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Siemens Ki DunyaNews & Views of Siemens Pakistan Issue: Q2/2011 (Jan-Mar)

Are we Green enough?

Asian Green City Index

Singapore is Asia’s greenest metropolis. This is the conclusion of the Asian Green City Index – a study commissioned by Siemens and performed by the independent Economist Intelligence Unit (EIU). For the study, which was carried out over the past few months, the EIU

analyzed the aims and achievements of 22 major Asian cities with respect to environmental and climate protection. Singapore City stands out in particular for its ambitious environmental targets and its efficient approach to achieving them.

“Only green cities will make life worth living over the long term,” said Barbara Kux, member of the Managing Board and Chief Sustainability Officer. The Asian Green City Index supports cities in their efforts to expand their infrastructures on a sustainable basis. The scope of the Green City Index is unique in the world. Asia is already the third region; after Europe and Latin America, that has been analyzed for Siemens in this way by the Economist Intelligence Unit (EIU).

Also among the study’s particularly gratifying results were the following: Environmental awareness is growing, and the majority of the Asian cities have already introduced comprehensive environmental guidelines. Average annual CO2 emissions per capita

are 4.6 tons in the Asian cities, and below the corresponding figure for Europe (5.2 tons per capita and year).

The 22 Asian cities produce an average of 375 kilograms of waste per capita per year, less than in Latin America (465 kilograms) and Europe (511 kilograms). According to the study, the biggest challenges facing Asia’s cities are in the following areas: Air pollution levels are relatively high in all the cities studied, regardless of income. The average values for all the cities substantially exceed WHO standards. Asia’s metropolises have much catching up to do in the area of renewable energies, which on average account for 11 percent

of the total electricity generated in the 22 cities. By comparison, the average in Latin America is 64 percent – due to the high

proportion of hydroelectric power plants there. The scope of the Green City Index is unique in the world.

Asia is already the third region that has been analyzed for Siemens in this way by the EIU. The series began in 2009 with the European Green City Index, which identified Copenhagen (Denmark) as the greenest metropolis. In 2010 this was followed by the Latin American Green City Index, where Curitiba (Brazil) came out on top. Similar studies are planned for other parts of the world.

Asian Green City Index study analyzes the environmental sustainability of 22 major cities in Asia - Megacity Singapore is Asia’s greenest city

Singapore’s sustainable success

Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunya Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunyapage 2

Here is another issue of Siemens Ki Dunya. This and all other issues in the past were made possible by your contributions. I am glad that this continues but may I suggest that you contribute more about your workplace, achievements and company initiatives like Siemens One so that others are motivated and this newsletter becomes the focus of best practice sharing and exchange of ideas.

Writing about motivational or marketing topics is good but it will be even better if your colleagues can relate to it with reference to their own assignments in Siemens. Anyway thanks a lot for all your contributions and I hope they will not only continue but double in the years ahead. Let me leave you with a quote

“The moral virtues, then, are produced in us neither by nature nor against nature. Nature, indeed, prepares in us the ground for their reception, but their complete formation is the product of habit.“ Aristotle

Zia Ul Islam ZuberiDirector Communicationszia.zuberi@siemens.com

It was Robert Schuller who said “Tough times never last, but tough people do.“ Over the years all of you have proved this time and again. Siemens Pakistan that started its journey in the subcontinent more than a hundred years ago has withstood many tough times and come out on top. No reason we will not prevail again. As I address you today we are again in an uncertain economic era and it will require all our determination to overcome the challenges posed by these conditions. One thing the past tells us is that not only things do not remain the same for ever but also when they change and the economy improves even slightly we have the potential to bounce back more rapidly than the rate at which we took a step back. The way forward is to understand the situation and cooperate with the management in its steps to sustain our business and take steps to minimize its effect on employees. We are always open to suggestions and will welcome any suggestions, comments or proposed action from the employees. Only by working together and sharing our views can we hope to come out on top and go back to the fast paced success that had made us one of the fastest growing companies in the country.

How can we overcome adversity and march ahead? The answer lies in strict adherence to our company values of innovative, responsible and excellent. Only by incorporating these values in our daily life can we expect to come out as winners. In addition to these values we must also follow the path identified by company programs like pushME and Siemens one. Both these programs are well thought out and are invaluable for us in the present circumstances. Our own prism of success which ties in with these programs and has the same focus can also be of great help because in these trying times growth, profit and human resources are the basic ingredients that can help pull us out and set us back on the path to success.

Only recently the Asian green city index was launched and even though Karachi did not fare well in this we at least have reliable data which can chart our future course of action. Siemens is a green company with a green portfolio that can help countries like Pakistan overcome their environmental problems. We should discuss the index with policy planners in Pakistan and offer them answers for their environmental problems. Something which is very dear to my heart and which can pull us through these trying times is compliance. I am very proud of the fact that no matter what the conditions we

never let go of our policy to be compliant and conduct our business with honesty and integrity. Green portfolio and compliance are the future for this company which make us the company of choice for those who believe in integrity and sustainability.

I wish all of you success in your endeavors as you work hard to not only sustain but increase business so that we can once again step out of the shade into the bright light of success and prosperity for the company and its employees.

Sohail Wajahat H. Siddiqui

Managing Director &

Chief Executive Officer

sohail.siddqui@siemens.com

Editor‘s Cut

Editorial

Dear Colleagues Message of the MD

Karachi fares well in water consumption and waste disposal

According to the study, Karachi has one of the lowest levels of water consumption, at 165 litres compared to the Asian average of 278 litres per person per day, and also one of the lowest level of waste generated per capita at 229 kg, compared to the 22-city average of 375 kg. CEO & MD, Siemens Pakistan, Mr. Sohail Wajahat H. Siddiqui commenting on Karachi’s position in the index said that the report has identified the key areas of improvement for Karachi like transport and air quality which gives a clear picture for our immediate attention.

Karachi is working on several projects to improve transport, sanitation, water and waste infrastructure, financed by the Asian Development Bank, the Japan Bank for International Cooperation and US

Trade Development Agency. Mr. Sohail Wajahat H. Siddiqui added: “The city has come a long way in terms of formulating environmental policies as pointed out by the index and it is good to see Karachi‘s progress and ratings in water and waste category”.

He thanked the ministry of environment for their support which made it possible to include Karachi in this index and said that Siemens was willing and is capable of discussing solutions to the environmental problems pointed out by the index and work together with the city and the provincial government to achieve better ratings and improve the quality of life on a sustainable basis.

Message

...And the Greenest City isCities are the growth engines of their national economies. Through the Green City Index, Siemens helps highlight the dimensions of environmental sustainability and the key areas for cities to focus on. Our unique environmental portfolio makes Siemens the credible partner for sustainable urban development

http://www.siemens.com/urbanization

Editor-in-chief

Zia Ul Islam Zuberi zia.zuberi@siemens.com

Editorial Team

Design:

Farzana Hussain farzana.hussain@siemens.com

Content:

Huma Sattar huma.sattar@siemens.com

page 3

During the Business Conference 2010, held on Nov 4, 2010, Middle East Cluster CEO, Erich Kaeser addressed the delegates via live video conference.

Erich Kaeser started his speech with an appreciating note regarding the exemplary efforts of Siemens Pakistan together with Siemens globally, in providing relief in the aftermath of the devastating floods which affected nearly 30 percent of Pakistani land. He also listed some of the salient efforts and associated fund raising by the Middle East Cluster.

Moving on, Kaeser shared the key financial indicators of Siemens Pakistan for FY 2010 and emphasized the achievement of the budgeted target for FY 2011. Talking about the overall performance of the Middle East Cluster, he shared the strong growth in order intake; major increase in revenue over the past years; increased market share; positive book to bill ratio; and above all, strong increase in profit. On the same note, he shared that the Middle East Cluster received the Top+ Best Cluster Award at the Siemens Business Conference in Berlin; for which he appreciated the support and performance of every employee in the Middle East Cluster.

While staying on the topic of performance and growth, Kaeser shared the ambitious pushME growth target set in place to achieve market leadership in the Middle East: to achieve EUR 10.7 billion by FY 2015. He also shared the pushME measures which are already being initiated in Siemens Pakistan. Kaeser elaborated that in FY2011 pushME will have a greater focus at country level; pushME is a Cluster wide initiative in which each and every one of the employees in every country plays a role. Only with everybody’s contribution can these targets be met. Related to outcome of the Siemens Global Engagement and Compliance Survey 2010, Kaeser highlighted the weaknesses of Siemens Pakistan compared to the Middle East Cluster’s results.

