value of minimum lease payments is
included in “Short-term debt and current maturities of long-term debt” or “Long-term debt” in the Consolidated Balance
Sheets.
Note 15
Commitments and contingencies
Contingencies — Environmental
December 31, ($ in millions)
Other provisions
Other non-current liabilities
Total
Contingencies —
Regulatory, Compliance and Legal
The Company is engaged in environmental clean-up activities at certain sites arising under various United States and
other environmental protection laws and under certain agreements with third parties. In some cases, these environmen-
tal remediation actions are subject to legal proceedings, investigations or claims, and it is uncertain to what extent the
Company is actually obligated to perform. Provisions for these unresolved matters have been set up if it is probable that
the Company has incurred a liability and the amount of loss can be reasonably estimated. The lower end of an esti-
mated range is accrued when a single best estimate is not determinable. The required amounts of the provisions may
change in the future as developments occur.
If a provision has been recognized for any of these matters, the Company records an asset when it is probable that it
will recover a portion of the costs expected to be incurred to settle them. Management is of the opinion, based upon
information presently available, that the resolution of any such obligation and non-collection of recoverable costs would
not have a further material adverse effect on the Company’s Consolidated Financial Statements.
The Company is involved in the remediation of environmental contamination at present or former facilities, primarily in
the United States. The clean-up of these sites involves primarily soil and groundwater contamination. A significant por-
tion of the provisions in respect of these contingencies reflects the provisions of acquired companies.
The impact of environmental obligations on “Income from continuing operations, net of tax” was not significant in 2015,
2014 and 2013. The impact on “Income (loss) from discontinued operations, net of tax” was a charge of $41 million in
2013 and was not significant in 2015 and 2014.
The effect of environmental obligations on the Company’s Consolidated Statements of Cash Flows was not significant in
2015, 2014 and 2013.
Environmental provisions included in the Company’s Consolidated Balance Sheets were as follows:
2015
30
86
116
2014
37
109
146
Provisions for the above estimated losses have not been discounted as the timing of payments cannot be reasonably
estimated.
Antitrust
In April 2014, the European Commission announced its decision regarding its investigation of anticompetitive practices
in the cables industry and granted the Company full immunity from fines under the European Commission’s leniency
program. In December 2013, the Company agreed with the Brazilian Antitrust Authority (CADE) to settle its ongoing
investigation into the Company’s involvement in anticompetitive practices in the cables industry and the Company
agreed to pay a fine of approximately 1.5 million Brazilian reals (equivalent to approximately $1 million on date of pay-
ment). The Company’s cables business remains under investigation for alleged anticompetitive practices in certain other
jurisdictions. An informed judgment about the outcome of these remaining investigations or the amount of potential loss
or range of loss for the Company, if any, relating to these remaining investigations cannot be made at this stage.
In Brazil, the Company’s Gas Insulated Switchgear business is under investigation by the CADE for alleged anticompetitive
practices. In addition, the CADE has opened an investigation into certain other power businesses of the Company,
including flexible alternating current transmission systems (FACTS) and power transformers. An informed judgment
about the outcome of these investigations or the amount of potential loss or range of loss for the Company, if any, relat-
ing to these investigations cannot be made at this stage.
With respect to those aforementioned matters which are still ongoing, management is cooperating fully with the antitrust
authorities.
General
In addition, the Company is aware of proceedings, or the threat of proceedings, against it and others in respect of pri-
vate claims by customers and other third parties with regard to certain actual or alleged anticompetitive practices. Also,
the Company is subject to other various legal proceedings, investigations, and claims that have not yet been resolved.
With respect to the above-mentioned regulatory matters and commercial litigation contingencies, the Company will bear
the costs of the continuing investigations and any related legal proceedings.
Liabilities recognized
At December 31, 2015 and 2014, the Company had aggregate liabilities of $160 million and $147 million, respectively,
included in “Other provisions” and “Other non-current liabilities”, for the above regulatory, compliance and legal contin-
gencies, and none of the individual liabilities recognized was significant. As it is not possible to make an informed
judgment on the outcome of certain matters and as it is not possible, based on information currently available to man-
agement, to estimate the maximum potential liability on other matters, there could be material adverse outcomes
beyond the amounts accrued.
136 Financial review of ABB Group | ABB Annual Report 2015
Note 15
Commitments and contingencies,
continued
Guarantees
General
The following table provides quantitative data regarding the Company’s third-party guarantees. The maximum potential
payments represent a “worst-case scenario”, and do not reflect management’s expected outcomes.
December 31, ($ in millions)
Performance guarantees
Financial guarantees
Indemnification guarantees
Total
Maximum potential payments
2015
209
77
50
336
2014
232
72
50
354
The carrying amount of liabilities recorded in the Consolidated Balance Sheets reflects the Company’s best estimate of
future payments, which it may incur as part of fulfilling its guarantee obligations. In respect of the above guarantees, the
carrying amounts of liabilities at December 31, 2015 and 2014, were not significant.
Performance guarantees
Performance guarantees represent obligations where the Company guarantees the performance of a third party’s prod-
uct or service according to the terms of a contract. Such guarantees may include guarantees that a project will be com-
pleted within a specified time. If the third party does not fulfill the obligation, the Company will compensate the guaran-
teed party in cash or in kind. Performance guarantees include surety bonds, advance payment guarantees and standby
letters of credit. There were no significant performance guarantees at December 31, 2015 and 2014.
The Company is engaged in executing a number of projects as a member of consortia that include third parties. In
certain of these cases, the Company guarantees not only its own performance but also the work of third parties. The
original maturity dates of these guarantees range from one to six years. At December 31, 2015 and 2014, the maximum
potential amount payable under these guarantees as a result of third-party non-performance was $136 million and
$156 million, respectively.
Financial guarantees and commercial commitments
Financial guarantees represent irrevocable assurances that the Company will make payment to a beneficiary in the
event that a third party fails to fulfill its financial obligations and the beneficiary under the guarantee incurs a loss due to
that failure.
At December 31, 2015 and 2014, the Company had a maximum potential amount payable of $77 million and $72 million,
respectively, under financial guarantees outstanding. Of these amounts, $17 million and $12 million at December 31,
2015 and 2014, respectively, was in respect of guarantees issued on behalf of companies in which the Company for-
merly had or has an equity interest. The guarantees outstanding have various maturity dates up to 2020.
In addition, in the normal course of bidding for and executing certain projects, the Company has entered into standby
letters of credit, bid/performance bonds and surety bonds (collectively “performance bonds”) with various financial insti-
tutions. Customers can draw on such performance bonds in the event that the Company does not fulfill its contractual
obligations. The Company would then have an obligation to reimburse the financial institution for amounts paid under
the performance bonds. There have been no significant amounts reimbursed to financial institutions under these types
of arrangements in 2015, 2014 and 2013.
Indemnification guarantees
The Company has indemnified certain purchasers of divested businesses for potential claims arising from the operations
of the divested businesses. To the extent the maximum potential loss related to such indemnifications could not be calcu-
lated, no amounts have been included under maximum potential payments in the table above. Indemnifications for which
maximum potential losses could not be calculated include indemnifications for legal claims. There were no significant
indemnification guarantees at December 31, 2015 and 2014.
Product and order-related contingencies
The Company calculates its provision for product warranties based on historical claims experience and specific review
of certain contracts.
The reconciliation of the “Provisions for warranties”, including guarantees of product performance, was as follows:
($ in millions)
Balance at January 1,
Net change in warranties due to acquisitions and divestments
Claims paid in cash or in kind
Net increase in provision for changes in estimates, warranties issued and warranties expired
Exchange rate differences
Balance at December 31,
2015
1,148
—
(281)
301
(79)
1,089
2014
1,362
11
(319)
224
(130)
1,148
ABB Annual Report 2015 | Financial review of ABB Group 137
Note 15
Commitments and contingencies,
continued
Related party transactions
The Company conducts business with certain companies where members of the Company’s Board of Directors or
Executive Committee act, or in recent years have acted, as directors or senior executives. The Company’s Board of
Directors has determined that the Company’s business relationships with those companies do not constitute material
business relationships. This determination was made in accordance with the Company’s related party transaction
policy which was prepared based on the Swiss Code of Best Practice and the independence criteria set forth in the cor-
porate governance rules of the New York Stock Exchange.
Note 16
Taxes
($ in millions)
Current taxes
Deferred taxes
“Provision for taxes” consisted of the following:
Tax expense from continuing operations
Tax expense (benefit) from discontinued operations
2015
1,005
(217)
788
(2)
2014
1,130
72
1,202
1
2013
1,258
(136)
1,122
(8)
Tax expense from continuing operations is reconciled below from the Company’s weighted-average global tax rate
(rather than from the Swiss domestic statutory tax rate) as the parent company of the ABB Group, ABB Ltd, is domiciled
in Switzerland and income generated in jurisdictions outside of Switzerland (hereafter “foreign jurisdictions”) which has
already been subject to corporate income tax in those foreign jurisdictions is, to a large extent, tax exempt in
Switzerland. There is no requirement in Switzerland for any parent company of a group to file a tax return of the consoli-
dated group determining domestic and foreign pre-tax income. As the Company’s consolidated income from continuing
operations is predominantly earned outside of Switzerland, corporate income tax in foreign jurisdictions largely deter-
mines the weighted-average global tax rate of the Company.
The reconciliation of “Tax expense from continuing operations” at the weighted-average tax rate to the effective tax rate
is as follows:
($ in millions, except % data)
Income from continuing operations before taxes
Weighted-average global tax rate
Income taxes at weighted-average tax rate
Items taxed at rates other than the weighted-average tax rate
Impact of non-deductible goodwill allocated to divested businesses
Changes in valuation allowance, net
Effects of changes in tax laws and enacted tax rates
Other, net
Tax expense from continuing operations
Effective tax rate for the year
2015
2,840
21.8%
619
(36)
9
57
—
139
788
27.7%
2014
3,896
23.8%
929
146
77
52
(52)
50
2013
4,066
22.7%
922
110
—
31
1
58
1,202
30.9%
1,122
27.6%
In 2015, the benefit reported in “Items taxed at rates other than the weighted-average tax rate” predominantly included
$50 million related to tax credits arising from research and development activities. In 2014 and 2013, the expense
reported in “Items taxed at rates other than the weighted-average tax rate” predominantly related to tax credits arising
in foreign jurisdictions for which the technical merits did not allow a benefit to be taken.
In 2015, 2014 and 2013, “Changes in valuation allowance, net” included reductions in valuation allowances recorded in
certain jurisdictions where the Company determined that it was more likely than not that such deferred tax assets (rec-
ognized for net operating losses and temporary differences in those jurisdictions) would be realized, as well as incre-
ases in the valuation allowance in certain other jurisdictions. In 2015, the “Changes in valuation allowance, net” included
an expense of $21 million related to certain of the Company’s operations in Asia. In 2014, the “Changes in valuation
allowance, net” included an expense of $31 million related to certain of the Company’s operations in South America and
in 2013, the “Changes in valuation allowance, net” included an expense of $104 million related to certain of the Compa-
ny’s operations in Central Europe and South America, as well as a benefit of $42 million related to certain of the Compa-
ny’s operations in Central Europe.
In 2014, the “Effects of change in tax laws and enacted tax rates” included a benefit of $62 million related to enacted
changes in double tax treaties.
138 Financial review of ABB Group | ABB Annual Report 2015
Note 16
Taxes, continued
In 2015, 2014 and 2013, “Other, net” of $139 million, $50 million and $58 million, respectively, included expenses of
$52 million, $45 million and $71 million, respectively, in relation to items that were deducted for financial accounting
purposes, but were not tax deductible, such as interest expense, local taxes on productive activities, disallowed meals
and entertainment expenses and other similar items. In 2015, “Other, net” included a net charge of $74 million due to the
interpretation of tax law and double tax treaty agreements by competent tax authorities.
In 2014, “Provision for taxes” included $279 million relating to income taxes recorded on $543 million of net gains from
sale of businesses. This expense is primarily included in “Income taxes at weighted-average tax rate” and “Impact of
non-deductible goodwill allocated to divested businesses”.
Deferred income tax assets and liabilities consisted of the following:
December 31, ($ in millions)
Deferred tax assets:
Unused tax losses and credits
Provisions and other accrued liabilities
Pension
Inventories
Property, plant and equipment and other non-current assets
Other
Total gross deferred tax asset
Valuation allowance
Total gross deferred tax asset, net of valuation allowance
Deferred tax liabilities:
Property, plant and equipment
Intangibles and other non-current assets
Pension and other accrued liabilities
Inventories
Other current assets
Unremitted earnings
Other
Total gross deferred tax liability
Net deferred tax asset (liability)
Included in:
“Deferred taxes”—current assets
“Deferred taxes”—non-current assets
“Deferred taxes”—current liabilities
“Deferred taxes”—non-current liabilities
Net deferred tax asset (liability)
2015
2014
623
887
528
267
282
89
2,676
(606)
2,070
(279)
(721)
(143)
(91)
(139)
(523)
(84)
(1,980)
90
881
423
(249)
(965)
90
644
825
671
297
265
112
2,814
(600)
2,214
(343)
(766)
(191)
(118)
(149)
(612)
(76)
(2,255)
(41)
902
511
(289)
(1,165)
(41)
Certain entities have deferred tax assets related to net operating loss carry-forwards and other items. As recognition of
these assets in certain entities did not meet the more likely than not criterion, valuation allowances have been recorded
and amount to $606 million and $600 million, at December 31, 2015 and 2014, respectively. “Unused tax losses and
credits” at December 31, 2015 and 2014, in the table above, included $127 million and $151 million, respectively, for
which the Company has established a full valuation allowance as, due to limitations imposed by the relevant tax law, the
Company determined that, more likely than not, such deferred tax assets would not be realized.
At December 31, 2015 and 2014, deferred tax liabilities totaling $523 million and $612 million, respectively, have been
provided for primarily in respect of withholding taxes, dividend distribution taxes or additional corporate income taxes
(hereafter “withholding taxes”) on unremitted earnings which will be payable in foreign jurisdictions on the repatriation of
earnings to Switzerland. Income which has been generated outside of Switzerland and has already been subject to cor-
porate income tax in such foreign jurisdictions is, to a large extent, tax exempt in Switzerland. Therefore, generally no or
only limited Swiss income tax has to be provided for on the repatriated earnings of foreign subsidiaries.
Certain countries levy withholding taxes on dividend distributions. Such taxes cannot always be fully reclaimed by the
shareholder, although they have to be declared and withheld by the subsidiary. In 2015 and 2014, certain taxes arose in
certain foreign jurisdictions for which the technical merits do not allow utilization of benefits. At December 31, 2015 and
2014, foreign subsidiary retained earnings subject to withholding taxes upon distribution of approximately $500 million
and $100 million, respectively, were considered as permanently reinvested, as these funds are used for financing cur-
rent operations as well as business growth through working capital and capital expenditure in those countries and, con-
sequently, no deferred tax liability was recorded.
At December 31, 2015, net operating loss carry-forwards of $2,144 million and tax credits of $92 million were available
to reduce future taxes of certain subsidiaries. Of these amounts, $1,285 million of loss carry-forwards and $73 million of
tax credits will expire in varying amounts through 2035. The largest amount of these carry-forwards related to the Com-
pany’s Central Europe operations.
ABB Annual Report 2015 | Financial review of ABB Group 139
Note 16
Taxes, continued
Unrecognized tax benefits consisted of the following:
($ in millions)
Classification as unrecognized tax items on January 1, 2013
Net change due to acquisitions and divestments
Increase relating to prior year tax positions
Decrease relating to prior year tax positions
Increase relating to current year tax positions
Decrease relating to current year tax positions
Decrease due to settlements with tax authorities
Decrease as a result of the applicable statute of limitations
Exchange rate differences
Balance at December 31, 2013, which would, if recognized, affect the effective tax rate
Net change due to acquisitions and divestments
Increase relating to prior year tax positions
Decrease relating to prior year tax positions
Increase relating to current year tax positions
Decrease relating to current year tax positions
Decrease due to settlements with tax authorities
Decrease as a result of the applicable statute of limitations
Exchange rate differences
Balance at December 31, 2014, which would, if recognized, affect the effective tax rate
Increase relating to prior year tax positions
Decrease relating to prior year tax positions
Increase relating to current year tax positions
Decrease due to settlements with tax authorities
Decrease as a result of the applicable statute of limitations
Exchange rate differences
Balance at December 31, 2015, which would, if recognized, affect the effective tax rate
Penalties and
interest
related to
Unrecognized
unrecognized
tax benefits
tax benefits
669
17
43
(30)
90
(1)
(18)
(46)
9
733
(3)
25
(24)
85
(1)
(19)
(36)
(55)
705
52
(33)
155
(38)
(62)
(35)
744
127
2
36
—
4
—
(5)
(13)
3
154
1
39
(7)
—
—
(10)
(19)
(12)
146
38
(3)
—
(13)
(15)
(8)
145
Total
796
19
79
(30)
94
(1)
(23)
(59)
12
887
(2)
64
(31)
85
(1)
(29)
(55)
(67)
851
90
(36)
155
(51)
(77)
(43)
889
In 2015, 2014 and 2013, the “Increase relating to current year tax positions” included a total of $127 million, $56 million
and $62 million, respectively, in taxes related to the interpretation of tax law and double tax treaty agreements by com-
petent tax authorities.
At December 31, 2015, the Company expected the resolution, within the next twelve months, of uncertain tax positions
related to pending court cases amounting to $17 million for taxes, penalties and interest. Otherwise, the Company had
not identified any other significant changes which were considered reasonably possible to occur within the next twelve
months.
At December 31, 2015, the earliest significant open tax years that remained subject to examination were the following:
Region
Europe
The Americas
Asia, Middle East & Africa
Year
2007
2012
2006
140 Financial review of ABB Group | ABB Annual Report 2015
Note 17
Employee benefits
The Company operates defined benefit pension plans, defined contribution pension plans, and termination indemnity
plans, in accordance with local regulations and practices. These plans cover a large portion of the Company’s employ-
ees and provide benefits to employees in the event of death, disability, retirement, or termination of employment. Cer-
tain of these plans are multi-employer plans. The Company also operates other postretirement benefit plans including
postretirement health care benefits and other employee-related benefits for active employees including long-service
award plans. The measurement date used for the Company’s employee benefit plans is December 31. The funding poli-
cies of the Company’s plans are consistent with the local government and tax requirements.
