Siemens Osakeyhtiö Building Technologies - Aalto · Siemens Osakeyhtiö Building Technologies...

Siemens Osakeyhtiö

Building TechnologiesAalto University 9.11.2016

siemens.fiRestricted © Siemens AG 2016

Unrestricted © Siemens AG 2016

2.11..2016 Harald Schnur/ Building Technologies

Welcome to Siemens

For a safe visit

Visiting Siemens

• Keep your visitor’s badge visible.

• Parking space is available in front

of the office building or across

the road at the public city parking

place.

• Please ask reception for the

password for guest WiFi access.

• Smoking is allowed outside in

designated areas.

• Taking photographs is allowed

with permission only.

Emergency instructions

• First-aid kit is available at reception.

• Call the emergency number 112

and guide the emergency team to

the right place.

Fire

• Press the fire alarm button or dial

112.

• Take the shortest route out.

• Exits routes are marked with green

signs.

• Do not use the elevators.

• Assembly place is on the parking

lot on Tarvonsalmenkatu.



Ingenuity for life

Siemens creates value for customers, society and people

• Ingenuity for life is our promise to deliver value to

customers, society and people.

• We fulfill this promise through the power of

innovation and local competence.

• We create value together with customers through

increased use of digital solutions. Electrification

and automation make digitalization possible.

• Siemens acts as a reliable and responsible partner.



1898

Subsidiary established in Finland

1906

The first steam turbinein Tampere

1977

Automation of Loviisa 1 Power Plant

1997

Commissioning of Vuosaari Bpower plant

2003

Contract on the construction of the fifth nuclear power unit

2009

First wind power order

1994–1995

Founding of Baltic subsidiaries

A sustainable future based on our long history

1847

Werner von

Siemens

(1816–1892)

invented the

pointer

telegraph and

founded a

company in

Berlin.

2010

Contract for the Estlink 2 HVDC link

2013

Order of 80 Vectron electric locomotives

1847 1850 1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020

1855

Telegraph line from St. Petersburg to Helsinki

2014

Contract on the first electricity storage

2016

The first wind farm order

2016

Contract for the first virtual power plant

1920

The first automatic telephone exchange

1958

Turbine generator for the Vaskiluoto steam power plant in Vaasa



Close to customers in 200 countries

Revenue Employees as of Sept. 30, 2015

Americas

€21.7 billion

73,500

29%

21%

Germany

11.2 billion

114,000

15%

33%

Share of total

worldwide

Europe (excl. Germany),

CIS, Africa, Middle East

€27.6 billion

98,800

36%

28%

€15.1 billion

61,500

20%

18%

Asia, Australia

All figures refer to continuing operations. CIS: Commonwealth of Independent States

Share of total

worldwide

Share of total

worldwide

Share of total

worldwide

Global presence

Revenue €76 billion Employees 348,000



A trendsetter for the digital world

Siemens companies

Siemens Osakeyhtiö

• Siemens Osakeyhtiö Estonian Branch

• Siemens Osakeyhtiö Latvian Branch

• Siemens Osakeyhtiö Lithuanian

Branch

Siemens Financial Services AB

Siemens Healthineers

Key figures:

• Revenue €285 million

• Employees 563

• Siemens Osakeyhtiö, founded in

1898

Region:

Finland, Estonia, Latvia and Lithuania

Core values

• Responsible

• Innovative

• Excellent

Solutions for electrification,

automation and digitalization as

well as expert services

Key business priorities

• Intelligent infrastructure

• Future of manufacturing

• Sustainable energy



Megatrends are transforming our world

Digitalization

By 2020, the digital universe will reach

44 zettabytes – a10-fold increase from

2013

Urbanization

In 2050, 70 per cent of the world’s

population will live in cities

(2014: 54 %)