He indicated that Siemens Pakistan needed to show improvement in all the areas where the response results were lower than the Middle East Cluster percentages. On the topic of Account Management and the Executive Relations Program (ERP); Kaeser elaborated that Siemens Pakistan rolled out the ERP, selecting sponsorship for 12 key customers as a part of this program. He emphasized the importance of this Customer Relationship Program and its implementation in its true letter and spirit for the achievement of sustainable growth of the company. Next, Kaeser mentioned the successful completion of the global company program Fit42010, and shared the beginning of new

company wide growth oriented frame work called ‘One Siemens’. The main idea on which ‘One Siemens’ is based is ‘Growth’. In contrast to previous programs that were focused on profitability, the company is now focused on capital-efficient growth in order to sustainably increase the value of Siemens. Kaeser elaborated that ‘One Siemens’ has three strategic directions: Focus on innovation-driven growth markets; Get closer to our customers; and Use the power of Siemens. He also illustrated the focus areas in these three respective strategic directions which are as follows:

1. Focus on innovation-driven growth markets

Be a pioneer in technology-driven markets

Strengthen our portfolio

Provide a leading environmental portfolio

2. Get closer to our customers

Grow in emerging markets

Expand our services business

Intensify our customer focus

3. Use the power of Siemens

Encourage lifelong learning and development

Empower our diverse and engaged people worldwide Stand for integrity

Staying on growth; Kaeser appreciated the launch of new growth initiative taken by Siemens Paki-stan namely ‘Prism of Success 2015’. He briefly explained the seven key focus areas of this pro-gram, which are:

1. Growth

2. People

3. Process

4. Productivity

5. Cost

6. Cash

7. Profit for Sustainability

Kaeser extended his full support to ‘Prism

of Success 2015’ and stressed that this program needs to be followed in full spirit to achieve the defined growth targets. In conclusion, Kaeser placed great emphasis on the role of the Middle East Cluster in FY 2011 and listed the expectations from the Middle East Cluster which are:

To gain market share

To grow together

Focus on strategy execution

Focus on cash Generation and

Focus on Sustainability

All summing up to the bottom line

“Growing together and faster than the market.”Closing, Kaeser wished all employees a successful Business Conference and a very successful next financial year 2011.

Business Conference 2010

Key note address

Middle East Cluster CEO Erich Kaeser

Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunya Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunyapage 4 Business Conference 2010

Welcome to the Siemens Business Conference 2010. It is rather strange that every year on exactly the date of our conference there are some security concerns in the city. On the one hand, this causes problems for the delegates but at the same time it gives them an invaluable lesson in the kind of uncertain times in which we have to carry out our business and succeed. For all those involved in the management of this conference it is a real training ground of how to hold the event in time and without a hitch.

Karachi with all its faults is still the best training ground that provides opportunities for on the spot thinking and being innovative to get around difficulties and achieve your targets. Our Annual Business Conference is a classic example. If you look at the example of Karachi in a broader context you will also realize that conflict does not pay dividends. Neither in a city nor in a company. It is only by resolving differences and respecting each others opinions and points of view can we prosper as a company, city or country.

Everyone should guard against wasting energies in any kind of conflict and instead utilize them to move ahead. Brian Eno a British Musician says “I have lived in countries that were coming out of conflict: Ireland, South Africa, the Czech republic. People there are overflowing with energy.” Where do you think this energy is coming from? This is the energy previously wasted in conflict and now being used to build those countries.

Year after year we have gathered in this city for our annual conference. It is time to take back a few lessons learnt and ponder over them to build the future of our company. As you can see by the logos we have traveled a fair distance and there have been many ups and downs in the company. In an uncertain political and economic climate it is very hard to come up with a winning formula that can tackle every situation but if we return to the basics as we have done in this prism the chances are that we will weather the storm and come out on top. As a company and in times when recession and adverse economic conditions are striking with force in every country it requires maximum productivity from all employees to keep companies floating and on the top. Only companies whose productivity matches

the challenges of these times can remain in the playing field. There is a common misunderstanding that productivity is restricted to labor. Nothing can be farther from the truth. Each one of us is part of the productivity cycle of the company. Some are producing by hand others by their ideas and leadership quality and following planning and processes that reduce time, increase sales and profit and by innovation offered to customers that elbows out the competition. Productivity of the brain is the most influential in terms of success for a company. Eleanor Roosevelt Said “Great minds discuss ideas; average minds discuss events; small minds discuss people.” What we need is for our people to be discussing ideas that can increase productivity, competitiveness and profits.

One of the main ingredients for success is process. If we do not follow process which is clearly defined and mandatory we put our business and our jobs in great peril. Many of these processes have evolved after years of deliberations and successful testing and we have been handed the results to help us in our quest for success. If we do not use these processes but instead rely on our own half baked ideas or try short cuts that back fire we have no one but ourselves to blame. It was Margaret Mead who said “A small group of thoughtful people could change the world. Indeed, it‘s the only thing that ever has“. People have the ability to change the destiny of the world and on a lesser scale of their companies. It is the human element that is the deciding factor.

In Pakistan it is an employers market and we can pick and choose and there is no reason why we should pick dead wood or even tolerate dead wood that has sneaked into our ranks. We need to invest a lot of time in the selection of our people. A person wrongly hired can be a burden on the company for decades. A little more time given at the time of hiring and keeping in mind the golden rule of merit and only merit can make life so simple and easy for us. Once we have hired the right people we need to groom them, give them the right training and keep them motivated. Do not forget people after you have hired them and let them just go along rudderless without direction. It is your duty to constantly keep them on the go and plan their career because if they grow so will you and the company.

I have said it before and I say it again that cash is the life line of the company. Without cash we cannot pay your salaries or run the day to day business of the company. Without cash there cannot be growth which is another important factor for the survival of a company. Sustainability can only come from growth and sustainability is the cornerstone of our world wide philosophy. We want to create a sustainable society and that is only possible if we ourselves follow policies that ensure the sustainability of our company.

I know it is difficult to grow in uncertain times but as we can see other companies are growing and there is no reason why we the biggest technology company in the world should lag behind. With our outstanding innovative strength, our worldwide presence and our commitment to sustainability we are guaranteed to succeed. Another important thing that the prism tells us is profit and costs. I have put them together for discussion because one depends on the other. There can be no profit without reducing costs and the only way you can reduce cost is by following the Prism of success and utilize to your benefit processes, increased productivity and cash flow. The prism is the formula for sustainable success and I want you to excel in all these areas so that next year when we meet again we can say that “We could and we did“.

Thank you.

Sohail Wajahat H. SiddiquiManaging Director &

Chief Executive Officersohail.siddqui@siemens.com

Siemens Pakistan Annual Business Conference 2010 was held at the imposing Crystal Ball Room of the Marriott Hotel in Karachi. The conference started with a documentary on the flood relief efforts of Siemens. Delegates to the conference gave thunderous applause as the documentary ended and were filled with pride in the way the relief effort was carried out and documented. Everyone including the top management of Siemens Pakistan were thankful to the entire Siemens global family that came together to pool in efforts and resources for the flood stricken in Pakistan.

The documentary was followed by the address of the Managing Director and Chief Executive Officer of Siemens Pakistan Mr.Sohail Wajahat H. Siddiqui. This was followed by the address of CFO Mr. Murtaza Abbas Mooman. In his address Mr. Murtaza Abbas pointed out that his association with the company for the last eight years had given him an insight into the affairs of the company on the basis of which he hoped to bring in changes and discuss points with colleagues that in his opinion will add to the overall efficiency, compliance, processes and ultimately the bottom line of the company. In his presentation Mr. Murtaza Abbas spoke on the subjects of signature responsibility, quality forecasts, effective planning, yield on individual activities and culture of team work. Mr. Abbas concluded by saying “Before I go I want to say that I thoroughly enjoy my work at Siemens and I am truly looking forward to working together and creating new milestones for the company“

After the speeches by the MD and CFO it was time for the much awaited “Keynote Address” by Mr. Erich Kaeser who addressed the meeting via video conferencing facilities direct from Dubai.

Cake Cutting Ceremony and Presentations

After formal presentations there was a tea break in which a cake depicting the logo of the conference was cut jointly by the MD, CFO and Executive Directors amidst applause by all the delegates.

After the tea break there was a session entitled “Feedback on “HAAMSEY” conducted by Mr. Nadeeem Kazmi and assisted by Zaman Najmi, S.M. Daniyal and Khadija Azeem which was followed by a session on “Results of Siemens Global Engagement and Compliance HR survey” conducted by M.N. Arslan. The last session before lunch was “Introducing Prism of Success” by Mr. Sohail Wajahat H.Siddiqui and assisted by Burhan Yusuf and Khadija Azeem. After the prayer and lunch break there were presentations on “Results of Siemens Global Engagement Compliance Survey” by Naveed Ansari “Business sustainability” by Raaz Hassan and ,” PM@Siemens & EHS by Mansoor Iqbal.

