sSiemens IT Solutions and Services

The new paradigm

Outsourcing Evolution

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Value evolutionAs IT services undergo an industrial revolution and global delivery becomes

a standard expectation, business leaders look to outsourcing to deliver more

than infrastructure excellence. But with almost all service providers limited

to their IT background, few are positioned to deliver process expertise and

business impact.

A service partner such as Siemens IT Solutions and Services, however, isuniquely positioned to take advantage of155 years of global manufacturing experi-ence and sector-specific process know-how. As service solutions are increasinglyproductized, one of the world’s most estab-lished product and solution companies isequally well placed to deliver industrialeconomies of scale and a globally opti-mized delivery capability in the IT solutionand service space. Siemens was an indus-trial giant long before the IT service worldbecame industrialized, and it is exactly thisedge in experience which we bring to ouroutsourcing engagements and managedservice partnerships.

In an era when strategic growth and costreduction cycles are being increasinglysynchronized, our approach to IT out-sourcing delivers simultaneous cost efficiency and progressive business valuegeneration. A paradigm shift in servicethinking, this evolutionary approachreplaces the static cost-out view of outsourcing with a dynamic long-term mechanism for business advantage.Evolved over years in close cooperationwith numerous Fortune 500 companies as well as the Siemens global community,this systematic form of outsourcing andmanaged service partnership is designedto deliver multiple kinds of value beyond initial cost reduction. In a world wherecomplexity of all kinds – from increasingcompetition and customer power to disruptive technologies and regulatorycompliance – is challenging the executionof successful business strategies, valueevolution in the outsourcing space providesyou with the visibility, control and leverageto seize today’s unique business opportu-nities.

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Value comes in many forms. For some, thevalue of moving services to an externalpartner lies in its power to transformcustomer contact and sales revenue – likethe 600% increase in tele phone salesexperienced at the UK’s Natio nal Savingsand Investments (NS&I). For anotherSiemens client, the value of out sourcingmay lie in international expansion – likethe fifteen-fold increase in infrastructurecoverage we provided recently to a leadingNorth American financial player. Thenagain value may come in the ‘simple’ formof IT cost reduction – as in the 85%decrease in network maintenance costsrealized at another North Americanfinancial services customer. Public sectorleaders are seeking to achieve a carefulbalance between citizen value and stake -holder value – a kind of value currentlybeing transformed at customers as diverseas the National Assembly for Wales,Germany’s City of Wiesbaden and SouthAfrica’s Department of Labour. Whateverkind of value you are interested in – as aChief Information Officer, a Chief Financialor a Chief Executive Officer – our evolu tio -nary approach to service partnership andoutsourcing will not only deliver on initialexpectations but continue to deliver longafter that first challenge.

This is because our fully integrated modelis built on long-term global relationshipswith some of the world’s most dynamicand complex organizations. Like Microsoft.Like the BBC. Like Siemens. Value evolutionfrom Siemens IT Solutions and Serviceswill provide granular visibility into youreveryday operations, as well as continuousinno va tion from sector to sector. Extendingyour kind of value over time, an outsour-cing engagement of this calibre movesbeyond SLA satisfaction and ROI calculati-on – into your critical process challengesand your core strategic issues.

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Software vendors tend to have differentskill sets to hardware manufacturers, while offshore service providers are oftenlimited to software core skills. Service pro-viders come as all kinds, but the particularadvantage behind this one in this contextshould be noted. Because we are neither a software vendor nor a hardware manu -facturer, we deliver genuine objectivityand multi-vendor integration capabilities.Because we are not a pure offshore player,restricted to application development ormanagement, we also command a full-scope global service portfolio – embracinginfrastructure services and business pro-cesses as well as applications.

Our customers can extend their out -sourcing advantage beyond infrastructureexcellence into applications with a uni-quely qualified partner. You may, forexample, be surprised to learn that with30,000 professionals Siemens employsmore software engineers than Microsoft,Oracle or SAP – leveraging expertise in awide variety of solutions and tools.Siemens IT Solutions and Services canalso call on 25 years of experience as animportant SAP system integrator, as wellas on partnerships with Microsoft, Oracle,Fujitsu and many others. Currently sup-porting 800 customers across the globewhen it comes to application excellence,we combine global availability, vendorneutrality and domain expertise to drivethe business impact of enterprise soft-ware. Extending your value across tech -nologies, borders, sectors and timescales,this proven capability in application out-sour cing complements and reinforces ourinfrastructure offerings.

