SIEMENS IT Solutions & Services Belgium - Luxemburg at A Glance

SIEMENS IT Solutions & Services
Belgium – Luxemburg at a glance
Friday, October 29th, 2010
Internal use only - Copyright © Siemens AG 2010. All rights reserved.

What are we selling and delivering?
Solutions/ Professional Services:

SIS BeLux
IT Consulting, SW Development, € 45 mio. Rev
ERP, BI, System Integration, ASM, some Vertical
IT Infrastructure Business
SIS BeLux DC Services, End user Computing (PC’s)

€ 65 mio. Rev
Network, Help Desk, full IT Outsourcing

Page 2 October 15th, 2010 Siemens IT Solutions and Services
Data Center Expansion in Huizingen

Our New “top of the line” Command & Operations Center

Page
Page 4 4 October 15th, 2010 Peter Hellemans Siemens IT Solutions and Services
How is the Market for IT Services?
Spread of Belgian ITS Served Market

SIS Vertical markets Overview
Served Market Belgium
2007 2008 2009 2010
Other Manufacturing; 14% All IT Segments
Service Industry 521 558 602 647

Automotive; 3% Financial Services 521 558 602 647
Finance; 33%
Pharmaceutical; 1% Public Sector 458 493 534 576
Chemical; 1% Defense & Intelligence 81 87 94 102
Employment and Pension Services 100 107 116 125
Healthcare; 6% Public Administration 144 155 169 182
Public Security 133 143 155 167
Manufacturing Industry 304 316 333 348
Automotive 41 43 45 47
Discrete Manufacturing 148 154 162 169
Process Industry 82 86 90 94
Chem / Pharma 32 34 35 37
Telco & Media 89 92 95 98
Utilities; 5% Telecommunication 89 92 95 98
Healthcare 99 107 117 126
Public; 29% Transp. / Airports 29 31 33 34
Telco; 5%
Utilities 82 88 95 102
Transport; 2%
Total 1.583 1.685 1.809 1.931
Source: SIS/Gartner market model 2008
Total Market Size in Belgium: Approx. € 2 billion

How did we do over the last years?
Goal
2014
Sales: € 200‘ +
Profit: € 14‘+
Key Player
2010 FC in BeLux
OE: € 114‘
Profit: € 5‘0****
2009
Sales: € 110‘
2008 Profit: € 5‘0***  Re-adjustment of
Sales: € 95‘7 Strategy PRO
Profit: € 6‘3  Crisis Mgt.  Focus Outsourcing
2007
 Focus Growth and
Sales: € 82‘9 Employment
2006 Profit: € 6‘6**  Harvest:
 Implement
Sales: € 80‘1
Strategy
Loss: - € 11‘7*  Country Strategy
 Focus People
 Restructuring  Focus Processes
Customer Focus People Focus Quality Innovation Empowerment Trust

* Loss 2006: Incl. Restructuring Costs of € 13‘1; ** Profit 2007: Incl. extraoridnary gain of € 1‘8; ***Profit 2009: excl. Addit. Provisions; ****Profit 2010: excl. SG
What were our Success Factors?
1.) Our Direction - Compass 2014
 Focus on our strengths in Public Sector and EU

Customers  Expand our presence in the Private Sector with Focus on
Manufacturing (incl. Pharma), IT Healthcare and Utilities;
 Focus on Top 20 Accounts to become a strategic Partner
 Focus on our strength in Outsourcing and in existing horizontal

PRO Solutions;
Portfolio  Develop a higher margin Portfolio incl. vertical Solution
 Strengthen partnership with SAP and Microsoft.
 Focus on Quality while controlling costs;

 Expand and strengthen our local delivery in line with growing
Delivery customer demands and technological changes;
 Expand international sourcing while keeping SIS employment
stable through Growth and re-skilling/training.
 Create an environment where people love to work;

 Provide significant training opportunities for all of us;
People  Define clear and simple processes for our internal collaboration
that allow us to focus on our core tasks: Selling and Delivering Quality
Service – while reaching our Targets.

