Die Perspektive global agierender Konzerne am Beispiel Siemens · Page 4 November 2017 © Siemens...
Transcript of Die Perspektive global agierender Konzerne am Beispiel Siemens · Page 4 November 2017 © Siemens...
realestate.siemens.com© Siemens AG 2017
Die Perspektive global agierenderKonzerne am Beispiel SiemensDr. Sluitner, CEO Siemens Real EstateDarmstadt, 2. November 2017
November 2017Page 2 GS SRE© Siemens AG 2017
Our World is Changing
November 2017Page 3 GS SRE© Siemens AG 2017
Global megatrends shaping the Siemens world of tomorrowG
loba
lTre
nds
Today
Electrification
Automation
DigitalizationCAGR: ~8%
CAGR: ~3 - 4%
CAGR: ~ 1 - 2%
Time
Siemens Business Focus
CAGR = Compound annual growth rate
November 2017Page 4 GS SRE© Siemens AG 2017
Siemens focus on E-A-D leads to changes in product portfolioand space requirements
Indu
stria
lO
ffice
November 2017Page 5 GS SRE© Siemens AG 2017
Acquisition of Dresser-Rand
Massive space volatility in 1 year
Acquisition of CD-adapcoListingannounced
Acquisition of Mentor Graphics
Merger of Siemens Mobility with Alstom
Merger of SiemensWind Power withGamesa
Water TreatmentLow synergies sold to AEA
Metals TechnologiesJV with Mitsubishi heavy industry+0‘7
3‘m²
m²
-
November 2017Page 6 GS SRE© Siemens AG 2017
Business focus of Siemens drives value and growthbut erodes SRE’s portfolio
Outlook19
Outlook18
201720162015201220092006
0
10
20
30
40
50
60
70
80
90
0
1
2
3
4
5
6
7
8
20102005200019951990
Ø 1990 - 1999
Ø 2000 - 2009
Net income1)
in bn €Revenue in bn €,as reported
Ø 2010 - 2016
2016
Siemens profit and revenue (€) SRE’s portfolio (m²)
Driver 2: Space optimizations & consolidations
Driver 1: M&A activities
November 2017Page 7 GS SRE© Siemens AG 2017
CREM
Operator
OwnerUser
Others
Heavy Industrial
Light Industrial
Office
RE lifecycle
The changes require an answer on different levels
ƒ Focus on EAD
ƒ Shift from heavy tolight Industrial
ƒM&A drivenportfolio changes
ƒ Fragmentation ofCREM
ƒ Space reduction
ƒ Higher spaceefficiency
ƒ Productivity targets
ƒ New workingmethods
ƒ Demand forcoworking
ƒ Agility anddigitalization
TrendsP e r s p e c t i v e s
November 2017Page 8 GS SRE© Siemens AG 2017
Continuous portfolio optimization along asset classes
OfficePortfolio
Raise Potential
Marketable OfficeProperties
• Good locations• Multi-Tenant• Third-party usability
LightIndustrial
Develop Potential
Marketable Production
• Medium locations•Transformationproperties
HeavyIndustrial
Special Production
• Limited third-partyusability
• Long term Division use• Single-Tenant
Identify Risks
WorkoutPortfolio
Properties withlimited Marketability
• Undeveloped plots•Vacant properties• Special usages•Small locations
Manage Risks
Fungibility Risk
November 2017Page 9 GS SRE© Siemens AG 2017
Space Provision• Increase flexibility in letting: offer pay per
use, shorter and customized lease terms• Develop agile space concepts for a
digitalized world• Improve customer relation via live feedback• Connect all data platforms and create digital
workflows along RE lifecycle• Establish provider steering based on
globally harmonized KPI’s
Construction• Smart buildings will become mainstream:
review and adjust Construction standards• Create flexible buildings allowing rapid use
changes for e.g. coworking• Use advancement in digital technologies to
reduce time and cost by same quality
SRE’s agenda: Increase flexibility to meet digital and customerrequirements
November 2017Page 10 GS SRE© Siemens AG 2017
ƒ Definition of 5-6 globalharmonized KPIs
ƒ High transparency andeasy identification ofimprovement areas
ƒ Revised KPIs areconsidered mandatorily intenders and contracts
Steering of FM/FS providers based on harmonized KPI’s
1) Compliance maintenance plan
2) Response Time
3) # faults per asset
4) Incidents - EHS
5) Resolution time
6) M&E downtime
7) Customer satisfaction
8) Delivery datesinvest./budget plan
9) Delivery datesreports
10) Security servicetrainings
11) Consistencyof the organization
12) Qualificationobject manager.