Extending performanceBetween your infrastructure and your people lies an ever more complex

layer of applications. Outsourcing and IT transformation which deliver on real

business impact must demonstrate expertise in the applications space and

support seamless work processes.

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Customers who have already decided toextend their value into the applicationsspace include media icon BBC as well asmodel municipality The City of Wiesbaden.Driving this expertise are lessons learntfrom unique software engagements suchas the Spiridon project at Siemens.Delivering uniform performance across allprocesses and functions in finance andlogistics at the world’s most distributedindustrial concern, Spiridon provides up to60% cost savings over its various stages aswell as continuous service improvement. In the words of Roland Lochner, GIO atSiemens Industrial Solutions and Services:“We chose a partner who understands ourhighly complex business. This has been adecisive step in improving our global com-petitiveness.”

Meanwhile, competition could not betougher than in the rapidly changing tele -communications arena, leading SiemensCommunications to leverage the uniqueadvantages of secure offshoring when itcame to application management. Sourcingour mature capabilities in India, applicationsupport for productive as well as develop-ment systems led directly to a 25% decreasein operational costs.

Automotive player John Deere also chose toextend its added value by offshoring ABAP/4programming to in-house Siemens peoplein India, leading to an additional 40% costsavings. Because of our unique positionwithin the world’s most international indus-trial complex, we can also extend yourapplication performance within any out-sourcing engagement – by leveraging globalresources, by employing multi-vendorinsights and by applying in-depth sectorand process knowledge. As the criticalinterface bet ween technology and people,your application landscape represents ahighly complex world best left to objectiveand highly quali fied experts.

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Siemens has been global, for example, a lot longer than any IT company. Withdeveloping markets opening up aroundthe world, Siemens has already been inChina 120 years, in Russia for over 150years and in Brazil 130 years. Today, whenIT services are being rapidly globalized,this track record in cultural knowledge and infrastructure development providesunique insights and additional security.Global sourcing, supposedly, delivers thebest of both worlds, but all too often oneof those worlds is less mature than theother. As pure-play offshore providers raceto acquire onshore expertise, establishedWestern players rush to ramp up offshoreresources. In both cases one is left withobvious mismatches in promise and realitywhich only time can fix.

Taking advantage of a long-existent globalinfrastructure such as that at Siemens isone way of leveraging offshore efficiencyand onshore intimacy simultaneously. OurGlobal Delivery Backbone is composed ofover 25 Global Production Centers in 13countries, and is itself embedded in thewider Siemens network of innovation, currently comprising 300 manufacturingsites in 193 countries. This kind of dualglobal infrastructure gives us the edge insecure and scalable global services. Withan extensive portfolio way beyond applica-tion development and management, youcan deploy this global delivery model toprovide anything from help desk and desk-top services to network and data centermanagement, right through to sector-specific business processes.

Global maturityToday, global delivery has become a standard expectation within

outsourcing relationships. But as levels of cultural and portfolio maturity

vary widely, it’s worth examining your service provider’s understanding

of the word ‘global’.

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Siemens IT Solutions and Services hasbuilt up a solid track record of sourcing IT services globally for a wide range ofcustomer organizations. These includefinancial sector players such as Allianz,Barclays, Commerzbank, Fortis Bank andHSBC. They include manufactu ring leadersas diverse as BASF, Continental, Ford,Henkel, John Deere and Linde. Tele -communi ca tion enterprises like TelecomItalia, airlines such as Lufthansa as well aspublic sector agencies like South Africa’sDepartment of Labour, the NationalAssembly for Wales and UK vehicle inspec -torate VOSA have all benefited from ourtiered approach to global delivery.

Every year, Siemens IT Solutions andServices processes 20 million calls in 16languages, leveraging intelligent call rou-ting and global knowledge managementfor maximum event resolution. 72 datacenters cover 50,000 square meters while2,000 TB of data storage is availableonline. Over 2 million desktops and asso -ciated infrastructure are supported world-wide from 18 service managementcenters. Almost 5,000 developers workfrom 16 East European cities alone. Ourfully integrated onshore, nearshore andoffshore locations range from Ireland,Romania and Poland to Turkey, Russia,India, Singapore and the Philippines. Ourglobal service delivery is unlike that ofany other provider because it is built on aworldwide network of manufacturingsites and because it offers equal maturityacross onshore, nearshore and offshoredimensions. Together with comprehensiveglobal governance provided by our Out -sourcing Framework, this delivery mecha-nism is already trusted by the widestspectrum of private and public sectororganizations. Trust in a genuine globalplayer to deliver industrialized IT serviceson a highly secure and scalable basis.