The Company recognizes in its Consolidated Balance Sheets the funded status of its defined benefit pension plans,
postretirement plans, and other employee-related benefits measured as the difference between the fair value of the plan
assets and the benefit obligation.
Obligations and funded status
of the plans
The change in benefit obligation, change in fair value of plan assets, and funded status recognized in the Consolidated
Balance Sheets were as follows:
Defined pension
Other postretirement
($ in millions)
Benefit obligations at January 1,
Service cost
Interest cost
Contributions by plan participants
Benefit payments
Benefit obligations of businesses acquired (divested)
Actuarial (gain) loss
Plan amendments and other
Exchange rate differences
Benefit obligation at December 31,
Fair value of plan assets at January 1,
Actual return on plan assets
Contributions by employer
Contributions by plan participants
Benefit payments
Plan assets of businesses acquired (divested)
Plan amendments and other
Exchange rate differences
Fair value of plan assets at December 31,
Funded status—underfunded
benefits
2015
12,355
267
305
76
(614)
—
(469)
(141)
(555)
11,224
10,465
(8)
243
76
(614)
—
—
(419)
9,743
(1,481)
2014
12,063
243
409
81
(632)
(27)
1,536
(64)
(1,254)
12,355
10,930
918
308
81
(632)
(25)
(68)
(1,047)
10,465
(1,890)
benefits
2015
245
1
8
—
(15)
—
(31)
(27)
(3)
178
—
—
15
—
(15)
—
—
—
—
2014
236
1
10
—
(14)
—
14
—
(2)
245
—
—
14
—
(14)
—
—
—
—
(178)
(245)
The amounts recognized in “Accumulated other comprehensive loss” and “Noncontrolling interests” were:
Defined pension benefits
Other postretirement benefits
December 31, ($ in millions)
Net actuarial loss
Prior service (cost) credit
2015
(2,383)
127
(2,765)
(2,050)
2
(21)
2014
2013
2015
2014
(8)
33
25
—
25
(39)
16
(23)
—
(23)
2013
(25)
24
(1)
—
(1)
Amount recognized in OCI(1) and NCI(2)
(2,256)
(2,763)
(2,071)
Taxes associated with amount recognized in OCI and NCI
512
652
459
Amount recognized in OCI and NCI, net of tax(3)
(1,744)
(2,111)
(1,612)
(1)
(2)
(3)
OCI represent “Accumulated other comprehensive loss”.
NCI represents “Noncontrolling interests”.
NCI, net of tax, amounted to $0 million, $(3) million and $(3) million at December 31, 2015, 2014 and 2013, respectively.
In addition, the following amounts were recognized in the Company’s Consolidated Balance Sheets:
December 31, ($ in millions)
Overfunded plans
Underfunded plans—current
Underfunded plans—non-current
Funded status—underfunded
Defined pension
Other postretirement
benefits
benefits
2015
42
(18)
(1,505)
(1,481)
2014
42
(19)
(1,913)
(1,890)
2015
—
(14)
(164)
(178)
2014
—
(16)
(229)
(245)
ABB Annual Report 2015 | Financial review of ABB Group 141
Note 17
Employee benefits, continued
December 31, ($ in millions)
Non-current assets
Overfunded pension plans
Other employee-related benefits
Prepaid pension and other employee benefits
December 31, ($ in millions)
Current liabilities
Underfunded pension plans
Underfunded other postretirement benefit plans
Other employee-related benefits
Pension and other employee benefits (see Note 13)
December 31, ($ in millions)
Non-current liabilities
Underfunded pension plans
Underfunded other postretirement benefit plans
Other employee-related benefits
Pension and other employee benefits
2015
2014
42
26
68
42
28
70
2015
2014
(18)
(14)
(34)
(66)
(19)
(16)
(40)
(75)
2015
2014
(1,505)
(164)
(255)
(1,924)
(1,913)
(229)
(252)
(2,394)
The funded status, calculated using the projected benefit obligation (PBO) and fair value of plan assets, for pension
plans with a PBO in excess of fair value of plan assets (underfunded) or fair value of plan assets in excess of PBO (over-
funded), respectively, was:
December 31, ($ in millions)
PBO exceeds assets
Assets exceed PBO
Total
PBO
10,413
811
11,224
2015
Assets Difference
8,890
853
9,743
(1,523)
42
2014
PBO
11,576
779
Assets Difference
9,644
821
(1,932)
42
(1,481)
12,355
10,465
(1,890)
The accumulated benefit obligation (ABO) for all defined benefit pension plans was $10,924 million and $11,869 million
at December 31, 2015 and 2014, respectively. The funded status, calculated using the ABO and fair value of plan
assets for pension plans with ABO in excess of fair value of plan assets (underfunded) or fair value of plan assets in
excess of ABO (overfunded), respectively, was:
December 31, ($ in millions)
ABO exceeds assets
Assets exceed ABO
Total
2015
2014
ABO
8,781
2,143
10,924
Assets Difference
7,496
2,247
9,743
(1,285)
104
(1,181)
ABO
9,921
1,948
Assets Difference
8,091
2,374
(1,830)
426
11,869
10,465
(1,404)
All of the Company’s other postretirement benefit plans are unfunded.
Components of net periodic
benefit cost
Net periodic benefit cost consisted of the following:
December 31, ($ in millions)
Service cost
Interest cost
Expected return on plan assets
Amortization of prior service cost (credit)
Amortization of net actuarial loss
Curtailments, settlements and special termination benefits
Net periodic benefit cost
Defined pension benefits
Other postretirement benefits
2015
267
305
(456)
38
127
5
286
2014
243
409
(481)
27
99
4
301
2013
249
373
(479)
34
136
1
314
2015
2014
2013
1
8
—
(9)
1
—
1
1
10
—
(9)
—
—
2
1
9
—
(9)
4
2
7
The net actuarial loss and prior service cost for defined pension benefits estimated to be amortized from “Accumulated
other comprehensive loss” into net periodic benefit cost in 2016 is $116 million and $40 million, respectively.
142 Financial review of ABB Group | ABB Annual Report 2015
Note 17
Employee benefits, continued
The net prior service credit for other postretirement benefits estimated to be amortized from “Accumulated other com-
prehensive loss” into net periodic benefit cost in 2016 is $11 million. There is no significant actuarial gain or loss to be
amortized in 2016.
Assumptions
The following weighted-average assumptions were used to determine benefit obligations:
December 31, (in %)
Discount rate
Rate of compensation increase
Rate of pension increase
Defined pension
Other postretirement
benefits
benefits
2015
2.63
1.53
0.92
2014
2.61
1.65
1.04
2015
3.63
—
—
2014
3.49
—
—
The discount rate assumptions are based upon AA-rated corporate bonds. In those countries with sufficient liquidity in
corporate bonds, the Company used the current market long-term corporate bond yields and matched the bond dura-
tion with the average duration of the pension liabilities. In those countries where the liquidity of the AA-rated corporate
bonds was deemed to be insufficient, the Company determined the discount rate by adding the credit spread derived
from an AA corporate bond index in another relevant liquid market, as adjusted for interest rate differentials, to the
domestic government bond curve or interest rate swap curve.
The following weighted-average assumptions were used to determine the “Net periodic benefit cost”:
(in %)
Discount rate
Expected long-term rate of return on plan assets
Rate of compensation increase
Defined pension benefits
Other postretirement benefits
2015
2.61
4.58
1.65
2014
3.58
4.60
1.81
2013
3.22
4.79
1.71
2015
3.49
—
—
2014
4.17
—
—
2013
3.35
—
—
The “Expected long-term rate of return on plan assets” is derived for each benefit plan by considering the expected
future long-term return assumption for each individual asset class. A single long-term return assumption is then derived
for each plan based upon the plan’s target asset allocation.
The Company maintains other postretirement benefit plans, which are generally contributory with participants’ contribu-
tions adjusted annually. The assumptions used were:
December 31,
Health care cost trend rate assumed for next year
Rate to which the trend rate is assumed to decline (the ultimate trend rate)
Year that the rate reaches the ultimate trend rate
2015
7.68%
5.00%
2028
2014
8.00%
5.00%
2028
A one-percentage-point change in assumed health care cost trend rates would have the following effects at December
31, 2015:
($ in millions)
Effect on total of service and interest cost
Effect on postretirement benefit obligation
1-percentage-point
Increase
Decrease
—
13
(1)
(11)
Plan assets
The Company has pension plans in various countries with the majority of the Company’s pension liabilities deriving from
a limited number of these countries.
The pension plans are typically funded by regular contributions from employees and the Company. These plans are typically
administered by boards of trustees (which include Company representatives) whose primary responsibilities include
ensuring that the plans meet their liabilities through contributions and investment returns. The boards of trustees have
the responsibility for making key investment strategy decisions within a risk-controlled framework.
The pension plan assets are invested in diversified portfolios that are managed by third-party asset managers, in accor-
dance with local statutory regulations, pension plan rules and the respective plans’ investment guidelines, as approved
by the boards of trustees.
Plan assets are generally segregated from those of the Company and invested with the aim of meeting the respective
plans’ projected future pension liabilities. Plan assets are measured at fair value at the balance sheet date.
ABB Annual Report 2015 | Financial review of ABB Group 143
Note 17
Employee benefits, continued
The boards of trustees manage the assets of the pension plans in a risk-controlled manner and assess the risks embed-
ded in the pension plans through asset/liability management studies. Asset/liability management studies typically take
place every three years. However, the risks of the plans are monitored on an ongoing basis.
The board of trustees’ investment goal is to maximize the long-term returns of plan assets within specified risk parame-
ters, while considering the future liabilities and liquidity needs of the individual plans. Risk measures taken into account
include the funding ratio of the plan, the likelihood of extraordinary cash contributions being required, the risk embed-
ded in each individual asset class, and the plan asset portfolio as a whole.
The Company’s global pension asset allocation is the result of the asset allocations of the individual plans, which are set
by the respective boards of trustees. The target asset allocation of the Company’s plans on a weighted-average basis is
as follows:
Asset class
Equity
Fixed income
Real estate
Other
Target percentage
25
56
11
8
100
The actual asset allocations of the plans are in line with the target asset allocations.
Equity assets primarily include investments in large-cap and mid-cap publicly-traded companies. Fixed income assets
primarily include corporate bonds of companies from diverse industries and government bonds. Both fixed income and
equity assets are invested either via funds or directly in segregated investment mandates, and include an allocation to
emerging markets. Real estate consists primarily of direct investments in real estate in Switzerland held in the Swiss
plans. The “Other” asset class includes investments in private equity, hedge funds, commodities, and cash and
reflects a variety of investment strategies.
Based on the above global asset allocation and the fair values of the plan assets, the expected long-term return on
assets at December 31, 2015, is 4.28 percent. The Company and the local boards of trustees regularly review the
investment performance of the asset classes and individual asset managers. Due to the diversified nature of the invest-
ments, the Company is of the opinion that no significant concentration of risks exists in its pension fund assets.
The Company does not expect any plan assets to be returned to the employer during 2016.
At December 31, 2015 and 2014, plan assets include ABB Ltd’s shares (as well as an insignificant amount of the Com-
pany’s debt instruments) with a total value of $9 million and $15 million, respectively.
The fair values of the Company’s pension plan assets by asset class are presented below. For further information on
the fair value hierarchy and an overview of the Company’s valuation techniques applied, see the “Fair value measures”
section of Note 2.
December 31, 2015 ($ in millions)
Level 1
Level 2
Level 3
Total fair value
Asset class
Equity
Equity securities
Mutual funds/commingled funds
Emerging market mutual funds/commingled funds
Fixed income
Government and corporate securities
Government and corporate—mutual funds/commingled funds
Emerging market bonds—mutual funds/commingled funds
Real estate
Insurance contracts
Cash and short-term investments
Private equity
Hedge funds
Commodities
Total
364
—
—
587
—
—
—
—
160
—
—
—
—
1,633
328
949
3,257
669
74
121
219
—
—
59
—
—
—
—
—
—
1,106
—
—
123
94
—
1,111
7,309
1,323
364
1,633
328
1,536
3,257
669
1,180
121
379
123
94
59
9,743
144 Financial review of ABB Group | ABB Annual Report 2015
Note 17
Employee benefits, continued
December 31, 2014 ($ in millions)
Asset class
Equity
Equity securities
Mutual funds/commingled funds
Emerging market mutual funds/commingled funds
Fixed income
Government and corporate securities
Government and corporate—mutual funds/commingled funds
Emerging market bonds—mutual funds/commingled funds
Real estate
Insurance contracts
Cash and short-term investments
Private equity
Hedge funds
Commodities
Total
Level 1
Level 2
Level 3
Total fair value
433
—
—
638
—
—
—
—
274
—
—
—
—
1,821
487
1,211
3,521
671
94
126
56
—
—
62
—
—
—
—
—
—
842
—
—
136
93
—
433
1,821
487
1,849
3,521
671
936
126
330
136
93
62
The following table represents the movements of those asset categories whose fair values use significant unobservable
inputs (Level 3):
1,345
8,049
1,071
10,465
($ in millions)
Balance at January 1, 2014
Return on plan assets
Assets still held at December 31, 2014
Assets sold during the year
Purchases (sales)
Transfers from Level 3
Exchange rate differences
Balance at December 31, 2014
Return on plan assets
Assets still held at December 31, 2015
Assets sold during the year
Purchases (sales)
Exchange rate differences
Balance at December 31, 2015
Private equity
Hedge funds
Real estate
Commodities
Total Level 3
155
21
3
(39)
—
(4)
136
(9)
20
(24)
—
123
158
(3)
8
(59)
—
(11)
93
1
(1)
—
1
94
866
43
—
30
—
(97)
842
54
(1)
215
(4)
1,106
32
(5)
—
—
(27)
—
—
—
—
—
—
—
1,211
56
11
(68)
(27)
(112)
1,071
46
18
191
(3)
1,323
Real estate properties, which are primarily located in Switzerland, are valued under the income approach using the dis-
counted cash flow method, by which the market value of a property is determined as the total of all projected future
earnings discounted to the valuation date. The discount rates are determined for each property individually according to
the property’s location and specific use, and by considering initial yields of comparable market transactions.
Private equity investments include investments in partnerships and related funds. Such investments consist of publicly-
traded and privately-held securities. Publicly-traded securities that are quoted in inactive markets are valued using
available quotes and adjusted for liquidity restrictions. Privately-held securities are valued taking into account various
factors, such as the most recent financing involving unrelated new investors, earnings multiple analyses using compara-
ble companies and discounted cash flow analyses.
Hedge funds are not normally exchange-traded and the shares of the funds cannot be redeemed daily. Depending on
the fund structure, the fair values are derived through modeling techniques based on the values of the underlying assets
adjusted to reflect liquidity and transferability restrictions.
ABB Annual Report 2015 | Financial review of ABB Group 145
Note 17
Employee benefits, continued
Contributions
($ in millions)
Employer contributions were as follows:
Total contributions to defined benefit pension and other postretirement benefit plans
Of which, discretionary contributions to defined benefit pension plans
Defined pension benefits
Other postretirement benefits
2015
243
31
2014
308
75
2015
15
—
2014
14
—
In 2015 and 2014, the discretionary contributions included non-cash contributions totaling $22 million and $25 million,
respectively, of available-for-sale debt securities to certain of the Company’s pension plans in the United Kingdom. In
2013, the discretionary contributions included non-cash contributions totaling $160 million of available-for-sale debt
securities to certain of the Company’s pension plans in Germany and the United Kingdom.
The Company expects to contribute approximately $252 million, including $15 million of discretionary contributions, to
its defined benefit pension plans in 2016. These discretionary contributions are expected to be non-cash contributions.
The Company expects to contribute approximately $15 million to its other postretirement benefit plans in 2016.
The Company also contributes to a number of defined contribution plans. The aggregate expense for these plans was
$218 million, $236 million and $243 million in 2015, 2014 and 2013, respectively. Contributions to multi-employer plans
were not significant in 2015, 2014 and 2013.
Estimated future benefit payments
The expected future cash flows to be paid by the Company’s plans in respect of pension and other postretirement ben-
efit plans at December 31, 2015, are as follows:
($ in millions)
2016
2017
2018
2019
2020
Years 2021-2025
Note 18
Share-based payment
arrangements
Defined pension benefits Other postretirement benefits
641
604
604
595
583
2,822
15
15
14
14
14
63
The Company has three principal share-based payment plans, as more fully described in the respective sections below.
Compensation cost for equity-settled awards is recorded in “Total cost of sales” and in “Selling, general and administra-
tive expenses” and totaled $61 million, $73 million and $71 million in 2015, 2014 and 2013, respectively. Compensation
cost for cash-settled awards is recorded in “Selling, general and administrative expenses” and is disclosed in the
“WARs”, “LTIP” and “Other share-based payments” sections of this note. The total tax benefit recognized in 2015, 2014
and 2013, was not significant.
At December 31, 2015, the Company had the ability to issue up to 94 million new shares out of contingent capital in
connection with share-based payment arrangements. In addition, 37 million shares (of the 123 million shares held by the
Company as treasury stock at December 31, 2015) could be used to settle share-based payment arrangements (the
remaining shares of treasury stock are held for cancellation—see Note 19).
As the primary trading market for the shares of ABB Ltd is the SIX Swiss Exchange, on which the shares are traded in
Swiss francs, certain data disclosed below related to the instruments granted under share-based payment arrangements
are presented in Swiss francs.
MIP
Under the MIP, the Company offers options and cash-settled WARs (and prior to the 2010 launch offered also physically-
settled warrants) to key employees for no consideration.
The warrants and options granted under the MIP allow participants to purchase shares of ABB Ltd at predetermined
prices. Participants may sell the warrants and options rather than exercise the right to purchase shares. Equivalent war-
rants are listed by a third-party bank on the SIX Swiss Exchange, which facilitates pricing and transferability of instru-
ments granted under this plan. The options entitle the holder to request that the third-party bank purchase such options
at the market price of equivalent listed warrants related to that MIP launch. If the participant elects to sell the warrants
or options, the instruments will thereafter be held by a third party and, consequently, the Company’s obligation to
deliver shares will be toward this third party. Each WAR gives the participant the right to receive, in cash, the market
price of an equivalent listed warrant on the date of exercise of the WAR. Participants may exercise or sell warrants and
options and exercise WARs after the vesting period, which is three years from the date of grant. Vesting restrictions can
be waived in certain circumstances such as death or disability. All warrants, options and WARs expire six years from
the date of grant.