13) Labor turnover rate
14) Energy consumption
15) Self performed work
Market
SRE
1) Compliant Maintenance Plan
2) Response Time
3) # Faults per Asset
4) Incidents - EHS
5) Resolution Time
Revised KPI catalogue
November 2017Page 11 GS SRE© Siemens AG 2017
Future Siemens business demands diverse ways of workingWorking Environment @ Siemens
BusinessCenter
Food,Health &
WellbeingFactory
New Waysof Working -
SiemensOffice
Focus on newworking culture,mainly office space
HR | SRE | IT
Space related (€/m²)
Centralized meetingrooms with uniformcharging and booking
SRE
Space related (€/m²)Pay per use
Conference centerplus workplaces fortemporary use
SRE
Pay per use
Innovative Space“Start-Up” alikeMulti purpose use
SRE | IT
Pay per use
Restaurants, Café,Fitness, Kindergartenfor employees
HR | SRE | Other
Various
Production relatedspace, specialpurpose properties
SRE | Business
Space related (€/m²)
Characteristics
Involvement
Charging
Future Importance
Working Environment
Standardisation & Regulation
Flexibility & AutonomySRE Offerings
CoworkingSpaces
ConferenceCenter
Core Add-on
November 2017Page 12 GS SRE© Siemens AG 2017
SCRUM!Source: www.talksport.com
November 2017Page 13 GS SRE© Siemens AG 2017
Agile working methods need a different space structure
Scrum
SCRUMTEAM
1
SCRUMTEAM
2
SCRUMTEAM
3
SCRUMTEAM
4
c
Communication
cc
c
MEETING
TESTRACK
MEETING
TESTRACK
TESTRACK
TESTRACK
ADDITIONALSPACE
ADDITIONALSPACE
ADDITIONALSPACE
ADDITIONALSPACE
November 2017Page 14 GS SRE© Siemens AG 2017
Agile working methods need a different space structure
5 teams zones, each with 8 workplaces and adjacent test rack zone2 scrum spaces and additional space for communication and collaboration
Team scrum spacec
Additional space
Test rack / storage
Scrum teams
November 2017Page 15 GS SRE© Siemens AG 2017
Space for agile working need a different look
November 2017Page 16 GS SRE© Siemens AG 2017
Workplace demand 2020: flexible, modular and adaptive
Virtualworkforce
‘Mega’connectivity
Multi generationalInclusive andethnically diverse
November 2017Page 17 GS SRE© Siemens AG 2017
We want to digitalize the entire Real Estate Life Cycle
SRE Inside Customer Construction Life Cycle
Scope of Digital Business Model
§ €
Optimization ofProcesses
RelationshipManagement
Basis for DigitalAsset Management
VisionDigitalization of the entire Real Estate Life Cycle
StrategyMove from a digital foundation and individualprototypes to an overall digitalized CorporateReal Estate Management
Reduction ofLifecycle Cost
Development Design Construction Operations & Maintenance Sale /Engineering Services Redevelopment
D I G I T A L F O U N D A T I O N
IMPLEMENT
LEARN -BUILD -TEST
DEVELOP
D I G I T A L I Z E D C R E M
D I G I T A L P R O T O T Y P E S
November 2017Page 18 GS SRE© Siemens AG 2017
Impact!
Demands for Corporate Real Estate Management @ Siemens
Increase flexibility inReal Estate solutionsand services
Make digitalizationpart of the Real
Estate business!
Provide flexible,modular andadaptive workplaces
Optimize theportfolio alongasset classes
Thank you.