The conference concluded with concluding remarks by the MD who lauded the high standard of the conference both in terms of presentations and arrangements.

Siemens recognizes assistance from Pak Army At the awards and get together night on the conclusion of Siemens Business Conference 2010, the management acknowledged the pivotal role played by Pak Army in assisting Siemens Pakistan set up a camp for flood affected people at Sehwan. Colonel Zubair of Pak Army was invited on stage to accept a plaque from the Chief Guest Mr. Michael Koch Ambas-sador of the Federal Republic of Germany to Pakistan

Sustainability awardsCertificates and awards for outstanding efforts towards sustainability were given at the conclusion of Siemens Pakistan Business Conference 2010.

Sustainability award for Al Razi Healthcare

Syed Asadullah Executive Director and head of Healthcare in Pakistan together with Mr. Imran Raza General Manager received the award for sustainability for the project Al Razi healthcare which is the lowest radiation exposure facility of its kind in Pakistan

Award for Renewable energy project Under guidance from Siemens Pakistan, students of Sir Syed University completed a project on “Renewable energy har-vesting system using HMI monitoring and control”. This was done as part of Siemens worldwide commitment to sustainability. Certificates were presented to participa-ting students for being part of the imple-mentation team and bringing the project to its successful completion. The students

Prism of Success

Speech of MD and CEO Siemens Pakistan Mr. Sohail Wajahat H. Siddiqui Business Conference 2010

Productivity Process

Annual Conference Nov 6, 2010

CostPeople

page 5

included, Mr.Saqib Shaikh, Ms.Ayesha Rab and Mr. Hammad Sadruddin

Gala Awards NightAt the awards night, “Diversity Gold Medals“ were awarded to top Engineering students from across the country. The chief guest on the occasion was Dr. Michael Koch Ambassador of the Federal Republic of Germany to Pakistan. The gold medalists included Ali Raza from Lahore University of Engineering & Technology Shamsuddin from Mehran University of Engineering & Technology, Wasim Ahmed from NED University of Engineering & Technology Karachi, Mohammad Naeem Khaliq from Balochistan University of Engineering & Technology Khuzdar and Zia Ul Islam from Peshawar University of Engineering & Technology, Peshawar.

Speaking on the occasion the German Ambassador said that Siemens is part of the identity of Germany. He recalled how Siemens as far back as in 1866 had laid the Calcutta to London telegraph line which also passed through Karachi. He said the initial assumption was that telephones will be the strategic assets of the future. He congratulated Siemens for encouraging education and awarding gold medals to deserving students.

MD and CEO Siemens Pakistan Mr. Sohail Wajahat Siddiqui speaking on the occasion said that the presence of the German Ambassador demonstrates his keen interest in the advancement of education in Pakistan. He said that this is also a field in which Siemens is deeply involved globally because we firmly believe that education is fundamental to sustainability. “Not only are we going to award gold medals to top engineering students from across the country today, we have also embarked upon a partnership with the top two Engineering Universities of the country the N.E.D. Engineering University and the Lahore University of Engineering and technology to establish state of the art laboratories in these institutions“.

Mr. Sohail Wajahat said that we call these gold medals “Siemens Diversity Gold Medals”, because these medals are given to students irrespective of their gender, ethnic or religious background based entirely on their results as certified by the universities concerned. He also recounted Siemens efforts for flood relief and its contributions of Euro 2.5 Million towards flood relief, to date. A documentary on Siemens Tent Village for flood affected people at Sehwan Sharif was also shown, and Colonel Zubair of Pak Army given a plaque for his services in helping to set up this camp.

Internal Awards At the annual get together dinner prior to the Business Conference the following awards were given out.

Employee AwardsAn award was presented to Mr. Babar Baig in recognition of his services as the “Perfect Secretary” based on his outstanding record.

Ms. Batool Zaidi, IDT was given an award based on her achievement for winning the „Best Professional of the Year“ award in the category of young professional achievers at Women leadership and women‘s

Excellence Awards organized by Pakistan Excellence awards foundation & Ministry of Information Broadcasting & Culture Government of Pakistan.

Mr. Mansoor Soomro, CIT was given an award in appreciation of his achievement of being selected amongst 30 Global Young Leaders by the World Bank.

Mr. Rashid Qutub was presented an award for his singular achievement of win-ning the third place in the global Siemens sustainability Ideas contest.

Business Performance AwardsThe following business performance awards were presented at the get together dinner.ProductivityFor improvement of productivity over last year, T&D Services was the winner and the award was received by Mr. Sami Ansari and Mr. Sohail Akhtar.

GrowthFor growth in business volume over last year ,T&D Services was the winner and the award was received by Mr. Sami Ansari and Mr. Sohail Akhtar.

Quality of ProfitQuality of Profit award was calculated on the basis of last year. % of sales and IS was the winner. The award was received by Mr. Mohammad Mehdi and Mr. Nadir Hussain.

Cash The award was calculated on basis of highest CCR and Healthcare was the winner. The award was received by Mr.Asadullah and Mr. Raza Imran.

SG&A The award was decided on basis of in percentage of volume, reduced over last year and T&D Services was the winner. The award was received by Mr. Sami Ansari and Mr. Sohail Akhtar.

Process The award was based on forecast quality over August 2010 and the winner was HV Products. The award was received by Mr. Adil Dastoor and Mr. Asim Hashmi.

ROCE The award was based on improvement of productivity over last year and the winner was STP. The award was received by Mr. Sabahat Ali and Mr. Tauqir Hassan.

Compliance An award in the category of compliance was presented to Mr. Tauqir Hassan of IA / DT

Overall WinnerEnergy won the overall best performance award and the Head of Energy sector Mr. Nadeem Kazmi together with Mr. Samiullah Siddiqui received the award

Business Conference 2010

Prism of Success

Siemens recognizes assistance from Pak Army

Award for Renewable Energy Project to students from Sir Syed University

Five gold medalist students from across Pakistan

Perfect Secretary Award presented to Mr. Babar Baig

Ms. Batool Zaidi receives award in appreciation of her achievments in women leadership

Mansoor Soomro receives award for being selected as one of 30 global young leaders by World Bank

HV products wins award on forecast quality over August 2010 in the category of “Process“

An award in the category of Compliance was given to Mr. Tauqir Hasan of IA/DT

The award on improvement of productivity over last year was awarded to STP

Overall winner of business performance was awarded to Energy Sector

T&D Services wins business performance award in the categories of “Productivity“,“Growth“ & “SG&A”

Healthcare Sector wins business performance award in the category of “Cash“

IS wins business performance award in the category of “Quality of Profit“

Growth ProfitCash

Sustainability award given to Healthcare sector for the Al-Razi Healthcare project

Rashid Qutub receives award for being 3rd place in Siemens Sustainability Ideas Contest

Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunya Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunya

Impressionsfrom the Business Conference 2010, Siemens Pakistan

Get Together Dinner at the Business Conference 2010 Nov 5, 2010

A get together dinner was organized for the delegates to the Siemens Pakistan Annual Business Conference 2010. The purpose of this get together each year is to provide an opportunity to delegates from across the country to meet and exchange ideas and to arrive at solutions at this working dinner. This year the logo of the conference was also launched at the dinner and the internal awards given to the worthy recipients. The highlight of the evening was an outstanding magic show at the end of which the magician produced the key ingredients of the logo in a dazzling display of astonishing illusions.

The performers were the well known Illusions Unlimited group now well known throughout the country. The logo was received amidst thunderous applause and created the spirit and enthusiasm for the working sessions of the conference.

Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunya Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunyapage 8 Siemens Pakistan- initiatives

The agreement was signed in the pre-sence of Dr. Michael Koch, Ambassador of the Federal Republic of Germany to Pakistan. Under this project Siemens will enter into a partnership with two leading universities of Pakistan, N.E.D.

University Karachi and University of En-gineering and Technology Lahore, sup-plying equipment for their laboratories and arranging training so students and

the faculty can reap maximum benefit from this project. A similar agreement is expected to be signed with UET Laho-re in the near future. Under the agree-ment with N.E.D. University, Siemens will be furbishing a selected laboratory in the electrical facility of the university with simulators which include latest versions of :

Programmable Logic Controllers Field Instrumentation Human Machine Interface devices

This would provide students the oppor-tunity to gain hands on experience in

areas such as: factory auto-mation, process control, and energy efficiency and help them seek solutions in these important areas vital to the future of the coun-try. Along with installation, Siemens will hold ‘train the trainer’ programs for the faculty.

