www.siemens.com.pk

Siemens Ki DunyaNews & Views of Siemens Pakistan Issue: Q1/2011-12 (Oct-Dec)

SAP “go live” at Continental BiscuitsSiemens Pakistan as the designated project implementation partner on behalf of SAP provides SAP ERP solution to Conti-nental Biscuits Limited. The primary ob-jective of the project is to put implemen-tation on a fast track using SAP Standard functions. Providing proper ERP support infrastruc-ture to Continental Biscuits Limited will help the company achieve efficiency in its business processes and a competitive edge in the market. An impressive “go live” ceremony was held recently in which members of both teams participated and expressed their opinions about this pro-ject.

CEO and MD Siemens Pakistan, Mr. Ali Hamdani recounted the long journey of IT, from its various phases to the present technologically sound stage. He said a lot of companies that accepted and adopted IT in the early stages benefited immense-ly. Addressing the Continental Biscuits team Mr.Hamdani said, “We are proud to be your partners and thank you for the confidence placed in us.”

Talking about the SAP ERP project induc-tion, Hasan Ali Khan, MD, CBL said, “Our management chose SAP because of its

high credibility and industry-wide expe-rience in providing most relevant solu-tions to businesses. Being a leading FMCG company in Pakistan, we wanted to rely only on the best business solutions provi-der in the country and there was no better choice than SAP for us in this aspect.

We are certain that SAP ERP solutions will help us achieve our business goals much more proactively than before.” He said that companies that do not accept change become extinct like dinosaurs.

Commenting on SAP ERP project imple-mentation, Hassan Jamal, Country Liaison Manager, SAP Pakistan said, “Through SAP

implementation in their organization, Continental Biscuits Limited can achieve streamlined and optimized business ope-rations, improved information sharing, increased supply chain efficiency, better process consolidation and simplified IT management.

By using Siemens Pakistan as our imple-mentation partner, we want to make the transition process as smooth as possible for Continental Biscuits Limited and facili-tate them to get the best out of SAP ERP solution.“

A group of three students from Minia University Egypt won the first prize of US $ 25000 at the Siemens Student award ceremony held in Qatar. Second prize of US $ 15000 went to Ms. Noura Chehab from King Abdullah University of Science and Technology, Kingdom of Saudi Arabia and the third prize of US $ 10000 went to Mr. Mohamed Youssef from Suez Canal University in Egypt.

Two Pakistani students, Ali Sajid of N.E.D. Engineering University, Karachi and Ahmed Mazullah of U.E.T, Lahore were among the ten finalists invited to Doha for this grand ceremony. The awards were given out by Her Excel-lency Sheikha Hanadi Bint Nasser Al-Thani.

Students across the Middle East inclu-ding Pakistan were asked to address the question: “How can you build su-stainable cities in the desert?“ An on-line community of 8,500 students was established which evaluated 630 ideas

and selected ten finalists who were then judged by a jury consisting of Asya Al Ashaikh, founder and CEO of Tamkeen Sustainability advisors, Saudi Arabia, Dr. Ashraf Gamal, Executive Director Egyptian institute of Directors Egypt, Alan Geoffrey Frost, Director Masdar City UAE, Shafqat Kakakhel, Member advisory committee Ministry of Environment, Pakistan and Dr. Christian Urbanke, Siemens Corporate Technology, Siemens Germany.

Patron of the Siemens Student Award and CEO Siemens Middle East, Erich Kaeser congratulated all finalists on their successful participation, especial-ly the winning team. He also congratu-lated the two runners-up on winning the student award and thanked all con-cerned with the awards.

He said “We will continue fostering our educational programs and commit-ment to local societies in the Middle East“.

Siemens Student Award

Green Thinkers from Egypt bag first prize

The green thinkers with Her Excellency Sheikha Hanadi Bint Nasser Al-Thani and Mr. Erich Kaeser CEO Siemens Middle East and patron of the awards

» The primary objective of the project is to put implementation on a fast track using SAP Standard functions «

Issue: Q1/2011-12 (Oct-Dec) Siemens Ki DunyaPage- 2

Successful “go live” of SAP ERP ECC 6.0 Roll out Project at KSB Pumps

Demand Management System for Fauji Fertilizers

Siemens Pakistan, the prominent enter-prise business solution, service provider and leading SAP business partner, an-nounced a successful “go live” of SAP ERP ECC 6.0 roll out Project at KSB Pumps Company, Pakistan, a leading multinational German Company dealing in Pumps, Valves and Project businesses, with subsidiaries and associated compa-nies spread all over the world.

Successful SAP roll out at KSB Pakistan will help the company to enhance the time-to-value, optimize tracking and management of production activities, and increase transparency across their supply chain processes, improve project management and streamline their fi-nancial systems. This robust solution

In order to ensure uninterrupted and cost effective use of electricity during plant operations, Siemens Energy Auto-mation supplied smart Demand Manage-ment System to Fauji Fertilizer.

The system effectively decides the opti-mum utilization of available electricity from 4 power sources of FFC, which comprise 3 captive generating units and 1 source from WAPDA. The system also

defines and manages various categories of load according to process plant requi-rement.

The designed Demand Management System reduces energy cost and im-proves system operation and stability. The complete system is designed, imple-mented and delivered at site by Siemens Pakistan engineers,using Siemens Ener-gy Automation portfolio of products and software.

Fauji Fertilizer Company Limited (FFC) is the largest chemical fertilizer producer of Pakistan with the largest market sha-re in the country.

The facility is designed with an annual capacity of 551,000 metric tons of urea and 445,500 metric tons of DAP, revam-ped to 670,000 metric tons of DAP.

framework designed to optimize KSB Pumps business processes hence enabling increased efficiencies and quicker decisi-on making.

SAP Rollout at KSB Pumps Pakistan was a global rollout project executed under KSB Program called Global Projects and Sys-tems (GPS). The solution was implemen-ted in an aggressive timeframe of 9 months against the tightly regulated envi-ronment.

Siemens SAP ERP system for KSB includes modules in Finance, Supply Chain, Pro-duct Life Cycle Management and Quality Management. “This is beyond doubt a sti-mulating and challenging engagement. The project represented a complex colla-

borative model involving Singapore, Australia, China, Germany and Pakistan. The project is a testimonial of the growing advantages that companies can realize by leveraging from SAP leading edge best practices. Strengthen by its experience in diversified industries Siemens Pakistan is committed to offer competitive integrated technology platform to help organization optimize their business processes and achieve long – term growth goals; and we look forward to continuing our successful business relationship with KSB Pumps ”said Mukarram Saeed , General Manager Siemens .

Siemens guarantees timely realization of benefits to organizations implementing SAP. “The implementation of SAP ERP by

KSB has shown the dedication of the company to improve services to custo-mers, streamline their internal pro-cesses, and provide real-time informati-on for business decision “said Hafeez Sheikh, Siemens Project Manager at KSB Pumps.

