Siemens Wind Turbine Technology

This assignment delves into Siemens' role as a leader in the wind energy sector. It examines their research and development efforts, focusing on technological innovations like low-wind turbines and advanced rotor blade designs. The document analyzes Siemens' contributions to sustainable energy solutions and explores the global impact of their wind turbine deployments.

Running head: SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
Siemens Energy Division Strategic Analysis
Student’s name
Institutional affiliation

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
Executive Summary
Renewable energy has become the new front of the competition in the wake of climate
change. Companies and governments are increasingly focusing on environmentally friendly
energy sources. Siemens is a longstanding player in the energy sector and it has responded to
this emerging need accordingly. This paper demonstrates the efforts of Siemens in
maintaining its global footprints through renewable energy products and services. As an
international company, it is expanding its operations into nearly every market in the world.
However, the UK has remained the most viable investment destination because of the
continued political goodwill to invest in the renewable energy sources like wind. The paper
indicates that the firm embraces transnational and global efficiency strategy to achieve its
business goal. The paper also demonstrates how the firm is customizing its rotor to serve
different markets depending on the location thus increasing its profitability through offshore
and onshore businesses.
The paper has also responded to the gray areas like why the firm is going green. The driving
factor evident in the paper is the Paris Agreement or Accord that has compelled countries and
business to comply with their emission limits or engage in carbon credit. It also highlights the
strategies that company can use to cut cost and increase profitability. The unique selling
points of Siemens' wind power division have also been covering. Finally, the paper has
highlighted Siemens offshore and onshore business and given relevant recommendations that
can boost the company's market position.

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
Contents
Executive Summary...................................................................................................................ii
Introduction................................................................................................................................1
How to structure the organization..............................................................................................1
Porter’s Five Forces...................................................................................................................2
Degree of rivalry.....................................................................................................................2
Bargaining power of customers..............................................................................................2
Bargaining power of suppliers................................................................................................2
Threat of new entrants............................................................................................................3
Threat of substitutes...............................................................................................................3
Country Attractiveness Model of UK........................................................................................3
How to transform Siemens wind power division using the BCG Matrix..................................4
Do they customize the rotor for different markets.....................................................................4
Increasing Profitability...........................................................................................................5
Project in the UK (Humber).......................................................................................................6
Why green energy......................................................................................................................6
How to reduce cost and increase profit......................................................................................8
What is Siemens wind power division unique selling point (USP)?.........................................8
Gamesa-Siemens merger........................................................................................................8
Research and Development....................................................................................................9
One-stop-solution.................................................................................................................10
High experience....................................................................................................................11
Huge MNC, global presence................................................................................................11
Off-Shore and Onshore Business.............................................................................................11
Offshore................................................................................................................................11
Onshore.................................................................................................................................12
Conclusion................................................................................................................................13
Recommendations....................................................................................................................13
Reference..................................................................................................................................16
Appendices...............................................................................................................................20
Appendix 1: Siemens rotor blades........................................................................................20

Running head: SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
Siemens Energy Division Strategic Analysis
Introduction
Siemens is a leading global company that focuses on in-vitro diagnostics, medical
imaging, and electrification value chain. The German company is a technology organization
pursuing engineering excellence, corporate citizenship, and innovation. According to the
company, it has established the long-term goals founded on digitalization, automation, and
electrification. Siemens operates in four industries including energy, healthcare, infrastructure
and cities, and industry (Kis-Orca, 2017). Siemens also has global positioning aspects that
have enabled it to gain global footprint. For instance, it operates in Europe, Russia, China, the
U.S, Africa, Brazil, India, and the Middle East. Based on this paper, there are different
countries, which Siemens need to concentrate to boost its renewable energy production. The
UK, the US, Canada, China, and Australia are among the countries that offer the organization
growth potential. However, the company's operations in the UK have proved profitable as
demonstrated in this analysis.
How to structure the organization
The company has continuously used various international strategies to remain
competitive in the market. The transnational strategy is one of the strategies the company
uses to achieve local responsiveness and global efficiency. Similarly, it remains globally
managed thus ensures its products remain standardized across its markets. According to the
company's financial report, Siemens is an international company whose activities are evident
in nearly all countries (Siemens, 2016). The technology company operates in the
digitalization, automation, and electrification fields. In an effort to insert its authority and
gain global footprint, Siemens has opted for mergers and acquisitions. For instance, its recent
merger agreement with Gamesa will help to improve its business activities across the world.