Giving his impressions on the occasion, Vice Chancel-lor, NED University, Abul. Kalam, said that the donati-on not only spoke highly of Siemens Pakistan and its good corporate citizenship values, but also about the efficacy with which Sie-

mens Pakistan selected the right equip-ment and the right place to install this equipment. The agreement was signed by CEO & MD, Siemens Pakistan, Sohail

Wajahat H. Siddiqui, and VC NED, Abul Kalam.

Before the signing ceremony the Ger-man ambassador visited the production sites of Siemens Pakistan and was plea-sed to learn about the local operations of Siemens and its contribution to the country’s infrastructure since the in-ception of the country.

Siemens launches Project PakistanSiemens Pakistan launched “Project Pakistan” on March 7, 2011 in Karachi with the signing of an agreement with N.E.D Univer-sity, one of the most distinguished engineering universities in the country, for the establishment of state-of-the-art Simulators from Siemens in their electrical laboratories.

Project PakistanLaying a firm foundation for engineering students to nurture their skills and use Siemens finest technology in laboratories to find solutions in the fields of factory automation, process control and ener-gy efficiency

Siemens donates 4.1 million PKR to flood affected schools

Siemens Pakistan signed an agreement with (TCF) The Citizens Foundation on Fe-bruary 7, 2011 to donate 4.1 million PKR for the rehabilitation of two schools in Punjab and Khyber Pakhtunkhwa and ope-rational support of two schools in Sindh

and Balochistan. These schools were hea-vily inundated with water from the deva-stating floods of Aug 2010 which greatly damaged the building structures and fi-xures of the schools.

TCF is a non profit organization currently operating 660 school units across Pakistan and has taken the responsibility of resto-

ring and rebuilding these flood affected schools. Siemens has contributed over 2.5 million Euro towards flood relief, to date.

The agreement was signed by CEO & MD, Siemens Pakistan Mr. Sohail Wajahat H.

Siddiqui and CFO, Siemens Pakistan Mr. Murtaza Abbas with CEO TCF, Mr. Asaad Ayub Ahmad in the presence of the flood relief committee.

Description:S7-300 modular controller: The S7-300 is designed for system solutions in the ma-nufacturing industry.

It features compact design, with many functions integrated into the CPU (I/O, technology functions, PROFIBUS/PROFI-NET connection). It is maintenance-free, thanks to data retentivity on Micro Memo-ry Card. Using Step 7 software for confi-guring S7-300 controller and WinnCC fle-xible for HMI, it gives a complete solution for automation tasks.Description:SIMATIC S7-1200: The state of the art PLC with combine functionality of a micro con-troller and the SIMATIC HMI. This new compact controller was introduced in the market in late 2009, featuring the new in-tegrated engineering system software SI-MATIC STEP 7 Basic for simple & speedy networking between engineering, HMI pa-nels and controllers.

The micro PLC‘s central unit is fully compa-tible with a range of I/O and communica-tions modules, providing flexible extensi-on options. The modular, compact controller is designed for discrete and stand-alone automation solutions. Hence providing efficient soultions for all techno-logical tasks—achieving maximum indus-trial suitability.

The MD and the CFO, Siemens Pakistan exchange the agreements with CEO, TCF Mr. Asaad Ayub

SIMATIC S7-300 Training Kit

SIMATIC S7-1200 Training Kit

page 9 Siemens Pakistan- initiatives

It is the entire chain that contributes. As is said that ‘a chain is as strong as its weakest link’. This applies to organizations as well whether their workforce is five or five thousand. There can be record-breaking performances in one section, but if someone in another department drops the link along the way, the pursuit for business efficiency can be lost. Customers do not really care who dropped the link along the way. They are only interested in the final delivery across the finishing line.

This is where another thing comes in- a thing called ‘customer service’. Many organizations flaunt customer service without truly appreciating what it really means. True customer care goes beyond lip service. It goes beyond product knowledge and politeness. It goes beyond procedures and quality standards. That is not to say that these aren’t important components in an overall customer strategy, but the icing on the cake, so to speak, is the genuine care factor. I will explain what I recently experienced while checking in at a hotel during my business trip. I arrived at the hotel reception, jet-

lagged, with a terrible cold and no voice. As I was supposed to present my proposal to the cluster strategic team the next morning, this was indeed a predicament.

The receptionist pleasantly started her standard greeting, telling me about the pool, mini golf course, restaurants, and so

on. Rather impatient to get to bed, I ignored the information and curtly informed her that I simply wanted my key. Reaching my room, I quickly unpacked, had a hot shower and was about to curl up in my bed when there was an unexpected knock on the door. ‘Room Service’ the cheery voice echoed. I somewhat bluntly informed him that I had not ordered room service. ‘Yes, we know you haven’t, Mr.

Soomro. But we also know you are not feeling well so we have prepared hot lemon tea complimentary for you.’ Sure enough, on a silver tray, was exactly what I would have liked if I’d been at my home. That day this hotel bought my customer loyalty. This is in fact the genuine care that I often refer to in my business discussions. No doubt, customer loyalty can not be bought, it must be earned! Summing it up: People fail when they fail to recognize their mistakes. People fail when they fail to improvise the inherent weak links along the value chain. People fail when they fail to provide the desired level of customer care. Thereof, simply said…

Businesses do not fail. People fail.

Admittedly, people do fail and they do make mistakes. But it is a greater failing if those mistakes are not identified or even worse, if those mistakes are repeated. It is much easier to

say: ‘My secretary forgot’, or ‘The production foreman overlooked it’, or ‘The supplier is always late’, than to admit that you made a mistake yourself.

Contrary to that, it is seldom appreciated just how many people might contribute to the end product that arrives in the hands of a happy customer. After all, quality products and services all begin and end with quality people.

Talking about an agro-textile company, you will be surprised how it starts with a farmer, which in turn goes to weaving mill, to a designer, to a production line at a factory, to a finished garment, to a wholesaler, to a distributor- all this until you finally buy a shirt from a retail outlet!

Businesses don‘t fail, People fail

Held on 23rd - 24th Feb, 2011

Siemens One Workshop Siemens One (SO) is an integral part of our Integrated Technology Company. It stands for Customer Centricity and Key Account Management. A powerful platform of collaboration between Sectors, Divisions, Clusters and Regions with global and regional account teams and market-specific organizations. As Pedro Miranda - Head of CD SO points out:„This is really what differentiates us from other companies. We want to be the trusted partner for our customers“.

In the light of this strategy, recently SO Team conducted a two day workshop in Siemens Pakistan; Siemens Pakistan is one of the five SO designated countries in the Cluster Middle East. The workshop was conducted by Lutz Gaertner (SO Asia/Pacific, Middle East & Africa Head) and Ghassan Khalil (SO Middle East Cluster). The workshop started with an introductory session by Head of SO Siemens Pakistan S.M.Daniyal illustrating the history, presence and successes of Siemens in the country; and with respect to company’s future, the local growth program Prism of Success 2015 was also briefed.

In the kickoff session with the RC and Divisional Management of Siemens Pakistan, Lutz Gaertner pointed out the objective, agenda and desired outcome of the workshop. He shared the SO Development and Operational approach in general on worldwide level and Ghassan Khalil described the SO set-up in the Middle East Cluster. Later, specific sessions were conducted on topics of Market Transparency, Account Management, Country Market

Development and Opportunity Management. During these sessions business developments representatives from sectors / divisions also participated and shared the existing practices. The second day of the workshop started with the account managers meeting, where all the Regional Account Managers (RAMs) of Siemens Pakistan also actively participated. Lutz Gaertner gave a comprehensive overview of account management covering details of AM concept, RAM roles, account business planning, skill analysis & training, and AM incentives etc.

In the afternoon, specific sessions were held with Communication, IT & Accounting and Human Resources department on the topics of internal/external communication, AM@philos and training & incentives respectively. The Siemens One workshop ended with the finalization of the future road map of Siemens One activities in Pakistan, which was also presented and discussed in the Management Review session with RC and Divisional Management.

In between the workshop sessions, the colleagues from SO also had a walk-through tour of Siemens Pakistan manufacturing facilities to have better understanding about locally manufactured products and manufacturing capabilities.In the evening a dinner was hosted by the management of Siemens Pakistan in honor of the SO team. Traditional Ajrak and Sindhi caps were presented to the guests, in keeping with the traditions of the province of Sindh where the meeting was held.

Siemens One- our key differentiating factor Here you will find an account of Siemens One workshop which took place at Siemens Pakistan

Mansoor Soomro

(CIT)

mansoor.soomro@siemens.com

Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunya Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunyapage 10 People & Events

Employee motivation is undoubtedly a challenge for the managers or the supervisors at workplace but it is extremely necessary in order to keep the subordinates motivated to produce effective results from their work. Here are a few tips that will drive them to work more effectively.