The success of this highly complex pro-ject executed in an in-depth manufactu-ring environment is attributed to the able leadership of Mr. Masud Akhtar, Managing Director, KSB Pumps Compa-ny and an experienced cross functional Managers’ team led by Mr. Matraf Rasul, a well rounded Business Manager with diversified background of Operations and Supply Chain Management.

The KSB Pumps Pakistan team after the successful SAP roll out project under the KSB Program called Global Products and Systems.

Siemens Pakistan efforts recognized by Centre for Philanthropy

A certificate of recogniti-on was awarded to Siemens Pakistan by the Pakistan Centre for Phi-lanthropy in recognition of the company‘s contri-butions towards social welfare and development in Pakistan for the year 2010. The results were announced at the PCP Philanthropy Awards held in December 2011.

The awards were based on a re-search report compiled by the PCP – in a survey of 532 pub-lic listed com-panies, Siemens Pakistan stood at 20.

The research evaluated CSR initiati-ves and activities of the corporate sector in terms of the volume of do-nations, the nature of these

contributions and the manner in which these social causes were addressed.

The Pakistan Centre for Philanthropy is an independent non-profit support orga-nization with a visi-on “to link the three sectors of society i.e government, busi-ness and civil society

organizations in a synergistic part-nership for development”.

PCP is the first government autho-rized certification agency in Pakistan. It is led by an active and effective board, comprising eminent citizens, representatives of civil so-ciety, organizations and business leaders.

Roll out project KSB pump

Issue: Q1/2011-12 (Oct-Dec) Siemens Ki Dunya Page- 3

Siemens implements first ever Si3D modification project in Pakistan

In an era of soaring fuel prices, power generation companies are keen to redu-ce losses and implement efficiency im-provement solutions ensuring sustaina-ble operations.

Siemens Energy Services offers state-of-the-art modernization and upgrades on Siemens operating fleet, meeting the dire need of operators to improve per KWH cost of production.

Si3D blades & Vanes are developed with

a superior aerodynamic design resulting in improved power output and efficien-cy. The improved base material, coating and cooling air path reduces the cooling requirement while allowing increased turbine inlet temperatures.

Siemens implemented the first ever Si3D modification project in the country at Kot Addu Power Plant, the largest IPP in the country and a valued Siemens cu-stomer, operating with more than 600 MW of Siemens generated power.

The project was critical as KAPCO ope-rates the SGT 2000E gas turbines on Heavy Fuel Oil (HFO) and the blades were yet to be implemented on such machines.

Replacement of old design blades with Si3D at stage 1 & 2 of two SGT 2000E’s will increase the power output of each gas turbine by 4.5MW and the efficiency of each gas turbine by 0.8 per cent points.

Thanks to the cumulative team efforts, the project not only started on time, it was also completed successfully well wi-thin the committed duration. Also, per-formance tests carried out after imple-mentation exceeded efficiency and output targets set during the feasibility study and sales phase, generating ad-ded value for the customer.

The successful Si3D implementation at KAPCO is a door opener for similar up-gradation projects in the region, and a benchmark for solutions geared towards viability and effectiveness on heavy fuel oil operating units.

The picture shows a field service technician installing the new Si3D blades at stage 1 & 2.

Pakistan - a potential Industry

hub… Bernhard Niessing

“Pakistan is a very important country for the Industry Sector as it has the largest population in the Cluster of 180 million.” This was the most significant message Bernhard Niessing, Sec-tor Cluster Lead (SCL) for the In-dustry Sector in Middle East, sta-ted as he visited Siemens Pakistan recently.

Together with Reimer Henning, Sector Cluster Controller for In-dustry, Cluster Middle East Nies-sing attended a meeting with senior management team after a visit of the industrial complex in Karachi. They made encouraging remarks and offered suggestions for a way forward in the changed circumstances.

Niessing spoke about restructu-ring and reorganizing the busi-ness and the need for the pro-duct portfolio to be developed further. Furthermore he identi-fied Pakistan as a potential In-dustry hub for some businesses

e.g. MES (Manufacturing Execu-tion System). The SCL also sug-gested that we should concent-rate our business focus through internal collaboration with switchboards as it will be an ad-ded advantage for us to compete in the market.

This promises to help us improve our cost position as well as the ability to sustain better margins,

Overall the meeting in Pakistan was a highly informative and encouraging session with pre-sentations by the CEO Siemens Pakistan Ali Hamdani and the CFO Siemens Pakistan Murtaza Abbas as well as by Mukarram Saeed, Head of Industry Automa-tion Pakistan.

»Niessing spoke about restructuring and reorga-nizing the business and the need for the product portfolio to be developed further«

»We should concent-rate our business focus through internal colla-boration with switch-boards as it will be an added advantage for us to compete in the market«

The switchboard factory at the Siemens Pakistan industrial Complex

Si3D blades modifications

Issue: Q1/2011-12 (Oct-Dec) Siemens Ki DunyaPage- 4

Students from NED unroll their internship experience

Hasan Raza talks to SKDContributed by: Javeria Nawed, Bushra

Fatima, Syed Ali Sattam, Agha Hammad

SIEMENZIA Siemens changed his life

It was on a crisp December morning when we walked into a leading name in our country - Siemens. Huge, aqua-colo-red letters stating “No 1 in Pakistan” revi-talized our sense of belonging. We were to intern here for the winter session.

Soon after being led into the HR room, we were handed the Rules: Siemens has no tolerance for any non compliant be-havior, caught our eyes at first glance. This was followed by a long walk to the department where we were posted - HSS (High Voltage Substation). The fancy of-fice illumination and the pin drop silence made us think – what a disciplined envi-ronment! Several unfamiliar-yet-pleasant faces of our supervisor and his colleagues were eagerly eyeing us.

This marked the beginning of a four-week journey that was to become a gre-at learning opportunity for us. The very first day we got our first assignment of finishing a thick, marshy green manual (labeled ‘GIS’) by the evening. Five hours of non stop efforts later, we unleashed one thing: Ah, the language is only En-glish.

This meant we needed another five hours to process contents of the first page. No, no, we were not incompetent readers. It was just the awe and nerves related to the office.

Our second day was more interesting. We silently crept to our seats and waited. And waited. As the clock moved on stea-dily, we realized that we were supposed to fetch our reading material ourselves -- an important rule that will guide us in the future. The ones who lie back are not welcome anywhere; only a willingness to dig out your work brings you a name and a professional reputation. So five mi-nutes later we got absorbed into our monsters. Oops, we mean the Grid Stati-on manuals. The good news was that we

Hasan Raza is no ordi-nary apprentice. At the passing out of the 41st batch of apprentices from the Siemens App-rentice training centre in Karachi he won two awards. One for ma-king a miniature trans-former and another for being a position holder

in exams for two consecutive years

“My aim is to appear in the history of the place I go to. No one had made a mini transformer in apprenticeship history,” says young Hasan Raza when asked as to what made him come up with the idea. It took him a year to complete his award-winning mini-transformer. “I would stay till 8 to 9pm after completing my pro-duction duties to make it.”