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
As an international company, Siemens will always strive to locate its factories in the
market with growth potentials. For instance, the emerging markets with high demand for
green energy would attract the firm’s establishment. Today, with the Paris Agreement, many
countries are investing in renewable energy thus reduce carbon emissions (Siemens, 2016).
The firm’s wind turbines are gaining popularity as they replace the non-renewable energy
sources. Siemens is thus seeking opportunities in these countries to increase its revenues.
Given the current government support and goodwill in the UK, Siemens should establish its
factories and R&D in the UK (Kis-Orca, 2017). This guarantees the firm the best opportunity
to grow.
Porter’s Five Forces
Degree of rivalry
The rate of rivalry in this industry is high because many manufacturers use
sophisticated technologies to serve the interests of customers (Siemens, 2016). The
companies use competitive prices outwit their rivals. For Siemens, its offshore turbines
confirm the firm’s experience and technology to meet the market demands.
Bargaining power of customers
The buyers in this industry have low bargaining power because the companies serve
many consumers with extreme demand for the environmentally friendly products (Siemens,
2016). Siemens can serve different markets depending on its components thus making the
powers of buyers to be medium.
Bargaining power of suppliers
The suppliers’ bargaining power in this industry is low because some subcomponents
are produced from a single firm as demonstrated by Siemens (2016). To this effect, Siemens
can have the opportunity to increase its self-produced components.

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
Threat of new entrants
The barriers to entry in this market are high because the investment required for new
entrants is high. This makes the potential new competitors to be low (Siemens, 2016). The
renewable energy is a market with potential profitability. To this effect, Siemens stands to
benefit by investing in this new sector.
Threat of substitutes
In this industry, the competition from substitutes is medium. This is because;
electrical energy generated from various conventional power plants assures the country of a
higher power quality and reliability (Siemens, 2016). The cost of production is also lower
than the conventional sector.
Country Attractiveness Model of UK
The United Kingdom is among the few countries that have demonstrated the potential
of the electricity consumption (EY, 2013). Based on its revised electricity consumption, the
UK comes fourth. The power off-take is high thus provides Siemens an opportunity to
increase its revenues. Regarding the macro drivers in the UK market, the country enjoys high
macro stability and offers the ease of doing business. The country’s overall renewable index
stands at 67. The UK government has further prioritized renewable energy thus banks on the
industry for its future energy consumption. Compared to other countries, the UK has high
technology-specific drivers (EY, 2013). Reuvid (2016) has also noted that the UK is among
the leading countries in offshore wind. This follows the continued support offered by the
government to attract investors. This has made the UK the most attractive destination for
renewable energy investment. The country’s “Contracts for Difference (CfDs)” (EY, 2017, p.
3) shows that the government will offer $943 million towards the auctioning of the renewable
energy. The government remains committed to the renewable industry thus attract investors

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
to this industry to invest in their technologies in biomass, advanced conversion technologies,
and offshore wind (EY, 2017).
How to transform Siemens wind power division using the BCG Matrix
High Low
Market Growth
Star
Power generation
Power transmission &
distribution
Question Mark
Power generation
Power transmission &
distribution
Cash Cow
Power generation
Dog
Generators
High Low
Market Share
Based on the BCG Matrix above, Siemens rising star is the power transmission and
distribution and power generation. It is important for the organization to expand its operations
in the fastest growing markets including the U.S, and the United Kingdom (Ferlemann,
2012). The power generation from renewable energy forms its cash-cow. For instance, the
wind power potential has gained the highest demand in the market. This follows the
continued move by customers to seek solace in environmentally friend energy (Siemens,
2016). Although the sales of fossil power are high, its future looks uncertain because of the
continued call to reduce the use of non-renewable energy sources.
Do they customize the rotor for different markets
Siemens opts for offshore sites or high-wind locations in designing different turbines.
Depending on the company needs and the location, Siemens can customize the rotor for the
different market. The considered factors include nominal output, rotor size, and tower height