2. Success Factors: Quality and Innovation
Equaterra Vendor Performance Survey for the BeLux Region
80
SIS BeLux
75 Quality Level
70
BeLux Market
65 Average Quality
Level
60
SIS BeLux
55 Innovation
50
BeLux Market
45 Average
Innovation
40
2005 2006 2007 2008 2009 2010
Source: Aggregated result of the yearly Equaterra Vendor Performance Survey on more than 175 Top IT spending
organizations in BeLux on CFO/CIO level evaluating more than 400 unique client provider relationships and 23 Service
Providers

3. Success Factor:
Focus on Customer Intimacy to Top 20 Customers / Prospects
SIS BeLux Customer

Community Group for
Customer iIntimacy
4. Success Factor:
Excellent Management Team acting as “ONE TEAM”

5. Success Factor:
Employees who are proud to work for SIS
Question 2010 2009 delta categorie
I’m proud to tell others I work here. 79% 73% 5% pride

When I look at what we accomplish, I feel a
sense of pride. 79% 75% 4% pride
Management trusts people to do a good job
without watching over their shoulders. 80% 88% -8% credibility
You can count on people to cooperate. 81% 81% -1% camaraderie
I am able to take time off from work when I
think it’s necessary. 86% 84% 3% respect
People here are treated fairly regardless of
their sex. 87% 83% 4% fairness
disability . 88% 83% 5% fairness
People here are willing to give extra to get the
job done. 89% 91% -2% pride
their sexual orientation. 91% 88% 3% fairness
their race or ethnicity 92% 91% 1% fairness
This is a physically safe place to work. 92% 93% -1% respect
Again for all our attention: “Our Vision for the Future”
We will be among the Top 3 Player in the BeLux Market - following our
Compass Strategy
We are the better Alternative to the Top 2, being more local, more
“real“, and with a European Approach
We will be a key player in all Regions of Belgium/Luxembourg
We profit from the “Siemens DNA”
We are best in Quality and Innovation
We are Employer of Choice
We cooperate closely within our Cluster and beyond
SIS to be the BEST IT Services Supplier in BeLux

Specific New Contracts:
NMBS Group « Groupware » project
NMBS Group : Solution

 Rev : 2,158 billion € (49% Donation  Groupware based on : MS Exchange,
state) OCS, Sharepoint , Symantec, Mc Afee.
 2nd employer in Belgium > 38.000 empl.

 : architecture with MCS
 NMBS : 196,6 million passengers & > 58
million ton goods per year  PRODATA : migration expertise
 Infrabel : 3.536 km lines ; 537 stations  XYLOS : training services
 B-Holding : HR, Patrimonium & ICT  CAP Gemini : Sharepoint support

Contract highlights Success Factors
 Frame Contract (TCV 8 M€ over 4 years)  Pro-activity in sales and delivery due
to early Partner selection (Microsoft,
 2 Subframe agreements for Migration to PRODATA, Xylos and CAPGemini)
MS Exchange/OCS & Sharepoint roll-out  Quality in proposal & POC
 Starting point as strategic vendor for  Trust in Motivated Team

other opportunities e.g. DataCenter, PT  We sell what we use ! (Sie CIO as
Nova (SAP mobility), etc. reference)

EUROPEAN PARLIAMENT – Data Center Services
European Parliament Solution

 Data Center Room (300 m2).
 Possibility to provide 2 KWh/m2.
 Meeting rooms on demand.
 Stock room (20 m2).
 GO Services.
Protection notice / Copyright notice  Security guards (24/7/365) on site.
Contract highlights (to be signed in June 2010) Success Factors

 Services contract (8y + 7x1y).  Siemens Campus totally securised.
 Data Center Room extensible to 1000 m2 in 2012  Data Center Room immediately available.
 Power Usage Effectiveness (PUE) low.  Meet the quality standards of the Parliament.
 Site must be secured.  Technical expertise during pre-sales phase.
 TCV = 800 KEUR per year = minimum 12 MEUR  Excellent overall partnership with customer.
over 15 years (for 300 m2).
 Location below 20km from the customer
 More TCV if they want to upgrade to 1000 m2 premises.
within 2 years.
 Far from an airport (no risk to have a flight
Internal use only - Copyright
crash). © Siemens AG 2009. All rights reserved.
UZ Ghent ERP implementation
UZ Ghent Solution
 Budget > 400 M € / year  SAP FI/CO/MM and AIM
 Target: patient care, education, scientific research,  Interfacing to existing medical / operational /
services financial solutions (pharmacy, labo, Axapta, … )
 > 5.500 employees and > 1.000 beds  Approach:
 402.000 consultations / year  Analysis phase + construction