Raza is a highly motivated budding young professional who clearly does not believe in being complacent. “Now I am working on another project, a 14MUA, Prototype Power Transformer which will be completed in a fortnight.” His journey to Siemens Pakistan has been a com-mendable one. A resident of Quaidabad,

After spending three years with Siemens Pakistan, an enthusiastic Hiba Zaheer saw her dream take concrete shape. She became the proud author of ‘Secrets of Suc-

cess’ in Sept, 2011. “Initially I went to prominent local publishing houses with my manuscript but they were more in-terested in an aca-demic document. Finally, I came to know about Lam-bert Academic Pu-blishing (LAP) in Germany through word of mouth and then their website. They sent me a letter of ap-proval within two months,” narrates the excited author.

Talking about what inspired such an endeavor, Hiba surprises with her sense of social commitment. “The motivation behind ‘Secrets of Success’ was to change the image of engineers and to convey that they do not lack personal development skills. Also, I wanted to utilize my capa-city and fulfill my responsibility of hel-ping students achieve greater success – success that enables them to excel in both personal and professional lives,” she says.

Being a keen writer, Hiba contributed regularly to different magazines and newspapers. “Then I realised that a book will be of greater advantage for our youth,” -- is the thought that took her into this direction. Today, her labour of love is available on amazon.com for

$65 per copy. It can also be located anywhere in the world by its Internati-onal Standard Book Number. “There

are 60 secrets in the book which, I hope, will lead younger ge-nerations to pursue a focused, goal-orien-ted life.”

However, the most fulfilling aspect of her achievement is the fact that she got an opportunity to guide the youth, both here and abroad. “It has augmented my confi-dence and determina-tion to continue my aim of helping young people. I am also ho-nored to be a Pakista-ni author who aims for the betterment of

the youth,” says Hiba with conviction.

Hiba is an electrical engineer from NED University, Karachi who joined Siemens Pakistan in Feb, 2008. She is currently working as an Executive En-gineer in I DT. “Here, I am involved in the design of motors and alternators,” says the author-engineer, a rare and interesting combination.

had our first rotation to the motor sec-tion that day after lunch. Being mecha-nical engineers, we were excited to learn about machines. From the raw sheets to the finished product, we were briefed on all aspects of the production line. It was simply magnificent.

And in the days after, it all began to feel like home. By visiting the transformer, switchboard and steel fabrication sites as many times as we wanted, we were building an insight into the core opera-tions of electrical components. Alt-hough we asked all sorts of twisted que-stions, we were always entertained -- hats off to the cooperative technical staff at job shops. They acted as turn-key solu-tions for us -- extracting our novice background and feeding us with scoops of knowledge. These wonderful people are the latent ingredient of the quality products at Siemens.

We were also sent to different sections of the same department so that we could grasp the flow of work there. Un-derstanding the tender document, for instance, was an exceptional domain. We learned how projects are executed and how important it is to meet the re-quirements of the customer.

And then we saw another surprise co-ming our way: tea. Every day we were served hot black or green tea depending on our choice. What more could one ask for? A relaxing drink topped with a PC to air our ideas on, kept us absorbed till the end. We are truly thankful to our su-pervisors for making this possible.

Towards the end of our session we were taken to grid stations located in Defense Phase VIII and NKI. Enormous grey tanks that were otherwise a mere book illus-tration, stood live in front of us. We got to know their workings and mode of operation in depth -- another enthral-ling opportunity for us to savor. Did we forget to mention the most enjoyable part of our internship? The cafeteria. We experienced real corporate lunches, amid laughter and animated chats. We ate and ate in peace, wondering how much we’ll miss this joyful time. We had a superb learning experience here. Our mentors were friendly, pointed out our mistakes when needed as well as appre-ciated our unique responses. Yes, unique is the word, as we must have re-ally put their tolerance levels to test.

Karachi, he completed his matriculation from a school in Bahawalpur and retur-ned to take his Intermediate exams in Pre-Engineering from PECHS College near Jail Chowrangi. He then came to do an apprenticeship at the Siemens Paki-stan Training Centre. “I learnt so much here. This was also in an environment where I managed to achieve what I ne-ver thought possible. This could only happen because of a highly cooperative department.”

Hasan Raza is one of five siblings, born to a police officer. Now, three years old in the company, his primary aim is to stay in Siemens Pakistan or join an ordi-nance factory. He has also worked on 5S and 3I projects and in development initi-atives with Training. Since Jan 1st, he has been hired as a contractual emplo-yee for a six-month period in steel fabri-cation.

»Siemens provided me with an environment where I managed to achieve what I never thought possible «

“No one had made a mini transformer in apprentice-ship history,” -- Hasan Raza, Apprentice from 41st batch.

“The motivation behind ‘Secrets of Success’ was to change the image of engineers,”

Siemens’ model of diversity

Hiba Zaheer

(IDT Design)hiba.zaheer@siemens.com

Issue: Q1/2011-12 (Oct-Dec) Siemens Ki Dunya Page- 5

The 41st batch of apprentices, all of 59 trainees, passed out from the Siemens Pakistan Apprenticeship Training Centre. The chief guest was CEO and MD Siemens Pakistan, Mr.Ali Hamdani. Speaking on the occasion, Mr.Hamdani congratulated the apprentices on their success and advised them to inculcate the basic values of ho-nesty and integrity in their lives. He said “if you follow these values, you cannot go wrong and will always be successful.”

The need for this training centre was felt in the fifties after the establishment of the initial manufacturing operations of Siemens Pakistan. These included the pro-duction of energy meters and subsequent-ly switchboards. The Apprenticeship Trai-ning Centre as it now stands was founded in 1960 .It provides skilled manpower to the company and a meaningful future to young trainees. This is a much sought-af-ter program and every year 2000 to 3000 young boys apply from all over the country

for approximately 50 seats on offer. This program is registered with the Di-rectorate of Manpower and Training, Govt.of Sindh under the Apprenticeship Ordinance 1962. The students get a stipend of Rs. 3,000 in the first year. It rises to Rs 3600 in the second year and the third year yields Rs. 4,200. They also get food and refreshments along with work boots, uniforms, sanctioned leaves and gratis medical facilities. The three-year training program is based on 20 per cent theoretical and 80 per cent practical training.