146 Financial review of ABB Group | ABB Annual Report 2015
Note 18
Share-based payment
arrangements, continued
Expected volatility
Dividend yield
Expected term
Risk-free interest rate
Warrants and options
The fair value of each warrant and option is estimated on the date of grant using a lattice model that uses the weighted-
average assumptions noted in the table below. Expected volatilities are based on implied volatilities from equivalent
listed warrants on ABB Ltd shares. The expected term of the warrants and options granted is the contractual six-year
life of each warrant and option, based on the fact that after the vesting period, a participant can elect to sell the warrant
or option rather than exercise the right to purchase shares, thereby realizing the time value of the warrants and options.
The risk-free rate is based on a six-year Swiss franc interest rate, reflecting the six-year contractual life of the warrants
and options. In estimating forfeitures, the Company has used the data from previous comparable MIP launches.
2015
17%
3.2%
6 years
-0.3%
2014
18%
2.9%
6 years
0.2%
2013
21%
2.9%
6 years
0.6%
Presented below is a summary of the activity related to warrants and options under the MIP:
Weighted-
Weighted-
Aggregate
average
exercise
average
remaining
intrinsic
value
Number of
Number of
price
contractual
(in millions
instruments
shares
(in millions)
(in millions)(1)
(in Swiss
francs)(2)
term
(in years)
of Swiss
francs)(3)
Outstanding at January 1, 2015
Granted
Exercised(4)
Forfeited
Outstanding at December 31, 2015
Vested and expected to vest at December 31, 2015
Exercisable at December 31, 2015
342.7
86.5
(25.2)
(4.9)
399.1
390.6
173.1
68.5
17.3
(5.0)
(1.0)
79.8
78.1
34.6
20.64
19.50
18.69
20.43
20.51
20.52
20.40
(1)
(2)
(3)
(4)
Information presented reflects the number of shares of ABB Ltd that can be received upon exercise, as warrants and options have a conversion ratio of 5:1.
Information presented reflects the exercise price per share of ABB Ltd.
Computed using the closing price, in Swiss francs, of ABB Ltd shares on the SIX Swiss Exchange and the exercise price per share of ABB Ltd.
The cash received upon exercise amounted to approximately $101 million. The shares were delivered out of treasury stock.
3.5
3.4
1.9
27
27
27
At December 31, 2015, there was $52 million of total unrecognized compensation cost related to non-vested options
granted under the MIP. That cost is expected to be recognized over a weighted-average period of 2.0 years. The weighted-
average grant-date fair value (per instrument) of options granted during 2015, 2014 and 2013, was 0.39 Swiss
francs, 0.49 Swiss francs and 0.66 Swiss francs, respectively. In 2015 the aggregate intrinsic value (on the date of exer-
cise) of instruments exercised was $10 million, while in 2014 it was not significant. There were no exercises in 2013.
Presented below is a summary, by launch, related to instruments outstanding at December 31, 2015:
Exercise price (in Swiss francs)(1)
22.50
25.50
15.75
17.50
21.50
21.00
19.50
Total number of instruments and shares
(1)
(2)
Information presented reflects the exercise price per share of ABB Ltd.
Information presented reflects the number of shares of ABB Ltd that can be received upon exercise.
Number of
Number
Weighted-average
instruments
of shares
remaining contractual
(in millions)
(in millions)(2)
term (in years)
36.7
43.1
58.1
14.5
83.7
77.3
85.7
399.1
7.3
8.6
11.6
2.9
16.7
15.5
17.2
79.8
0.4
1.4
2.4
2.4
3.4
4.7
5.6
3.5
WARs
As each WAR gives the holder the right to receive cash equal to the market price of the equivalent listed warrant on date
of exercise, the Company records a liability based upon the fair value of outstanding WARs at each period end, accreted
on a straight-line basis over the three-year vesting period. In “Selling, general and administrative expenses”, the Com-
pany recorded an expense of $26 million in 2013, as a result of changes in both the fair value and vested portion of the
outstanding WARs. The amount recorded in 2015 and 2014 was not significant. To hedge its exposure to fluctuations in
the fair value of outstanding WARs, the Company purchased cash-settled call options, which entitle the Company to
receive amounts equivalent to its obligations under the outstanding WARs. The cash-settled call options are recorded
as derivatives measured at fair value (see Note 5), with subsequent changes in fair value recorded in earnings to the
extent that they offset the change in fair value of the liability for the WARs. In 2015 and 2014, the Company recorded an
ABB Annual Report 2015 | Financial review of ABB Group 147
Note 18
Share-based payment
arrangements, continued
expense of $12 million and $11 million, respectively, and in 2013 an income of $16 million, in “Selling, general and
administrative expenses” related to the cash-settled call options.
The aggregate fair value of outstanding WARs was $13 million and $33 million at December 31, 2015 and 2014, respec-
tively. The fair value of WARs was determined based upon the trading price of equivalent warrants listed on the SIX
Swiss Exchange.
Presented below is a summary of the activity related to WARs:
Outstanding at January 1, 2015
Granted
Exercised
Forfeited
Outstanding at December 31, 2015
Exercisable at December 31, 2015
ESAP
Number of WARs (in millions)
61.2
10.5
(15.9)
(0.6)
55.2
20.2
The aggregate fair value at date of grant of WARs granted in 2015 and 2014 was not significant, while in 2013 it was
$13 million. In both 2015 and 2013, share-based liabilities of $9 million were paid upon exercise of WARs by partici-
pants. In 2014, the amount paid was not significant.
The employee share acquisition plan (ESAP) is an employee stock-option plan with a savings feature. Employees save
over a twelve-month period, by way of regular payroll deductions. At the end of the savings period, employees choose
whether to exercise their stock options using their savings plus interest to buy ABB Ltd shares (American Depositary
Shares (ADS) in the case of employees in the United States and Canada—each ADS representing one registered share
of the Company) at the exercise price set at the grant date, or have their savings returned with interest. The savings are
accumulated in bank accounts held by a third-party trustee on behalf of the participants and earn interest. Employees
can withdraw from the ESAP at any time during the savings period and will be entitled to a refund of their accumulated
savings.
The fair value of each option is estimated on the date of grant using the same option valuation model as described
under the MIP, using the assumptions noted in the table below. The expected term of the option granted has been
determined to be the contractual one-year life of each option, at the end of which the options vest and the participants
are required to decide whether to exercise their options or have their savings returned with interest. The risk-free rate
is based on one-year Swiss franc interest rates, reflecting the one-year contractual life of the options. In estimating for-
feitures, the Company has used the data from previous ESAP launches.
Expected volatility
Dividend yield
Expected term
Risk-free interest rate
2015
20%
3.9%
1 year
-0.8%
2014
18%
3.1%
1 year
-0.1%
2013
20%
2.8%
1 year
0.0%
Presented below is a summary of activity under the ESAP:
Weighted-
Weighted-
Aggregate
Number of
average exercise
average remaining
intrinsic value
shares
price (in Swiss
contractual
(in millions of Swiss
(in millions)(1)
francs)(2)
term (in years)
francs)(2), (3)
Outstanding at January 1, 2015
Granted
Forfeited
Not exercised (savings returned plus interest)
Outstanding at December 31, 2015
Vested and expected to vest at December 31, 2015
Exercisable at December 31, 2015
3.9
3.7
(0.3)
(3.6)
3.7
3.6
—
20.97
18.78
20.96
20.97
18.78
18.78
—
(1)
(2)
(3)
Includes shares represented by ADS.
Information presented for ADS is based on equivalent Swiss franc denominated awards.
Computed using the closing price, in Swiss francs, of ABB Ltd shares on the SIX Swiss Exchange and the exercise price of each option in Swiss francs.
0.8
0.8
—
—
—
—
148 Financial review of ABB Group | ABB Annual Report 2015
Note 18
Share-based payment
arrangements, continued
The exercise prices per ABB Ltd share and per ADS of 18.78 Swiss francs and $19.10, respectively, for the 2015 grant,
20.97 Swiss francs and $21.81, respectively, for the 2014 grant, and 22.90 Swiss francs and $25.21, respectively, for
the 2013 grant were determined using the closing price of the ABB Ltd share on SIX Swiss Exchange and ADS on the
New York Stock Exchange on the respective grant dates. For the 2013 grant, the exercise price was effectively reduced
as for every ten shares bought through exercise of the options one additional free share would be delivered; therefore
the effective exercise prices per ABB Ltd share and per ADS were 20.82 Swiss francs and $22.92, respectively.
At December 31, 2015, the total unrecognized compensation cost related to non-vested options granted under the
ESAP was not significant. The weighted-average grant-date fair value (per option) of options granted during 2015,
2014 and 2013, was 1.07 Swiss francs, 1.19 Swiss francs and 2.79 Swiss francs, respectively. The total intrinsic value
(on the date of exercise) of options exercised in 2013 was $24 million while in 2015 and 2014 it was not significant.
LTIP
The Company has a long-term incentive plan (LTIP) for members of its Executive Committee and selected other senior
executives (Eligible Participants), as defined in the terms of the LTIP. The LTIP involves annual conditional grants of the
Company’s stock to such Eligible Participants that are subject to certain conditions.
The 2015 LTIP launch is composed of two performance components: (i) a component which is based on the achieve-
ment of a consolidated net income threshold and (ii) a component which is based on the Company’s earnings per
share performance. The 2014 and 2013 launches under the LTIP are each composed of two components: (i) a perfor-
mance component based on the Company’s earnings per share performance and (ii) a retention component.
For shares to vest under the threshold net income component of the 2015 LTIP launch, the Company’s consolidated net
income has to reach a certain level set by the Board of Directors at the launch of the LTIP. The shares will not vest if this
threshold is not achieved and will vest at 100 percent if this threshold is equaled or exceeded. In addition, the Eligible
Participant has to fulfill the service condition as defined in the terms and conditions of the LTIP.
For the earnings per share performance component of the 2015, 2014 and 2013 LTIP launches, the actual number of
shares that will vest at a future date is dependent on (i) the Company’s weighted cumulative earnings per share perfor-
mance over three financial years, beginning with the year of launch, and (ii) the fulfillment of the service condition as
defined in the terms and conditions of the LTIP. The cumulative earnings per share performance is weighted as follows:
33 percent of the first year’s result, 67 percent of the second year’s result and 100 percent of the third year’s result.
The actual number of shares that ultimately vest will vary depending on the weighted cumulative earnings per share
outcome, interpolated between a lower threshold (no shares vest) and an upper threshold (the number of shares vesting is
capped at 200 percent of the conditional grant).
Under the retention component of the 2014 and 2013 LTIP launches, each Eligible Participant was conditionally granted
an individually defined maximum number of shares which fully vest at the end of the respective vesting periods (if the
participant remains an Eligible Participant until the end of such period).
Under the threshold net income component of the 2015 LTIP launch, an Eligible Participant receives 70 percent of the
shares that have vested in the form of shares and 30 percent of the value of the shares that have vested in cash, with
the possibility to elect to also receive the 30 percent portion in shares rather than in cash. For the 2015 LTIP launch,
under the earnings per share performance component, an Eligible Participant receives 70 percent of the shares that
have vested in the form of shares and 30 percent of the value of the shares that have vested in cash, with the possibility
to elect to also receive the 30 percent portion in shares rather than in cash, while for the 2014 and 2013 LTIP launches
an Eligible Participant receives, in cash, 100 percent of the value of the shares that have vested. Under the retention
component of the 2014 and 2013 LTIP launches, an Eligible Participant receives 70 percent of the shares that have
vested in the form of shares and 30 percent of the value of the shares that have vested in cash, with the possibility to
elect to also receive the 30 percent portion in shares rather than in cash.
Presented below is a summary of activity under the LTIP:
Equity & Cash or
choice of 100%
Equity Settlement(1)
(in millions)
1.7
1.0
(0.6)
—
2.1
Number of Shares
Only Cash
Settlement(2)
(in millions)
1.0
—
(0.2)
(0.1)
0.7
Weighted-average
grant-date
Total
fair value per share
(in millions)
(Swiss francs)
2.7
1.0
(0.8)
(0.1)
2.8
18.85
21.54
15.30
16.08
20.96
Nonvested at January 1, 2015
Granted
Vested
Forfeited
Nonvested at December 31, 2015
(1)
(2)
Shares that, subject to vesting, the Eligible Participant can elect to receive 100 percent in the form of shares.
Shares that, subject to vesting, the Eligible Participant can only receive in cash.
Equity-settled awards are recorded in the “Capital stock and additional paid-in capital” component of stockholders’
equity, with compensation cost recorded in “Selling, general and administrative expenses” over the vesting period
(which is from grant date to the end of the vesting period) based on the grant-date fair value of the shares. Cash-settled
awards are recorded as a liability, remeasured at fair value at each reporting date for the percentage vested, with
changes in the liability recorded in “Selling, general and administrative expenses”.
ABB Annual Report 2015 | Financial review of ABB Group 149
Note 18
Share-based payment
arrangements, continued
At December 31, 2015, there was $16 million of total unrecognized compensation cost related to equity-settled awards
under the LTIP. That cost is expected to be recognized over a weighted-average period of 2.1 years. The compensation
cost recorded in 2015, 2014 and 2013, for cash-settled awards was not significant.
The aggregate fair value, at the dates of grant, of shares granted in 2015, 2014 and 2013, was approximately $23 million,
$22 million and $22 million, respectively. The total grant-date fair value of shares that vested during 2015 and 2014 was
$12 million and $15 million, respectively, while in 2013 it was not significant. The weighted-average grant-date fair
value (per share) of shares granted during 2015, 2014 and 2013, was 21.54 Swiss francs, 20.35 Swiss francs and 20.92
Swiss francs, respectively.
For the net income threshold component of the 2015 LTIP launch, the fair value of the granted shares is based on the
probability of reaching the threshold as well as on the market price of the ABB Ltd share at grant date for equity-settled
awards and at each reporting date for cash-settled awards. For the earnings per share component of the 2015 LTIP
launch, the fair value of granted shares is based on the market price of the ABB Ltd share at grant date for equity-set-
tled awards and at each reporting date for cash-settled awards, as well as the probable outcome of the earnings per
share achievement that would result in the vesting of the highest number of shares, as computed using a Monte Carlo
simulation model. The main inputs to this model are the Company’s and external financial analysts’ revenue growth
rates and Operational EBITA margin expectations. For the retention component under the 2014 and 2013 LTIP launches,
the fair value of granted shares for equity-settled awards is the market price of the ABB Ltd share on grant date and the
fair value of granted shares for cash-settled awards is the market price of the ABB Ltd share at each reporting date.
Other share-based payments
The Company has other minor share-based payment arrangements with certain employees. The compensation cost
related to these arrangements in 2015, 2014 and 2013, was not significant.
Note 19
Stockholders’ equity
At both December 31, 2015 and 2014, the Company had 2,819 million authorized shares, of which 2,315 million were
registered and issued.
At the Annual General Meeting of Shareholders (AGM) in April 2015, shareholders approved the proposals of the Board
of Directors to distribute a total of 0.72 Swiss francs per share to shareholders, comprising of a dividend of 0.55 Swiss
francs paid out of ABB Ltd’s capital contribution reserves and a distribution of 0.17 Swiss francs by way of a nominal
value reduction (reduction in the par value of each share) from 1.03 Swiss francs to 0.86 Swiss francs. The approved
dividend distribution amounted to $1,317 million and was paid in May 2015. The nominal value reduction was registered
in July 2015 in the commercial register of the canton of Zurich, Switzerland, and was paid in the third quarter of 2015.
The approved nominal value reduction was recorded in the second quarter of 2015 as a reduction to Capital stock and
additional paid-in capital of $349 million and a reduction in Retained earnings of $54 million. At the AGM held in April
2014 and at the AGM held in April 2013, shareholders approved the payment of a dividend of 0.70 Swiss francs per
share and 0.68 Swiss francs per share, respectively, out of the capital contribution reserve in stockholders’ equity of the
unconsolidated statutory financial statements of ABB Ltd, prepared in accordance with Swiss law. The dividends were
paid in May 2014 (amounting to $1,841 million) and May 2013 (amounting to $1,667 million), respectively.
In the second quarter of 2014, the Company purchased on the open market an aggregate of 12.0 million of its own
shares to be available for delivery under its employee share programs. These transactions resulted in an increase in
“Treasury stock” of $282 million.
Furthermore, in September 2014, the Company announced a share buyback program for the purchase of up to $4 billion
of its own shares over a period ending no later than September 2016. The Company intends that approximately three
quarters of the shares to be purchased will be held for cancellation (after approval from shareholders) and the remainder
will be purchased to be available for its employee share programs. Shares acquired for cancellation are acquired through
a separate trading line on the SIX Swiss Exchange (on which only the Company can purchase shares), while shares
acquired for delivery under employee share programs are acquired through the ordinary trading line. In 2014, under the
announced share buyback program, the Company purchased 26.0 million shares for cancellation and 6.8 million shares
to support its employee share programs. These transactions resulted in an increase in Treasury stock of $733 million. In
2015, under the announced share buyback program, the Company purchased 60.2 million shares for cancellation and
13.1 million shares to support its employee share programs. These transactions resulted in an increase in Treasury stock
of $1,501 million. Subsequent to December 31, 2015, and up to February 24, 2016, the Company purchased, under the
announced share buyback program, an additional 13.3 million shares, for approximately $231 million.
Upon and in connection with each launch of the Company’s MIP, the Company sold call options to a bank at fair value,
giving the bank the right to acquire shares equivalent to the number of shares represented by the MIP warrant and WAR
awards to participants. Under the terms of the agreement with the bank, the call options can only be exercised by the
bank to the extent that MIP participants have either sold or exercised their warrants or exercised their WARs. At Decem-
ber 31, 2015, such call options representing 10.7 million shares and with strike prices ranging from 15.75 to 21.50 Swiss
francs (weighted-average strike price of 19.45 Swiss francs) were held by the bank. The call options expire in periods
ranging from May 2018 to August 2021. However, only 1.5 million of these instruments, with strike prices ranging from
15.75 to 21.50 Swiss francs (weighted-average strike price of 17.44 Swiss francs), could be exercised at December 31,
2015, under the terms of the agreement with the bank.