 70.000 hospitalizations / year  Test & acceptance  go – live (1/1/2011)
 Campus of 288.000 m²  Migration / Change Management / PM

 TCV: 2 M € (excl. SAP licenses)  First success in hospitals and start for entrance
in hospitals with vertical portfolio
 Siemens share: 425 k €
 Possible start of further cooperation with
Accenture in Healthcare with integrated offering
· End responsibility SAP, IS-H and i.s.h. med
· PM and methodology
· Process expertise
·
·
ERP expertise (functional and technical)
Change management
 Good relationship with UZ Ghent at multiple
levels
 High credibility of the offering thanks to the

· Specific developments (T&M)
names Accenture and Siemens
· Software
· Interfaces (Fixed price) · Specific HR expertise for SAP HR part
· Advice
· Vision on HIS

Arcelor Mittal SAP Project in Jubail
Arcelor Mittal Tubular Products Solution

 ArcelorMittal Tubular Products is a part of Arcelor  SAP implementation based on template from
Mittal Canadian plant
 AMTP has crearted a JV with local player in Saudi  First phase (Standard): FICO, SD, MM, PS, HR
Arabia
 Second Phase (Production): PP, PM, QM, SD
 They are now building a brand new plant in Saudi
Arabia (Jubail)  Integration with Simatic IT (Siemens MES
solution)!!
 9.000 employees worldwide
 2’’2 EUR revenue

 SAP Implementation (green field plant)  SIEMENS ONE collaboration with I IS
 Project duration: about 18 months  Good contact between Acc. Exec. and
Procumrent at Arcelor
 TCV = +/- 1’3 €
 Strong support from Paul VDB & PRO HQ
 Large part of services out of SISL
 NEVER GIVE UP!!!
 Opens further opportunities towards SAP
environment for Arcelor (New Financial template)
 First reference in the world of SIMATIC IT (MES) +

SAP implementation from SIEMENS ONE!

Our Vision for the Future
We will be among the Top Players in the BeLux Market - following our
Compass Strategy
We are the better Alternative to the Top 2, being more local, more
“real“, and with a European Approach
We will be a key player in all Regions of Belgium/Luxembourg
We profit from the “Siemens DNA”
We are best in Quality and Innovation
We are Employer of Choice
We cooperate closely within our Cluster and beyond
SIS to be the BEST IT Services Supplier in BeLux

Cross Roads - A Case Study
- for University of Leuven
Education – First Employment – Change in Career – Intercultural
Experience – Balancing Professional with Private Life
November 2010

Education and early Years
Lessons Learned
Facts Background • Exchange Program to
• Primary School Marquartstein • Average School, however, in London
beautiful surroundings very important to improve
• High School Marquartstein
• Average University, however, Language and to broaden
• 3 Months Exchange in with horizon at early age
in an „in/cool“ City.
Highgate School, London at
age 16 • One Year Delegation to Iraq to • One year off before
make money and „see the
• Social Service in Hospital University doesn‘t hurt the
world“
• One Year Work in Baghdad career and is good for
• Focus on Private Interests
• Munich University to become
developing interculturaol
(and Peer Group Pressure)
a Teacher for Literature, when choosing for Subjects at sensitivity
Sociology and History University
• Reputation of Univerity is
• One year Students Program important for career
in Manchester (1982/83
• Munich University for Political
• Find the right mix between
personal interest and the
Sciences potential to earn money
Every Actions causes a Reaction,

… be aware of what you do and … anticipate reactions
From University to First Real Job
Lessons Learned
Facts Background
• Degrees opening up different
• Graduation in two faculties: (1) • Difficult Job Market (Baby career roads increase the
boom generation); chance to finding a good job
Teaching and (2) Masters
•Masters in Political Sciences
Degree in Political Sciences • Internships at potential
becomes an important asset
• Internship during University employers are a „must“
• All through the University years
Years,also at Hypo-Bank in • Criteria to find a good job are:
I worked at several companies
1986 and until full employment
to finance the studies
• Assessment Center at
Hypo-Bank in 1987 - Social Skills
• Immediate employment - active networking
- subject studied
• 12 months training program in
main aspects of banking - final grades
- the reputation of the university,
- quality of the CV
Don‘t overestimate your skills
when starting a new job.
It is easier to find the “perfect job“, if you