Impressive ceremony at Apprenticeship Centre: 41st batch passes out

The 41st batch of the Apprenticeship Program at Siemens celebrating their day of graduation

» Founded in 1960, the Apprenticeship Program trains over 50 young men each year to become the future skilled manpower in the engineering sector of the country«

The management is pleased to announce that Mr. Khurram Abbas will assume responsibili-ties as Head of SCM-IM w.e.f. Dec 7, 2011

The management is pleased to announce that Ms. Saima Akbar Khattak has joined Siemens Pakistan as General Counsel w.e.f. Jan 2, 2012

The management is pleased to announce that Mr. Chaudhry Ahmed Shaheen shall assume responsibilities as Branch Business Admin Head of Siemens Islamabad w.e.f. Dec 7, 2011

The management is pleased to announce that Ms Reema Abbasi has joined Siemens Pakistan as Manager, Corporate Communica-tions w.e.f. Dec 1, 2011

The management is pleased to announce that Mr. Nadir Riaz will assume responsibilities for Commercial Functions of Corporate Infrastructure departments w.e.f. Dec 14, 2011 and will report to the CFO. In addition to the above, Mr. Nadir Riaz shall also be responsible for Contract Management for projects with value excee-ding Rs 500 million.

The management is pleased to announce that Mr. Ameen Imtiaz, in addition to his cur-rent assignments, will also assume responsibi-lities as the acting Head of SRE /Security/Shared Services w.e.f. Sept 28, 2011

Khurram Abbas Saima Akbar Khattak Ahmed Shaheen Reema Abbasi Nadir Riaz Ameen Imtiaz

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Hassan Raza made a Miniature Transformer

Hassan Raza Syed Muhammad Kashif

Fahim Ullah

Ashan Ahmed

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Muhammad Shoaib

Atta ullah

Issue: Q1/2011-12 (Oct-Dec) Siemens Ki DunyaPage- 6

Dear Colleagues

As 2011 draws to a close and we prepare to welcome 2012 it is time to reflect and reemphasize some of the core values that govern our actions. The most important and one that ensures sustainable business success even in a difficult business environment is compliance with all external and internal rules. At Siemens our decisions and actions must always be in line with our Business Conduct Guidelines. We are committed to complying with the local and international laws and with Siemens regulations. This also means complying with the provisions of Competition act 2010 and I cannot emphasise enough the importance of this regulation .All applicable Competition/Anti trust regulations have to be adhered to in letter and spirit; any deviation ipso facto will immediately attract disciplinary measures. Every employee should refrain from participation in any activity in contravention to the provisions of Competition Act 2010.We are committed to clean business - only clean business is Siemens business. Our integrity culture strengthens our position as a preferred employer and first choice for investment. Our Compliance Organization helps to sustainably strengthen our business by fighting corruption and unfair business practices through governance and guidance. Let us resolve that we will continue to follow the path of integrity and honest business today and in the future.

Let me extend season’s greetings to you and your families.

Ali Hamdani

New year message from the MD

“I will ensure you are respected,” was perhaps the most motivating statement that set the tone for the new CEO and Ma-naging Director, Mr. Ali Javaid Hamdani’s first address to Siemens Pakistan staffers in Karachi. Addressing Head Office staff in the lawns of the company headquarters Mr. Hamdani was both casual and candid with his team members.

“I love Karachi; from its weather to being a city of great importance. There might be a misconception, so I will tell you that I was born and bred in Pakistan. I am an electri-cal engineer, and joined Siemens as a trai-nee engineer in 1990. Two and a half months later I was sent to Karachi where I learnt Deutche too and then, after a six-month stay, I was sent on training to Ger-many where I spent a year and a half.

I married in 1994. I am a happily married, family man with two daughters and a son and I uphold family values with great re-spect for our culture and social set up.

I later worked in Siemens Saudi Arabia, US and UAE. During my tenure the small ope-rations in Saudi Arabia grew to become one of the hubs for oil and gas. Now Sie-mens has invested from 400-500 million Euros, put up the first turbine factory and compressor factory there. Why I am telling you this is because I believe in growth which is going to be my target. We are going to grow. Don’t believe in rumors about Pakistan or Siemens. Nothing is going to go wrong but I don’t have a magic wand . With the help of all of you energy, industry, healthcare, I & C and the workers, we can turn it around. The kind of set up you have here I can assure you not many

very good team. I have a very motivated team who is fixing it, who is doing it ethi-cally and very soon you will hear the good news that it is all over. This is the direction we want to take and this is the direction for success.

The direction is of growth and developing career plans as we generate the best engi-neers in this country. Believe in yourself and be very, very sure of yourself. And I’ll make sure all of us are respected.

companies in the region have it. In fact no one has it. Manufacturing, engineering, software, great infrastructure, and great resources. Most of us are very successful abroad but not here. That is something we have to look into. We have to look inwards. Talking about looking inwards we have not done very well over the last few years. Why is that? In the last six weeks, I have looked into the company and the structure. If you are an A-grade student for ten or fifteen years of your life than suddenly you be-come an F-grade student, your brothers, parents, sisters would be concerned. This

is what has happened here. We have so-mehow fallen from grace. That happens. It is nothing that cannot be fixed. It happens to many businesses, Wall Street crashes but there is always a turn around and we are going to turn around. It is something that we have to do because Pakistan is a

very important part of the region. Pakistan is the backbone and we will work out a methodology to make a comeback.

I have the pleasure to tell you that the market is growing. Energy and Industry look good, in healthcare we have problems but with 180 million people everyone needs healthcare so there is great potenti-al, same thing for I & C. I am here to tell you Siemens Pakistan is a viable set up. I am proud to be a part of it. I am proud to meet all of you and through a joint effort, in an effort where all of you believe in yourself, we will be able to bring it back to where it was and grow it further.

There was a survey whereby certain glit-ches came to light: communications is-sues, delayed decision-making, mediocrity and cross selling. These are problems com-mon to many Siemens entities. Things that can be solved but we must have the will to solve it. And unless we believe in it, we will not be able to solve it.

I have announced a few initial manage-ment changes. These are the first part. We are going to see some more organizational changes, I take my time. I don’t like to do things in haste. I like to look at continuity of business, and of individuals. I assure you that in the next few weeks we will an-nounce the complete organization.

We have done Energy, we will do Industry, Healthcare and I & C but it will be struc-tured in a way that customers are addressed, human resources are addressed, where your personal growth and benefit is also addressed. It is a big organization, it will take time. Bear with us. I will be co-ming back to you on a regular basis. I like such off-the-cuff discussions, and I like to interact with people because I come from within. I too was once standing in such a group as an engineer, so I respect all levels.

