Siemens Organizational Structure

About the company

Siemens AG makes factory automation and industrial software, building and grid infrastructure, and rail systems, and holds a majority of the separately listed medical-technology company Siemens Healthineers. It reported €78.9 billion of revenue and €10.4 billion of net income in the financial year ended September 30, 2025, on orders of €88.4 billion, and employed about 318,000 people at that date.

It is also 179 years old and German, and both facts show up in the chart. Founded in Berlin in 1847 as a telegraph workshop and run from Munich since the post-war years, Siemens is an Aktiengesellschaft, which means its governance is not a matter of management preference: German company law imposes a two-tier board, and the body that hires and renews the executives is half elected by the workforce.

The structure is worth reading closely because it answers a question most industrial groups answer badly — how to give several large, largely unrelated businesses real autonomy without turning the centre into an expensive holding company. Siemens's answer is to put the business chief executives on the top board itself, and then to keep that board to six people.

Siemens AG organizational chart

Siemens AG's reporting structure as of 2026-08. Drag to pan, scroll to zoom — or open it in QueryChart and edit it as your own.

Six board portfolios above five businesses, and a board above the board

Siemens has two boards, not one. The Managing Board, or Vorstand, is six people and runs the company. The Supervisory Board, or Aufsichtsrat, is twenty people chaired by Jim Hagemann Snabe, and it appoints, monitors, renews and can dismiss the Managing Board. This chart depicts the Managing Board and the operating businesses beneath it; the Supervisory Board sits above all of it and is not drawn. That distinction also qualifies the lines on the diagram: under German stock corporation law the Vorstand manages jointly and its members are appointed by the Supervisory Board rather than by the chief executive, so the edges running from Roland Busch to the other five board members represent portfolio grouping and seniority, not an employment relationship.

Below the board the company is cut by product. Five industrial businesses carry the operating work — Digital Industries, Smart Infrastructure, Mobility, Siemens Healthineers and Siemens Advanta — alongside four service units: Siemens Financial Services, Siemens Real Estate, Global Business Services and Foundational Technologies. The service units are not segments of their own. They hang off a board member's portfolio, which is why Siemens Financial Services, Siemens Real Estate and Global Business Services appear in the chart under the chief financial officer, and Siemens Advanta and Foundational Technologies under the board member who also holds the group technology and strategy briefs.

The unusual part is that board portfolios are profit-and-loss assignments rather than functional ones. Cedrik Neike is a Managing Board member and simultaneously chief executive of Digital Industries. Peter Koerte took over Smart Infrastructure on July 1, 2026 while continuing to hold the group chief technology officer and chief strategy officer roles. There is no separate tier of corporate board members sitting above the businesses and no board seat at all for sales, legal, marketing or the country organisations — those functions live inside somebody's portfolio.

Two changes are moving through the structure as this chart is dated. The ONE Tech Company programme is re-cutting how the businesses share technology, pooling common software, platform and research work into Foundational Technologies instead of duplicating it in each business. And Siemens announced in November 2025 that it intends to spin off 30 percent of Siemens Healthineers directly to its own shareholders and deconsolidate the holding, drifting below 20 percent over the medium term. Bernd Montag is shown here to mark the group perimeter rather than a reporting line: Siemens Healthineers AG is separately listed with its own managing and supervisory boards, and if the announced separation completes he leaves this diagram entirely.

Key leadership roles

1. Roland Busch

   President and Chief Executive Officer, Siemens AG — Chairs the Managing Board rather than employing it — its members are appointed by the Supervisory Board.

2. Veronika Bienert

   Managing Board member and Chief Financial Officer — Took the role on April 1, 2026; her portfolio includes three operating service businesses as well as group finance.

3. Cedrik Neike

   Managing Board member and CEO, Digital Industries — One of two board members holding a business P&L and a board seat at the same time.

4. Peter Koerte

   Managing Board member; CEO Smart Infrastructure; Chief Technology Officer and Chief Strategy Officer — Added Smart Infrastructure on July 1, 2026 on top of the group technology and strategy briefs.

5. Matthias Rebellius

   Managing Board member, Supply Chain Management — Handed Smart Infrastructure to Peter Koerte in July 2026 and leaves the board and the company on September 30, 2026 at his own request; no successor to the supply-chain portfolio has been announced.

6. Judith Wiese

   Managing Board member, Chief People and Sustainability Officer and Labor Director — The Labor Director title is a statutory role under German co-determination, not an HR job title.

7. Michael Peter

   CEO, Siemens Mobility — Runs the rail business without a Managing Board seat, unlike the heads of Digital Industries and Smart Infrastructure.

8. Bernd Montag

   CEO, Siemens Healthineers AG — Shown to mark the group perimeter. He answers to the Healthineers supervisory board, not to Siemens AG's chief executive; the edge in the chart is inferred and formally a consolidation relationship.

9. Todd Weatherby

   CEO, Siemens Advanta — Advanta sits inside a board portfolio rather than reporting as a segment of its own.

10. Kevin Zander

    CEO, Siemens Financial Services — Placed under the CFO on the strength of Siemens's published board responsibilities; the company states no reporting line.

11. Eckard Eberle

    CEO, Siemens Global Business Services — Shared services run as a business with its own chief executive rather than as a corporate cost centre.

12. Rudolf Basson

    CFO, Digital Industries — Named in Siemens's July 2026 company presentation; the reporting line drawn here is inferred from that document, which states none.

13. Beatrice Bock

    CFO, Siemens Mobility — Also inferred: the source names the role and the business but not who the holder reports to.