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
in designing a turbine. The company even launched low-wind turbine that befits its 3MW
platform (Smith, 2014). The size of the rotor is based on the capacity of the company. For the
medium-wind sites, the 101-113-meter rotor is effective while the 130-meter rotor is essential
for the less-wind sites as shown in appendix 1. With the growing need for clean energy, the
designing of large rotor blades have become the new strategy. Siemens AG has opted to build
a seamless blade to maximize the capacity of rotor thus making it beneficial for offshore
applications (Legault, 2013).
Increasing Profitability
Since Siemens is already a leading company in the global markets, it needs to build on
this achievement. This will have to focus on the emerging markets to increase its revenues. In
tapping these new markets, Siemens will have to tailor its products, services, and solutions to
meet the expectations of the booming lower and middle market segments. Siemens has
further delegated the decision-making authority to its local companies. Indeed, its companies
in the emerging markets have become responsible for its product development, procurement,
management, and production (Siemens, 2010). As part of Siemens growth strategy, it has
expanded its service business to improve profitability. Similarly, it needs to intensify its
investments in the current countries to increase its market share. This will help the company
increase its profits.
Siemens has embraced a unique brand strategy to remain profitable. Product
differentiation has helped the energy powerhouse to increase value and create customer
preferences. Instead of pursuing a global differentiation strategy, Siemens has opted for
multiple domestic products focusing on meeting the customer preferences and tastes (Ahsan,
Qazi, Shahabuddin, Khan, 2014). The company operates in different industries including
healthcare, digitalization, electrification, and automation to maintain its profitability. The
diversification has ensured Siemens utilize its existing capabilities and resources and reduce

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
expenses through economies of scale. Diversification strategy has also helped the company to
enhance its profitability because it has integrated its new markets thus gaining the market or
industry power (Siemens, 2010). Differentiation also ensures the company allocate its capital
efficiently and exploit its economies of scope. As a result, it sets attractive prices and
maintains adequate margins.
Project in the UK (Humber)
Siemens is an outstanding company that has demonstrated its ability to invest in green
energy. The company advertised a major offshore wind power investment in the United
Kingdom. The apprenticeships will see it invest in Hull about 310 million euros in offshore
wind power (Koegh, 2016).The 310 million euros investment is the largest ever in
manufacturing facilities. This has demonstrated its capability in the engineering and
manufacturing. The investment will ensure the customers see 90-meter turbine tower on the
Norfolk coast (Reuvid, 2016). The investment will create over 1,000 job opportunities to the
Humber. Interestingly, the conglomerate has attracted significant support from the UK
government thus encouraging investment and competitiveness.
Why green energy
Based on the environmental analysis, the company opted for green energy because of
the internal and external factors. For instance, the environmental factors were on the play as
its stakeholders were becoming responsive to the environment. Most countries increased
attention on global warming. With the intense environmental awareness, the multinational
firms had no option (Becker & Sachse, 2017). The customers have also expressed the desire
for environmentally friendly processes and products. These external factors created Siemens
the best business opportunities. Siemens focuses on efficient traditional power generation,
renewable power generation, efficient energy transmission systems, greenhouse gas
monitoring systems, and efficient lighting and heating. Indeed, its power generation efforts

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
focus on carbon capture and storage and post-combustion carbon capture (Becker & Sachse,
2017). The carbon capture and storage is an approach that has helped the company to realize
its integrated gasification combined cycle plants. This approach has been in use since 2014 as
it encourages pre-combustion carbon capture. It has further optimized current processes and
solvents to achieve a post-combustion carbon capture approach thus incorporate the units into
the facility.
The Paris Climate Accord intended to bring sanity in the environment. Siemens has
promised to comply with the Paris Climate Accord by cutting its global carbon footprint by
half by 2020 (Becker & Sachse, 2017). This is in tandem with the company’s objective of
achieving a “global operations carbon neutral by 2030” (Becker & Sachse, 2017, par. 1). The
Paris Climate Treaty encourages governments and investors to transform their businesses and
operations into low-carbon investments thus tackle climate change (Becker & Sachse, 2017).
The Paris climate agreement introduced carbon credits trading or the international credit
scheme to reduce emissions. Siemens and other wind turbine makers will benefit from the
accord because the agreement encourages them to investments that reduce the CO2 emissions
(OffshoreWind.biz, 2016). With the increased investments, the turbine makers like Siemens,
Gamesa, Vestas, General Electric Company, Goldwind will increase sales and margins.
The Carbon Credit is one of the strategies to regulate the gas emission measurements.
The Paris Agreement introduced an international carbon-trading scheme. The European
Commission established a carbon credit to become tradable commodities, especially
regarding countries limiting the CO2 emission. The EU emissions trading scheme ensured
countries complied with the allocated allowances because the Paris Treaty introduced a cap.
If a country emits more than the allocated limits, it can buy credits (Siemens AG, 2014).
Currently, stakeholders are calling for an online greenhouse gas emission monitoring to
control the emission.