Demographic change

The world’s population will increase

from 7.3 billion 2 people today to

9.6 billion3 in 2050. Average life

expectancy will then be 83 years

Globalization

The volume of world trade nearly

doubled between 2000 and 2014

Climate change

In the summer of 2015, Earth’s

atmosphere had the highest CO2

concentration in

800,000 years



Innovation is our lifeblood

Investment in research and

development

Inventions and patents – securing our

future

€4.5 billionR&D expendituresin FY 2015

32,100R&D employees1

7,650Inventions 1

3,700Patent applications1

€€

Employee figures as of November 20151 In fiscal 2015



Siemens Vision 2020

Making real what matters

Setting the bar in the digital transformation market by leveraging our

unique know-how

Inspiring a Genuine Ownership Culture that Drives Ingenuity and Good Decision Making

Achieving sustainable growth by putting customers first, seizing opportunities and exploiting our

capabilities / capacity

Siemens Vision 2020

Making real what matters

Implementing a new management structureas efficient as our solutions and as dynamic

as our markets

Digitalization

Automation

Electrification

Expectedmarket growth

~7-9%

~4-6%

~2-3%



A customer-oriented portfolio

Power Generation Services

Wind Power

and

Renewables

Power

and Gas

MobilityEnergy

Management

Building

Technologies

Digital

Factory

Process

Industries

and Drives

Electrification Automation Digitalization


2.11..2016Page 12 Harald Schnur/ Building Technologies

Safe, sustainable and profitable buildings

Building Technologies

A technology partner, system integrator, advisor and

service provider for intelligent, profitable and safe

buildings. Siemens is the leading supplier worldwide

of building technologies.

Solutions:

Building management systems; fire safety; building

automation solutions and products; energy

performance contracts; security systems; and building

technology services.

Global figures FY 2015 FY 2014

Ordersin millions of

€6.099 5.587

Revenuein millions of

€5.999 5.569

Employees as of Sept. 30, 2015 27,000 27,000



Siemens Building Technologies

Technology:

Building Automation - Building Technologies

Security – Electronic Safety Systems

Fire Safety – Fire Security

Services:

Life Cycle Services

System Integration

Remote Services

Energy Efficiency



Platform

Characteristics

5 key characteristics – Connect, Collect Analyze,

Optimize & Communicate – will drive continual savings

Metering Weather Utility Market PricingBAS

1. Connect:

Allow data to be extracted from

systems, equipment and sensing

devices

2. Collect

Centralize data from multiple

systems/sources

3. Analyze

People & Technology use data to

generate actionable information

4. Optimize

People & technology enhance

systems and operations based on

actionable information

5. Communicate

"Report" transparent results to

various users

Apps

Drive Savings



MeteringWeather UtilityBAS Labs Market Pricing

Connect

Advantage™ Navigator uses these characteristics

to combine the power of High Tech with High Touch

Energy ConsumptionEnergy SupplyEnterprise Perform. Sustainability Projects/M&VSystem Performance

Enterprise Map

Value Zone

KPIs

Carbon Inventory

Sustainably Metrics

Utility Bill Mgmt

Procurement

Budget Performance

Energy Star

Energy Use Index

Benchmarking

Fault Detection

System Baseline

Project ROI

Measurement &

Verification

Analyze

Services Center

Technical Expert

Energy

Engineer

Local On-Site

Technical Expert

Account Manager/

Engineer

Supply and

Sustainability

Consultants

Optimize

Director

of Energy

Sustainability

Manager

Facility ManagerC-Level

Executive

Occupant Compliance

Manager

Building

Technician

Risk Manager Procurement

DirectorCommunicate

Financial Sustainability Compliance ReliabilityIndoor

Environment

System

Performance

Energy Efficiency Risk

Mitigation

Cost Control

Advantage™ Navigator

Collect



The Culture of Service Initiative – Our Methodology

Internal

service

quality

External

service

value

Customer

satisfaction

Customer

loyalty

Employee

satisfaction

Employee

retention

Employee

productivity

Revenue

growth

Profitability

Focus area

The Service Profit Chain Motivation :

It is part of the SSP strategy to strengthen

customer loyalty

Aligned with Siemens vision of establishing

a culture of ownership

Requirement from our customers that SSP

deliver superior service and values

What are the expectations :

Establishing a change of mindset towards

a culture of service across all SSP

departments

Focus on delivery values to our customers

Align SSP improvement ideas with core

values and guiding principles

Focus and aligning activities which improve

internal service quality , employee

satisfaction and productivity



The Road to Service Culture

Success factors of business

How we want and will work?