Recognition of efforts:There should be a fair and honest recognition of the efforts that employees carry out to improve their work. You should not hesitate to provide positive feedback on your employees’ performances. A little appreciation regarding their work will surely empower and motivate them to produce more prolific results in the future.

Encourage creativity:Give space to the employees to work the way they like at the first instant but do make the required output clear to them. This may bring out the innovative thoughts from their minds and will eventually develop their interest as well. Have faith in their abilities so that they can bring the best out of their endeavors.

A Mega Career Fair was held at LUMS (Lahore University of Management Sci-ences). In this event prominent organi-zations from across the country partici-pated to recruit LUMS graduates for regular jobs and internships. This event is organized each year to acquaint stu-

dents with the various companies that are interested in hiring them. The event gives the students and the employers a chance to interact with each other in a friendly environment outside the office.Siemens representatives held interactive discussions with students to share views and answered queries and con-cerns that students had re-garding the opportunities that Siemens provides in dif-ferent fields. Many students visited the stall set up by Sie-mens at the fair in large groups and demonstrated keen interest in the company.

Siemens has always played an active role in University relations and considers it as a regular practice to meet recruitment needs as a best practice to find motivated, talented students for graduate jobs. This is why we visit top universities and attract students to de-velop our top talent pool.

Mr. Noman Ahsan, SAP Administrator, has successfully achieved SAP Certification in Material Management module.

Mr. Ahsan an engineer by profession joined as a trainee engineer and has been associated with Siemens Pakistan for the last five years during which he undertook various assignments and functions within CIT department and successfully executed IT projects.

As a SAP certified professional, he will be of immense support as a functional specialist and is expected to play an

As the morning got into full c o n s c i o u s n e ss the sun was nowhere to be found. Thick cloud cover pouring rain droplets engulfed in the cool breeze greeted the day. The rectangular grey

clock hammered on the wall inches beneath the roof was moving at the speed of light. The heartbeat was halted as if it was frozen for ages.

The painful process of synchronization of ticks and beats was accomplished in a jiffy facilitated by the pleasant weather. Is the blissful state of mind a result of our ecology or the internal interpretation of the same?

The blazing sun or the thundering cloud in the sky, the dead silence or the deafening

In the entire process, they will also be able to learn a lot of things from their mistakes.

Make effective communication:Keep the communication channels open for the employees to keep a check on how they are working and what problems they are facing related to it. Ask for a regular feedback from the employees; ask them to suggest solutions to solve the problems they may be facing and ask their opinions that can bring improvement or betterment in the work methodology.

Focus on the training and develop-ment of the employees:Strong emphasis should be laid on the training and development of employees for their personal and professional grooming depending on the areas that should be focused regarding the specific job requirements.

Reward good performance:Performance based rewards in the form of perks, promotion or other incentives act as a token to motivate the employees to maintain their awe-inspiring performance.

Don’t forget the fun:Efforts should me made to arrange different events besides work so that the employees are able to enjoy their job.

LUMS is amongst the leading universi-ties of South Asia and offers variety of academic programmes such as Under-graduate, BSc(Hons.), LLB, Masters and PHD programmes. LUMS provides unique teaching methods to its students for instance the case study method and

prepares students academically, personally, and professionally for successful careers.

Students at LUMS were intere-sted to know about the recruit-ment strategy that Siemens fol-lows. They were also curious to know about Siemens role in ca-reer building of employees and its contribution towards resha-ping employee careers. Siemens representatives acquainted stu-dents about the projects and

products that Siemens develop and also about Siemens locations worldwide, its structure and organizational hierarchy.

important role in implementing and managing ERP for various departments. Equipped with subject expert knowledge he is expected to add value not only to implementation and roll-out phase of projects but even for Post Go-Live support.

This release based certification is an important bench-mark of consultant expertise. Equally important, it demonstrates dedication to providing the highest degree of quality support.

noise in the street, the rushing vehicle or the loitering beggar on the road are all external factors which often dictate our attitude. We cannot change what‘s bound to happen but can certainly change the way we look at it. We cannot transform the whole world but can certainly transform our attitude. The positive attitude is not merely reviewing the half-filled or half-empty glass example but a paradigm shift which starts with imagination and ultimately reflects inbehavior. As the Swedish proverb says

“Fear less, hope more; Eat less, chew more; Whine less, breathe more; Talk less, say more; Love more, and all good things will be yours“

Hiba Zaheer

(IDT Design)

hiba.zaheer@siemens.com

Mahmoona Bashir

(HR)

mahmoona.bashir@siemens.com

Noman Ahsan

(CIT)

noman.ahsan@siemens.com

Hassan Mansoor

(T&D Services)

hassan.mansoor@siemens.com

Employee Motivation – an effective way to unleash their hidden potential LUMS Career Fair

Noman Ahsan Achieves SAP Certification

Positive Attitude

page 11

New Responsibilities

Raza Hussain Ansari, BU- Cross Industries celebrated the first birthday of his son, Sami Ahmed ansari on February 12, 2011.

The picture shows Sami happily enjoying his birthday party.

Birthday

Saira Khan, IDT works weds Sajjad Hussain Khan Many congratulations, Saira and we wish you a very happy married life.

Wedding Service Jubilee of Mr. ZubairService jubilee of Mr.Zubair of shared services was held at the Head Office recently. Among those who spoke on the occasion included Major Zuberi, Zia Ul Islam Zuberi, Mr. Zeeshan Rizvi and Mr. Rahim Dawood.

All the speakers praised Mr. Zubair for his dedication to his assignments, his humbleness and his quality of always trying to be helpful. In his speech Mr. Zubair thanked the management for hosting the party and said he enjoyed the friendly atmosphere and the trust of his colleagues.

Later, Mr. Zubair was given a certificate from Siemens AG and a cheque from Siemens Pakistan.

The party was also attended by the son and

daughter of Mr. Zubair who thoroughly enjoyed the evening and loved the praises that were being lavished on their father.

People & Events

Aqeel Ahmed re-joins Siemens Pakistan in December 2010 as Deputy General Manager Regional Sales E T&D Projects. Earlier, he had

joined Siemens Pakistan as a trainee engineer and was sent on technical

trainings to Germany and USA. During his tenure of around five years

with us he worked on various assignments within and outside of Pakistan.

For the past ten years, he worked with ABB Pakistan at various regional

and international locations and was heading the Energy Efficiency for Far

East Asia and Australia regions. Mr. Aqeel holds Bachelors and Masters

Degrees in Electrical Engineering and an MBA in Finance.

Mr. Mohammad Sohail Ismail assumed responsibilities as the Head of Reporting & Internal Controlling with effect from April 15,

2011

Mr. Burhan Yousuf Khan assumed responsibilities as the Head of Controlling within accounting and controlling with effect from April

15, 2011

Mr. Yahya Kamal Dar joined Siemens Pakistan in January 2011 as DGM E T&D Projects at the Lahore offices. He started his career as Grid

Maintenance Engineer with WAPDA (NTDC) before joining PTD – Siemens

Saudi Arabia in 2001. He served PTD – KSA at various junior to senior

management levels and was selected as PTD Top Talent in 2008. While

located at the Lahore offices with the portfolio as Regional Head Sales &

Marketing (North) he will be responsible to strengthen the E T&D P‘s

front end in the North and will report to Mr. Suhail Anwer.

Are You a Good Listener? No one likes criticism and this sometimes becomes a bone of contention between two people at a workplace. Do you know why criticism never leads to any good results? That is because it usually transpires into a disagreement and then a fight and neither side wants to give in. There is a reason why we have two ears and only one mouth. It is so that we can listen more than we talk. Given a topic where there are two differing

opinions, each person is going to fight to the last breath defending their position. Here is where the power of good listening skills come in. . Here are some simple rules to avoid unnecessary arguments with colleagues and peers as well as your bosses : 1. Listen - . When a person stops speaking, repeat back in your own words what you thought you heard. Provided that you are not the one instigating the argument (usually the boss does this) you are going to need to hear what he is saying to know how to respond.

2. Try To Be A Fire Extinguisher - One of the worst things you can do is respond with something like, „That is one of the stupidest ideas I have ever heard“. That is only going to get your boss more worked up. Maintain courtesy even if you disagree with the speaker. Never heckle, argue with, or rant against the speaker, no matter what is said. Save your opinions for a private meeting. I’m not saying you have to agree with him. Just do not be confrontational. It will not lead to anything good.