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Value evolution within our outsourcingengagements generates a wide spectrumof IT and business value. But central tothat equation, at any level of mission com-plexity, remains consistent cost diminish -ment and removal. Leaving the static cost-out effect of conventional outsourcingbehind, this approach introduces a dyna -mic sequence of cost-reducing measures.This can result, for example, in year-on-year decreases in costs of 33%, followedby 10.7%, followed by 8.4%, followed by5-10% – as was the case with one of ourglobal manufacturing clients.

After listening closely to your currentconcerns, Siemens IT Solutions andServices applies a dual system of transac-tion and con sump tion economics, elimi-nating the cost of service events as it pre-vents future events from happening.Value Comparison Analyses will give you a real-time X-ray of infrastructure costs ascompared with your peers, while contin -uous innovation towards your TargetOperating Model will lift IT performanceas it removes the cost of excellence.Outsourcing may no longer be a purelybottom-line argument, but with us youbenefit from repetitive outsourcing impacton your cost position. Our customers havetypically experienced a simultaneous 50%drop in call abandonment rates and a 20%boost in first call resolution – reshapingtheir cost-value equation and transformingthe power of their IT spend. This systema -tic interplay between more efficient eventresolution and more effective event pre -vention continues to take effect over time,leading to progressive value generationwithin your IT.

Repetitive outsourcing impactCost reduction may not be the only form of value provided by IT outsourcing,

but it remains the number one priority for most of today’s decision makers.

The engineering discipline of Siemens ensures that this key challenge is

systematically answered.

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Robert Cowie, CIO at pharma giantGenzyme, describes the cost-value transfor-mation that comes with this systematicapproach: “With this helpdesk, 53 percentof calls can be cleared up after the first call,thus significantly reducing the number ofinterruptions to work. The Low TouchMigration concept also gives us the free-dom we need to grow in a technology-driven, future-oriented market.” One manu-facturing customer saw average speed-to-answer narrow consecutively from 120 seconds to 90 and then just 45 seconds,while another financial services player wit-nessed a 15-20% reduction in cost per calland deskside visits. Coming from a globalmanufacturing base where defects are scientifically eradicated and innovation is incrementally introduced, Siemens ITSolutions and Services has the knowledge,the resources and the expe ri ence to bringa whole new level of transparency andcontrol into your core IT functions.

Providing flexible pricing models and on -going cost-out commitments, we approachyour service landscape like any other distri -buted industrial process. At one of our customers, for instance, a reduction in net-work service costs of 60% was matched bya drop in call-hold times of 50%, a decreasein call abandonment of 50%, a surge inticket resolution of 20%, along with anexpansion to 24/7 support through globallysourced IT services. As cost continues to bea prime concern for customers from everysector, value evolution from Siemens IT Solutions and Services brings them a cost-cutting machine that keeps on working.

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As information technology pervades everyaspect of doing business today, the once-neat distinction between IT outsourcing(ITO) and business process outsourcing(BPO) is fast disappearing. Today, servicepartners need to fully comprehend multi-ple fields of business activity if they are tolay claim to higher-end outsourcing skillsand genuine business value. It remainstrue, however, that IT service providers are not active players in the economic seg ments they serve. Service partners,that is, except Siemens IT Solutions andServices.

Siemens IT Solutions and Services has theunique distinction of existing within theworld’s most global industrial enterprise,active at one and the same time in auto -mation and drives, in indus trial solutions,in transpor tation, in power generationand distri bu tion, in tele com muni ca tion, inmedical solutions, in lighting, in logistics,in finance and in real estate. This remark-able geographic spread and economicpenetra tion means that the IT service armof Siemens is well placed to leveragemulti-sector domain and process intelli-gence. We currently field 17,000 profes-sionals in worldwide IT outsourcing,backed up by hundreds of thousands ofSiemens experts from all industry areas. Aquick look at the track record and currentimpact of Siemens on an industrial scaleis illuminating. From single messages on a single line to millions of simultaneouscalls, Siemens has been at the forefront ofcommuni cations history. From the firstviews inside the human body to full-body3-D scans, the same is true of healthcare.And of transportation – from the firstelectric railway to cutting-edge magneticlevitation trains. From the invention ofthe dynamo to the world’s most efficientgas turbines, from the first commercialmetal filament lamp to high-tech organicLEDs and from the first electronic controlsto fully automated factories, Siemens hasbeen res ponsible for an unparalleledrange of industrial innovations.

