Schindler Navigator BookDefining the goals. Setting the path.Strategic directions for success in the elevator and escalator marketplace.

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Dear Colleagues,

The global elevator and escalator market place continues to evolve and change. Customer expectations, competitive pressures, emerging markets and new technologies require Schindler to be creative and bold in developing strategies that ensure its long term success.

At Schindler our vision and values provide the framework which guides our strategies and actions. As a company and as individuals, we strive to embody those ideals and demonstrate them in our undertakings.

I believe that all Schindler employees need a clear understanding of what their company re presents, its direction and objectives because their contributions are essential if critical goals are to be achieved. The Navigator Book provides a statement of values, as well as objectives, and defines the pathway for achieving them.

I am proud to make it available to our employees, our customers and other stakeholders of Schindler’s success.

Jürgen TinggrenPresident Elevators & Escalators

Our commitment

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Schindler Vision

Leadershipthrough customer service

At Schindler our vision is to achieve market leadership through pro-viding exceptional value to our customers. In addition to providing competitive products, we must deliver industry leading services and world class customer care.

In order to do so our business processes must be designed to serve our customers in a hassle free and responsive manner.

A company’s vision is its statement of intent. A vision gives direction, guidance and focus to strategy. The vision is the reason why Schindler does business the way it does, and not differently.

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Schindler values

SafetyMore than 40,000 Schindler employees work around the clock to serve one billion people using our elevators and escalators everyday. Safety for each one of our customers and employees is first and foremost.

Create Value for the CustomerAs a service company, a strong customer orientation must be the basis for design and delivery of all products and service offerings.

Commitment to People Development Only the right people can create exceptional value for our customers. We develop our employees’ skills to effectively work with our customers in understanding their needs and how they can get the most value from our products and services.

Schindler strives to be the preferred employer in its industry and all countries of the world where it does business.

We promote diversity and equal opportunity in hiring and developing our people.

Visible LeadershipSchindler empowers its people at all levels to make decisions and develop skills necessary to be leaders who can shape the course of the company’s direction.

IntegrityAll our employees, regardless of position, function or location adhere to the Schindler Code of Conduct.

Values describe how Schindler, as a company, and its employees behave and are the principles upon which our business relationships are based. Schindler’s values define not only what we do but also what we are not prepared to do.

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Schindler has a set of corporate goals and objectives that embody the areas of performance most important to long-term success. Our goals and objectives define the direction our leaders drive the company, how resources are allocated and constitute the measures by which our success is judged.

Our corporate goals and objectives

Safety and reliability– Safety of passengers and employees as # 1 priority– Reducing call-back rates and achievement of highest reliability

Customer satisfaction– Measure and continuously improve customer loyalty– Align all processes to serve our customers in a hassle-free and

responsive manner

People – Preferred employer in our industry and greater than national norm

in each country– Continuous training and people development as basis for growth,

quality and efficiency

Sustainable growth– Achieve the # 1 or # 2 position in all market segments served– Capture growth opportunities in emerging markets– Service unit growth through NI conversions and high

customer loyalty– Grow the fulfillment capabilities improving quality, efficiency

and margins– Continuously improving our products and processes to become

more environmental friendly

Financial performance– Steadily improving financial results through profitable growth– Continuously improve products and processes to increase

competitiveness

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Strategy execution

Execution is about translating the stra tegy into action to achieve the set objectives. It requires a systematic approach that incorporates the critical elements of successful strategy deployment.

– Communicating the strategic direction across the organi-zation to ensure all involved understand the strategy

– Creating clear goals and action plans at all levels to achieve the strategy

– Assigning clear ownership for the objectives and required actions

– Confirming that proper people capabilities, resources and commitments are in place

– Ensuring deviations are detected early and corrective actions taken through a review process

The Balanced Scorecard is the preferred tool to clarify, communi - cate and align the required strategic actions. Through the Vital Few Objectives (VFOs), the strategic target is broken down in annual objectives where clear metrics and ownership are established.

The VFO reviews held during the year allow early detection and corrective actions of any deviations from targets while providing feed back on the effectiveness of the strategy.

The Navigator Book provides the necessary information to enable all Schindler organizational units at functional and operational levels to align their objectives to those of the E&E division through the Balanced Scorecard and therefore, maximize the contribution of indivi duals and teams in the achievement of Schindler’s goals.

Reaching objectives. Achieving success.

Schi

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06Schindler Management Ltd.

Zugerstrasse 136030 Ebikon, SwitzerlandPhone +41 41 445 31 31 Fax +41 41 445 36 69

www.schindler.com