Diversity of people as customersand team members

Service culture in

daily business

100 % satisfied customer

Improve customer experience

Team AlignmentandTrust

Recognizing andworking with

different kind of people

Core Values

Guidingprinciples

StrategicBusiness Areas

How to ensure Customer Satisfaction

Guiding Principles

I deliver on what we promise.I take ownership of complaints and issues.I keep our customers informed

Team Alignment and Trust

Guiding principles

I respond promptly

I pay attention to

details

I am part of a team

Diversity of people

Guiding Principles

I listen to my customers

I share knowledge

internally

I do something

positive for a col-

league every day

3 Core Value9 Guiding Prin-ciples in practice

What does itmean in dailywork?

How to ensureExecution?

Critical Success Factors

CompetitiveAdvantage

What does this mean in daily work for everyone

CompetenceDevelopment

From Products to Services

Customer Expec-tations and buying criterias

How my Successis being measured inService Business

Key Competen-cies in my WorkRole

Core Values; Responsible, Excellent, Innovative ; 9 Guiding Priciples

External Communication Employee Morale Internal Communication Customer Experience

Web based training



Organization Change

From branch set up to lean functional organization

Area Management

Execution

Comf

P

M

P

M

P

M

P

M

P

M

P

M

Fire

P

M

P

M

P

M

P

M

P

M

P

M

> 90 FTE



Five elements create Ownership



Examples for Anchoring of Ownership Culture

Werner von Siemens Award

• “These company

awards are a

symbol

of our emergence

into a new era – the

era of electrification,

automation, and

digitalization. The

era of Vision 2020

and Ownership

culture.”

Performance evaluation

• Ownership

culture to be

integrated in

all relevant

HR processes

• Performance evaluation based on WHAT (target

achievement) and HOW (adherence

to Ownership culture criteria)

Business processes

• Business processes to reflect

Ownership culture mindset

Equity

• Attractiveness of Share Program

for employees increased to foster

Ownership culture through Equity

ownership

30,000 FTE

180 countries~200 CEOs 80,000 FTE

50 BUs

90,000 FTE

272 Sites

9,000 FTE

75% of NCC

General Management excellence

PLM andinnovationexcellence

Project business

excellence

Production and logisticsexcellence

Sales excellence

Service business

excellence

40,000 FTE

21% Rev.

• New guiding

model

• CEO core

methods

• Standardized methods

• CEO core

messages

• Early

warning indicators

• Aligned

leadership

development

top+ (new)

Strict operational

core-model

MB Member

Board

…

Workstream

• Clear North

stars

• Basic

transparency

• Core processes

and tools

• Best practice

sharing

• Lighthouse projects

• Aligned

people

development

• Incentive systems

• Directional

consulting

MB Member

Board

…

Workstream

• Clear North

stars

• Basic

transparency

• Core processes

and tools

• Best practice

sharing


• Aligned

people

development


• Directional

consulting

MB Member

Board

…

Workstream

• Clear North

stars

• Basic

transparency

• Core processes

and tools

• Best practice

sharing


• Aligned

people

development


• Directional

consulting

MB Member

Board

…

Workstream

• Clear North

stars

• Basic

transparency

• Core processes

and tools

• Best practice

sharing


• Aligned

people

development


• Directional

consulting

MB Member

Board

…

Workstream

• Clear North

stars

• Basic

transparency

• Core processes

and tools

• Best practice

sharing


• Aligned

people

development


• Directional

consulting

Functional developmentOperative skills development

Rele-vance

Res-ponsi-bilities

App-roach

Operating Model

Source: GM CE



Continuous employee development is one of the prerequisites

for successful implementation of Strategy and Vision

1. Identification of critical areas of skills and

experties for today and for the future

2. Creation of a competence matrix, including

different skills sets for different roles, with target

competence levels

3. Identifying gaps between current level of

competencies and target levels

4. Implementation of development plans for

teams/individuals

5. Not a one-time excercise but an ongoing

process and part of PMP

Vision

Strategy

Success

factor

Critical areas

of expertise

Skills

development

plans Development

plans for teams

and individuals

PMP

discussions

Personal

development

plans



Thank you.

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