Process IQAs outsourcing matures into a truly industrial discipline, clients no longer

simply look for consistent bottom-line results. Top-line business impact,

however, calls into question the process and industry skills of traditional

service partners.

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The scale of its current impact can be easilygauged if we take a look at the world’slargest single economy – the United States.90% of US mail is processed on Siemenspostal automation systems. Siemens makesa third of all light rail vehicles in NorthAmerica. It produces 3.3 million energy-saving lamps in the US daily, as well as pro-cessing more than 144 million healthcareinformation transactions every day. It pro-duces more than one third of the USA’ selectricity while Siemens technologies areused in 40% of automobiles built there.This kind of accumulated industrial acumenis hard to find anywhere else on the planet,and generates added process IQ when itcomes to your IT performance.

Not only do we transform your infrastruc-ture performance and extend your value toapplication excellence, we also utilize ourunique process insight to reinvent yourprocess landscape and directly impact yourtop line. The UK’s National Savings andInvestments, for example, not only saw adramatic push in telephone sales of 600%.Critical business processes were trans-formed, including paper processing timedown from 9 to just 5 days. Meanwhile,innovative pricing models support faster-than-ever passport delivery at the UKPassport Service. Coming from a globallydistributed industrial concern, Siemens IT Solutions and Services has been able tomake these and many other core businesstransformations.

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Often regarded as a soft factor furtherdown the scale of sourcing criteria, culturalfit is the key to long-term value evolution.That is why we don’t limit innovation tothe level of technology or finance. Culturalinnovation is about being ready to engagewith the client’s organization and cooperatesuccessfully with its people over time.Several unique characteristics of SiemensIT Solutions and Services help in thisregard. For a start, the more federalizeddecision-making structure within anySiemens organization means that manage-ment takes place closer to the groundlocally and each outsourcing engagementis allowed to flex and adapt to uniquecustomer situations. This is the organiza-tional equivalent, if you will, of vendorneutrality in the technology field.

Secondly, Siemens IT Solutions andServices has a solid record in nurturingoutsourced talent and above-average staffloyalty. In a long-term sourcing engage-ment, where know ledge transfer is criticalto success, this particu lar aspect of ourcultural fit is especially worth mentioning.As Genzyme Chief Information OfficerRobert Cowie puts it: “We don’t get asmuch churn from our Siemens staff as we do from our regu lar IT staff becausethey’re so engrai ned into the organiza -tion.” Cultural fit is also a question ofrespect, of approaching each engagementafresh and learning to under stand yourexact strategic challenge.

Cultural fitOutsourcing is not only a question of innovative infrastructure, applications

and business processes. Fundamentally, it’s a question of human cooperation.

Cultural fit between client and outsourcer could not be more vital as sourcing

engagements approach the condition of strategic business partnerships.

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In dialogue with our clients, this commit-ment to cultural integration is oftenremarked upon. As Bernard Herdan, ChiefExecutive of the UK Passport Service,explains: “We have established an excellentworking relationship with SiemensBusiness Services* who have continued toproduce innovative and flexible solutions todeliver what has been a substantial changeto the UK Passport Service – it is a genuinepartnership.”

Another IT director from a client organiza-tion concurs: “Siemens listens extremelywell during negotiations. You would thinkthat all vendors listen extremely well duringnegotiations but that is not the case.”Outsourcing is now a global phenomenon,involving service staff across every conti-nent. As a global employer with a reputa-tion for people excellence, Siemens pro-vides transferred staff with above-averagetraining and career opportunities. This isyet another aspect of cultural fit well worthconsidering. Robert Cowie points out thecharacteristic staff integration withinSiemens outsourcing engagements.“Siemens team members also attend mymonthly staff meetings and have an equalvoice in the decision-making process. Wehave a shared reward system. This is with-out doubt the most important thing thatwe’ve tried to accomplish. Siemens em -ployees are Genzyme employees.” Or asAnthony Claridge, Corporate IT Director atmanufacturer Leica Microsystems puts it:“My partner keeps giving me new ideas,just as I pass on information as I work. It’sas though Siemens Business Services*were an extension of my department.”

*In January 2007, Siemens Business Services was

bundeled with four other IT and software units within

Siemens to form the new Group Siemens IT Solutions

and Services.