In addition to the above, at December 31, 2015, the Company had further outstanding obligations to deliver:
— up to 7.3 million shares relating to the options granted under the 2010 launch of the MIP, with a strike price of
22.50 Swiss francs, vested in May 2013 and expiring in May 2016,
— up to 8.6 million shares relating to the options granted under the 2011 launch of the MIP, with a strike price of
25.50 Swiss francs, vested in May 2014 and expiring in May 2017,
— up to 14.5 million shares relating to the options granted under the 2012 launches of the MIP, with a weighted-average
strike price of 16.10 Swiss francs, vested in May 2015 and expiring in May 2018,
— up to 16.7 million shares relating to the options granted under the 2013 launch of the MIP, with a strike price of 21.50
Swiss francs, vesting in May 2016 and expiring in May 2019,
150 Financial review of ABB Group | ABB Annual Report 2015
Note 19
Stockholders’ equity, continued
Note 20
Earnings per share
— up to 15.5 million shares relating to the options granted under the 2014 launch of the MIP, with a strike price of 21.00
Swiss francs, vesting in August 2017 and expiring in August 2020,
— up to 17.2 million shares relating to the options granted under the 2015 launch of the MIP, with a strike price of 19.50
Swiss francs, vesting in August 2018 and expiring in August 2021,
— up to 3.7 million shares relating to the ESAP, vesting and expiring in October 2016,
— up to 2.1 million shares to Eligible Participants under the 2015, 2014 and 2013, launches of the LTIP, vesting and ex-
piring in June 2018, August 2017 and June 2016, respectively, and
— up to 1.0 million shares in connection with certain other share-based payment arrangements with employees.
See Note 18 for a description of the above share-based payment arrangements.
In 2015 and 2014, the Company delivered 5.3 million and 1.3 million shares, respectively, out of treasury stock, for
options exercised in relation to the MIP. No call options were exercised in 2013. In addition, in November 2014 and 2013,
the Company delivered 0.6 million and 3.7 million, respectively, from treasury stock, under the ESAP. In 2015 the num-
ber of shares delivered under the ESAP was not significant.
Amounts available to be distributed as dividends to the stockholders of ABB Ltd are based on the requirements of Swiss
law and ABB Ltd’s Articles of Incorporation, and are determined based on amounts presented in the unconsolidated
financial statements of ABB Ltd, prepared in accordance with Swiss law. At December 31, 2015, the total unconsolidated
stockholders’ equity of ABB Ltd was 9,687 million Swiss francs ($9,793 million), including 1,991 million Swiss francs
($2,012 million) representing share capital, 10,191 million Swiss francs ($10,304 million) representing reserves and 2,495
million Swiss francs ($2,523 million) representing a reduction of equity for own shares (treasury stock). Of the reserves,
2,495 million Swiss francs ($2,523 million) relating to own shares and 398 million Swiss francs ($402 million) represent-
ing 20 percent of share capital, are restricted and not available for distribution.
In February 2016, the Company announced that a proposal will be put to the 2016 AGM for approval by the sharehold-
ers to distribute 0.74 Swiss francs per share to shareholders by way of a nominal value reduction (a reduction of 0.74
Swiss francs in the par value of each share from 0.86 Swiss francs to 0.12 Swiss francs).
Basic earnings per share is calculated by dividing income by the weighted-average number of shares outstanding
during the year. Diluted earnings per share is calculated by dividing income by the weighted-average number of shares
outstanding during the year, assuming that all potentially dilutive securities were exercised, if dilutive. Potentially dilutive
securities comprise outstanding written call options and outstanding options and shares granted subject to certain
conditions under the Company’s share-based payment arrangements. In 2015, 2014 and 2013, outstanding securities
representing a maximum of 78 million, 59 million and 47 million shares, respectively, were excluded from the calculation
of diluted earnings per share as their inclusion would have been anti-dilutive.
Basic earnings per share:
($ in millions, except per share data in $)
Amounts attributable to ABB shareholders:
Income from continuing operations, net of tax
Income (loss) from discontinued operations, net of tax
Net income
2015
2014
2013
1,930
3
1,933
2,570
24
2,594
2,824
(37)
2,787
Weighted-average number of shares outstanding (in millions)
2,226
2,288
2,297
Basic earnings per share attributable to ABB shareholders:
Income from continuing operations, net of tax
Income (loss) from discontinued operations, net of tax
Net income
Diluted earnings per share:
($ in millions, except per share data in $)
Amounts attributable to ABB shareholders:
Income from continuing operations, net of tax
Income (loss) from discontinued operations, net of tax
Net income
0.87
—
0.87
1.12
0.01
1.13
1.23
(0.02)
1.21
2015
2014
2013
1,930
3
1,933
2,570
24
2,594
2,824
(37)
2,787
Weighted-average number of shares outstanding (in millions)
2,226
2,288
2,297
Effect of dilutive securities:
Call options and shares
Adjusted weighted-average number of shares outstanding (in millions)
Diluted earnings per share attributable to ABB shareholders:
Income from continuing operations, net of tax
Income (loss) from discontinued operations, net of tax
Net income
4
7
8
2,230
2,295
2,305
0.87
—
0.87
1.12
0.01
1.13
1.23
(0.02)
1.21
ABB Annual Report 2015 | Financial review of ABB Group 151
Note 21
Other comprehensive income
The following table includes amounts recorded within “Total other comprehensive income (loss)” including the related
income tax effects.
($ in millions)
Foreign currency translation adjustments:
2015
2014
2013
Before
Tax
Net
Before
Tax
Net
Before
Tax
Net
tax
effect
of tax
tax
effect
of tax
tax
effect
of tax
Net change during the year
(1,105)
47 (1,058)
(1,691)
11 (1,680)
133
8
141
Available-for-sale securities:
Net unrealized gains (losses) arising during the year
Reclassification adjustments for net (gains) losses
included in net income
Net change during the year
Pension and other postretirement plans:
Prior service (costs) credits arising during the year
Net actuarial gains (losses) arising during the year
Amortization of prior service cost included in net income
Amortization of net actuarial loss included in net income
Net change during the year
Cash flow hedge derivatives:
(8)
1
(7)
113
285
29
128
555
1
—
1
(25)
(75)
(3)
(37)
(140)
(7)
1
(6)
88
210
26
91
415
(14)
5
(9)
(4)
—
(4)
21
7
(6)
(1)
15
6
(5)
(826)
18
99
(714)
2
212
(1)
(20)
193
(3)
(614)
17
79
(521)
(14)
(18)
(20)
423
25
140
568
1
1
4
(132)
(2)
(41)
(171)
(5)
11
6
(13)
(17)
(16)
291
23
99
397
28
(43)
(15)
Net gains (losses) arising during the year
(26)
6
(20)
(65)
13
(52)
33
Reclassification adjustments for net (gains) losses
included in net income
Net change during the year
39
13
(9)
(3)
30
10
10
(55)
(1)
12
9
(43)
(54)
(21)
Total other comprehensive income (loss)
(544)
(95)
(639)
(2,453)
215 (2,238)
662
(156)
506
The following table shows changes in “Accumulated other comprehensive loss” (OCI) attributable to ABB, by compo-
nent, net of tax:
($ in millions)
Balance at January 1, 2013
Other comprehensive (loss) income
before reclassifications
Amounts reclassified from OCI
Total other comprehensive (loss) income
Less:
Amounts attributable to noncontrolling interests
Balance at December 31, 2013
Other comprehensive (loss) income
before reclassifications
Amounts reclassified from OCI
Total other comprehensive (loss) income
Less:
Amounts attributable to noncontrolling interests
Balance at December 31, 2014
Other comprehensive (loss) income
before reclassifications
Amounts reclassified from OCI
Total other comprehensive (loss) income
Less:
Amounts attributable to noncontrolling interests
Balance at December 31, 2015
Foreign
Unrealized gains
Pension
Unrealized gains
currency
(losses) on
and other
(losses) of cash
translation
available-for-sale
post retirement
adjustments
securities
plan adjustments
flow hedge
derivatives
(580)
141
—
141
(8)
(431)
(1,680)
—
(1,680)
(9)
(2,102)
(1,058)
—
(1,058)
(25)
(3,135)
24
(4)
(13)
(17)
—
7
(9)
15
6
—
13
(7)
1
(6)
—
7
(2,004)
275
122
397
3
(1,610)
(617)
96
(521)
—
(2,131)
298
117
415
3
(1,719)
37
28
(43)
(15)
—
22
(52)
9
(43)
—
(21)
(20)
30
10
—
(11)
Total OCI
(2,523)
440
66
506
(5)
(2,012)
(2,358)
120
(2,238)
(9)
(4,241)
(787)
148
(639)
(22)
(4,858)
152 Financial review of ABB Group | ABB Annual Report 2015
Note 21
Other comprehensive income,
continued
The following table reflects amounts reclassified out of OCI in respect of Pension and other postretirement plan adjust-
ments and Unrealized gains (losses) of cash flow hedge derivatives:
Details about OCI components ($ in millions)
Location of (gains) losses reclassified from OCI
2015
2014
2013
Pension and other postretirement plan adjustments:
Amortization of prior service cost
Amortization of net actuarial losses
Total before tax
Tax
Amounts reclassified from OCI
Unrealized gains (losses) of cash flow hedge derivatives:
Foreign exchange contracts
Commodity contracts
Cash-settled call options
Total before tax
Tax
Amounts reclassified from OCI
Net periodic benefit cost(1)
Net periodic benefit cost(1)
Provision for taxes
Total revenues
Total cost of sales
Total cost of sales
SG&A expenses(2)
Provision for taxes
(1)
(2)
These components are included in the computation of net periodic benefit cost (see Note 17).
SG&A expenses represent “Selling, general and administrative expenses”.
29
128
157
(40)
117
36
(11)
10
4
39
(9)
30
18
99
117
(21)
96
9
(8)
3
6
10
(1)
9
25
140
165
(43)
122
(52)
1
5
(8)
(54)
11
(43)
The amounts reclassified out of OCI in respect of Unrealized gains (losses) on available-for-sale securities were not
significant in 2015, 2014 and 2013.
In September 2015, the Company announced a two-year program aimed at making the Company leaner, faster and
more customer-focused. Planned productivity improvements include the rapid expansion and use of regional shared
service centers as well as the streamlining of global operations and head office functions, with business units moving
closer to their respective key markets. In the course of this program, the Company will implement and execute various
restructuring initiatives across all operating segments and regions.
The following table outlines the cumulative costs incurred to date and the total amount of costs expected to be incurred
under the program per operating segment:
Cumulative costs
incurred up to
Total expected
December 31, 2015
costs
Note 22
Restructuring and related
expenses
White Collar Productivity program
($ in millions)
Discrete Automation and Motion
Low Voltage Products
Process Automation
Power Products
Power Systems
Corporate and Other
Total
Of the total expected costs of $852 million the majority is related to employee severance costs.
The Company recorded the following expenses under this program:
($ in millions)
Employee severance costs
Estimated contract settlement, loss order and other costs
Inventory and long-lived asset impairments
Total
45
60
91
42
46
86
370
169
126
137
155
82
183
852
2015
364
5
1
370
ABB Annual Report 2015 | Financial review of ABB Group 153
Note 22
Restructuring and related
expenses, continued
($ in millions)
Total cost of sales
Selling, general and administrative expenses
Non-order related research and development expenses
Other income (expense), net
Total
Expenses associated with this program are recorded in the following line items in the Consolidated Income Statements:
2015
122
187
38
23
370
Liabilities associated with the White Collar Productivity program, are primarily included in “Other provisions”.
The following table shows the activity during 2015 by expense type:
($ in millions)
Liability at January 1, 2015
Expenses
Cash payments
Liability at December 31, 2015
Employee
Contract settlement,
severance costs
loss order and other costs
Total
—
364
(34)
330
—
5
(1)
4
—
369
(35)
334
Other restructuring-related
activities
In addition, in 2015, 2014 and 2013, the Company executed various other minor restructuring-related activities and
incurred charges of $256 million, $235 million and $252 million, respectively, which were mainly recorded in “Total cost
of sales”.
($ in millions)
Employee severance costs
Estimated contract settlement, loss order and other costs
Inventory and long-lived asset impairments
Total
2015
207
27
22
256
2014
177
31
27
235
2013
154
78
20
252
At December 31, 2015 and 2014, the balance of other restructuring-related liabilities is primarily included in “Other
provisions”.
Note 23
Operating segment
and geographic data
The Chief Operating Decision Maker (CODM) is the Company’s Executive Committee. The CODM allocates resources to
and assesses the performance of each operating segment using the information outlined below. The Company’s operat-
ing segments consist of Discrete Automation and Motion, Low Voltage Products, Process Automation, Power Products
and Power Systems. The remaining operations of the Company are included in Corporate and Other.
A description of the types of products and services provided by each reportable segment is as follows:
— Discrete Automation and Motion: manufactures and sells motors, generators, variable speed drives, programmable
logic controllers, robots and robotics, solar inverters, wind converters, rectifiers, excitation systems, power quality
and protection solutions, electric vehicle fast charging infrastructure, components and subsystems for railways, and
related services for a wide range of applications in discrete automation, process industries, transportation and utilities.
— Low Voltage Products: manufactures and sells products and systems that provide protection, control and measure-
ment for electrical installations, as well as enclosures, switchboards, electronics and electromechanical devices for
industrial machines, plants and related service. In addition the segment manufactures products for wiring and cable
management, cable protection systems, power connection and safety. The segment also makes intelligent building
control systems for home and building automation.
— Process Automation: develops and sells control and plant optimization systems, automation products and solutions,
including instrumentation, as well as industry-specific application knowledge and services for the oil, gas and petro-
chemicals, metals and minerals, marine and turbocharging, pulp and paper, chemical and pharmaceuticals, and
power industries.
— Power Products: manufactures and sells a wide range of products across voltage levels, including circuit breakers,
switchgear, capacitors, instrument transformers, power, distribution and traction transformers for electrical and other
infrastructure utilities, as well as industrial and commercial customers.
— Power Systems: designs, installs and upgrades high-efficiency transmission and distribution systems and power
plant automation and electrification solutions, including monitoring and control products, software and services and
incorporating components manufactured by both the Company and by third parties, for power generation, transmis-
sion and distribution utilities, other infrastructure utilities, as well as other industrial and commercial enterprises.
— Corporate and Other: includes headquarters, central research and development, the Company’s real estate activi-
ties, Group treasury operations and other minor business activities.
Effective January 1, 2015, the Company changed its primary measure of segment performance from Operational
EBITDA to Operational EBITA, which represents income from operations excluding amortization expense on intangibles
arising upon acquisitions (acquisition-related amortization), restructuring and restructuring-related expenses, gains
and losses on sale of businesses, acquisition-related expenses and certain non-operational items, as well as foreign
exchange/commodity timing differences in income from operations consisting of: (i) unrealized gains and losses on
derivatives (foreign exchange, commodities, embedded derivatives), (ii) realized gains and losses on derivatives where
the underlying hedged transaction has not yet been realized, and (iii) unrealized foreign exchange movements on receiv-
ables/payables (and related assets/liabilities).
154 Financial review of ABB Group | ABB Annual Report 2015
Note 23
Operating segment
and geographic data,
continued
2015 ($ in millions)
Discrete Automation and Motion
Low Voltage Products
Process Automation
Power Products
Power Systems
Corporate and Other
Intersegment elimination
Consolidated
2014 ($ in millions)
Discrete Automation and Motion
Low Voltage Products
Process Automation
Power Products
Power Systems
Corporate and Other
Intersegment elimination
Consolidated
2013 ($ in millions)
Discrete Automation and Motion
Low Voltage Products
Process Automation
Power Products
Power Systems
Corporate and Other
Intersegment elimination
Consolidated
The segment performance for 2014 and 2013 has been restated to reflect this change.
The CODM primarily reviews the results of each segment on a basis that is before the elimination of profits made on
inventory sales between segments. Segment results below are presented before these eliminations, with a total deduc-
tion for intersegment profits to arrive at the Company’s consolidated Operational EBITA. Intersegment sales and trans-
fers are accounted for as if the sales and transfers were to third parties, at current market prices.
The following tables present segment revenues, Operational EBITA, the reconciliations of consolidated Operational
EBITA to income from continuing operations before taxes, as well as depreciation and amortization, and capital expen-
ditures for 2015, 2014 and 2013, as well as total assets at December 31, 2015, 2014 and 2013.
Third-party revenues
Intersegment revenues
Total revenues
8,492
6,210
6,235
8,352
6,132
60
—
35,481
635
337
139
1,198
210
1,459
(3,978)
—
9,127
6,547
6,374
9,550
6,342
1,519
(3,978)
35,481
Third-party revenues
Intersegment revenues
Total revenues
9,296
7,117
7,745
8,782
6,686
204
—
39,830
846
415
203
1,551
334
1,592
(4,941)
—
10,142
7,532
7,948
10,333
7,020
1,796
(4,941)
39,830
Third-party revenues
Intersegment revenues
Total revenues
8,909
7,338
8,287
9,096
8,025
193
—
41,848
1,006
391
210
1,936
350
1,583
(5,476)
—
9,915
7,729
8,497
11,032
8,375
1,776
(5,476)
41,848
ABB Annual Report 2015 | Financial review of ABB Group 155
Note 23
Operating segment
and geographic data,
continued
($ in millions)
Operational EBITA:
Discrete Automation and Motion
Low Voltage Products
Process Automation
Power Products
Power Systems
Corporate and Other and Intersegment elimination
Consolidated Operational EBITA
Acquisition-related amortization
Restructuring and restructuring-related expenses(1)
Gains and losses on sale of businesses, acquisition-related expenses and certain non-operational items
Foreign exchange/commodity timing differences in income from operations:
Unrealized gains and losses on derivatives where the underlying hedged transaction has not yet been realized
Realized gains and losses on derivatives where the underlying hedged transaction has not yet been realized
Unrealized foreign exchange movements on receivables/payables (and related assets/liabilities)
Income from operations
Interest and dividend income
Interest and other finance expense
Income from continuing operations before taxes
(1)
Amounts also include the incremental implementation costs in relation to the White Collar Productivity program.
