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

SIEMENS IT Solutions & Services

Belgium Luxemburg at a glance

Friday, October 29th, 2010

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Siemens IT Solutions and Services

Internal use only - Copyright Siemens AG 2009. All rights reserved.Page 2 October 15th, 2010

IT Infrastructure Business

DC Services, End user Computing (PCs)

Network, Help Desk, full IT Outsourcing

What are we selling and delivering?

Solutions/ Professional Services:

IT Consulting, SW Development,

ERP, BI, System Integration, ASM, some Vertical

SIS BeLux

45 mio. Rev

SIS BeLux

65 mio. Rev

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Data Center Expansion in Huizingen

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Our New top of the line Command & Operations Center

Peter HellemansPage 4

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How is the Market for IT Services?

TotalMarket Size in Belgium: Approx. 2 billion

Spread of Belgian ITS Served Market

Finance; 33%

Utilities; 5%

Telco; 5%

Transport; 2%

Public; 29%

Healthcare; 6%

Chemical; 1%Pharmaceutical; 1%

Automotive; 3%

OtherManufacturing; 14%

Source: SIS/Gartner market model 2008

SIS Vertical markets OverviewServed Market Belgium

All IT Segments2007 2008 2009 2010

Service Industry 521 558 602 647Financial Services 521 558 602 647

Public Sector 458 493 534 576Defense & Intelligence 81 87 94 102

Employment and Pension Services 100 107 116 125

Public Administration 144 155 169 182

Public Security 133 143 155 167

Manufacturing Industry 304 316 333 348Automotive 41 43 45 47

DiscreteManufacturing 148 154 162 169

Process Industry 82 86 90 94

Chem / Pharma 32 34 35 37

Telco & Media 89 92 95 98Telecommunication 89 92 95 98

Healthcare 99 107 117 126Transp. / Airports 29 31 33 34Utilities 82 88 95 102

Total 1.583 1.685 1.809 1.931

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How did we do over the last years?

Customer Focus People Focus Quality Innovation Empowerment Trust

* Loss 2006: Incl. Restructuring Costs of 131; ** Profit 2007: Incl. extraoridnary gain of 18; ***Profit 2009: excl. Addit. Provisions; ****Profit 2010: excl. SG

Restructuring

Country Strategy

Focus People Focus Processes

Harvest:

Implement

Strategy

Crisis Mgt.

Focus Growth and

Employment2006

Sales: 801Loss: - 117*

Goal2014

Sales: 200 +

Profit: 14+

Key Player

in BeLux

2007

Sales: 829

Profit: 66**

2008

Sales: 957Profit: 63

2009Sales: 110

Profit: 50*** Re-adjustment ofStrategy PRO

Focus Outsourcing

2010 FC

OE: 114Profit: 50****

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Portfolio

Focus on our strength in Outsourcing and in existing horizontalPRO Solutions;

Develop a higher margin Portfolio incl. vertical Solution

Strengthen partnership with SAP and Microsoft.

Focus on our strengths in Public Sector and EU

Expand our presence in the Private Sectorwith Focus onManufacturing (incl. Pharma), IT Healthcare and Utilities;

Focus on Top 20 Accounts to become a strategic Partner

Focus on Quality while controlling costs;

Expand and strengthen our local delivery in line with growingcustomer demands and technological changes;

Expand international sourcing while keeping SIS employmentstable through Growth and re-skilling/training.

Customers

Delivery

Create an environment where people love to work;

Provide significant training opportunities for all of us;

Define clear and simple processes for our internal collaborationthat allow us to focus on our core tasks: Selling and Delivering QualityService while reaching our Targets.

People

What were our Success Factors?

1.) Our Direction - Compass 2014

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2. Success Factors: Quality and Innovation

40

45

50

55

60

65

70

75

80

2005 20 0 6 2007 2008 2 0 09 2 01 0

Equaterra Vendor Performance Survey for the BeLux Region

SIS BeLux

Quality Level

BeLux MarketAverage Quality

Level

SIS BeLux

Innovation

BeLux Market

Average

Innovation

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

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Siemens IT Solutions and ServicesInternal use only - Copyright Siemens AG 2009. All rights reserved.