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Your immediate challenge might be inter -national expansion. It might be regulatorycompliance in an ever more complex en vi -ronment. It might be harnessing new saleschannels and business models to meetstronger customer expectations. Or inte -grating a complex acquisition. Or unitinglegacy systems and pooling informationflows to get up to real-time speed. Or sup-porting greater municipal entrepreneu -rialism. That challenge will take on parti -cular cultural inflections depending onyour geographic location. Your immediateaim may simply be to identify and containnetwork maintenance costs, or it may beto protect a whole industry from globalcompetition. Out sour cing has been appliedin a wide variety of forms for a vast arrayof reasons. But what has been missing todate is a holistic form of out sourcing thatcould meet multiple chal lenges simul -taneously and continue to do so.

Geographic, technology or process limi ta -tions have hampered many outsourcingexperiments and quickly exposed them tothe law of diminishing returns. Our visionof value evolution is an expanding seriesof benefits defined and driven by you.Harnessing an integrated suite of toolsfrom initial Value Comparison Analysesand Target Opera ting Models to Trans -formation Roadmaps and InnovationRadars, we have developed a consistentapproach to outsourcing excellence whichcan be applied to any customer scenario,at any point in your infrastructure lifecycle. Customer focus is the key.

Customer focusNo two outsourcing engagements are alike. Service industrialization is thus not

the basis for commodity relationships, but a performance platform for highly

individualized organizations to realize their strategic business objectives.

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As Denyse Densmore, Director of IT andClient Services at Genzyme Corporation,puts it: “Siemens Business Services* isfocused on end-user satisfaction every day,not just at contract time.” Kevin Sheehan,Director of Operations at the UK PassportService, also describes an environment ofmutual commitment: “There were tensionsat first, but the two groups have nowbecome partners, real partners, thanks inparticular to constant communication anda real willingness on both sides to work inpartnership.”

With a globally connected and quality-consistent sourcing approach, Siemens ITSolutions and Services has set new stan-dards in service excellence. This is not justreflected in individual customer results,such as a 43% customer service im prove -ment and a 52% productivity increase atUK’s National Savings and Investments, or a40% cost reduction and a 99.7% SLA satis-faction rate at Barclays Bank. In customerrenewal and client retention rates, the realdefining metrics in the service industry, werecord figures well above the average forwhat is a fragmented, volatile industry.Current renewal rates among SieQuence®customers, for instance, are 95%. TheSieQuence solution is a special outsourcingengagement model which harnesses thecombined strengths of the Siemens globalnetwork. Value evolution, therefore, is notonly proven on the front lines of problemresolution and event management but sup-ported by exceptional customer recognitionand loyalty.

*In January 2007, Siemens Business Services was

bundeled with four other IT and software units within

Siemens to form the new Group Siemens IT Solutions

and Services.

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The Shared Services IT project at Siemensinvolves the eight largest infrastructure inthe world, spanning multiple businesslines and almost 200 countries. Sharedservices is a sourcing approach not al to -gether different from classic IT outsour cing.Siemens needed ways to control costs andyet continue to develop new businessareas. This is exactly the same challengeof simultaneous efficiency and innovationfaced by every outsourcing customer. Weare leveraging our consider able in-houseexperience to date in order to transformthe global competitiveness of the entireSiemens network across multiple businesssectors, and this is exactly where our uni-que process and domain know ledge canbe of real competitive benefit to our manyother customers.

Empowering excellence at the world’s lar-gest manufacturer outside the automotiveindustry is far from simple, and involvesunderstanding and transforming the valueof IT within factory automation, health -care, transportation, logistics and a hostof other business sectors and segments.In turn, the wealth of experience generatedhere will drive unique expertise in similarscenarios outside the Siemens community.Empowering excellence at Siemens is awin-win equation where we can serveexternal customers with ever deeper pro-cess knowledge and ever more complexsourcing experience.

Empowering excellenceThere are numerous ways in which clients benefit from the involvement of

Siemens IT Solutions and Services within its parent organization. The most

significant way, perhaps, is through the unique expertise generated within

the Siemens shared services initiative.

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Value evolution is thus a holistic outsourc-ing approach which not only answers themultiple challenges facing today’s organiza-tions around the world – from the cost andoperational efficiency of IT to specific busi-ness outcomes such as speed to market,process transformation, market competi-tiveness, customer loyalty and profitablegrowth. Global governance, multi-tieredservice delivery and fully integrated servicesolutions are the outward characteristics of this approach. Internally, these engage-ments are driven by the kind of commit-ment and reliability that has become synonymous with the word Siemens overthe past 155 years.