3. Be Patient – If your boss is angry and does not seem to be listening, flip the script. In other words, stop him from going in that way by getting his attention. Usually you can do this by addressing his name, however you address him...”Sir”, “Mr. Ali”, however you deem correct. Once you have his attention, request him to clarify what he meant and tell him you are having trouble following him. This will get him a break to calm down and speak in a more rational manner. But stay cool during the whole discussion.

If your boss seems insecure, get to know him as a person. Talk about his family. Ask him what his interests are. Appeal to him as a fellow rather than an employee. By avoiding arguments, you can usually keep your boss calm enough to be tolerable.

Wafa Zainub

(INF)

wafa.zainub.ext@siemens.com

Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunya Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunyapage 12

Three Awards from SAFA The year 2010 proved to be an extremely auspicious year for Siemens Pakistan as the year marked the winning of three awards in three different award categories named by SAFA. South Asian Federation of Accountants (SAFA) honored Siemens with ‘Certificate of Merit’, in the award category ‘Corporate Governance Disclosure Awards’ at the Valedictory Session of the first SAFA Summit on December 12, 2010. Moreover, SAFA awards for ‘Best Presented Accounts’ and ‘Overall Winner (Joint) were also won by Siemens Pakistan, evaluation of which were forwarded to SAFA by Institute of Chartered Accountants of Pakistan based on our Annual Report 2009.

These awards under different categories were conferred on the basis of evaluation administered by SAFA Committee for Improvement in Transparency, Accountability and Governance of published annual reports of entries from South Asian Countries. The Finance Minister of Nepal Mr. Surendra Pandey called upon the Professional accountants to maintain international standards to ensure transparency and accountability in the financial management. Addressing the Valedictory Session of the First SAFA Summit 2010 on the theme “Sustainable Development in SAARC Region” at Kathmandu Nepal. He also urged that Professional accountants must take the lead to ensure the quality, reliability, and credibility of financial and non-financial management information to build up the confidence towards public. Around 300 professional accountants and corporate participants from home and over 100 foreign professional from the SAARC Region took part at the three days conference. The Finance Minister, who was also the chief guest of the ceremony, distributed the SAFA Best Presented Accounts and Corporate Governance Disclosure (SAFA BPA & CG) Awards to the representatives of the entities from Bangladesh, India, Nepal, Pakistan and Sri Lanka.

Best Annual Report Award for SiemensSiemens Pakistan’s Annual Report 2009 was selected as the best annual report in the Engineering Sector category by the Institute of Cost and Management Accountants of Pakistan and the Institute of Chartered Accountants of Pakistan.

For the last 9 years, the joint committee of these two

institutes has organized a competition for the best corporate reports of companies listed in Pakistan, which has led to a significant improvement in the quality of the reports. The reports are judged in the two main categories, “Financial” and “Non-Financial.”

In the non-financial sector there are a further five sub-categories. Awards are presented to the top five companies in each of the six categories. The award ceremony was attended by numerous CEOs and CFOs of local and multinational companies and Dr. Ishrat Hussain, Dean and Director of the Institute of Business Administration and former Governor of the State Bank of Pakistan, was the guest of honor. Our CFO Mr. Murtaza Abbas Mooman received the award.

Siemens Pakistan wins Prestigious Management AwardAt the 27th Corporate Excellence Awards ceremony of the Management Association of Pakistan, Siemens Pakistan

was declared the winner in the Industrial and Business category for the second year in succession. The competition was launched in 1982 to recognize and promote corporate excellence. The awards are presented to the best managed companies in Pakistan, which operate according to the latest management methods.

The winners are selected on the basis of a number of categories under the direction of FAMCO Associates, a well known management consultant firm. As the top award winner the MD and CEO of Siemens Pakistan Mr. Sohail Wajahat was asked to briefly dwell upon the strategies that have made Siemens Pakistan the best managed company in the Industrial and Business category.

Siemens Pakistan awarded for Excellence in HSESiemens Pakistan was awarded with a shield by Eni Pakistan on excellent HSE(Health, Safety and Environmental) performance and achievement of 1 million manhours without LTI (lost time incident) for the Bhit Gas Field Project. The award was received by MD & CEO, Siemens Pakistan, Mr. Sohail Wajahat H. Siddiqui and was presented by MD, Eni Mr. Paolo Giroudi Siemens Pakistan, business unit INF was awarded this Project in January 2010, which is a repeat order of successfully completed project with similar scope of work from 2006 to 2009. The scope of work includes services

for MEICP (Mechanical, Electrical, Instrumentation, Civil and Pipelines) works for Bhit and Bhadra wellheads compression project, in which Compression projects had to be accomplished on 10 numbers wellheads. Services for CPW (condensate and produced water) upgrade project including fabrication and erection of storage tanks, piping, structure, civil works and E&I works.

Siemens has successfully completed 6 numbers wellheads compression projects and CPW upgrade project. Works on 7th and last compressor is in progress whereas 3 numbers wellheads compression projects have been completed in the previous Contracts.

Awards and Accolades

It was a historic year for Siemens Pakistan as it bagged the four top most awards making it the best managed company with the best cor-porate report and the top of „Top 25 companies at the Karachi Stock Exchange“. The annual report won accolades even in the region with the South Asian Federation of Accountants declaring it the overall winner (joint) for the year 2009. Winning of all these awards in a year is a feat that has not been accomplished by any other company in the country.

Health, Safety & Environment Excellence

Historic year for Siemens Pakistan Bags four top most awards

Coporate Excellence Award Certificate of Merit Best Annual Report

Best Presented Accounts

pushME Awards Launched

HR: Enabling pushMEThe pushME initiative has been operational for over a year and much has been spoken about how the initiative supports the Sectors in achieving the business goals. Behind the initiative, however, there are various strategic activity structures in place in order to further support the objectives of pushME. These so called ‘enablers’ focus on the three pillars of the pushME strategy: achieving sustainable profitable growth; strengthening local competence; and strengthening the Siemens brand locally.

Siemens Ki Dunya took time to speak to Harry Hollier, Cluster Head of HR to find out more about the HR specific activities and strategy that have been put in place as part of the pushME initiative.

“In order to support the growth in the region, HR had to implement various initiatives identified in the early days of the establishment of the pushME initiative,” explains Hollier. “However, as the initiative gained structure and momentum, it became clear that additional requirements were further needed in order to maximize the potential and opportunities that lay before us.”

Before embarking on any significant projects in the Cluster, Hollier’s first task was to establish a Cluster HR organization to be able to deliver the needed activities. The Cluster team focuses on strategic topics across the Cluster, leaving the functional and operational elements of HR to the expertise already existing in the region. However, Hollier was keen that the key countries in the Cluster adopted the global HR blueprint in terms of structure; moving from a reactive, administrative organization to a proactive, reliable and productive support function for the businesses. One strategic way that HR can help the business achieve its goals is with workforce planning. “It’s really important that we know when additional headcount is going to be needed, so we are able to put mechanisms, such as specialist recruiters, in place early enough to ensure that the manpower will be available at the critical time,” describes Hollier. “This is especially important when

The pushME initiative has launched a new awards scheme to officially recognise the achievements of colleagues in-line with the pushME initiative. This fiscal year is the second year the initiative has been operational and in accordance with the Siemens policy of recognising internal achievement, the awards scheme has been established.

Six business opportunity owners were given plaudits for their efforts in the last fiscal year and now the awards have been formalised to reward outstanding performance in business success in the Middle East through pushME.

Bernhard Niessing, head of the pushME Program Office, commented: “We believe

in offering credit where it is due. Some of the performances of certain colleagues have been fantastic and this really needs to be recognised, so an awards scheme will be the perfect vehicle.

“The pushME initiative will generate healthy competition and hopefully spur on some friendly rivalry, boosting creative thinking, improved cooperation and ultimately increased sales.”

There will be a total of nine pushME awards across three categories, which are Sustainable Business, Innovation and Cooperation – each category has three awards, representing one per Sector – and all pushME Business Opportunities (BO) automatically participate. However, a

precondition to win an award is that the BO should be in a minimum DI 4 level by the end of the fiscal year.

The decision process will be determined by performance measurement and each BO that has reached DI 4, is awarded with points per criteria. Each category has three criteria for judging. The categories are broken down as follows:

Sustainable Business: Criteria 1 – Annual growth rate of BO Criteria 2 – Volume of BO Criteria 3 – Build up of local competencies (local resources and know-how) Innovation: Criteria 1 – New Features - New Products Criteria 2 – New Customers – New

Markets Criteria 3 – Volume of BO

Cooperation: Criteria 1 – Internal Cooperation, ranging from sub BU cooperation to cross sector cooperation Criteria 2 – Cooperation with HQ Criteria 3 – Cross country Cooperation

The BO with the highest sum of points per category will receive the award for the sector at a ceremony to be held after the end of this fiscal year.

you consider the potential length of the recruiting cycle from requirement, through selection, the candidate resigning, integration and then finally that person becoming a significant contributor to the business,” he continued. “This is why it is vital that HR works closely with all facets of the business, to understand their strategy and have sight of any potential key projects.”