Compliance is a pillar of Siemens. When you get up in the morning and face the mirror, you know exactly where you went wrong the previous day. Your conscience does bother you if you do wrong, if you sleep well that means you did everything right. There is no exception to compliance and there is no tolerance for unethical business I feel sorry for the people who have suffered but it was their own doing. Please be very clear. There is no tolerance for unethical business. One of the things said about us is we are very unethical peo-ple. I don’t think so. We are the most ethi-cal people. Only a handful are like that. Please respect compliant business, walk

away from situations that are non compli-ant because I cannot help you, neither can anyone in my management help you nor can anyone in Siemens. It is the name of your company that is at stake because we are measured on a worldwide scale and Pakistan is not looking good at this time. We will fix it. It is under control. I have a

MD’s Corner“Growth is my target”

» Pakistan is the back-bone of the Middle East region and we will work out a methodology to make a comeback «

Employees at Siemens Pakistan, Head Office gather together for CEO address at the NHOB lawn

Ali Hamdani

MD & CEO ali.hamdani@siemens.com

»Respect compliant business, walk away from situations that are non compliant because I cannot help you, neither can anyone in my ma-nagement help you nor can anyone in Sie-mens«

Compliance is a pillar of Siemens

« When you get up in the morning and face the mirror, you know exactly where you went wrong the previous day. Your conscience does bother you if you do wrong, if you sleep well that me-ans you did everything right. There is no excep-tion to compliance and there is no tolerance for unethical business «

Issue: Q1/2011-12 (Oct-Dec) Siemens Ki Dunya Page- 7

Siemens Flood Relief 2011

Wardha Zahid

(Energy Sector )wardha.zahid@siemens.com

Professional and Personal Life Balance

We are living in an era of vast technological boom where every- body is performing more tasks inless time.

These tasks develop from our personal and professional lives.

Technology has ad-vanced tremendously so that one can do a number of jobs simultaneously and in no time. We still however hear people say: “I could have done it if I had more time“, “I forgot that it was supposed to be done“, “I need to reset my priorities“, “I am a human being, not a machine“ etc.

The important point here is that we have the same 24 hours in a day, seven days a week but we still have lesser and lesser time for even simple things like contacting a friend. True, we might be very busy but the problem lies in an ineffective management of time.

Mismanagement eats up those mi-nutes that could have been utilized in so many other areas of life, professio-nal or otherwise.

We live in a competitive world which requires more effort to get ourselves recognized, appreciated and rewarded consequently making us sacrifice our personal lives and risk things. This re-sults in a sour personal life and a dull professional one. We may want a thri-ving career but not at the expense of our personal life without which we can never attain happiness from within.

We invest time at work for a better fu-ture for our families but we end up ignoring our families. The reason is simple - we are trying to be workaho-lics with poor priority skills which neit-her helps us nor our careers.

Take an empty, clear jar, fill it with rocks until it’s full. It wil seem like nothing else could be added to it, but think and visualize and you will see that there are some empty spaces visi-ble whereby you can add some peb-bles. This time it again seems like its full, but in reality its not. If you add sand, the empty spaces will be filled.

At this point the idea of any more space appears unimagineable. But the addition of water saturates the sand. From the first step till the last, we learnt that life is all about accommoda-ting, taking out time and rethinking things around us can be adjusted wi-thin our schedule and in our lives.

The following interpretations can be attributed to the elements in the jar:

Jar You

Rocks important things in life, like: religion, education, work, family etc.

Pebbles other important things like: friends, community, dreams, fun activities etc.

Sand could be those unexpected problems, happiness that comes in or goes out of our lives and surprises us in one way or another. Water our actions or reactions to the above elements that affect our lives.

The meaning of these elements as il-lustrated above could be more or less different to us, in the way we ap-proach them. But the major issue is to properly adjust all these basic ele-ments into our lives, in order to live a content life. Humans cannot live in isolation; we want elements like friends, social distractions etc. in our lives to actually live like a human being not a robot.

Once we are able to settle our priori-ties, we could actually end up making a difference to us, our lives, our ca-reers, our goals and our families and friends.

Wishing you all a happy, balanced professional and personal life! «

Employee Training and Development

Employee training and development plays a significant role in their perfor-mance improvement. This training and development could be in any area depending on the employee and his/her work responsibility where amelio-ration is required so that those skills can be developed or improved. Ho-wever, there are some fundamental trainings that every employee should recieve. For instance, effective com-munication, time management, risk management, team working skills etc. Employee training can be internal or external. Internal training provides employees with an added advantage of acquiring knowledge and develo-ping skills while being at their work-place. Some online trainings also play a very positive role to help employees develop different proficiencies in them. On the other hand, external trainings are conducted outside work-place either domestically or internati-onally. They have their own im-portance and purpose as employees not only get an opportunity to incre-ase knowledge via training but also

get a chance to share their expe-rience as well as learn different things from people belonging to di-versified areas.

Apart from acquiring knowledge and enhancing competence, training and development activities keep emplo-yees motivated, increases their capa-bility to adopt new and innovative work methods, improve the quality of work and therefore augments the business performance. Consequent-ly, performance of every employee should be measured on an individual basis to determine where guidance or improvement is required. Also, upon completion of training or coa-ching, the implementation of ac-quired skills should be monitored. in order to ensure improved perfor-mance.

In short, such programs should be made mandatory for each and every individual at the workplace which fo-cus on developing or polishing their skills and finally result in their increa-sed motivation level and improved work methods. «

The country was still recovering from the havoc created by the floods of 2010 when another flood hit Pakistan only in the first quarter of 2011.

This compelled Siemens Pakistan to divert its resources and funds collected for the earlier floods towards immediate flood relief.

The relief work was addressed in three phases; food hampers, water and tents worth over Rs 7.5m were supplied to the Pakistan Navy involved in several relief and rehabilitation projects in different parts of the country affected by the floods.

Hiba Zaheer

(IDT Design)hiba.zaheer@siemens.com

As you already know that a new sec-tor with the name “Cities and Infra-structure” joined our three other sec-tors Energy, Industry and Healthcare from the beginning of this fiscal. Here is a brief backgrounder on the dynamics of cities.

Around 3.5 billion people are already living in cities today; in 2030 the number will be close to five billion. What’s more, about half of the world’s total economic output is al-ready generated today in the 600 lar-gest cities, and this share is increa-sing. Scientists and urban planners are now developing new concepts and technical solutions to address various challenges associated with the growth of urban regions.

Objectives include providing the in-habitants of such future metropoli-tan areas with short travel distances and comfortable living and working conditions through the introduction of new building and communication technologies. Sustainable mobility concepts will also be needed, where-by the goal here is to utilize intelli-gent systems to link diverse modes of transport in order to make mobili-ty more efficient and environmental-ly friendly.

Another important aspect involves assistance systems that might allow senior citizens to continue to lead an independent life even at a very ad-vanced age.

Recently the birth of the seventh bil-lion inhabitant of our world made headlines across the world. Every year the population grows by the equivalent of Germany.

By 2030 this will have added around 1.4 billion more people, with incre-ases in demand for energy, consu-mer goods, and water.

Editorial

New Sector

Dear Readers,

Cities & Infrastructure

Zia Ul Islam Zuberi (CC) zia.zuberi@siemens.com

Issue: Q1/2011-12 (Oct-Dec) Siemens Ki DunyaPage- 8

In Sep 2011, Mansoor Soomro was invi-ted by University of Wollongong in Du-bai (UOWD) as a Guest Speaker. UOWD standing amongst leading international universities was established at Dubai Knowledge Village in 1993. It is one of the UAE’s oldest and most prestigious universities.