2015
2014
2013
1,271
1,096
755
1,178
274
(405)
4,169
(310)
(674)
(120)
67
(68)
(15)
3,049
77
(286)
2,840
1,589
1,241
958
1,319
(96)
(536)
4,475
(380)
(235)
482
(223)
(42)
101
4,178
80
(362)
3,896
1,622
1,265
1,022
1,435
326
(523)
5,147
(390)
(252)
(181)
60
14
(11)
4,387
69
(390)
4,066
Depreciation and amortization
Capital expenditure(1)
Total assets(1) at December 31,
($ in millions)
2015
2014
2013
2015
2014
2013
Discrete Automation and Motion
Low Voltage Products
Process Automation
Power Products
Power Systems
Corporate and Other
Consolidated
295
271
75
191
138
190
309
301
88
217
175
215
285
323
87
223
183
217
1,160
1,305
1,318
145
166
52
164
75
274
876
192
184
49
220
92
289
214
204
68
252
101
267
2015
9,452
7,481
3,851
6,869
6,120
7,583
2014
10,123
7,978
4,268
7,396
6,855
8,232
2013
10,931
9,389
4,537
7,669
7,905
7,601
1,026
1,106
41,356
44,852
48,032
(1)
Capital expenditure and Total assets are after intersegment eliminations and therefore reflect third-party activities only.
Geographic information
Effective January 1, 2015, the Company streamlined its regional organization, reducing the number of regions to three.
The geographic information for revenues in 2014 and 2013, and for long-lived assets at December 31, 2014, has been
restated to reflect this change.
Geographic information for revenues and long-lived assets was as follows:
($ in millions)
Europe
The Americas
Asia, Middle East and Africa
Total
Revenues
Long-lived assets at December 31,
2015
11,602
10,554
13,325
35,481
2014
13,745
11,490
14,595
39,830
2013
14,450
12,133
15,265
41,848
2015
3,253
1,113
910
5,276
2014
3,460
1,215
977
5,652
Revenues by geography reflect the location of the customer. Approximately 20 percent, 19 percent and 18 percent of
the Company’s total revenues in 2015, 2014, and 2013, respectively, came from customers in the United States. Approx-
imately 13 percent, 13 percent, and 12 percent of the Company’s total revenues in 2015, 2014, and 2013, respectively,
were generated from customers in China. In 2015, 2014 and 2013, more than 98 percent of the Company’s total reve-
nues were generated from customers outside Switzerland.
Long-lived assets represent “Property, plant and equipment, net” and are shown by location of the assets. At Decem-
ber 31, 2015, approximately 16 percent of the Company’s long-lived assets were located in each of Switzerland, the
United States and Sweden. At December 31, 2014, approximately 16 percent of the long-lived assets were located in
each of Switzerland and the United States while approximately 15 percent were located in Sweden.
The Company does not segregate revenues derived from transactions with external customers for each type or group
of products and services. Accordingly, it is not practicable for the Company to present revenues from external custom-
ers by product and service type.
156 Financial review of ABB Group | ABB Annual Report 2015
Note 23
Operating segment
and geographic data,
continued
2016 Realignment of segments
On September 9, 2015, the Company announced a reorganization of its operating segments aimed at delivering more
customer value in a better, more focused way from its combined power and automation offering. Effective January 1,
2016, ABB commenced operating with four segments, namely Discrete Automation and Motion, Electrification Products,
Process Automation and Power Grids.
There were no significant changes in the Discrete Automation and Motion segment.
The new Electrification Products segment includes the combined businesses of the previous Low Voltage Products
segment and the Medium Voltage Products business, previously included in the former Power Products segment.
The scope of businesses in the Process Automation segment has been expanded to include the Distributed Control
Systems business from the former Power Systems segment.
The new Power Grids segment includes the remaining businesses of the former Power Products and Power Systems
segments, excluding the businesses transferred to other segments as described above.
Note 24
Compensation
The disclosures required by the Swiss Code of Obligations on compensation to the Board of Directors and Executive
Committee are shown in the Compensation report in this Annual Report.
ABB Annual Report 2015 | Financial review of ABB Group 157
Report of management on internal control
over financial reporting
The Board of Directors and management of ABB Ltd and its consolidated sub-
sidiaries (“ABB”) are responsible for establishing and maintaining adequate
internal control over financial reporting. ABB’s internal control over financial
reporting is designed to provide reasonable assurance regarding the reliability
of financial reporting and the preparation and fair presentation of the published
Consolidated Financial Statements in accordance with U.S. generally accepted
accounting principles.
Management conducted an assessment of the effectiveness of internal control
over financial reporting based on the criteria established in Internal Control—
Integrated Framework issued by the Committee of Sponsoring Organizations
of the Treadway Commission (2013 framework). Based on this assessment,
management has concluded that ABB’s internal control over financial reporting
was effective as of December 31, 2015.
Because of its inherent limitations, internal control over financial reporting
may not prevent or detect misstatements. Also, projections of any evaluation
of effectiveness to future periods are subject to the risk that controls may
become inadequate because of changes in conditions, or that the degree of
compliance with ABB’s policies and procedures may deteriorate.
Ernst & Young AG, an independent registered public accounting firm, has issued
an opinion on the effectiveness of ABB’s internal control over financial report-
ing as of December 31, 2015, which is included on page 160 of this Annual
Report.
Ulrich Spiesshofer
Chief Executive Officer
Eric Elzvik
Chief Financial Officer
Zurich, Switzerland
February 25, 2016
158 Financial review of ABB Group | ABB Annual Report 2015
Report of the Statutory Auditor on the
Consolidated Financial Statements
To the General Meeting of ABB Ltd, Zurich
As statutory auditor, we have audited the consolidated financial statements of
ABB Ltd, which comprise the consolidated balance sheets as of December 31,
2015 and 2014, and the related consolidated statements of income, compre-
hensive income, cash flows and changes in stockholders’ equity, and notes
thereto (pages 108 to 157), for each of the three years in the period ended
December 31, 2015.
Board of Directors’ Responsibility
The Board of Directors is responsible for the preparation of these consolidated
financial statements in accordance with U.S. generally accepted accounting
principles and the requirements of Swiss law. This responsibility includes
designing, implementing and maintaining an internal control system relevant
to the preparation of consolidated financial statements that are free from
material misstatement, whether due to fraud or error. The Board of Directors
is further responsible for selecting and applying appropriate accounting poli-
cies and making accounting estimates that are reasonable in the circum-
stances.
Auditor’s Responsibility
Our responsibility is to express an opinion on these consolidated financial
statements based on our audits. We conducted our audits in accordance with
Swiss law, Swiss Auditing Standards and the standards of the Public Com-
pany Accounting Oversight Board (United States). Those standards require
that we plan and perform the audit to obtain reasonable assurance whether
the consolidated financial statements are free of material misstatement.
An audit involves performing procedures to obtain audit evidence about the
amounts and disclosures in the consolidated financial statements. The proce-
dures selected depend on the auditor’s judgment, including the assessment
of the risks of material misstatement of the consolidated financial statements,
whether due to fraud or error. In making those risk assessments, the auditor
considers the internal control system relevant to the entity’s preparation of the
consolidated financial statements in order to design audit procedures that are
appropriate in the circumstances. An audit also includes evaluating the appro-
priateness of the accounting policies used and the reasonableness of
accounting estimates made, as well as evaluating the overall presentation of
the consolidated financial statements. We believe that the audit evidence we
have obtained is sufficient and appropriate to provide a basis for our audit
opinion.
Opinion
In our opinion, the consolidated financial statements referred to above present
fairly, in all material respects, the consolidated financial position of ABB Ltd as
of December 31, 2015 and 2014, and the consolidated results of its operations
and its cash flows for each of the three years in the period ended December
31, 2015, in accordance with U.S. generally accepted accounting principles
and comply with Swiss law.
Report on other legal requirements
We confirm that we meet the legal requirements on licensing according to the
Auditor Oversight Act (AOA) and independence (article 728 CO and article 11
AOA) and that there are no circumstances incompatible with our independence.
In accordance with article 728a paragraph 1 item 3 CO and Swiss Auditing
Standard 890, we confirm that an internal control system exists, which
has been designed for the preparation of consolidated financial statements
according to the instructions of the Board of Directors.
We recommend that the consolidated financial statements submitted to you
be approved.
We also have audited, in accordance with the standards of the Public Company
Accounting Oversight Board (United States), ABB Ltd’s internal control over
financial reporting as of December 31, 2015, based on criteria established in
Internal Control—Integrated Framework issued by the Committee of Sponsor-
ing Organizations of the Treadway Commission (2013 framework) (COSO), and
our report dated February 25, 2016 expressed an unqualified opinion on the
effectiveness of ABB Ltd’s internal control over financial reporting.
Ernst & Young AG
Leslie Clifford
Licensed audit expert
(Auditor in charge)
Zurich, Switzerland
February 25, 2016
Robin Errico
Licensed audit expert
ABB Annual Report 2015 | Financial review of ABB Group 159
Report of the Independent Auditor on internal control
over financial reporting
Because of its inherent limitations, internal control over financial reporting may
not prevent or detect misstatements. Also, projections of any evaluation of
effectiveness to future periods are subject to the risk that controls may become
inadequate because of changes in conditions, or that the degree of compli-
ance with the policies or procedures may deteriorate.
In our opinion, ABB Ltd maintained, in all material respects, effective internal
control over financial reporting as of December 31, 2015, based on the COSO
criteria.
We also have audited, in accordance with Swiss law, Swiss Auditing Standards
and the standards of the Public Company Accounting Oversight Board (United
States), the 2015 consolidated financial statements of ABB Ltd and our report
dated February 25, 2016, expressed an unqualified opinion thereon.
Ernst & Young AG
Leslie Clifford
Licensed audit expert
(Auditor in charge)
Zurich, Switzerland
February 25, 2016
Robin Errico
Licensed audit expert
To the Board of Directors and Stockholders of ABB Ltd, Zurich
We have audited ABB Ltd’s internal control over financial reporting as of
December 31, 2015, based on criteria established in Internal Control—Inte-
grated Framework issued by the Committee of Sponsoring Organizations of
the Treadway Commission (2013 framework) (the COSO criteria). ABB Ltd’s
Board of Directors and management are responsible for maintaining effective
internal control over financial reporting, and management is responsible for
its assessment of the effectiveness of internal control over financial reporting
included in the accompanying Report of management on internal control
over financial reporting. Our responsibility is to express an opinion on the
company’s internal control over financial reporting based on our audit.
We conducted our audit in accordance with the standards of the Public Com-
pany Accounting Oversight Board (United States). Those standards require
that we plan and perform the audit to obtain reasonable assurance about
whether effective internal control over financial reporting was maintained in
all material respects. Our audit included obtaining an understanding of internal
control over financial reporting, assessing the risk that a material weakness
exists, testing and evaluating the design and operating effectiveness of internal
control based on the assessed risk, and performing such other procedures as
we considered necessary in the circumstances. We believe that our audit pro-
vides a reasonable basis for our opinion.
A company’s internal control over financial reporting is a process designed
to provide reasonable assurance regarding the reliability of financial reporting
and the preparation of financial statements for external purposes in accor-
dance with generally accepted accounting principles. A company’s internal
control over financial reporting includes those policies and procedures that
(1) pertain to the maintenance of records that, in reasonable detail, accurately
and fairly reflect the transactions and dispositions of the assets of the com-
pany; (2) provide reasonable assurance that transactions are recorded as nec-
essary to permit preparation of financial statements in accordance with
generally accepted accounting principles, and that receipts and expenditures
of the company are being made only in accordance with authorizations of
management and directors of the company; and (3) provide reasonable assur-
ance regarding prevention or timely detection of unauthorized acquisition,
use, or disposition of the company’s assets that could have a material effect
on the financial statements.
160 Financial review of ABB Group | ABB Annual Report 2015
ABB Annual Report 2015 | Financial review of ABB Group 161
Lweendo – Product Management, Västerås, Sweden
“We’re always getting customer feedback and results from
system testing, so every day there are new challenges to
solve around system functionality, design and user experi
ence…. What I appreciate is how every decision we make
is a reflection of the whole team’s thinking.”
162 ABB Ltd Statutory Financial Statements | ABB Annual Report 2015
ABB Ltd Statutory
Financial Statements
Contents
164 ABB Ltd Management Report 2015
165 Financial Statements of ABB Ltd, Zurich
178 Proposed appropriation of available earnings
179 Report of the Statutory Auditor
ABB Annual Report 2015 | ABB Ltd Statutory Financial Statements 163
ABB Ltd
Management Report 2015
ABB Ltd is the holding company of the ABB Group, owning directly or indirectly
all subsidiaries globally.
The major business activities during 2015 can be summarized as follows:
Management services
The company provided management services to a Group company
of CHF 30 million.
Share transactions
— share buyback for employee share programs of CHF 258 million
— share buyback for reduction of share capital of CHF 1,183 million
— share deliveries for employee share programs of CHF 125 million
Dividend payment to external shareholders
— from capital contribution reserve of CHF 1,233 million
— in form of a par value reduction of CHF 378 million
Share capital
The Company reduced its share capital by CHF 394 million in the form of a par
value reduction from CHF 1.03 to CHF 0.86 per share.
Other information
In 2015, the Company employed on average 20 employees.
Once a year, the Company’s board of directors performs a risk assessment in
accordance with the Group’s risk management process and discusses appropri
ate actions if necessary.
The Company does not carry out any research and development business.
In 2016, the Company will continue to operate as the holding company of the
ABB Group. No change of business is expected.
February 25, 2016
164 ABB Ltd Statutory Financial Statements | ABB Annual Report 2015
Financial Statements of ABB Ltd, Zurich
Income Statement
Year ended December 31 (CHF in thousands)
Dividend income
Finance income
Other operating income
Finance expense
Personnel expenses
Other operating expenses
Net income before taxes
Income taxes
Net income
Balance Sheet
December 31 (CHF in thousands)
Cash
Cash deposit with ABB Group Treasury Operations
Nontrade receivables
Nontrade receivables – Group
Accrued income and prepaid expenses
Accrued income and prepaid expenses – Group
Other shortterm assets
Total current assets
Participation
Other longterm assets
Total non-current assets
Total assets
Nontrade payables
Nontrade payables – Group
Deferred income and accrued expenses
Deferred income and accrued expenses – Group
Interestbearing liabilities
Total current liabilities
Interestbearing liabilities
Total non-current liabilities
Total liabilities
Share capital
Legal reserves
Legal reserves from capital contribution
Legal reserves from retained earnings
Free reserves
Other reserves
Retained earnings
Net income
Own shares
Total stockholders’ equity
Total liabilities and stockholders’ equity
Note
8
9
2015
3,000,000
16,577
47,550
(26,099)
(32,030)
(29,940)
2,976,058
(2,341)
2,973,717
2014
600,000
27,216
43,734
(34,175)
(40,479)
(25,592)
570,704
(597)
570,107
Note
2015
835
2014
1,012
2
1,979,217
1,891,494
82
10,215
–
3,329
697
944
7,687
2,100
3,100
–
1,994,375
1,906,337
3
8,973,229
8,973,229
4,944
7,481
8,978,173
8,980,710
10,972,548
10,887,047
18,909
1,797
64,581
126
499,775
585,188
10,717
738
23,734
1,233
–
36,422
700,052
700,052
1,285,240
1,199,562
1,199,562
1,235,984
1,990,679
2,384,186
30,430
1,000,000
1,263,005
1,000,000
540,072
5,647,858
2,973,717
535,171
5,077,751
570,107
(2,495,448)
(1,179,157)
9,687,308
9,651,063
10,972,548
10,887,047
5
5
7
7
7
7
7
7
ABB Annual Report 2015 | ABB Ltd Statutory Financial Statements 165
Cash Flow Statement
Year ended December 31 (CHF in thousands)
Note
2015
2014
Operating activities:
Net income
Adjustments to reconcile net income to net cash provided by operating activities:
Reversal of amortization other assets
Change in valuation of bonds
Changes in operating assets and liabilities:
Receivables
Current liabilities
Net cash provided by operating activities
Investing activities:
Repayment of loans granted to Group companies
Net cash provided by investing activities
Financing activities:
Purchase of own shares
Delivery of own shares
Dividends paid
from Legal reserves from capital contribution
from par value reduction
Net cash used in financing activities
Net change in cash and equivalents
Cash and equivalents, opening balance
Cash and equivalents, closing balance
2,973,717
570,107
1,840
265
1,993
263
205
48,991
3,025,018
(704)
(17,697)
553,962
—
0
900 000
900,000
7
7
7
7
(1,441,493)
(945,303)
114,115
64,344
(1,232,575)
(1,378,517)
(377,519)
—
(2,937,472)
(2,259,476)
87,546
(805,514)
1,892,506
1,980,052
2,698,020
1,892,506
166 ABB Ltd Statutory Financial Statements | ABB Annual Report 2015
Notes to Financial Statements
Note 1
General
ABB Ltd, Zurich, Switzerland (the Company) is the parent company of the ABB Group. Its unconsolidated financial
statements are prepared in accordance with Swiss law and serve as complementary information to the consolidated
financial statements.
Note 2
Cash deposit with
ABB Group Treasury Operations
Note 3
Participation
December 31, 2015 and 2014
Company name
ABB Asea Brown Boveri Ltd
The financial statements have been prepared in accordance with Article 957 et seqq. of Title 32 of the Swiss Code of
Obligations.
Group companies are all companies in which the Company, directly or indirectly, has more than 50% of the voting rights
or over which it exerts a significant influence. A Group company is fully consolidated.
The Company deposits available cash in Swiss francs with Group Treasury Operations. The deposits are stated at the
lower of cost or fair value.
Purpose
Holding
Domicile
CHZurich
Share capital
Ownership and voting rights
CHF 2,768,000,000
100%
The participation is valued at the lower of cost or fair value, using generally accepted valuation principles.
ABB Annual Report 2015 | ABB Ltd Statutory Financial Statements 167
Note 4
Indirect Participations
The following tables set forth the name, country of incorporation, ownership and voting rights, as well as share capital,
of the significant indirect subsidiaries of the Company, as of December 31, 2015 and 2014.