Page 9 October 15th, 2010

3. Success Factor:

Focus on Customer Intimacy to Top 20 Customers / Prospects

SIS BeLux Customer

CommunityGroup for

Customer iIntimacy

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4. Success Factor:

Excellent Management Team acting as ONE TEAM

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5. Success Factor:

Employees who are proud to work for SIS

uest o delta ate or e

Im 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 its 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 thejob 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

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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 profit from the Siemens DNA

We are Employer of Choice

We cooperate closely within our Cluster and beyond

We are the better Alternative to the Top 2, being more local, more

real, and with a European Approach

We are best in Quality and Innovation

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

SIS to be the BEST IT Services Supplier in BeLux

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Rev : 2,158 billion (49% Donation state)

2nd employer in Belgium > 38.000 empl.

NMBS : 196,6 million passengers & > 58

million ton goods per year

Infrabel : 3.536 km lines ; 537 stations

B-Holding : HR, Patrimonium & ICT

Specific New Contracts:

NMBS Group Groupware project

NMBS Group : Solution

Groupware based on : MS Exchange,

OCS, Sharepoint , Symantec, Mc Afee.

: architecture with MCS

PRODATA : migration expertise

XYLOS : training services

CAP Gemini : Sharepoint support

Contract highlights

Frame Contract (TCV 8 M over 4 years)

2 Subframe agreements for Migration to

MS Exchange/OCS & Sharepoint roll-out

Starting point as strategic vendor for

other opportunities e.g. DataCenter, PT

Nova (SAP mobility), etc.

Success Factors

Pro-activity in sales and delivery due

to early Partner selection (Microsoft,

PRODATA, Xylos and CAPGemini)

Quality in proposal & POC

Trust in Motivated Team

We sell what we use ! (Sie CIO as

reference)

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EUROPEAN PARLIAMENT Data Center Services

European Parliament Solution

Data CenterRoom (300 m2).

Possibility to provide 2 KWh/m2.

Meeting rooms on demand.

Stock room (20 m2).

GO Services.

Security guards (24/7/365) on site.

Contract highlights (to be signed in June 2010)

Services contract (8y + 7x1y).

Data CenterRoom extensible to 1000 m2 in 2012

Power Usage Effectiveness (PUE) low.

Site must be secured.

TCV = 800 KEUR per year = minimum 12 MEURover 15 years (for 300 m2).

More TCV if they want to upgrade to 1000 m2within 2 years.

Success Factors

Siemens Campus totally securised.

Data CenterRoom immediately available.

Meet the quality standards of the Parliament.

Technical expertise during pre-sales phase.

Excellent overall partnership with customer.

Location below 20km from the customerpremises.

Far from an airport (no risk to have a flight

crash).

Protection notice / Copyrightnotice

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UZ Ghent ERP implementation

UZ Ghent Solution

SAP FI/CO/MM and AIM

Interfacing to existing medical / operational /

financial solutions (pharmacy, labo, Axapta, )

Approach:

Analysis phase + construction

Test & acceptance go live (1/1/2011)

Migration / Change Management / PM

Contract highlights

TCV: 2 M (excl. SAP licenses)

Siemens share: 425 k

Success Factors

First success in hospitals and start for entrance

in hospitals with vertical portfolio

Possible start of further cooperation with

Accenture in Healthcare with integrated offering

SAP, IS-H and i.s.h. med

Good relationship with UZ Ghent at multiple

levels

High credibility of the offering thanks to the

names Accenture and Siemens

Budget > 400 M / year

Target: patient care, education, scientific research,

services

> 5.500 employees and > 1.000 beds

402.000 consultations / year

70.000 hospitalizations / year

Campus of 288.000 m

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ArcelorMittal Tubular Products is a part of Arcelor

Mittal

AMTP has crearted a JV with local player in Saudi

Arabia

They are now building a brand new plant in Saudi

Arabia (Jubail)

9.000 employees worldwide

22 EUR revenue

Arcelor Mittal SAP Project in Jubail

Arcelor Mittal Tubular Products Solution

SAP implementation based on template from

Canadian plant

First phase (Standard): FICO, SD, MM, PS, HR

Second Phase (Production): PP, PM, QM, SD

Integration with Simatic IT (Siemens MES

solution)!!