Mansoor spoke on leadership skills and shared his insights from the corporate world for the students who shall be en-tering their careers soon. Later on, he discussed business innovation with the students, stressing upon the need of business acumen fused with technologi-cal advancement.

Thereon, he also interacted with the UOWD Faculty members whilst conduc-ting this career counseling session on ‘Achieving Excellence‘. On the outset, he found the students very keen in knowing about Siemens and our business portfo-lio. Mansoor takes this as a part of his in-dividual Corporate Social Responsibility to interact with youth across borders, and to help them excel further.

Mansoor Soomro gets invited to speak at UOWD

Reliability, safety and efficiency: the Siemens Sivacon 8PS busbar trunking systems are setting new standards in all three of these areas for the transportati-on and distribution of power – and, as a result, won over Landtek Developers, the construction company based in Karachi which has constructed the 17-story Eme-rald Tower, an elegant office and busi-ness center in one of the most stylish districts of Karachi. The shopping plaza of the Emerald Tower was opened in May 2011 and the offices are almost ready for use.

A safe and reliable power supply in high-rise buildings is one of the key require-ments of increasingly complex building management systems. Seamless, com-munication-capable busbar systems have repeatedly demonstrated that they are ideally suited to meeting this require-ment. The benefits of these predomi-nantly vertical systems include not only their smaller space requirements compa-red to cable solutions, but also the mini-mal, almost negligible, fire load. An addi-tional benefit is the higher short-circuit

strength of these systems compared to cable solutions.

In November 2010, Siemens Pakistan, with a combination of three Sivacon 8PS busbar trunking systems, prevailed over a direct competitor – despite the fact that the competitor‘s offer would have been cheaper in terms of the acquisition costs. The Sivacon 8PS systems scored highly, thanks to their convincing benefits in re-lation to fire protection, space-saving de-sign and cost-efficiency during operati-on, as well as their flexibility and adaptability of use. They can be custo-mized to meet the wide range of diffe-rent requirements in the Emerald Tower, which is a complex building. As a rule of thumb, the larger a building is and the more heterogeneous its use, the more complex the requirements are for a safe power supply. As one of the tallest buil-dings in Pakistan, the prestigious Eme-rald Tower also has to satisfy the highest of requirements. In other words, particu-larly reliable building management sys-tem solutions are required here. A pre-re-quisite for a safe and reliable power

supply in high-rise buildings such as the Emerald Tower is that the power supply must remain functional for as long as possible.

At the same time, a high degree of flexi-bility for commissioning, operation and expansion of the entire low-voltage net-work is also required. Busbar trunking systems are therefore recommended for high-rise buildings with eight stories or more, and when it comes to buildings in city locations with more than twenty sto-ries, there is virtually no alternative. A high volume of power, numerous loads and maximum system availability 24/7 re-sult in special requirements in terms of availability, fire protection and efficient operation.

Busbar trunking systems are ideally sui-ted to meeting such requirements and, compared to conventional cable systems, offer the following characteristic bene-fits:

Low space requirement: in high-rise buildings where power supply systems are generally installed in very re-stricted spaces, busbar systems offer major benefits.

Excellent safety for both people and buildings: in contrast to cable solu-

tions, type-tested low-voltage switch-gear and controlgear assemblies gua-rantee high levels of operational safety and short-circuit strength, as well as a minimal, almost negligible fire load.

Electromagnetic Compatibility (EMC): Compared to cable systems, busbar trunking systems score highly thanks to their lower emission of electromagnetic fields – lower, on average, by a factor of 3 – and consequently their higher elec-tromagnetic compatibility.

Simple planning, rapid installation: thanks to the modular structure of the busbar trunking systems, the power distribution system in large building complexes can be planned reliably and installed rapidly.

Excellent flexibility: the clear layout of the busbar trunking system installati-on means that faults during use can be traced more easily and rectified more quickly. The power supply is flexible and can therefore be adapted to parti-cular requirements. «

Mansoor Soomro

(CIT)mansoor.soomro@siemens.com

Asadullah Idrees

(Executive Engineer)asadullah.idrees@siemens.com

Important Notice : If you have any notable achievement, send it to SKD. We are happy to encourage SPK employees.SKD is circulated across the Siemens world so you don‘t have to send it anywhere else on your own. If it is worth noticing, rest assured that it will be.

Editor

Siemens Pakistan annual report 2010 won two top awards at the country and regional level. In Pakistan the joint Com-mittee of ICAP (Institute of Chartered Accountants of Pakistan) and ICMAP (In-stitute of Cost and Management Accoun-tants Pakistan) at their 11th Best Corpo-rate Report Awards ceremony awarded Siemens Pakistan 1st Position in the En-gineering Sector.

This award seeks to promote corporate accountability and transparency through the publication of timely, informative, factual and reader friendly annual re-ports.

Mr.A.N. Raman, President, South Asian Federation of Accountants was the Chief Guest. Mr. Ali Hamdani CEO Siemens Pakistan received the award.

Siemens Pakistan Annual Report 2010 was also adjudged as the Best report of South Asia in the manufacturing sector by SAFA(South Asian Federation of Ac-countants).

In addition the report also received se-cond runner up position for CGD( Corpo-rate Governance disclosure) Award. The awards were distributed at the ceremony held at Bangabandu International Confe-rence Centre in Dhaka, Bangladesh.

Siemens Pakistan Annual Report 2010 wins two top awards

CEO, Mr. Ali Hamdani receives top award on behalf of Siemens Pakistan for Best Corporate Report in the engineering sector

Siemens busbar trunking systems let the energy flow – in the Emerald Tower.

Safe, customized power distribution

Issue: Q1/2011-12 (Oct-Dec) Siemens Ki Dunya Page- 9

A global benchmark for compliance

The subject of compliance was foremost in the minds of employees across the Lower Gulf in May as the UAE hosted Dr Theo Waigel and his Monitoring team.

The objective of their visit was to assess the implementation and effectiveness of the compliance program in the UAE. Duri-ng their two-week visit, the team con-ducted over 100 interviews and meetings with employees from right across the busi-ness.

“I thought that it would be a stressful time for us as nobody really likes to be scruti-nized, but in fact, it did not feel like that at all due to the openness of the Monitoring team,” said Lower Gulf CEO, Joachim Kundt. “I was very proud of how all emplo-yees coped with the visit and accommoda-ted our guests.

The level of cooperation shown was fan-tastic and demonstrated to the team that we take this topic very seriously and are willing to share our knowledge and expe-rience.”

The feedback received from the Monito-ring team was that this had been an excep-tional site visit. “The team even went so far as to say that the UAE is a global bench-mark for compliance!” revealed Nadeem Anwer, Compliance Officer for the Lower Gulf.

“This is an excellent achievement, but of course there is always room for improve-ment. The team was able to share with us some suggestions for process improve-ment and provided some very supportive feedback.”