Another big area that saw change in the Cluster was with the IT tools that the HR departments utilise. “We soon realised that in order to support the ambitious plans set out by the pushME initiative, we had to have teams working on r e l i a b l e platforms. HR is one of the biggest single sources of business data, so it is important we can mine data accurately in order to use to our advantage,” Hollier said.

This ground work was the first in eight work packages identified for the pushME HR enabler and was successfully completed last fiscal year. The remaining work packages have been refined and the focus developed for this fiscal year. Hollier takes us through each, giving a clear overview of how HR is supporting the pushME initiative goals. Retaining talent within the company is vital. In order to assist in the management of this, the company has a highly structured and refined Performance Management Process (PMP). This process ensures that employees have the opportunity to grow and develop with in the company. This is a key target of the pushME initiative.

PMP was implemented across the Cluster last fiscal year. Over 490 managers were trained on PMP and the associated Siemens Leadership Framework (SLF) in just eight weeks; many more utilised the web based trainings. Additionally the HR

organisation rolled-out the 4success tool, again conducting in-person training sessions. “I was really pleased with the success of the roll-out of PMP across the region,” commented Hollier, “I think the important thing is that although this year we will build on last year, the system will not change.”

Another work package is Employee Retention. “We have to look closely at our staff turnover, to find out why our good people are leaving Siemens. For example we need to know is it due to money, management, or benefits; then we can potentially tackle such hurdles,” details Hollier. “We have sources for this kind of information, such as exit interviews, market data, salary surveys; we will have

a team in place studying this right across the region, and each country situation is very different. We need to find out where we need to improve to make sure we keep the talents we have in our business and stop them crossing over to our

nearest competitor.”

But it’s not just ensuring the retention of our existing talents that is important, attracting new employees is also essential. “How Siemens is perceived in the market as an employer is crucial,” explains Hollier, “this kind of information can be rather nebulous, so we have to influence as much as we can. We have to understand the triggers and levers.”

Siemens in the Middle East had around 67,000 applications for jobs last year. Within the EMEA Metacluster , this region had the second highest number of applications coming ahead of Germany. “When you consider that this is 10 times greater than the number of employees we currently have, the potential for presenting the company in a good light is vast. It is critical that each applicant is dealt with professionally. We need to deal with the problem effectively as it has the

potential to significantly harm our reputation.”But this is not the only element of employer branding. HR has, and will continue to roll out the global employer branding campaign ‘Dare to Ask’ across the Middle East region. The team are also focusing on establishing and strengthening university relations in order to attract graduates into the company; in recent months they have been active at the Masdar Institute Fair, Abu Dhabi; the Saudi Career Fair in London; and the Arab Forum held in Berlin.

One of the first places to be positively affected by the pushME initiative was in the area of recruitment. “In the early phases we spent a lot of time establishing structure and processes; now we have seen significant improvement in this area,” commented Hollier. “I believe we have moved from the kind of environment that put a body on a chair, to one that fills a role with skills.”

“We also have to be very objective about recruitment, and able to set preconceptions aside,“ he continues. “Plus we have to remember that decisions we make today, the impact of won’t be known for several years. For example, when you employ a graduate, are you employing a trainee or a future CEO? It is how you perceive that person when you employ them that will shape them in years to come.” Hollier firmly believes that it is Siemens ability to get this right, which will determine the company’s position against competitors. HR is also piloting a very exciting recruiting project using social media.

“The pushME initiative has enabled HR to focus in detail on very specific activity areas, but these areas can and will have a huge impact on the business in the region, thus supporting the pushME initiative in its overall goal of achieving sustainable growth in the Middle East” concluded Hollier.

News from the Middle East Cluster

For further information contact Anneke Seesinganneke.seesing@siemens.com

For more information about the pushME initiative contact Anneke Seesinganneke.seesing@siemens.com

Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunya Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunyapage 14 Innovation

Software Improves Cement Quality

New control software predicts how cement mills will operate and continually optimizes the milling process. The results are improved cement quality and increased mill throughput. The software Sicement IT MCO has been installed for its first operation in one of the mills of a portland cement plant in the Bavarian city of Rohrdorf in south Germany. In the future, it will also control the remaining three mills.

Cement production is one of the most energy intensive production processes. It involves roasting the raw materials and additives to form a clinker, which is then ground into powder in a cement mill. This process requires almost 45 percent of the plant’s total power requirement.

The quality of the cement depends on the ground material being as fine and as even as possible. As part of the quality control process, samples are normally taken at regular intervals and analyzed in the laboratory. The operating parameters, i.e. the quantity of fresh material fed in and the sifter rotation speed, are continually controlled in line with the fineness of the grinding stock and the throughput of the returns.

Efficiency Boost in Production Auto-mation Planning and realizing industrial automation systems has just been made simpler and more efficient thanks to a new engineering framework from Siemens. The TIA (Totally Integrated Automation) Portal makes it possible for developers to save time on all conceivable automation tasks in industrial manufacturing.

This is because it enables them to uniformly conceive complete facilities—from the controller to the operator interface—instead of having to process every task using that task’s own tools. Siemens Industry Automation has tested and refined the TIA Portal in conjunction with pilot customers for two years. The operation, which is especially user-friendly, was designed on the basis of customer feedback. Usability experts from Siemens Corporate Technology participated in the work from the initial concept all the way to implementation.

The software’s strength reveals itself in, for example, an automobile production line. This is because the conception of such a line incorporates a large number of tasks: The working steps of all of the robots are planned, motors for the belts and machines are distributed and controlled, sensors are set up, or suitable operating

elements and displays are developed. At present, developers use separate applications for every one of these units. They have to learn how to use each software package, maintain data consistency, and ensure that all of the components work together at the end of the day.

The TIA Portal takes on all of this work. The developers can accomplish all of the tasks via a uniform interface and maintain data or libraries centrally. Changes are automatically transferred to the entire project. Practical tests have shown that this results in fewer subsequent corrections.

The TIA Portal is designed in such a way that new users can learn to operate it quickly and intuitively. The user is

led through the individual working steps in a task-oriented manner.

Less Vibration of Cranes: Faster Loading of Ships An active vibration damper system from Siemens is helping to cut the time required to load and unload container vessels. In the case of conventional container cranes, the container bridge vibrates whenever loads are lifted and moved. To restrict such motion, so that containers can be set down with an accuracy of a few centimeters, crane drivers have to reduce operating speed, which extends loading and unloading times. The

active damper system from Siemens counteracts vibrations by moving a weight along the container bridge.

This keeps the crane steady at faster operating speeds. Siemens plans to introduce the system on the market by mid-2011, together with a crane builder.

The active damping system from Siemens Drive Technologies functions in a much more precise way and is able to make do with one tenth of the weight. Sensors on the container bridge measure the crane’s vibrations and transmit this data to a linear motor’s control system. On the basis of this information, the linear motor moves a weight of only a few metric tons along the container bridge. By means of precise acceleration and braking of

this motor, forces are applied to the crane. Special algorithms are used to control the movement of the linear motor in such a way that vibrations are rapidly and effectively neutralized.

The active damping system was originally developed for mechanical engineering applications, especially for machinery used to produce parts with very precise surface characteristics.

The work must be performed at low speeds, however, due to machine vibrations, resulting in high costs. Analysis of the precise characteristics of these vibrations made it possible to devise algorithms for a machine control system that suppresses such shaking. This procedure is currently undergoing testing with pilot customers.

Solar Panels Track the Sun For More Efficiency Photovoltaic modules equipped with a moveable mounting and a new control system from Siemens are able to precisely follow the course of the sun. Thanks to a new algorithm based on astronomical data, the solar panels track the sun in line with not only the time of day but also the time of year and the precise geographical location of the photovoltaic installation. As a result, their energy yield is more than 35 percent higher than fixed systems.

A decisive factor in the efficiency of a photovoltaic system is the angle of incidence at which sunlight strikes the surface of the module. In the case of fixed panels, sunlight hits the solar cells at an oblique angle for most of the day.

A maximum yield in terms of energy and therefore electricity is only achieved when sunlight strikes the cells perpendicular to their surface. So the obvious solution is to fit the solar modules to a movable tracking system that precisely follows the course of the sun.