Contract highlights

SAP Implementation (green field plant)

Project duration: about 18 months

TCV = +/- 13

Large part of services out of SISL

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!

Success Factors

SIEMENS ONE collaboration with I IS

Good contact between Acc. Exec. and

Procumrent at Arcelor

Strong support from Paul VDB & PRO HQ

NEVER GIVE UP!!!

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Our Vision for the Future

We will be among the Top Players in the BeLux Market - following our

Compass Strategy

We profit from the Siemens DNA

We are Employer of Choice

We cooperate closely within our Cluster and beyond

We are the better Alternative to the Top 2, being more local, more

real, and with a European Approach

We are best in Quality and Innovation

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

SIS to be the BEST IT Services Supplier in BeLux

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Cross Roads - A Case Study- for University of Leuven

Education First Employment Change in Career Intercultural

Experience Balancing Professional with Private Life

November 2010

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Education and early Years

Exchange Program to

London

very importantto improve

Language and to broaden

horizon at early age

One year off before

University doesnt hurt the

career and is good for

developing interculturaol

sensitivity

Reputation of Univerity is

important for career

Find the right mix between

personal interest and the

potential to earn money

Primary School Marquartstein

High School Marquartstein

3 Months Exchange in with

Highgate School, London atage 16

Social Service in Hospital

One Year Work in Baghdad

Munich University to become

a Teacher for Literature,

Sociology and History

One year Students Program

in Manchester(1982/83

Munich University for Political

Sciences

AverageSchool, however, in

beautiful surroundings

Average University, however,

in an in/cool City.

One Year Delegation to Iraq to

make money and see the

world

Focus on Private Interests

(and PeerGroup Pressure)

when choosing forSubjects at

University

Facts Background

Lessons Learned

Every Actions causes a Reaction,

be aware of what you do and anticipate reactions

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From University to First Real Job

Degrees opening up differentcareer roads increase the

chance to finding a good job

Internships at potential

employers are a must

Criteria to find a good job are:

- Social Skills

- active networking

- subject studied

- final grades

- the reputation of the university,

- quality of the CV

Graduation in two faculties: (1)

Teaching and (2) Masters

Degree in Political Sciences

Internship during University

Years,also at Hypo-Bank in

1986 and until full employment

Assessment Centerat

Hypo-Bank in 1987

Immediate employment

12 months training program in

main aspects of banking

Difficult JobMarket (Baby

boom generation);

Masters in Political Sciences

becomes an important asset

All through the University yearsI worked at several companies

to finance the studies

Facts Background

Lessons Learned

Dont overestimate your skills

when starting a new job.

It is easier to find the perfect job, if you

already have a job.

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The first Real Job and First International Assignment

A Trainee program at arespectable companyis a very

important entry ticketto middle

and senior management

T

he training is a first eye-openerthat All Your ProfessionalLife

You will Have To Keep On

Learning

If there is an exceptional

opportunity (Luck!), decide for

it immediatelyand dont let it go.

If you want an international

carrer, join an internationalcompany and go for the

opportunities.

Banking Training Program took

place in 3 cities in Germany inall important banking segments

The Training was designedsuch that even people withno banking and business

skills could follow

There were no tests during the

training.

I was offered a continued training

at the Banks New York

branch, starting June 1988

The Bank had a training

program for roughly 50university graduates p. a. who

were seen as future high

potentials

The opportunity in the U.S.

was communicated to me

informally by a colleague.