Commenting on the outcome, Kundt said: “We achieved excellent results. And this can only be attributed to the fact that our employees really do believe in only con-ducting clean business. They understand

that compliance is much more than a ‘con-trolling’ function and that it is important at the end of a working day to be able to say ‘I have acted in the best interests of the company and myself’.”

In the past, the Siemens Compliance pro-gram has been conducted as a remedial program, and now it has moved to the next level: compliance is now completely integrated into all our business activities and processes; it is now a part of business as usual.

The focus is now on maintaining this ap-proach. Siemens Connect took some time to talk with Theo Waigel and asked him some questions about Compliance at Sie-mens and here in the Lower Gulf.

What was your overall impres-sion of Siemens in the Middle East, especially in terms of the topic of Compliance?

I must say I am impressed, not only with the way business is conducted here, but also with the extent to which Compliance is part of the culture.

I got the impression that the tone is clearly set at the top and by middle management, and it works: the people in all regions – in this region as well - know that Compliance is part of the Siemens culture, and Sie-mens has got a lot to show for this.

Of course, this has to do with the expe-riences of the past decade. However, it is not only about dealing with the past, but also looking at future experience.

In this context the brilliant line by Peter Loescher is especially valid: “only clean business is Siemens business”.

And what are your thoughts on the company‘s values?

Siemens is a company with values. That is more than just words – it is genuine and I am impressed by it. Indeed, Siemens is a safe haven, and customers and partners can rest assured that things will proceed in an orderly, methodical and clean man-ner, and that they are in good hands.

Some Middle Eastern countries are going through challenging times, while some are facing severe crises. At the same time the region is characterized by significant growth. Do you see any particular chal-lenges for Compliance?

We are in the third year of the monitor as-signment, and at this stage sustainability is taking center stage. We want to find out whether compliance is just a fluke; a quick response to particular events, or whether it is permanent, i.e. value-added and value-driven.

I therefore decided in conjunction with the US authorities that we would monitor crisis regions to see how compliance real-ly works; how proper business processes work, especially in times of crisis.

It was most interesting to see how the cri-sis was resolved in some of the north-Afri-can and Arab countries - what kind of support employees got, and how the ne-cessary funds were made available. We received very open and candid informati-on, and that is something I would like to convey to the SEC and the US Department of Justice.

How do you feel Siemens coped during this testing time?

Even in the midst of the crisis Siemens managed the process; there was no bre-ach, no lack of transparency. This was and remains important for me. After all, what’s the value of all those compliance activities if they suddenly don’t apply be-cause it’s an emergency situation? Of course it is important to be prepared.

What I also liked was that the decision making process worked - here as much as at headquarters. There was no need for endless queries, and instead one party was authorized to take decisions and do so fast, and that is how problems were quickly resolved in a number of countries.

You seem to be very positive about compliance at Siemens. Would that be fair to say?

Let me say this: a lot of positive things happened even before the monitor was appointed, all of which can be attributed to Siemens’ own efforts. What the moni-tor does is observe, give recommenda-tions and certify. I can only state that all the recommendations I have given - more than 100 in year one; a bit less in year

two - have been accepted, taken on board and implemented.

Is there one field or area where you perhaps feel more needs to be done?

I would like to mention that compliance officers need to be well trained and the role should not be seen as a dead end. The individual must be able to go back to sales, distribution or procurement, or the other way round. Also, we should look at agenci-es and distributors in the different regions to ensure that any of the shortfalls we have tackled will not resurface at that le-vel.

I think we are well under way in terms of screening these organizations, although I would like to add that in fact this is not as big an issue here in the Middle East as it is in other regions.

Can you say anything about how Siemens fares compared to other multinational companies? What has your experience been with other companies?

Siemens was the first company to get a non-American monitor, which goes to show the level of trust placed in the com-pany and the compliance functions it has already built.

One thing I recognized when speaking to other DAX companies - you know that we invited all DAX companies in Germany to discuss compliance with us – is that the subject we presented there really met with a great deal of interest.

I believe that Siemens has set the bench-mark. That is not only my own impression – we had representatives from the SEC and Department of Justice in Munich last December and we showed them everything Siemens is doing around compliance: the tools we apply, the financial controls, the audits, etc.

They were undoubtedly impressed. It is on this basis of trust that we started into the third and possibly final year of the monitor appointment.

Do you have anything further to add?

Yes I do. I was asked once by an American representative whether I consider myself an Ambassador for Siemens – my answer was NO. I am absolutely independent from Siemens. And I am absolutely independent from the authorities. I am not an Ambassa-dor for Siemens – but I am an Ambassador for Siemens Compliance! I stand by that. I cannot vouch for all 400,000 employees of Siemens, but clearly the work of the past five years has eliminated the systemic risk that existed before.

Dr. Theo Waigel and his Monitoring team visit UAE

F. Joseph Warin, Partner at Gibson, Dunn & Crutcher, Legal Counsel for the Monitor; Lower Gulf region CEO, Joachim Kundt; and Siemens Monitor, Dr. Theo Waigel.

Issue: Q1/2011-12 (Oct-Dec) Siemens Ki DunyaPage- 10

Compliance Round-table Sessions

Highlights

Integrity requires taking responsibility and having the courage to make decisions following our inner compass.

“There is no foot so small that it cannot leave an imprint on this world“

In order to engage with employees, Mr. Nadeem Anwer, Cluster Compliance Of-ficer, Middle East visited Siemens Pakistan in December 2011. He conducted a series of roundtable sessions with middle ma-nagement employees to emphasize the pi-votal role that ethics and compliance play in our business today.

Each session had around 20 employees nominated from the business units and corporate departments. Six sessions over two days provided middle management a venue to render their feedback in an inter-active session with Mr. Nadeem Anwer.

Also present at the sessions were Regional Compliance Officer, Mr. Naveed Ansari and Chief Financial Officer, Mr. Murtaza Abbas.

Mr. Nadeem Anwar gave a brief and inter-active presentation highlighting that Com-pliance is more than a rule-based ap-proach. He discussed examples from past and current compliance priorities for the region. Employees were conveyed that as high quality products and competitive pri-ces strengthen company position, the highest level of ethics and compliance en-hances the customers’ trust and consoli-dates the reputation of the company. At the end, employees were encouraged to be pro-active in reporting non-compliant

behavior vide various available reporting channels such as Compliance Helpdesk “Tell-us” online and Reporting number, the whistleblower identity is protected and can opt to remain anonymous.

“We had a great interactive session with the employees. They discussed practical problems faced by them and the solutions were offered. These sessions were a great opportunity for both; business and com-pliance,” said Naveed Ansari, Head of Compliance.

Emphasizing the importance of the topic,

CFO Mr. Murtaza Abbas said “Compliance is not a set of rules rather a way of doing business. Harmony in our values and work objectives is the only path leading to suc-cess.

We should live our values and being Re-sponsible is one of them. Being Responsi-ble means, every one of us is dedicated to ethical behavior and takes responsibility for his or her actions.”