already have a job. Internal use only - Copyright © Siemens AG 2009. All rights reserved.
The first Real Job and First International Assignment
Lessons Learned
• A Trainee program at a
Facts Background
respectable company is a very
• Banking Training Program took • The Bank had a training important entry ticket to middle
place in 3 cities in Germany in program for roughly 50 and senior management
all important banking segments university graduates p. a. who
• The Training was designed
were seen as future high • The training is a first eye-opener
potentials that „All Your Professional Life
such that even people with
no banking and business • The opportunity in the U.S. You will Have To Keep On
skills could follow was communicated to me Learning“
informally by a colleague.
• There were no tests during the • If there is an exceptional
training. • The same day I called the
opportunity (Luck!), decide for
Personnel Department and
• I was offered a continued training
initiated the process for my
at the Bank‘s New York it immediately and don‘t let it go.
assignment to the U.S.
branch, starting June 1988
• I got the job, not based on • If you want an international
merits, but “first come first carrer, join an international
serve“ company and go for the
opportunities.

Career Development during 8 Years in the USA
Lessons Learned
Facts Background • Hard work is always the
• After one year of training,the • I worked very long hours and I precondition to success;
Branch Manager offered my a had results
five year contract, which was
• More importantly, however,
• I learned fast are results;
extended by another 3 years.
• I could structure and write well
• Over nine years I had a
in English
• From a career progression
continues progression in perspective, it is important to
positions and responsibilities • I fitted psychologically well into
the team change locations/positions
• I had no chance for further
after maximum 4 years;
progression at the New York
Branch • If you are an integral part of a
team, you raise and fall with
the team;
• Be aware of the cultural
differences, however,
without (much) judgment of
good and bad.
• Be yourself, also abroad

Changing Jobs: From Hypo-Bank to Siemens
Lessons Learned
Facts Background • If you are not ready for a
• In 1992, one week after my • Management Changes on top
challenge, don’t do it
daughter was born, I took part level of the Bank destroying • Always try to have a plan B
in Bank‘s assessment center “My Network“
for high potentials with • Be prepared for “stupid”
• After 8 years at the Branch I
mediocre results
was ready for a change
decisions by your employer
• Oct. – Dec. 1995, Senior • Be well prepared for your job
• I have been looking for another
Management Seminar at interview – read about the
job, since middle of 1995;
INSEAD in France, fully paid
by the Bank, as incentive • Siemens was a customer of
company
the Bank and I was the • If possible have the company
• January 1996, the Bank asked
account officer. approach you, rather than
to accept a middle Mgt.
position in Austria - I refused applying for a job yourself
•I resigned in March 1996 and • Readjust your resume focusing
accepted a job at Siemens
subject to the profile your
potential employer is looking for
• Appear/be really positive and
highly motivated at the interview,
if you want the job

My Career within Siemens
Lessons Learned
• When changing employer
Facts Background you have to work hard to gain
• 1996 – 2003: M&A and Strategy for • I liked the job in M&A, credibility and a network of
international, interesting support – it is very stressful
Siemens IT, projects in projects,
USA, Asia, Africa, Europe
• very fast career after 2004,
• If you want to raise in the
• 2004: Regional Operational leaving the Strategy / M&A company, dont stay too long
Manager for 5 Countries Department,
• 2005: Business Process • SBS Global CEO who in one position
Outsourcing, Delegation to appointed my as Regional
London Manager EMEA was asked to
• In business you can forget
leave his position even before I the idea of stability for life
• 2005 / 2006: Regional
started my new job.
Manager EMEA and Member • As of a level, excellent
of the SBS Executive Councel • Region EMEA was dissolved
work is seen as self evident.
in September of 2006 and I
• 2006 – CEO SIS BeLux
needed a new job • What counts is trust and
personal relationship
• Networking is Key

