From a disappointing 2012, we have switched our focus on strong growth and market share gains with focus on cost control and protecting bottomline. We did it brutally and at times it has hurt, but at the end of the day it is for the well-being for the company. Some of the unpopular decisions we took included closing the wind tribune factory. In tough times we have to take tough decisions. I am not paid to be the most popular guy. I am paid to be the most successful guy to run the company. Run a sustainable profitable company. The focus for the next 12 months is to cut cost and avoid loss making investments.
We have to change because these changes are mission critical. Not only for Siemens in India, but Siemens globally. There are two-three drivers of change and one of them is making Siemens India an employee centric organisation, which was earlier cus-tomer centric.
The reason of this change is that in the last 10 years Siemens has gone local with 20,000 employees in India. We have started giving more powers to employ-ees, grooming them, giving them key functions within Siemens India, within the region and also Siemens globally.
All-in-all making Siemens India an employee centric company. This has seen tremendous improvement. From a 12-13 per cent attrition level in 2007, today Siemens India has an attrition level of around 4-5 per cent. We have our own employee satisfaction survey and today Siemens India is among the best across Siemens in terms of employee satisfaction, an indication that we are on the right track.
The second change that has become important in the last few years is Siemens India in Siemens world. Today Siemens India is number four in rank among Siemens globally and contributes 2.5 per cent of the total global revenues. It is volumes which Siemens India can provide not only locally but to the world, a high quality low cost product.
Armin Bruck, MD & CEO, Siemens India
(As told to Business Today)