Hence, the interactive conference ended with a clear vision which aims to develop a mindset that would make us act and perform in keeping with the spirit of busi-ness integrity and by adhering to clearly defined rules.

When 11 year-old Arfa Karim Randhawa stepped up to claim her gold medal at the hands of Dr Shamsh Kassim Lakha of the Aga Khan Foundation at the Siemens annual awards ceremony in 2006 who would have thought that the country will be mourning her death in 2012. Young Arfa passed away recently after an epileptic seizure at the tender age of 16.

In 2004, at the age of nine years Arfa became the world‘s youngest Microsoft Certified Professional. She represented Pakistan in many international confe-rences. Siemens awarded her a gold medal for her outstanding achievement which was presented to her at the conclusion of Annual Business Conference at the Annual Awards night where top Engineering students also received their gold medals. Arfa who attended with her mother stole the show by her charm and wit. Siemens employees were keen to meet and be photographed with her.

Rabindranath Tagore said “Death is not extinguishing the light; it is putting out the lamp because dawn has come”. We will always remember Arfa and our prayers will be with her as she sails into that dawn.

Siemens Pakistan announces a successful “go live” of SAP ERP for Sitara Chemicals Limited

Siemens Engineering Company Limi-ted, leading SAP implementation part-ner for global and local companies, an-nounced successful “ go live” of SAP ERP for Sitara Chemical Industries Limited (SCIL) Faisalabad, a primary manufac-turer of Caustic Soda, Hydrochloric Acid and Agriculture products in Pakistan. The project was completed on time and within defined budget, a credit that is attributed to untiring efforts of Sitara and Siemens project teams.

Project Manager Siemens Pakistan, Atif Waqar states “With the global busi-

ness expansion and complex supply chain, it was critical for SCIL to enable actionable insight that supports continu-ous improvement with an end-to-end view of performance. By introducing SAP, SCIL replaced its legacy systems with a standardized software solution af-ter having harmonized and partly redesi-gned some of its business processes.

The implementation of SAP by SCIL has shown the commitment of the company to streamline their internal processes, and provide real-time information for business decisions.“

SAP ERP for Sitara Chemicals

Issue: Q1/2011-12 (Oct-Dec) Siemens Ki Dunya Page- 11

Innovations from Siemens

Siemens is equipping a large part of the track network of Switzerland‘s federal rail-road (SBB) with its ETCS train control sys-tem. In a contract scheduled to run until 2017, some 430 switch towers and over 9,000 signaling elements are to be up-graded in line with the European Train Control System (ETCS).

More than half of the lineside electronic units supplied are to be powered exclusi-vely by solar cells and will therefore be en-ergy self-sufficient. Compared to an instal-lation of conventional solutions, this will result in power savings for SBB of over 850,000 kilowatt-hours a year.

The order is worth a total of €125 million and also covers support for the installed si-gnaling systems over a period of 25 years.

Dr. Suhail Qureshi Manager Projects Siemens healthcare became the first Pakistani MBBS to achieve Project Management Certification from Project Management Institute USA

This notable landmark was also menti-oned by Lahore Chapter of Project Management Institute USA in their news letter of Sept. 2011.

Dr.Suhail Qureshi talking to SKD on his achievement said “Healthcare projects like Linear Accelerators are highly com-plicated in nature. Certification of Pro-ject Manager is now the basic require-

ment for such projects.

The project management knowledge and tools are immensely helpful in stre-amlining project activities for smooth handling of Healthcare projects, which involve interaction of doctors and engi-neers.

Presently the importance of involve-ment of certified project managers in healthcare projects in Pakistan is at its initial and introductory stage. People involved in healthcare projects should be encouraged to get PMP certified.”

Syed Saqib Alam of Cross Industries was recently awarded the top position in the CIMA Management Level Exam (CMGA) announced at the CIMA Convocation 2011. We congratulate Mr. Saqib and wish him a successful future.

Siemens is to connect the Amrumbank West offshore wind farm to the German power grid. The wind farm will be built 55

kilometers off the German North Sea coast at a location 35 kilometers north of Helgo-land and 37 kilometers west of Amrum. Siemens’ HelWin2 converter station will transform the electricity generated by the

wind farm into high voltage and convert it into efficient, low-loss direct current. Most of the electrical energy would be lost in transmission without this high-voltage direct current transmission (HVDC) sys-tem. The converter station will be 18 me-ters high and erected on a separate offshore platform.

Siemens is also supplying the coastal con-verter station that will transform the direct current back to alternating current. The contract was awarded by the transmission grid operator TenneT TSO (Bayreuth) to Siemens Energy and Prysmian, a leading cable manufacturer. The total contract volume is in excess of €500 million.

Siemens Building Technologies Division launches a new generation of its proven line of RAA and RAB room thermostats. The products are of modern, ergonomic

design and ensure a high level of energy efficiency thanks to improved switching accuracy.

Room thermostats of the RAA line have an on/off switch and a large, ergonomic setting knob for adjusting the desired room temperature. The room thermostats of the RAB line, which have been develo-ped for use with 2-pipe fan coil units, fea-ture an operating mode selector and a

manual switch for controlling a 3-speed fan – in addition to the setting knob. The products are suited for all types of stan-dard applications in the heating and cooling field and are used in connection with thermal and zone valves plus fans.

The larger temperature setting knob of the new generation affords more accurate operation, resulting in better switching accuracy and thus in higher levels of ener-gy efficiency of heating or cooling plants. What‘s more, the new products are accom-modated in more compact housings. Thanks to their optimized design, the room thermostats require less space in the room and are less noticeable.Owing to their rugged construction, the new room ther-mostats are suited not only for residential and non-residential buildings, but also for use in light industrial buildings.

Healthcare unveiled the Somatom Per-spective, a new computed tomography (CT) scanner that is particularly efficient in operation. This scanner is the first to of-fer the eMode functionality. It determines the best correlation between dose, finan-cial efficiency, and image quality and adjusts the required scan parameters au-tomatically.

The system‘s operation can thus be opti-mized for the individual scan, for example in terms of tube current or scan velocity.

This option relieves wear and tear on the CT and increases its life cycle. Special ser-vice offerings and even the design of

Somatom Perspective help keep down overall operating costs. Being suited to co-ver all clinical fields, including cardiao vascular studies, this CT scanner allows clinics and practices to extend their range of available examinations even where budgets are tight. With the new scanner, Siemens further extends its portfolio for the middle price segment in the course of the initiative Agenda 2013. At the 2011 conference of the Radiological

Society of North America (RSNA), Siemens

Solar-powered Technology for the Swiss Railroad

Dr. Suhail Qureshi becomes first Pakistani MBBS to achieve PMP Certification

Saqib Alam bags top position

Offshore Platform Brings Wind Power on Land

RAx room thermo-stats with higher level of consumer convenience Focus on cost

effectiveness:

Issue: Q1/2011-12 (Oct-Dec) Siemens Ki DunyaPage- 12