Reflected in outstanding renewal rates, thiscommitment creates unique outsourcingrelationships which thrive on the engineer-ing discipline of a manufacturing giant.Evolving over time to embrace more infra-structure elements or new geographicalmarkets, these relationships are built togrow and continue. Designed to evolveyour benefits over time, from initial costout to continuous innovation and repetitivebusiness impact, outsourcing engagementsfrom Siemens share a distinctive long-termattitude.

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An outsourcing relationship with SiemensIT Solutions and Services is special for anumber of reasons. Unlike any other serv-ice partner in its position within a globalmanufacturing complex, we are bestplaced to understand IT from a pure busi-ness perspective and deliver higher-endoutsourcing benefit across applicationsand processes. Commanding a full out-sourcing spectrum from help desk to verti-calized end-to-end processes, we also havea unique approach to global deliverybased on a multi-tiered structure and a long-established global manufacturingfootprint. Vendor independent and singu-larly loyal to our customers, Siemens IT Solutions and Services is also the part-ner for long-term flexibility and strategicmaneuver.

With €5 billion in annual research anddevelopment driving a world-leading inno-vation machine at Siemens, its service armis also extremely well positioned to lever-age new technologies such as RFID acrossa multiplicity of business environments.Because of its in-house participation in so many business sectors, Siemens IT Solutions and Services can also trans-form your operations with crossover inno-vations, as it has with automotive LEANconcepts applied at financial service pro -vider National Savings and Investments. In the words of Dr. Deon Haasbroek at

South Africa’s Department of Labour, “It’s not the word Siemens, it’s the peoplebehind it.” As the people directly involvedin outsourcing begin to have much moreof a voice in sourcing decisions, many analysts have already remarked upon the Siemens lead in people excellence. Siemens IT Solutions and Services alsoleads the field in client retention – the all-telling metric in an industry swampedin marketing spin. Whatever your specialenvironment or strategic scenario, an out-sourcing relationship with us can makeimmediate differences to your IT cost-value equation before going on to impactyour entire business along a number offronts. High profile engagements such asthe BBC and National Savings and Invest -ments show just how transformationaloutsourcing can be – from completemedia digitization to total customer focusin financial services. But every day in hun-dreds of engagements around the world,we are delivering on incremental serviceimprovement and progressive value generation.

Small transformations like a 20% increasein call agent productivity or a consistentimprovement in IMAC on-time deliveryfrom 90% to 95% and on to 100% – theseare the ingredients of greater responsive-ness to environmental change and smarterevolution over time. No other manufactur-er is quite like Siemens, the world’s mostdistributed industrial network and rankedby Fortune as the No 1 electronics enter-prise. It follows that no other servicepartner is quite like us, a Top 10 globaloutsourcer with unique customer loyalty.Outsourcing is no longer a tactical pointsolution focused exclusively on cost out.But as the outsourcing agenda maturesinto strategic end-to-end solutions focusedextensively on business impact, you toocan rely on the cumulative global expertiseand proven process capabilities of Siemens.Why stop at outsourcing when you canalso evolve?

A special relationshipEvolution, as Darwin reminds us, is not a question of strength or speed

as such, but of the greatest responsiveness to change. Smarter evolution,

therefore, involves responding better to change over time.

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Our vision of value evolution is an expan -ding series of benefits defined and drivenby you:

• We provide a full outsourcing spectrum from help desk to verticalized end-to-end processes.

• Our approach offers simultaneous cost efficiency and progressive business value generation.

• We bring granular visibility into your everyday operations, as well as continu-ous innovation from sector to sector.

• We deliver objective consulting and multi-vendor integration.

• We combine global availability, vendor neutrality and domain expertise to drivebusiness impact.

Our differentiation

• We provide the edge in secure and scalable global services, with our proven multi-tiered approach.

• You benefit from repetitive outsourcing impact on your cost position.

• We have the knowledge, the resources and the experience to bring a new level of transparency and control into your core IT functions.

• Through the geographic spread andeconomic penetration of Siemens, weare well placed to leverage multi-sectordomain and process intelligence.

• We have set new standards in service excellence, with exceptional customer recognition and loyalty.

All hardware and software names used are brand names and/or trademarks of their respective holders.

© Siemens IT Solutions and Services GmbH, 2010.Right of modifications reserved.Order No. U29345-J-Z401-4-7600 09/10 | Printed in Germany

Siemens IT Solutions and Services GmbH

Otto-Hahn-Ring 681739 Munich, GermanyGlobal Info DeskTel.: +49-1805-444713it-solutions@siemens.com

www.siemens.com/it-solutions