The same day I called the

Personnel Department and

initiated the process for my

assignment to the U.S.

I got the job, not based onmerits, but first come first

serve

Facts Background

Lessons Learned

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Career Development during 8 Years in the USA

Hard work is always the

precondition to success;

More importantly, however,

are results; From a career progression

perspective, it is important to

change locations/positions

after maximum 4 years;

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

After one year of training,the

Branch Manager offered my a

five year contract, which was

extended by another 3 years.

Over nine years I had acontinues progression in

positions and responsibilities

I had no chance for further

progression at the New York

Branch

I worked very long hours and I

had results

I learned fast

I could structure and write well

in English

I fitted psychologically well into

the team

Facts Background

Lessons Learned

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Changing Jobs: From Hypo-Bank to Siemens

If you are not ready for a

challenge, dont do it

Always try to have a plan B

Be prepared for stupiddecisions by your employer

Be well prepared for your job

interview read about the

company

If possible have the company

approach you, rather than

applying for a job yourself

Readjust your resume focusing

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

In 1992, one week after my

daughter was born, I took part

in Banks assessment center

for high potentials withmediocre results

Oct. Dec. 1995, Senior

Management Seminar at

INSEAD in France, fully paid

by the Bank, as incentive

January 1996, the Bank asked

to accept a middle Mgt.

position in Austria - I refused

I resigned in March 1996 and

accepted a job at Siemens

Management Changes on top

level of the Bank destroying

My Network

After 8 years at the Branch I

was ready for a change

I have been looking for another

job, since middle of 1995;

Siemens was a customer of

the Bank and I was the

account officer.

Facts Background

Lessons Learned

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My Career within Siemens

When changing employer

you have to work hard to gain

credibility and a network of

support itis very stressful

If you want to raise in thecompany, dont stay too long

in one position

In business you can forget

the idea of stability for life

As of a level, excellent

work is seen as self evident.

What counts is trust andpersonal relationship

Networking is Key

1996 2003: M&A and Strategy for

Siemens IT, projects in

USA, Asia, Africa, Europe

2004: Regional OperationalManager for 5 Countries

2005: Business Process

Outsourcing, Delegation to

London

2005 / 2006: Regional

ManagerEMEA and Member

of the SBS Executive Councel

2006 CEO SIS BeLux

I liked the job in M&A,

international, interesting

projects,

very fast career after 2004,leaving the Strategy /M&ADepartment,

SBSGlobal CEO who

appointed my as Regional

Manager EMEA was asked to

leave his position even before I

started my new job.

Region EMEA was dissolved

in September of 2006 and Ineeded a new job

Facts Background

Lessons Learned

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CEO at Siemens IT Solutions and Services, BeLux (SIS)

Think before you act (Goals,

status quo, implementation )

Get yourself informed before

you act

Get a capable team.

Be friendly in communication,

but tough when acting;

Your credibility is your main

asset

Be modest when your are

abroad. Your Ego often isyour biggest enemy

There are many ways to get a

job done subject also to culture

and personality, but in the end

it has to get done results are

what count.

My predecessor resigned in

July 2006; (he reported to me);

The Regional Manager

Siemens Belgium knew me

from my regular visits to

Belgium

I was offered the Position in

August 2006 and accepted two

weeks later

I started the position in

September 2006.

In 2007 the performance ofSIS radically improved

from a significant loss in 2006

to overachieving most Targets in

2007 as well as in 2008 and

2009.

I knew for a several months

that Region EMEA was being

dissolved;

I liked Belgium, from a

business and private point

In general CEOs of country

organisations are from the

local country

Over 5 years there were 5

CEOs at SBS/SIS BeLux

The average life of a SBS

Country Manager was less than2 years

My predecessor left a relatively

solid company behind.

Facts Background

Lessons Learned

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Thanks to all of you

for your attention

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ANY QUESTIONS ?

Please Ask !

10.11.03 KU Leuven Final

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