14. Sonja Wachmann

    CFO, Foundational Technologies — Foundational Technologies is published with a CFO and no named chief executive, so the unit appears here with its finance lead only.

How this structure supports the business

Putting business chief executives on the Managing Board removes a translation layer. When capital allocation, portfolio moves and technology bets are decided, the person accountable for a business worth tens of billions in annual revenue is in the room with full group authority, rather than briefing somebody who will represent them. It is also why the board can stay at six: it is not staffed to supervise the businesses, it is partly made of them.

Co-determination does more for Siemens than the compliance framing suggests. Ten employee seats on the Supervisory Board mean that plant moves, headcount shifts and portfolio surgery arrive negotiated rather than imposed, which is why very large German industrial transitions rarely produce open conflict. The same body that renews executive contracts has the workforce on it, so long-horizon commitments are credible to both sides.

Running the service units as owned businesses rather than as corporate functions keeps them measurable. Siemens Financial Services, Siemens Real Estate and Global Business Services each have their own chief executive and their own finance lead inside a board portfolio, so shared services carry a P&L and a named owner instead of dissolving into an overhead line.

Advantages and disadvantages

Business chief executives sit on the Managing Board, so the person carrying a multi-billion-euro P&L has group authority when portfolio and capital decisions are made.

It concentrates extraordinary span on individuals — one board member simultaneously runs Smart Infrastructure, group technology and group strategy, which is a bandwidth ceiling and a single point of failure a conventional divisional structure would have spread across three people.

A six-person board with joint legal responsibility keeps the apex of a 318,000-person company small, and forces decisions to be genuinely collective rather than delegated to a portfolio owner.

Entire functions have no board sponsor. Legal and compliance, sales, marketing and the country organisations compete for attention inside someone else's portfolio, and Siemens names no general counsel or chief compliance officer on its public leadership pages at all.

Half the Supervisory Board being employee representatives buys labour peace and makes long-horizon industrial planning credible, because the workforce has assented to it through the body that also renews executive contracts.

It slows portfolio surgery. Divestments, closures and large headcount moves need the assent of the employee side of the board that decides whether the executives who proposed them keep their jobs, which makes fast and unpopular reshaping structurally hard.

Holding a business as a separately listed subsidiary lets Siemens Healthineers be valued, capitalised and incentivised on its own merits rather than disappearing into a conglomerate discount.

The org chart and the legal perimeter stop agreeing. The Healthineers chief executive answers to a different supervisory board, and the announced spin-off of 30 percent means the boundary of what counts as Siemens is itself moving while the chart is being read.

Interesting facts

• Six people sit on the Managing Board of a company employing roughly 318,000 — one of the smallest top boards of any major industrial group, with no seat at all for legal, sales or the regional organisations.
• Two of the six hold double mandates, combining a Managing Board seat with running a business, so Siemens has no separate layer of corporate board members above its operating chief executives.
• Ten of the twenty Supervisory Board seats belong to employees under German co-determination law, and the First Deputy Chairman is Jürgen Kerner, Second Chairman of the IG Metall trade union — a union officer is formally the second-most senior figure on the body that appoints the chief executive.
• The chief financial officer's portfolio is unusually operational: alongside controlling, treasury and investor relations it owns three service businesses outright, Siemens Financial Services, Siemens Real Estate and Global Business Services, each with its own chief executive.
• Smart Infrastructure, the largest Siemens business by headcount at about 79,400 people, is headquartered in Zug, Switzerland — the group's biggest workforce is run from outside its home country.
• The CFO handover was staged across nine months rather than announced as a swap: the incoming chief financial officer took the role on April 1, 2026, the outgoing one left the Managing Board on May 13, 2026, and then stayed on as a special advisor until December 2026.

Frequently asked questions

What type of organizational structure does Siemens have?

A divisional structure organised by product, sitting under a German two-tier board. Five industrial businesses — Digital Industries, Smart Infrastructure, Mobility, Siemens Healthineers and Siemens Advanta — plus four service units are grouped into six Managing Board portfolios. Above that board is a separate twenty-member Supervisory Board that appoints and monitors it.

What is the difference between the Siemens Managing Board and the Supervisory Board?

The Managing Board runs the company and is legally responsible for managing it jointly. The Supervisory Board does not manage anything: it appoints Managing Board members, sets their contracts, monitors them and can dismiss them. German law requires the two to be separate bodies with no overlapping membership, which is why the person at the top of this chart does not choose the people beside him.

Who reports to the Siemens CEO?

The chart groups the other five Managing Board members under Roland Busch — the chief financial officer, the CEO of Digital Industries, the CEO of Smart Infrastructure who is also group CTO and CSO, the supply-chain board member and the chief people and sustainability officer — plus the CEO of Siemens Mobility. Those board edges are portfolio groupings and seniority, not employment lines, because the Supervisory Board appoints Managing Board members.

Is Siemens Healthineers part of Siemens?

Partly, and less so each year. Siemens Healthineers AG is separately listed with its own managing and supervisory boards, and Siemens held about 67 percent of it as of July 2026. Siemens announced in November 2025 that it plans to spin off 30 percent directly to its shareholders, deconsolidate the business and move below 20 percent ownership over the medium term.

Can I edit this Siemens org chart?

Yes. Opening it creates an ordinary QueryChart org chart in your own workspace — rename the roles, delete the boxes you do not need and add your own reports. It is a useful starting point if you are modelling a group where business heads sit on the top board rather than beneath it.

Use this org chart template

Open the Siemens structure as an editable org chart and adapt it to a group of your own, where the business heads sit on the board rather than under it.

Open this org chart as your own