CEO at Siemens IT Solutions and Services, BeLux (SIS)
Lessons Learned
Facts Background • Think before you act (Goals,
status quo, implementation …)
• My predecessor resigned in • I knew for a several months
July 2006; (he reported to me); that Region EMEA was being • Get yourself informed before
dissolved; you act
• The Regional Manager
Siemens Belgium knew me • I liked Belgium, from a
from my regular visits to business and private point
• Get a capable team.
Belgium • Be friendly in communication,
• In general CEO‘s of country
• I was offered the Position in organisations are from the
August 2006 and accepted two local country but tough when acting;
weeks later
• Over 5 years there were 5
• I started the position in CEOs at SBS / SIS BeLux •Your credibility is your main
September 2006. asset
• The average „life“ of a SBS
• In 2007 the performance of Country Manager was less than • Be modest when your are
SIS radically improved 2 years
from a significant loss in 2006
abroad. Your ‘Ego’ often is
• My predecessor left a relatively your biggest enemy
to overachieving most Targets in
solid company behind.
2007 as well as in 2008 and
2009.
•There are many ways to get a
job done subject also to
culture
and personality, but in the end
it has AG
Internal use only - Copyright © Siemens to get done
2009. – results
All rights reserved.
Page 25 October 15th, 2010 are Siemens IT Solutions and Services
Thanks to all of you
for your attention

ANY QUESTIONS ?
Please Ask …!


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SIEMENS IT Solutions & Services

Belgium – Luxemburg at a glance

Friday, October 29th, 2010

Internal use only - Copyright © Siemens AG 2010. All rights reserved.

Solutions/ Professional Services:

SIS BeLux DC Services, End user Computing (PC’s)

Internal use only - Copyright © Siemens AG 2009. All rights reserved.

Internal use only - Copyright © Siemens AG 2010. All rights reserved.

Internal use only - Copyright © Siemens AG 2009. All rights reserved.

Spread of Belgian ITS Served Market

Service Industry 521 558 602 647

Source: SIS/Gartner market model 2008

Total Market Size in Belgium: Approx. € 2 billion

Customer Focus People Focus Quality Innovation Empowerment Trust

 Focus on our strengths in Public Sector and EU

 Focus on our strength in Outsourcing and in existing horizontal

 Focus on Quality while controlling costs;

 Create an environment where people love to work;

Internal use only - Copyright © Siemens AG 2009. All rights reserved.

Equaterra Vendor Performance Survey for the BeLux Region

Internal use only - Copyright © Siemens AG 2009. All rights reserved.

SIS BeLux Customer

Internal use only - Copyright © Siemens AG 2009. All rights reserved.

Question 2010 2009 delta categorie

I’m proud to tell others I work here. 79% 73% 5% pride

We will be a key player in all Regions of Belgium/Luxembourg

We profit from the “Siemens DNA”

We are best in Quality and Innovation

We are Employer of Choice

We cooperate closely within our Cluster and beyond

SIS to be the BEST IT Services Supplier in BeLux

NMBS Group : Solution

 2nd employer in Belgium > 38.000 empl.

 Infrabel : 3.536 km lines ; 537 stations  XYLOS : training services

 B-Holding : HR, Patrimonium & ICT  CAP Gemini : Sharepoint support

MS Exchange/OCS & Sharepoint roll-out  Quality in proposal & POC

 Starting point as strategic vendor for  Trust in Motivated Team

Internal use only - Copyright © Siemens AG 2009. All rights reserved.

European Parliament Solution

 Possibility to provide 2 KWh/m2.

 Meeting rooms on demand.

 Stock room (20 m2).

Protection notice / Copyright notice  Security guards (24/7/365) on site.

Contract highlights (to be signed in June 2010) Success Factors

 Site must be secured.  Technical expertise during pre-sales phase.

 402.000 consultations / year  Analysis phase + construction

Contract highlights Success Factors

 High credibility of the offering thanks to the

Internal use only - Copyright © Siemens AG 2009. All rights reserved.

Arcelor Mittal Tubular Products Solution

 2’’2 EUR revenue

Contract highlights Success Factors

 First reference in the world of SIMATIC IT (MES) +

Internal use only - Copyright © Siemens AG 2009. All rights reserved.

We will be a key player in all Regions of Belgium/Luxembourg

We profit from the “Siemens DNA”

We are best in Quality and Innovation

We are Employer of Choice

We cooperate closely within our Cluster and beyond

SIS to be the BEST IT Services Supplier in BeLux

Internal use only - Copyright © Siemens AG 2010. All rights reserved.

Every Actions causes a Reaction,