December 31, 2015
Company name/location
SARPI Société Algérienne pour la réalisation
de projets industriels, Alger
ABB S.A., Buenos Aires
ABB Australia Pty Limited, Moorebank, NSW
ABB Group Investment Management Pty. Ltd., Moorebank, NSW
ABB N.V., Zaventem
ABB Ltda., Osasco
ABB Bulgaria EOOD, Sofia
ABB Canada Holding Limited Partnership,
SaintLaurent, Quebec
ABB Inc., Saint Laurent, Quebec
Thomas & Betts Limited, Saint Jean sur Richelieu, Quebec
ABB S.A., Santiago
ABB Beijing Drive Systems Co. Ltd., Beijing
ABB (China) Ltd., Beijing
ABB Engineering (Shanghai) Ltd., Shanghai
ABB High Voltage Switchgear Co. Ltd., Beijing
ABB Xiamen Low Voltage Equipment Co. Ltd., Xiamen
ABB Xiamen Switchgear Co. Ltd., Xiamen
ABB Xinhui Low Voltage Switchgear Co. Ltd., Xinhui
ABB s.r.o., Prague
ABB A/S, Skovlunde
ABB for Electrical Industries (ABB ARAB) S.A.E., Cairo
Asea Brown Boveri S.A.E., Cairo
ABB AS, Jüri
ABB Oy, Helsinki
ABB France, Cergy Pontoise
ABB S.A., Cergy Pontoise
ABB Automation GmbH, Mannheim
ABB Automation Products GmbH, Ladenburg
ABB Beteiligungs und Verwaltungsges. mbH, Mannheim
ABB Stotz Kontakt GmbH, Heidelberg
Busch Jaeger Elektro GmbH, Lüdenscheid
ABB Holding Ltd., Hong Kong
ABB (Hong Kong) Ltd., Hong Kong
ABB Global Industries and Services Private Limited, Bangalore
ABB India Limited, Bangalore
ABB S.p.A., Milan
ABB K.K., Tokyo
ABB Ltd., Seoul
ABB Holdings Sdn. Bhd., Subang Jaya
ABB Malaysia Sdn. Bhd., Subang Jaya
ABB Mexico S.A. de C.V., San Luis Potosi SLP
Asea Brown Boveri S.A. de C.V., San Luis Potosi SLP
ABB B.V., Rotterdam
ABB Capital B.V., Rotterdam
ABB Finance B.V., Rotterdam
ABB Holdings B.V., Rotterdam
ABB Investments B.V., Rotterdam
Thomas & Betts Netherlands B.V., Barendrecht
ABB AS, Billingstad
ABB Holding AS, Billingstad
ABB Sp. z o.o., Warsaw
ABB Ltd., Moscow
ABB Contracting Company Ltd., Riyadh
ABB Electrical Industries Ltd., Riyadh
Country
Algeria
Argentina
Australia
Australia
Belgium
Brazil
Bulgaria
Canada
Canada
Canada
Chile
China
China
China
China
China
China
China
Czech Republic
Denmark
Egypt
Egypt
Estonia
Finland
France
France
Germany
Germany
Germany
Germany
Germany
Hong Kong
Hong Kong
India
India
Italy
Japan
Korea, Republic of
Malaysia
Malaysia
Mexico
Mexico
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
Norway
Norway
Poland
Russian Federation
Saudi Arabia
Saudi Arabia
168 ABB Ltd Statutory Financial Statements | ABB Annual Report 2015
ABB ownership
and voting rights
Share capital
%
in thousands
Footnote
Currency
50.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
90.00
100.00
100.00
60.00
100.00
64.30
90.00
100.00
100.00
100.00
100.00
100.00
100.00
99.83
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
75.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.92
100.00
65.00
65.00
814,500
278,860
131,218
355,312
13,290
994,708
65,110
–
–
–
4,741,936
5,000
310,000
40,000
11,400
15,800
23,500
6,200
400,000
100,000
353,479
116,000
1,663
10,003
25,778
45,921
15,000
10,620
61,355
7,500
1,535
27,887
20,000
608,930
423,817
110,000
1,000,000
18,670,000
4,490
3,500
633,368
667,686
9,200
1,000
20
119
100
227
250,000
240,000
350,656
5,686
40,000
168,750
(1)
(1)
DZD
ARS
AUD
AUD
EUR
BRL
BGN
CAD
CAD
CAD
CLP
USD
USD
USD
USD
USD
USD
USD
CZK
DKK
EGP
USD
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
HKD
HKD
INR
INR
EUR
JPY
KRW
MYR
MYR
MXN
MXN
EUR
USD
EUR
EUR
EUR
EUR
NOK
NOK
PLN
RUB
SAR
SAR
Note 4
Indirect Participations, continued
December 31, 2015
Company name/location
ABB Holdings Pte. Ltd., Singapore
ABB Pte. Ltd., Singapore
ABB Holdings (Pty) Ltd., Longmeadow
ABB South Africa (Pty) Ltd., Longmeadow
Asea Brown Boveri S.A., Madrid
ABB AB, Västerås
ABB Norden Holding AB, Västerås
ABB Information Systems Ltd., Zurich
ABB Investment Holding GmbH, Zurich
ABB Management Services Ltd., Zurich
ABB Schweiz AG, Baden
ABB Turbo Systems AG, Baden
ABB LIMITED, Bangkok
ABB Elektrik Sanayi A.S., Istanbul
ABB Industries (L.L.C.), Dubai
ABB Holdings Limited, Warrington
ABB Limited, Warrington
ABB Finance (USA) Inc., Delaware
ABB Holdings Inc., Cary, NC
ABB Inc., Cary, NC
ABB Treasury Center (USA), Inc., Wilmington, Delaware
Baldor Electric Company, Fort Smith, AR
Edison Holding Corporation, Delaware
PowerOne Renewable Energy Solutions LLC, Delaware
Thomas & Betts Corporation, Knoxville, TN
Verdi Holding Corporation, Delaware
(1)
(2)
Shares without par value.
Company consolidated as ABB exercises full management control.
December 31, 2014
Company name/location
ABB S.A., Buenos Aires
ABB Australia Pty Limited, Moorebank, NSW
ABB AG, Vienna
ABB N.V., Zaventem
ABB Ltda., Osasco
ABB Bulgaria EOOD, Sofia
ABB Inc., SaintLaurent, Quebec
Thomas & Betts Limited, SaintJeansurRichelieu, Quebec
ABB (China) Ltd., Beijing
ABB Ltda., Bogotá
ABB Ltd., Zagreb
ABB s.r.o., Prague
ABB A/S, Skovlunde
ABB Ecuador S.A., Quito
Asea Brown Boveri S.A.E., Cairo
ABB AS, Jüri
ABB Oy, Helsinki
ABB S.A., Cergy Pontoise
ABB AG, Mannheim
ABB Automation GmbH, Mannheim
ABB Automation Products GmbH, Ladenburg
ABB Beteiligungs und Verwaltungsges. mbH, Mannheim
ABB StotzKontakt GmbH, Heidelberg
BuschJaeger Elektro GmbH, Lüdenscheid
Country
Singapore
Singapore
South Africa
South Africa
Spain
Sweden
Sweden
Switzerland
Switzerland
Switzerland
Switzerland
Switzerland
Thailand
Turkey
United Arab Emirates
United Kingdom
United Kingdom
United States
United States
United States
United States
United States
United States
United States
United States
United States
Country
Argentina
Australia
Austria
Belgium
Brazil
Bulgaria
Canada
Canada
China
Colombia
Croatia
Czech Republic
Denmark
Ecuador
Egypt
Estonia
Finland
France
Germany
Germany
Germany
Germany
Germany
Germany
ABB ownership
and voting rights
Share capital
%
in thousands
Footnote
Currency
100.00
100.00
100.00
74.91
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.95
49.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
32,797
28,842
4,050
1
33,318
400,000
2,344,783
500
92,054
571
55,000
10,000
1,034,000
13,410
5,000
226,014
120,000
1
2
1
1
–
10
–
1
–
SGD
SGD
ZAR
ZAR
EUR
SEK
SEK
CHF
CHF
CHF
CHF
CHF
THB
TRY
AED
GBP
GBP
USD
USD
USD
USD
USD
USD
USD
USD
USD
(2)
ABB ownership
and voting rights
Share capital
%
in thousands
Footnote
Currency
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
96.87
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
278,860
131,218
15,000
13,290
590,314
65,110
–
–
310,000
486,440
2,730
400,000
100,000
325
116,000
1,663
10,003
45,921
167,500
15,000
10,620
61,355
7,500
1,535
(1)
(1)
ARS
AUD
EUR
EUR
BRL
BGN
CAD
CAD
USD
COP
HRK
CZK
DKK
USD
USD
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
ABB Annual Report 2015 | ABB Ltd Statutory Financial Statements 169
Note 4
Indirect Participations, continued
December 31, 2014
Company name/location
Asea Brown Boveri S.A., Metamorphossis Attica
ABB (Hong Kong) Ltd., Hong Kong
ABB Engineering Trading and Service Ltd., Budapest
ABB India Limited, Bangalore
ABB Limited, Dublin
ABB Technologies Ltd., Haifa
ABB S.p.A., Milan
PowerOne Italy S.p.A., Terranuova Bracciolini
ABB K.K., Tokyo
ABB Ltd., Seoul
ABB Holdings Sdn. Bhd., Subang Jaya
Asea Brown Boveri S.A. de C.V., San Luis Potosi SLP
ABB B.V., Rotterdam
ABB Capital B.V., Rotterdam
ABB Finance B.V., Rotterdam
ABB Holdings B.V., Rotterdam
ABB Investments B.V., Rotterdam
ABB Limited, Auckland
ABB Holding AS, Billingstad
ABB S.A., Lima
ABB, Inc., Paranaque, Metro Manila
ABB Sp. z o.o., Warsaw
ABB (Asea Brown Boveri), S.A., Oeiras
ABB Ltd., Moscow
ABB Contracting Company Ltd., Riyadh
ABB Holdings Pte. Ltd., Singapore
ABB Holdings (Pty) Ltd., Longmeadow
Asea Brown Boveri S.A., Madrid
ABB AB, Västerås
ABB Norden Holding AB, Västerås
ABB Schweiz AG, Baden
ABB Technology Ltd., Zurich
ABB LIMITED, Bangkok
ABB Elektrik Sanayi A.S., Istanbul
ABB Ltd., Kiev
ABB Industries (L.L.C.), Dubai
ABB Holdings Limited, Warrington
ABB Limited, Warrington
ABB Holdings Inc., Cary, NC
ABB Inc., Cary, NC
Baldor Electric Company, Fort Smith, AR
Kuhlman Electric Corporation, Crystal Springs, MS
PowerOne, Inc., Delaware
Thomas & Betts Corporation, Knoxville, TN
(1)
(2)
Shares without par value
Company consolidated as ABB exercises full management control
ABB ownership
and voting rights
Share capital
%
in thousands
Footnote
Currency
Country
Greece
Hong Kong
Hungary
India
Ireland
Israel
Italy
Italy
Japan
100.00
100.00
100.00
75.00
100.00
99.99
100.00
100.00
100.00
1,721
20,000
444,090
423,817
635
420
107,000
22,000
1,000,000
Korea, Republic of
100.00
18,670,000
Malaysia
Mexico
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
New Zealand
Norway
Peru
Philippines
Poland
Portugal
Russian Federation
Saudi Arabia
Singapore
South Africa
Spain
Sweden
Sweden
Switzerland
Switzerland
Thailand
Turkey
Ukraine
United Arab Emirates
United Kingdom
United Kingdom
United States
United States
United States
United States
United States
United States
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
98.18
100.00
99.92
100.00
100.00
65.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.95
100.00
49.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
4,490
667,686
9,200
9,080
20
119
100
34,000
240,000
29,116
123,180
350,656
4,117
5,686
40,000
32,797
4,050
33,318
400,000
2,344,783
55,000
100
1,034,000
13,410
85,400
5,000
226,014
120,000
2
1
–
–
–
1
(2)
EUR
HKD
HUF
INR
EUR
ILS
EUR
EUR
JPY
KRW
MYR
MXN
EUR
EUR
EUR
EUR
EUR
NZD
NOK
PEN
PHP
PLN
EUR
RUB
SAR
SGD
ZAR
EUR
SEK
SEK
CHF
CHF
THB
TRY
UAH
AED
GBP
GBP
USD
USD
USD
USD
USD
USD
170 ABB Ltd Statutory Financial Statements | ABB Annual Report 2015
Note 5
Interest-bearing liabilities
December 31 (CHF in thousands)
Bond 20112016 1.25% coupon
Bond 20122018 1.5% coupon
Bond 20112021 2.25% coupon
Total
thereof current liabilities
thereof noncurrent liabilities
nominal value
discount on issuance
nominal value
nominal value
premium on issuance
2015
500,000
(225)
350,000
350,000
52
2014
500,000
(507)
350,000
350,000
69
1,199,827
1,199,562
499,775
700,052
–
1,199,562
The 1.25% Bonds, due 2016, the 1.5% Bonds, due 2018 and the 2.25% Bonds, due 2021, pay interest annually in arrears,
at fixed annual rates of 1.25 percent, 1.5 percent and 2.25 percent, respectively. The Company has the option to redeem
the bonds prior to maturity, in whole, at par plus accrued interest, if 85% of the aggregate principle amount of the bonds
has been redeemed or purchased and cancelled.
The bonds, issued prior to January 1, 2013, are stated at their nominal value less any discount or plus any premium on
issuance. Bonds are accreted/amortized to par over the period to maturity.
The Company has, through Group Treasury Operations, entered into interest rate swaps with banks to effectively con
vert the bonds maturing 2016 and 2021 into floating rate obligations.
Note 6
Contingent liabilities
The Company has issued a support letter to a surety institution for the issuance of surety bonds on behalf of Group
companies. The amount issued under this letter was CHF 741,900 thousand as of December 31, 2015 and CHF
742,200 thousand as of December 31, 2014.
Furthermore, the Company has Keepwell agreements with certain Group companies. A Keepwell agreement is a share
holder agreement between the Company and a Group company. These agreements provide for maintenance of a minimum
net worth in the Group company and the maintenance of 100 percent direct or indirect ownership by the Company.
The Keepwell agreements additionally provide that if at any time the Group company has insufficient liquid assets to
meet any payment obligation on its debt (as defined in the agreements) and has insufficient unused commitments under
its credit facilities with its lenders, the Company will make available to the Group company sufficient funds to enable it
to fulfill such payment obligation as it falls due. A Keepwell agreement is not a guarantee by the Company for payment
of the indebtedness, or any other obligation, of a Group company. No party external to the ABB Group is a party to any
Keepwell agreement.
In addition, the Company has provided certain guarantees securing the performance of Group companies in connection
with commercial paper programs, indentures or other debt instruments to enable them to fulfill the payment obligation
under such instruments as they fall due. The amount guaranteed under these instruments was CHF 5,727,720 thousand
as of December 31, 2015 and CHF 5,904,174 thousand as of December 31, 2014.
Furthermore, the Company is the guarantor in the Group’s USD 2 billion multicurrency revolving credit facility, maturing
in 2020 but no amounts were outstanding at December 31, 2015 and 2014.
The Company through certain of its direct and indirect subsidiaries is involved in various regulatory and legal matters.
The Company’s direct and indirect subsidiaries have made certain related accruals as further described in “Note 15
Commitments and contingencies” to the Consolidated Financial Statements of ABB Ltd. As described in the note, there
could be material adverse outcomes beyond the accrued liabilities.
The Company is part of a value added tax Group and therefore is jointly liable to the Swiss Federal Tax Department for
the value added tax liabilities of the other members.
ABB Annual Report 2015 | ABB Ltd Statutory Financial Statements 171
Note 7
Stockholders’ equity
(CHF in thousands)
Opening balance
Legal reserves
from
Free reserves
from
Share
from capital
retained
Other
retained
Net
Own
capital
contribution
earnings
reserves
earnings
income
shares
Total
as of January 1, 2015
2,384,186
1,263,005
1,000,000
535,171
5,077,751
570,107
(1,179,157)
9,651,063
Allocation to retained earnings
Par value reduction
(393,507)
Release to other reserves
Dividend payment
Purchases of own shares
Delivery of own shares
Loss on delivery of own shares
Net income for the year
Closing balance
(1,232,575)
15,988
1,232,575
(1,232,575)
(11,087)
570,107
(570,107)
–
(377,519)
–
(1,232,575)
(1,441,493)
(1,441,493)
125,202
125,202
(11,087)
2,973,717
2,973,717
as of December 31, 2015
1,990,679
30,430
1,000,000
540,072
5,647,858 2,973,717
(2,495,448)
9,687,308
As a result of the Swiss corporate tax reform II that became effective on January 1, 2011, qualifying contributions from
the shareholders exceeding the nominal share capital can be distributed without deduction of Swiss withholding tax.
Accordingly, such contributions have been recorded in a specific account (legal reserves from capital contribution)
within the legal reserves in order to benefit from the favorable tax treatment.
Share capital as of December 31, 2015
Issued shares
Contingent shares
Authorized shares
Share capital as of December 31, 2014
Issued shares
Contingent shares
Authorized shares
Number of
registered shares
2,314,743,264
304,038,800
200,000,000
Number of
registered shares
2,314,743,264
304,038,800
200,000,000
Par value
Total
(CHF)
0.86
0.86
0.86
(CHF in thousands)
1,990,679
261,473
172,000
Par value
Total
(CHF)
1.03
1.03
1.03
(CHF in thousands)
2,384,186
313,160
206,000
The own shares are valued at acquisition cost. During 2015, a loss from the delivery of own shares of CHF 11,087 thou
sand was recorded in other reserves.
During 2015, a bank holding call options related to ABB Group’s management incentive plan (MIP) exercised a portion of
these options. Such options had been issued in 2009 and 2012 by the Group company that facilitates the MIP at fair
value and had a strike price of CHF 19.00 and CHF 15.75, respectively. At issuance, the Group company had entered into
an intercompany option agreement with the Company, having the same terms and conditions to enable it to meet its
future obligations. As a result of the exercise by the bank, the Company issued 4,569,100 and 714,450 shares at CHF
19.00 and CHF 15.75, respectively, out of own shares.
During 2014, a bank holding call options related to ABB Group’s management incentive plan (MIP) exercised a portion of
these options. Such options had been issued in 2012 by the Group company that facilitates the MIP at fair value and
had a strike price of CHF 15.75. At issuance, the Group company had entered into an intercompany option agreement
with the Company, having the same terms and conditions to enable it to meet its future obligations. As a result of the
exercise by the bank, the Company issued 1,315,400 shares at CHF 15.75 out of own shares.
The ABB Group has an annual employee share acquisition plan (ESAP) which provides share options to employees glob
ally. To enable the Group company that facilitates the ESAP to deliver shares to employees who have exercised their
stock options, the Group company entered into an agreement with the Company to acquire the required number of shares
at their then market value from the Company. Consequently in November 2015 and 2014, respectively, the Company
issued, out of own shares, to the Group company, 30,003 and 555,161 shares at CHF 20.76 and CHF 21.52, respectively.