The sun’s position depends on not only the time of day but also the time of year and the location of the

photovoltaic installation. The Simatic S7-1200 control system from Siemens therefore calculates the perfect alignment for the solar modules on the basis of their precise location, anywhere in the world, and the exact time and date.

In addition, the control system can also take weather conditions into account. When faced with high winds, for example, it moves the modules to a position of least resistance, where they can withstand winds of up to 130 kilometers per hour. In a similar manner, the tracking system can be programmed to react to snow, thunderstorms, fog, and darkness.

Innovation is our lifebloodAround 30,100 researchers and developers at various locations in 30 countries throughout the world work on innovations that help us secure and expand our market leadership position

Detecting Leaks, Reducing Water Loss Water networks are complex systems, and leaky pipes can cost municipalities and cities a lot of money. To prevent this, Siemens has developed a software solution that not only finds leaks in water pipelines; it also conti-nuously monitors the water lines. This makes it possible

to limit water losses and to greatly reduce costs that are

primarily generated by maintenance and repair measures.

Holes in the pipelines can quickly result in high costs, so the pipes have to be continually monitored. It’s a difficult job, though, because water networks often are made up of many sections that branch off repeatedly in complex arrangements. The new process from Siemens uses a sophisticated positioning and monitoring system that relies on ultrasound technology to measure the flow of the drinking water.

SIWA LeakControl was developed by Siemens Industry Solutions in cooperation with Siemens Corporate Technology. The positioning and monitoring system ensures a more efficient water supply and helps to prevent damages

page 15 Innovation

Sensor Warns Pati-ents in Advance of Asthma Attack By analyzing patients’ breath, a new Siemens sensor can tell hours in advance if someone will get an asthma attack. The gas sensor registers if an asthma sufferer’s air passages are about to become inflamed, enabling the patient to take anti-inflammatory medica-tion in time to prevent an attack. The sensor measures amounts as small as one ppb (part per billion), making it

as sensitive as larger devices that are far more expensive and not portable. One ppb corresponds approximately to the dilution of a cube of sugar in a 50 meter-long swim-ming pool. The new sensor is contained in a prototype device that will be portable and only a little larger than a cell phone.Previously, the only way to detect impending asthma attacks in advance was to conduct expensive pul-monary examinations to determine if the patient’s breath contained heightened levels of nitrogen monoxide (NO), which signal such an attack.

By contrast, the new sensor from Siemens Corporate Technology will enable patients to analyze the NO in their breath themselves. As a result, they will be able to take the minimum amount of preventive medication and increase the dose only if really necessary.The new sensor can detect increases in NO one day before an acute asthma attack occurs.

The iMini, Sie-mens smallest hearing instru-ment, disappears invisibly in the ear

Siemens has developed a new hearing instrument that is even smaller than current models. As a result, it can be inserted far into the auditory canal, remaining basically invisible. The instruments are made individually for each customer at selected iMini manufacturing facilities in Germany for the European market, and in the United States for customers there.

This very labor-intensive manufacturing process is necessary because of the extreme miniaturization of the iMini - no two iMinis are alike. And the iMini features BestSound Technology developed by Siemens for greater hearing comfort even in difficult noise environments.

Infrared LED Detects Drivers in Microsleep A new infrared light-emitting diode (IR-LED) from the Siemens subsidiary Osram Opto Semiconductors is designed to help recognize the hazardous microsleep that affects motorists. The sensor detects IR light at a wavelength of 850 nanometers, which isn‘t visible to the human eye, and analyzes the image of the driver that is

captured by the camera. And it all takes place unnoticed by the driver - even at night.

The camera, which is mounted in the driver‘s field of vision, uses image analysis software to determine if the driver is fatigued or distracted. Thanks to its small size and integrated lens, which has a 40-degree angle of illumination, the SFH4236 type LED can be easily installed in the dashboard of a vehicle, for example, and directly illuminate the driver from the front, without producing shadows.

Other areas of application for such high-performance IR-LEDs in motor vehicles include seat occupancy recognition, night vision systems, short-range surroundings detection, and monitoring drivers‘ blind spots. The IR-LED has a service life of tens of thousands of hours, many times more than the average number of hours that a vehicle is operated in its service life. In other words, it will never have to be replaced during the average life of a vehicle.

Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunya Issue: Q2/2011 (Jan-Mar) Siemens Ki Dunyapage 16 Focus on Energy

Siemens launches new gearless wind turbine for low to mode-rate wind speeds

Siemens Energy launched a new direct drive gearless wind turbine for low to moderate wind speeds at the EWEA 2011 wind power exhibition and conference in Brussels. The core feature of the new SWT-2.3-113 wind turbine is an innovative drive concept with a compact permanent magnet generator. This type of generator is characterized by its simple, robust design, requiring no excitation power, slip rings or excitation control systems. This results in high efficiency even at low loads. With a capacity of 2.3 megawatts (MW) and a rotor diameter of 113 meters the new wind turbine is designed to maximize power production at sites with low to moderate wind speeds. The SWT-2.3-113 is fitted with the new Siemens B55 Quantum Blades. This new blade design boosts efficiency and optimizes performance. A prototype of the new machine was installed in the Netherlands in March. The SWT-2.3-113 is the second gearless wind turbine launched by Siemens. Like the SWT-3.0-101, the 3-MW direct drive wind turbine launched by Siemens in April 2010, the new SWT-2.3-113 features only half of the parts required for a conventional geared wind turbine and a significantly smaller number of moving parts. Together with the SWT-2.3-113 Siemens is introducing the Quantum Blade, a new generation of rotor blades. The new blade is lighter than previous models but retains the superior strength of earlier generations. The new B55 Quantum Blade used for the new wind turbine is 55 meters long and features a redesigned tip and root section. The root section uses Siemens “flatback“ profiles to minimize root leakage and provide greater lift. The blade tip has also been redesigned to minimize loads and reduce noise levels. With a noise level of only 105 decibels (dB) the SWT-2.3-113 is one of the quietest wind turbines on the market. To date, Siemens has installed and commissioned a total of five gearless SWT-3.0-101 wind turbines in Denmark and Norway. Further projects with Siemens direct drive wind turbines are planned in the U.S., Denmark and Germany. In addition to these two new wind turbines with ratings of 3 MW and 2.3 MW, further turbines are already at the planning stage.

Siemens to supply converter stations for HVDC connection between Estonia and Finland – Transmission capacity between the two countries to increase threefold

Siemens Energy is building the converter stations in Püssi, Estonia, and Anttila, Finland, for the new high-voltage DC (HVDC) connection between the two countries (“EstLink 2”). The system, with a transmission capacity of 650 megawatts at a DC voltage of ± 450 kilovolts, will increase the capacity for transmission between the Baltic and Nordic countries from 350 MW to 1000 MW.

It will also make the power supply more reliable. The output between the two stations will travel over a 14-kilometer overhead line, a 145-kilometer submarine cable across the Gulf of Finland, and a 12-kilometer land cable. The customers are the Fingrid power utility in Helsinki and the Estonian power network operator Elering, in Tallinn.

The total order value for the project, which is being partially funded by the EU, is EUR 320 million, and Siemens’ share is about

EUR 100 million. The converter stations are planned to go into operation early in 2014.The EstLink 2 HVDC connection will not only triple the power transmission capacity between Finland and Estonia, but also make a significant contribution toward the planned integration of energy markets between the Baltic and Scandinavian countries.

For EstLink 2, Siemens is responsible for designing the entire HVDC system as a monopolar connection, using the cable as the metal return conductor. The contract also includes delivering, installing and commissioning the core components, like converter valves with directly light pulse fired power thyristors, converter transformers, smoothing reactors, protection and control systems, and AC and DC filters.

Siemens well on track to be-come one of the world’s top three providers of wind turbines

New factories in China and the U.S. secure strong footprint in the most important wind markets

Siemens continues to expand its international manufacturing network in the rapidly growing wind power business: The technology company opened in Shanghai its first rotor blade manufacturing plant in China, a new nacelle production in Hutchinson, Kansas, and has selected Tillsonburg in Ontario for its Canadian rotor blade manufacturing site. The investment volume for the three new locations is approximately EUR100 million. The company has already announced the construction of other wind turbine production facilities in the UK, India and China, and a joint venture for the production of wind turbine components for the Russian market.Ecofriendly energy sources such as wind power offer excellent prospects,“ said Wolfgang Dehen, CEO of the Siemens Energy Sector. “The global wind power market will grow from about EUR30 billion annually to as much as EUR216 billion by 2030. We see major growth potential in particular in the U.S. and China.” Over the last five years the average annual growth rate of wind power installations in the U.S. was 39 percent. With 10,000 MW in newly erected wind turbines and a total installed capacity of 35,000 MW in 2009 the U.S.

was the w