In 2015 and 2014, the Company transferred 706,963 and 1,109,760 own shares at an average acquisition price per
share of CHF 20.77 and CHF 20.99, respectively, to fulfill its obligations under other sharebased arrangements.
On September 9, 2014, the Company announced a share buyback program of up to USD 4 billion which commenced
on September 16, 2014. The Company intends to allocate approximately threequarters of the buyback program to
a reduction of share capital and the remainder to support its employee share programs globally.
172 ABB Ltd Statutory Financial Statements | ABB Annual Report 2015
Note 7
Stockholders’ equity, continued
The movement in the number of own shares during the year was as follows:
2015
Average acquisition
2014
Average acquisition
Number of shares
price per share CHF
Number of shares
price per share CHF
Opening balance as of January 1
Purchases for employee share programs
Purchases for cancellation
Delivery
Closing balance as of December 31
Thereof pledged for MIP
55,843,639
13,050,000
60,245,000
(6,020,516)
123,118,123
10,726,465
21.12
19.78
19.64
20.80
20.27
14,093,960
18,750,000
25,980,000
(2,980,321)
55,843,639
8,978,986
21.03
20.82
21.36
20.99
21.12
Note 8
Dividend income
The dividend payment from ABB Asea Brown Boveri Ltd was increased in 2015 to meet the cash needs for the share
buyback program and the dividend payment to the Company's shareholders.
Note 9
Other operating income
Other operating income includes mainly outgoing charges for division management services and guarantee compensa
tion fees to Group companies.
Note 10
Significant shareholders
Investor AB, Sweden, held 232,165,142 and 199,965,142 ABB Ltd shares as of December 31, 2015 and 2014, respectively.
This corresponds to 10.03 percent and 8.6 percent of ABB Ltd’s total share capital and voting rights as registered in the
Commercial Register on December 31, 2015 and 2014, respectively.
Pursuant to its disclosure notice, Cevian Capital II GP Limited, Channel Islands, announced that, as per July 24, 2015,
on behalf of its general partners it held 119,377,120 ABB Ltd shares. This corresponds to 5.2 percent of ABB Ltd's
total share capital and voting rights as registered in the commercial register on December 31, 2015.
Pursuant to its disclosure notice, BlackRock, Inc., USA, disclosed that, as per July 25, 2011, it, together with its direct
and indirect subsidiaries, held 69,702,100 ABB Ltd shares. This corresponds to 3.0 percent of total ABB Ltd’s share
capital and voting rights as registered in the Commercial Register on December 31, 2015 and 2014, respectively.
To the best of the Company’s knowledge, no other shareholder holds 3 percent or more of ABB Ltd's total share capital
and voting rights on December 31, 2015 and 2014, respectively.
At December 31, 2015 and 2014, the members of the Board of directors as of that date, held the following numbers of
shares (or ADSs representing such shares):
Total number of shares held at December 31
2015
45,559
N/A
193,659
176,820
24,788
3,229
80,562
146,646
N/A
25,016
696,279
2014
N/A
253,264
185,708
170,671
17,912
N/A
72,742
139,602
108,787
18,970
967,656
Note 11
Shareholdings of Board
and Executive Committee
Name
Peter Voser(1), (2)
Hubertus von Grünberg(3)
Jacob Wallenberg(4)
Roger Agnelli
Matti Alahuhta
David Constable(1)
Louis R. Hughes
Michel de Rosen
Michael Treschow(3)
Ying Yeh
Total
(1)
(2)
(3)
(4)
Peter Voser and David Constable were elected to the Board at the ABB Ltd AGM in 2015.
Includes 2000 shares held by his spouse.
Hubertus von Grünberg and Michael Treschow left the Board at the end of the 2014/2015 term of office.
Share amounts provided in this section do not include the shares beneficially owned by Investor ABB, of which Mr. Wallenberg is chairman.
ABB Annual Report 2015 | ABB Ltd Statutory Financial Statements 173
Note 11
Shareholdings of Board
and Executive Committee,
continued
At December 31, 2015, the members of the Executive Committee, as of that date, held the following number of shares
(or ADSs representing such shares), the conditional rights to receive ABB shares under the LTIP and options (either
vested or unvested as indicated) under the MIP and unvested shares in respect of other compensation arrangements.
Vested
at December 31, 2015
Unvested at December 31, 2015
d
l
e
h
s
e
r
a
h
s
f
o
r
e
b
m
u
n
l
a
t
o
T
289,048
23,768
–
475,446
132,896
83,901
21,000
115,977
202,175
267,848
41,501
30,393
d
l
e
h
s
n
o
i
t
p
o
d
e
t
s
e
v
f
o
r
e
b
m
u
N
)
1
(
I
P
M
e
h
t
r
e
d
n
u
–
710,125
–
–
–
221,375
221,375
–
–
–
–
250,000
e
l
b
a
r
e
v
i
l
e
d
s
e
r
a
h
s
n
o
i
t
n
e
t
e
R
n
o
i
t
n
e
t
e
r
3
1
0
2
e
h
t
r
e
d
n
u
)
2
(
P
I
T
L
e
h
t
f
o
t
n
e
n
o
p
m
o
c
e
l
b
a
r
e
v
i
l
e
d
s
e
r
a
h
s
n
o
i
t
n
e
t
e
R
n
o
i
t
n
e
t
e
r
4
1
0
2
e
h
t
r
e
d
n
u
)
2
(
P
I
T
L
e
h
t
f
o
t
n
e
n
o
p
m
o
c
s
e
r
a
h
s
f
o
r
e
b
m
u
n
e
c
n
e
r
e
f
e
R
5
1
0
2
e
h
t
r
e
d
n
u
e
l
b
a
r
e
v
i
l
e
d
s
t
n
e
n
o
p
m
o
c
e
c
n
a
m
r
o
f
r
e
p
)
2
(
P
I
T
L
e
h
t
f
o
)
2
P
d
n
a
1
P
(
(vesting
(vesting
(vesting
r
e
m
r
o
f
m
o
r
f
s
t
i
f
e
n
e
b
e
n
o
g
e
r
o
f
r
o
f
t
n
a
r
g
e
r
a
h
s
t
n
e
m
e
c
a
l
p
e
R
)
3
(
r
e
y
o
l
p
m
e
(vesting
2016
2016)
78,395
27,071
27,071
31,848
25,632
24,830
22,294
25,632
9,810
37,033
22,294
15,919
2017)
93,846
30,549
30,549
35,940
27,548
26,159
25,158
34,677
27,674
40,750
31,083
16,457
2018)
and 2018)
172,465
44,562
51,413
45,873
46,390
45,896
42,845
42,780
36,010
51,902
42,845
36,698
–
–
144,802
–
–
–
–
–
–
–
–
–
Name
Ulrich Spiesshofer
Eric Elzvik
JeanChristophe Deslarzes
Diane de Saint Victor
Frank Duggan
Greg Scheu(4)
Pekka Tiitinen
Tarak Mehta
VeliMatti Reinikkala
Bernhard Jucker
Claudio Facchin
Peter Terwiesch
Total Executive Committee
members as of December 31, 2015
1,683,953
1,402,875
347,829
420,390
659,679
144,802
(1)
(2)
(3)
(4)
Options may be sold or exercised/converted into shares at the ratio of 5 options for 1 share.
Upon vesting, the LTIP foresees delivering 30 percent of the value of the vested shares under the retention component (LTIP 2013 and 2014) and performance components (P1 and P2 of
LTIP 2015) in cash. However, participants have the possibility to elect to receive 100 percent of the vested award in shares.
The Replacement share grant foresees delivering 30 percent of the value of the vested shares in cash. However, the participant has the possibility to elect to receive 100 percent of the
vested award in shares.
Total number of shares held includes 32 shares held by children.
174 ABB Ltd Statutory Financial Statements | ABB Annual Report 2015
Note 11
Shareholdings of Board
and Executive Committee,
continued
At December 31, 2014, the members of the Executive Committee, as of that date, held the following number of shares
(or ADSs representing such shares), the conditional rights to receive ABB shares under the LTIP, options (either
vested or unvested as indicated) under the MIP and unvested shares in respect of other compensation arrangements.
Vested
at December 31,
2014
s
n
o
i
t
p
o
d
e
t
s
e
v
f
o
r
e
b
m
u
N
)
1
(
I
P
M
e
h
t
r
e
d
n
u
d
l
e
h
Unvested at December 31, 2014
s
n
o
i
t
p
o
d
e
t
s
e
v
n
u
f
o
r
e
b
m
u
N
)
1
(
I
P
M
e
h
t
r
e
d
n
u
d
l
e
h
-
r
e
v
i
l
e
d
s
e
r
a
h
s
n
o
i
t
n
e
t
e
R
n
o
i
t
n
e
t
e
r
2
1
0
2
e
h
t
r
e
d
n
u
)
2
(
P
I
T
L
e
h
t
f
o
t
n
e
n
o
p
m
o
c
-
r
e
v
i
l
e
d
s
e
r
a
h
s
n
o
i
t
n
e
t
e
R
e
l
b
a
e
l
b
a
n
o
i
t
n
e
t
e
r
3
1
0
2
e
h
t
r
e
d
n
u
)
2
(
P
I
T
L
e
h
t
f
o
t
n
e
n
o
p
m
o
c
-
r
e
v
i
l
e
d
s
e
r
a
h
s
n
o
i
t
n
e
t
e
R
n
o
i
t
n
e
t
e
r
4
1
0
2
e
h
t
r
e
d
n
u
)
2
(
P
I
T
L
e
h
t
f
o
t
n
e
n
o
p
m
o
c
e
l
b
a
m
o
r
f
s
t
i
f
e
n
e
b
e
n
o
g
e
r
o
f
r
o
f
t
n
a
r
g
e
r
a
h
s
t
n
e
m
e
c
a
l
p
e
R
)
3
(
r
e
y
o
l
p
m
e
r
e
m
r
o
f
(vesting
e
r
a
h
s
n
o
i
t
n
e
t
e
r
l
a
i
c
e
p
S
)
3
(
t
n
a
r
g
(vesting
(vesting
(vesting
(vesting
2016 and
(vesting
2015)
–
2015)
67,293
–
422,625
287,500
–
–
212,500
221,375
422,625
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
38,673
35,289
29,664
12,041
35,289
37,223
45,924
17,598
2016)
78,395
27,071
27,071
31,848
25,632
24,830
22,294
25,632
9,810
37,033
22,294
2017)
93,846
30,549
30,549
35,940
27,548
26,159
25,158
34,677
27,674
40,750
31,083
2018)
2015)
–
–
144,802
–
–
–
–
–
–
–
–
–
–
–
150,000
–
–
–
–
–
–
–
d
l
e
h
s
e
r
a
h
s
f
o
r
e
b
m
u
n
l
a
t
o
T
241,943
23,768
–
286,773
97,607
63,137
8,000
91,275
176,119
235,702
9,903
Name
Ulrich Spiesshofer
Eric Elzvik
JeanChristophe Deslarzes
Diane de Saint Victor
Frank Duggan
Greg Scheu (4)
Pekka Tiitinen
Tarak Mehta
VeliMatti Reinikkala
Bernhard Jucker
Claudio Facchin
Total Executive Committee
members as of December 31, 2014
1,234,227
1,279,125
287,500
318,994
331,910
403,933
144,802
150,000
(1)
(2)
(3)
(4)
Options may be sold or exercised/converted into shares at the ratio of 5 options for 1 share.
The LTIP foresees delivering 30 percent of the value of the vested retention shares in cash. However, participants have the possibility to elect to receive 100 percent of the vested award
in shares.
The Replacement share grant and the Special retention share grant foresee delivering 30 percent of the value of the vested shares in cash. However, under both plans participants have
the possibility to elect to receive 100 percent of the vested award in shares.
Total number of shares held includes 32 shares held by children.
ABB Annual Report 2015 | ABB Ltd Statutory Financial Statements 175
Note 11
Shareholdings of Board
and Executive Committee,
continued
At December 31, 2015, the following members of the Executive Committee held vested WARs and conditionally granted
ABB shares under the performance component of the LTIP 2015, 2014 and 2013, which at the time of vesting will be
settled in cash.
Vested at
December 31, 2015
Unvested at December 31, 2015
Name
Ulrich Spiesshofer
Eric Elzvik
JeanChristophe Deslarzes
Diane de Saint Victor
Frank Duggan
Greg Scheu
Pekka Tiitinen
Tarak Mehta
VeliMatti Reinikkala
Bernhard Jucker
Claudio Facchin
Peter Terwiesch
Total Executive Committee members as of December 31, 2015
d
e
t
s
e
v
y
l
l
u
f
f
o
r
e
b
m
u
N
I
P
M
e
h
t
r
e
d
n
u
d
l
e
h
s
R
A
W
–
–
–
–
–
–
–
–
–
–
287,500
–
287,500
t
n
e
n
o
p
m
o
c
e
c
n
a
m
r
o
f
r
e
p
e
h
t
r
e
d
n
u
s
e
r
a
h
s
f
o
r
e
b
m
u
n
e
c
n
e
r
e
f
e
R
h
c
n
u
a
l
3
1
0
2
e
h
t
P
I
T
L
e
h
t
f
o
f
o
t
n
e
n
o
p
m
o
c
e
c
n
a
m
r
o
f
r
e
p
e
h
t
r
e
d
n
u
s
e
r
a
h
s
f
o
r
e
b
m
u
n
e
c
n
e
r
e
f
e
R
h
c
n
u
a
l
4
1
0
2
e
h
t
P
I
T
L
e
h
t
f
o
f
o
(vesting 2016)
(vesting 2017)
50,024
16,659
16,659
19,599
15,023
14,553
13,720
15,023
15,091
18,992
13,720
10,007
51,489
17,147
17,147
20,173
15,463
14,684
14,122
16,139
15,534
19,548
14,122
10,292
219,070
225,860
176 ABB Ltd Statutory Financial Statements | ABB Annual Report 2015
Note 11
Shareholdings of Board
and Executive Committee
continued
At December 31, 2014, the following members of the Executive Committee held vested WARs and conditionally granted
ABB shares under the performance component of the LTIP 2014, 2013 and 2012, which at the time of vesting will be
settled in cash.
Vested
at December 31, 2014
Unvested at December 31, 2014
I
P
M
e
h
t
r
e
d
n
u
d
l
e
h
s
R
A
W
d
e
t
s
e
v
y
l
l
u
f
f
o
r
e
b
m
u
N
–
201,250
–
–
–
–
–
–
–
–
387,500
t
n
e
n
o
p
m
o
c
e
c
n
a
m
r
o
f
r
e
p
e
h
t
r
e
d
n
u
s
e
r
a
h
s
f
o
r
e
b
m
u
n
e
c
n
e
r
e
f
e
R
h
c
n
u
a
l
2
1
0
2
e
h
t
P
I
T
L
e
h
t
f
o
f
o
(vesting
2015)
22,588
–
–
20,652
18,845
17,425
6,950
18,845
19,878
24,524
10,665
t
n
e
n
o
p
m
o
c
e
c
n
a
m
r
o
f
r
e
p
e
h
t
r
e
d
n
u
s
e
r
a
h
s
f
o
r
e
b
m
u
n
e
c
n
e
r
e
f
e
R
h
c
n
u
a
l
3
1
0
2
e
h
t
P
I
T
L
e
h
t
f
o
f
o
t
n
e
n
o
p
m
o
c
e
c
n
a
m
r
o
f
r
e
p
e
h
t
r
e
d
n
u
s
e
r
a
h
s
f
o
r
e
b
m
u
n
e
c
n
e
r
e
f
e
R
h
c
n
u
a
l
4
1
0
2
e
h
t
P
I
T
L
e
h
t
f
o
f
o
(vesting
(vesting
2016)
50,024
16,659
16,659
19,599
15,023
14,553
13,720
15,023
15,091
18,992
13,720
2017)
51,489
17,147
17,147
20,173
15,463
14,684
14,122
16,139
15,534
19,548
14,122
Name
Ulrich Spiesshofer
Eric Elzvik
JeanChristophe Deslarzes
Diane de Saint Victor
Frank Duggan
Greg Scheu
Pekka Tiitinen
Tarak Mehta
VeliMatti Reinikkala
Bernhard Jucker
Claudio Facchin
Total Executive Committee members
as of December 31, 2014
588,750
160,372
209,063
215,568
Note 12
Full time employees
During 2015 and 2014, the Company employed on average 20 and 18 employees, respectively.
ABB Annual Report 2015 | ABB Ltd Statutory Financial Statements 177
Proposed appropriation of available earnings
Proposed appropriation of retained earnings
(CHF in thousands)
Net income for the year
Carried forward from previous year
Retained earnings available to the Annual General Meeting
Legal reserves from retained earnings
Legal reserves from capital contribution
Balance to be carried forward
2015
2,973,717
5,647,858
8,621,575
–
–
2014
570,107
5,077,751
5,647,858
–
–
8,621,575
5,647,858
The Board of directors proposes to carry forward the retained earnings in the amount of CHF 8,621,575 thousand.
On February 3, 2016, the Company announced that the Board of directors will recommend for approval at the April 21,
2016, Annual General Meeting that a dividend be distributed in a tax efficient way in the form of a nominal (par) value
reduction in the amount of CHF 0.74 per share, representing a reduction in nominal (par) value from CHF 0.86 to CHF
0.12 per share, to be paid in July 2016.
178 ABB Ltd Statutory Financial Statements | ABB Annual Report 2015
Report of the Statutory Auditor on the financial statements
To the General Meeting of ABB Ltd, Zurich
As statutory auditor, we have audited the accompanying financial statements
of ABB Ltd, which comprise the balance sheet, income statement, cash flow
statement and notes (pages 165 to 177), for the year ended December 31, 2015.
Board of Directors’ responsibility
The Board of Directors is responsible for the preparation of the financial state
ments in accordance with the requirements of Swiss law and the company’s
articles of incorporation. This responsibility includes designing, implementing
and maintaining an internal control system relevant to the preparation of finan
cial statements that are free from material misstatement, whether due to fraud
or error. The Board of Directors is further responsible for selecting and apply
ing appropriate accounting policies and making accounting estimates that are
reasonable in the circumstances.
Auditor’s responsibility
Our responsibility is to express an opinion on these financial statements based
on our audit. We conducted our audit in accordance with Swiss law and Swiss
Auditing Standards. Those standards require that we plan and perform the
audit to obtain reasonable assurance whether the financial statements are free
from material misstatement.
An audit involves performing procedures to obtain audit evidence about the
amounts and disclosures in the financial statements. The procedures selected
depend on the auditor’s judgment, including the assessment of the risks of
material misstatement of the financial statements, whether due to fraud or error.
In making those risk assessments, the auditor considers the internal control
system relevant to the entity’s preparation of the financial statements in order
to design audit procedures that are appropriate in the circumstances, but not
for the purpose of expressing an opinion on the effectiveness of the entity’s
internal control system. An audit also includes evaluating the appropriateness
of the accounting policies used and the reasonableness of accounting esti
mates made, as well as evaluating the overall presentation of the financial
statements. We believe that the audit evidence we have obtained is sufficient
and appropriate to provide a basis for our audit opinion.
Opinion
In our opinion, the financial statements for the year ended December 31, 2015
comply with Swiss law and the company’s articles of incorporation.
Report on other legal requirements
We confirm that we meet the legal requirements on licensing according to the
Auditor Oversight Act (AOA) and independence (article 728 CO and article 11
AOA) and that there are no circumstances incompatible with our independence.
In accordance with article 728a paragraph 1 item 3 CO and Swiss Auditing
Standard 890, we confirm that an internal control system exists, which has
been designed for the preparation of financial statements according to the
instructions of the Board of Directors.
We further confirm that the proposed appropriation of available earnings
complies with Swiss law and the company’s articles of incorporation. We rec
ommend that the financial statements submitted to you be approved.
Ernst & Young AG
Leslie Clifford
Licensed audit expert
(Auditor in charge)
Zurich, Switzerland
February 25, 2016
Robin Errico
Licensed audit expert
ABB Annual Report 2015 | ABB Ltd Statutory Financial Statements 179
Crystal – Project Manager, Beijing, China
“I help to coordinate everything from the review of
contracts to production, the dispatch of cargo and cus-
tomer service. This means a lot of responsibility, a lot of
contact with different kinds of people and a lot of busy
days to make it all happen.”
180 Supplemental information | ABB Annual Report 2015
Supplemental information
The following are definitions of key financial measures used to evaluate ABB’s operating performance. These financial
measures are referred to in this Annual Report and are not defined under United States generally accepted accounting
principles (U.S. GAAP).
While ABB’s management believes that the financial measures defined below are useful in evaluating ABB’s operating
results, these measures should be considered as supplemental in nature and not as a substitute for the related financial
information prepared in accordance with U.S. GAAP.
For a full reconciliation of ABB’s non-GAAP measures, please refer to Supplemental Reconciliations and Definitions,
ABB Q4 2015 Financial Information at http://new.abb.com/investorrelations/financial-results-and-presentations/quarter-
ly-results-and-annual-reports-2015.
Comparable growth rates
(previously ‘like-for-like growth
rates’)
Growth rates for certain key figures may be presented and discussed on a “comparable” basis. The comparable growth
rate measures growth on a constant currency basis. Since we are a global company, the comparability of our operating
results reported in U.S. dollars is affected by foreign currency exchange rate fluctuations. We calculate the impacts from
foreign currency fluctuations by translating the current-year periods’ reported key figures into U.S. dollar amounts using
the exchange rates in effect for the comparable periods in the previous year.
Comparable growth rates also adjust for changes in our business portfolio. The adjustment for portfolio changes is cal-
culated as follows: where the results of any business acquired or divested have not been consolidated and reported
for the entire duration of both the current and comparable periods, the reported key figures of such business are adjusted
to exclude the relevant key figures of any corresponding quarters which are not comparable when computing the com-
parable growth rate. In addition, certain other portfolio changes which do not qualify as divestments are treated in
a similar manner to divestments. We do not adjust for portfolio changes where the business acquired or divested has
annual revenues of less than $50 million.
Operational EBITA margin
Operational EBITA margin is Operational EBITA as a percentage of Operational revenues.
Operational EBITA
Operational earnings before interest, taxes and acquisition-related amortization (Operational EBITA) represents Income
from operations excluding acquisition-related amortization (as defined below), restructuring and restructuring-related
expenses, gains and losses from sale of businesses, acquisition-related expenses and certain non-operational items, as
well as foreign exchange/commodity timing differences in income from operations consisting of: (i) unrealized gains and
losses on derivatives (foreign exchange, commodities, embedded derivatives), (ii) realized gains and losses on derivatives
where the underlying hedged transaction has not yet been realized, and (iii) unrealized foreign exchange movements on
receivables/payables (and related assets/liabilities).
Acquisition-related amortization
Amortization expense on intangibles arising upon acquisitions.
Operational revenues
Operational revenues are total revenues adjusted for foreign exchange/commodity timing differences in total revenues
of: (i) unrealized gains and losses on derivatives, (ii) realized gains and losses on derivatives where the underlying
hedged transaction has not yet been realized, and (iii) unrealized foreign exchange movements on receivables (and
related assets).
Cash return on invested capital
(CROI)
Adjusted cash return
Cash return on invested capital is calculated as Adjusted cash return divided by Capital invested.
Adjusted cash return is calculated as the sum of (i) net cash provided by operating activities, (ii) interest paid and (iii)
estimate to annualize/eliminate the net cash provided by operating activities of certain acquisitions / (divestments).
Adjusted total fixed assets
Adjusted total fixed assets is the sum of (i) property, plant and equipment, net, (ii) goodwill, (iii) other intangible assets,
net, and iv) investments in equity-accounted companies less v) deferred tax liabilities recognized in certain acquisitions.
Net working capital
Net working capital is the sum of (i) receivables, net, (ii) inventories, net, and (iii) prepaid expenses; less (iv) accounts
payable, trade, (v) billings in excess of sales, (vi) advances from customers, and (vii) other current liabilities (excluding
primarily: (a) income taxes payable, (b) current derivative liabilities, (c) pension and other employee benefits, and (d)
payables under the share buyback program); and including the amounts related to these accounts which have been
presented as either assets or liabilities held for sale.
Capital invested
Capital invested is the sum of (i) Adjusted total fixed assets, (ii) Net working capital and (iii) Accumulated depreciation
and amortization.
Free cash flow conversion to net
income
Free cash flow (FCF)
Free cash flow conversion to net income is calculated as Free cash flow divided by Net income attributable to ABB.
Free cash flow is calculated as net cash provided by operating activities adjusted for: (i) purchases of property, plant
and equipment and intangible assets, (ii) proceeds from sales of property, plant and equipment, and (iii) changes in
financing and other non-current receivables, net (included in other investing activities).
ABB Annual Report 2015 | Supplemental information 181
Investor information
ABB Ltd share price trend
during 2015
During 2015, the price of ABB Ltd shares listed on the SIX Swiss Exchange decreased 15 percent, while the Swiss Per-
formance Index increased 3 percent. The price of ABB Ltd shares on NASDAQ OMX Stockholm decreased 8 percent,
compared to the OMX 30 Index, which decreased 1 percent. The price of ABB Ltd American Depositary Shares traded
on the New York Stock Exchange decreased 16 percent compared to the Dow Jones Industrial Index, which decreased
by 2 percent.
Source: Bloomberg
Share price
(data based on closing prices)
2015
High
Low
Year-end
Average daily traded number of shares, in millions
SIX Swiss Exchange
Stockholm
Stock Exchange
NASDAQ OMX
New York
(CHF)
21.77
16.72
17.96
8.17
(SEK)
192.70
144.50
152.80
2.18
(USD)
23.14
17.14
17.73
2.11
Source: Bloomberg
Market capitalization
Shareholder structure
Major shareholders
Dividend proposal
and share buyback
On December 31, 2015, ABB Ltd’s market capitalization based on outstanding shares (total number of outstanding
shares: 2,191,625,141) was approximately CHF 39 billion ($39 billion, SEK 335 billion).
As of December 31, 2015, the total number of shareholders directly registered with ABB Ltd was approximately 155,000.
In addition, another 210,000 shareholders hold shares indirectly through nominees. In total, ABB has approximately
365,000 shareholders.
As of December 31, 2015, Investor AB, Stockholm, Sweden, owned 232,165,142 shares of ABB Ltd, corresponding to
10.0 percent of total capital and votes of ABB Ltd as registered in the Commercial Register on December 31, 2015. As
of July 24, 2015, Cevian Capital II GP Limited, Channel Islands, on behalf of its general partners held 119,377,120 ABB
Ltd shares. This corresponds to 5.2 percent of total ABB Ltd share capital and voting rights as registered in the com-
mercial register on December 31, 2015. As of July 25, 2011, BlackRock Inc., New York, USA, owned 69,702,100 shares
of ABB Ltd, corresponding to 3.0 percent of total capital and votes of ABB Ltd as registered in the Commercial Register
on December 31, 2015. To the best of ABB’s knowledge, no other shareholder held 3 percent or more of the total voting
rights as of December 31, 2015.
ABB’s Board of Directors has proposed to increase the dividend for 2015 by 0.02 Swiss francs to 0.74 Swiss francs per
share. The proposal is in line with the company’s dividend policy to pay a steadily rising, sustainable dividend over time.
If approved by shareholders at the company’s annual general meeting on April 21, 2016, the Board proposes that the
dividend be paid in a tax efficient way by a reduction in the nominal (par) value of the ABB share from 0.86 Swiss francs
to 0.12 Swiss francs.
The ex-dividend and payout dates in Switzerland are expected in July 2016, in line with Swiss regulatory processes.
Further information will be made available on ABB’s website in due course.
In September 2014, ABB announced a $4 billion share buyback program. As of December 31, 2015, ABB has purchased
under the program a total of approximately 106 million shares for approximately $2.2 billion. Further information can be
found at www.abb.com/investorrelations.
182
Investor information | ABB Annual Report 2015
Key data
Dividend per share (CHF)
Par value per share (CHF)
Votes per share
Basic earnings per share (USD)(2)
Total ABB stockholders’ equity per share (USD)(3)
Cash flow from operations per share (USD)(2)
Dividend payout ratio (%)(4)
2015
0.74(1)
0.86
1
0.87
6.61
1.72
85%
2014
0.72
1.03
1
1.13
7.20
1.68
64%
2013
0.70
1.03
1
1.21
8.12
1.59
65%
Weighted-average number of shares outstanding (in millions)
2,226
2,288
2,297
(1)
(2)
(3)
(4)
Proposed by the Board of Directors and subject to approval by shareholders at the Annual General Meeting on April 21, 2016, in Zurich, Switzerland
Calculation based on weighted-average number of shares outstanding
Calculation based on the number of shares outstanding as of December 31, 2015
Dividend per share (converted to U.S. dollars at year-end exchange rates) divided by basic earnings per share
ABB Ltd Annual General Meeting
The 2016 Annual General Meeting of ABB Ltd will be held at 10:00 a.m. on Thursday, April 21, 2016, at the Messe Zurich
hall in Zurich-Oerlikon, Switzerland. The Annual General Meeting will be held principally in German and will be simultane-
ously translated into English. Shareholders entered in the share register, with the right to vote, by April 13, 2016, are enti-
tled to participate in the Annual General Meeting.
Admission cards
Holders of registered shares of ABB Ltd will receive their admission cards on request using the reply form enclosed with
the invitation. The reply form or a corresponding notification must reach the company no later than April 15, 2016. For
technical reasons, notifications arriving after that date can no longer be taken into consideration. The full text of the
invitation in accordance with Article 700 of the Swiss Code of Obligations will be published in the Schweizerisches Han-
delsamtsblatt around March 23, 2016.
For shareholders in Sweden an Information Meeting will be held in Västerås, Sweden, on April 25, 2016, at 4:30 p.m.
ABB shareholders’ calendar 2016
First-quarter 2016 results
ABB Ltd Annual General Meeting, Zurich
ABB Ltd Information Meeting, Västerås
Second-quarter 2016 results
Third-quarter 2016 results
April 20
April 21
April 25
July 21
October 27
ABB Annual Report 2015 | Investor information 183
Stock exchange listings
ABB Ltd is listed on the SIX Swiss Exchange, NASDAQ OMX Stockholm and the New York Stock Exchange.
The global ISIN code
for the ABB share
Ticker symbols for ABB Ltd
Ticker symbols for ABB Ltd
at Bloomberg
Ticker symbols for ABB Ltd
at Reuters
Credit rating for ABB Ltd
as of February 24, 2016
Standard & Poor’s
Moody’s
CH 001 222 171 6
SIX Swiss Exchange
NASDAQ OMX Stockholm
New York Stock Exchange (NYSE)
SIX Swiss Exchange
NASDAQ OMX Stockholm
New York Stock Exchange (NYSE)
SIX Swiss Exchange
NASDAQ OMX Stockholm
New York Stock Exchange (NYSE)
ABBN
ABB
ABB
ABBN VX
ABB SS
ABB US
ABBN.VX
ABB.ST
ABB.N
Long-term corporate credit rating
Long-term senior unsecured debt
Short-term corporate credit rating
Outlook: Stable
A
A
A–1
Long-term senior unsecured rating
Short-term debt rating
Outlook: Stable
A2
Prime-1
These credit ratings are subject to revision at any time. ABB does not have any other agreements with internationally
recognized statistical rating organizations to provide long-term and short-term credit ratings.
Bondholder information
Outstanding public bonds, as of February 24, 2016, are listed in the table below.
Bondholder Information
Issuer
ABB Ltd
ABB Ltd
ABB Ltd
ABB Finance (Australia) Pty Limited
ABB Finance (USA) Inc.
ABB Finance (USA) Inc.
ABB Finance (USA) Inc.
ABB Finance B.V.
Issued Principal Amount
Coupon
CHF 500 million
CHF 350 million
CHF 350 million
AUD 400 million
USD 500 million
USD 1,250 million
USD 750 million
EUR 1,250 million
1.25%
1.50%
2.25%
4.25%
1.625%
2.875%
4.375%
2.625%
Due
10/11/2016
11/23/2018
10/11/2021
11/22/2017
05/08/2017
05/08/2022
08/05/2042
03/26/2019
ISIN
CH0139264961
CH0146696528
CH0139265000
AU3CB0202216
US00037BAA08
US00037BAB80
US00037BAC63
XS0763122578
144A: US00038AAA16
ABB Treasury Center (USA), Inc.
USD 600 million
2.50%
06/15/2016
RegS: USU00292AA73
ABB Treasury Center (USA), Inc.
Thomas & Betts Corporation
USD 650 million
USD 250 million
4.00%
5.625%
06/15/2021
11/15/2021
144A: US00038AAB98
RegS: USU00292AB56
US884315AG74
184
Investor information | ABB Annual Report 2015
2015 price trend for ABB Ltd shares
Price trend for ABB Ltd shares
Swiss Performance Index rebased
1/15
2/15
3/15
4/15
5/15
6/15
7/15
8/15
9/15
10/15
11/15
12/15
Price trend for ABB Ltd shares
OMX 30 Index rebased
1/15
2/15
3/15
4/15
5/15
6/15
7/15
8/15
9/15
10/15
11/15
12/15
Price trend for ABB Ltd shares
Dow Jones Index rebased
Zurich
CHF
25
24
23
22
21
20
19
18
17
16
15
Stockholm
SEK
210
200
190
180
170
160
150
140
130
120
110
New York
USD
25
24
23
22
21
20
19
18
17
16
15
1/15
2/15
3/15
4/15
5/15
6/15
7/15
8/15
9/15
10/15
11/15
12/15
Source: Bloomberg
ABB Annual Report 2015 | Investor information 185
Visit you.abb.com to find out more about the work of Paul,
Jing, Songlin, Lweendo and Crystal, the ABB employees fea-
tured on pages 22, 40, 68, 162, and 180 of our annual report.
For an additional copy of this report, please use the contact
information on the back cover or download copies from our
website at www.abb.com/groupreports. An interactive version
of the report is also available on our website.
Parts of the ABB Annual Report 2015 have been translated into
German and/or Swedish. Please note that the English- language
version of the ABB Annual Report is the binding version.
Caution concerning forward-looking statements
The ABB Annual Report 2015 includes “forward-
looking statements” within the meaning of Section
27A of the Securities Act of 1933 and Section 21E
of the Securities Exchange Act of 1934. We have
based these forward-looking statements largely on
current expectations, estimates and projections
about the factors that may affect our future perfor-
mance, including global economic conditions as
well as the economic conditions of the regions and
the industries that are major markets for ABB. The
words “believe,” “may,” “will,” “estimate,” “con-
tinue,” “target,” “anticipate,” “intend,” “expect” and
similar words and the express or implied discus-
sion of strategy, plans or intentions are intended to
identify forward-looking statements. These
forward- looking statements are subject to risks,
uncertainties and assumptions, including among
other things, the following: (i) business risks
related to the global volatile economic environ-
ment; (ii) costs associated with compliance activi-
ties; (iii) difficulties encountered in operating in
emerging markets; (iv) risks inherent in large, long-
term projects served by parts of our business;
(v) the timely development of new products, tech-
nologies, and services that are useful for our cus-
tomers; (vi) our ability to anticipate and react to
technological change and evolving industry stan-
dards in the markets in which we operate; (vii)
changes in interest rates and fluctuations in cur-
rency exchange rates; (viii) changes in raw materi-
als prices or limitations of supplies of raw materi-
als; (ix) the weakening or unavailability of our
intellectual property rights; (x) industry consolida-
tion resulting in more powerful competitors
and fewer customers; (xi) effects of competition
and changes in economic and market conditions
in the product markets and geographic areas in
which we operate; (xii) effects of, and changes in,
laws, regulations, governmental policies, taxation,
or accounting standards and practices and (xiii)
other factors described in documents that we may
furnish from time to time with the US Securities and
Exchange Commission, inclu ding our Annual Re-
ports on Form 20-F. Although we believe that the
expectations reflected in any such forward-looking
statements are based on reasonable assumptions,
we can give no assurance that they will be
achieved. We undertake no obligation to update
publicly or revise any forward-looking statements
because of new information, future events or other-
wise. In light of these risks and uncertainties, the
forward- looking information, events and circum-
stances might not occur. Our actual results and
performance could differ substantially from those
anticipated in our forward-looking statements.
ABB Ltd
Corporate Communications
P.O. Box 8131
8050 Zurich
Switzerland
Tel: +41 (0)43 317 71 11
Fax: +41 (0)43 317 79 58
www.abb.com
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