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
How to reduce cost and increase profit
Energy is defining factor in any industrial operation. Siemens offers competitive
solutions that can help an organization meet its new requirements. Automation is the only
strategies that will help the organization cut operational costs and improve its profitability. To
this effect, modernization programs can help the firm to conserve its resources and maintain
its systems at peak, available, efficient, and reliable. In fact, planned upgrades and
modernization will minimize organizational costs. Siemens has an energy analytics that
reduces costs by increasing energy efficiency (Siemens Industry Inc., 2015).
The company has also minimized costs and increased efficiency and profitability
through its global structure. The Siemens global structure serves different industries with the
focus on customer service, technology efficient, and industry automation (Hannibal, 2012).).
In the energy sector, the organization operates in different divisions including wind power,
solar and hydro, energy service, oil, and gas. It is also engaged in power transmission and
fossil and power generation. Siemens has further diversified its operations to serve the
healthcare sector where it offers clinical products, diagnostics, customer solutions, and
therapy and imaging systems. It serves the infrastructure and cities in different divisions, such
as OSRAM, rail systems, low and medium voltage, smart grid, building technologies, and
mobility and logistics (Hannibal, 2012). With this differentiation and global structure,
Siemens has managed to minimize costs and increase profits.
What is Siemens wind power division unique selling point (USP)?
Gamesa-Siemens merger
The company has a significant competitive advantage that has made it unique and
different from its rivals. The company has demonstrated its ability to counter competitive
pressure through different strategies (Siemens, 2016). The recent merger with Gamesa is a
demonstration of its strength in the market. Reports indicate that Siemens agreed on a merger

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
with Gamesa to control the wind business. This followed rigorous negotiations. In the
resulting merger, Siemens held 59 percent of the stake while Gamesa will own 41 percent
(DFA Media, 2016). According to the merger agreement, the company’s onshore business
will be outside Spain as the offshore business operations remaining in Denmark and
Germany. With the merger, Siemens has installed about 69GW base worldwide thus
improving its revenues. In fact, the merger made the company a leading wind player in the
world thus offering “customers end-to-end solutions” (DFA Media, 2016). The combination
of the two businesses shows the level of an attractive growth industry intending to make
renewable energy affordable.
The European Competition Department seems to have supported Siemens' effort to
take over Gamesa (DFA Media, 2016). According to the Commission, the merger of the
OEMs would see them occupy the 13 percent of the market share (DFA Media, 2016). Both
companies have the global footprint thus justifying their high level of complementary in
terms of technologies and product portfolios. With the combined business, the companies will
enjoy their global reach thus serve important regions and assert their manufacturing
footprints. For instance, Gamesa has positioned itself in different fast-emerging markets
including in Southern Europe, Latin America, and India while Siemens controls its markets in
Northern Europe and North America. The merger will also allow the new company to offer
products covering all wind classes thus serve different market segments and meet their needs
(DFA Media, 2016). The Siemens-Gamesa merger shows the commitment of the new
company to generate value thus create synergies thus extend the firm’s profitable growth.
Research and Development
Siemens’ continued success in the energy industry is because of its heavy investment
in its R&D centers. The company has invested in its R&D centers in Manchester, Sheffield,
and Keele. The investment has seen it remain the leading player in the offshore wind industry

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
as supported by its outstanding grid and turbine technologies (DFA Media, 2016). With over
50,000 R&D employees, Siemens has demonstrated its ability to remain innovative and
competitive in the wind energy industry (Prodhan, 2015). Its R&D budget is spent on power,
lighting, communication technology, medical, information and communications, and
automation and control. Siemens uses its R&D to go to the markets where the business is
growing (Prodhan, 2015). Siemens believes that this effort will help it keep its innovative
edge. It increased its R&D spending to $5.2 billion to cover its strengths like energy systems,
digitalization, and automation (Siemens, 2016). It intends to open a new research center at the
Munich’s Technical University to bolster its security and autonomous systems (Agence
France-Presse, 2015).
One-stop-solution
Siemens offers the complete profitable solutions to its customers by optimizing
process instrumentation. The company understands that its competitive advantage is defined
by its ability to make flexible, efficient, and faster processes. Indeed, it integrates business
processes across its departments thus create the competitive edge. AggNet affirms that
Siemens improved its offerings to customers because of integrating its specialist UK
divisions (AggNet, 2016). For instance, Siemens linked its Motion Control with Geared
Motors to make operational sense. With the integration, the company managed to design
solutions to customers by totally integrating drive systems and automation. With the
integrated approach, the firm has earned accolades. Similarly, it offers condition monitoring
that guarantees it production. The one-stop-solution has provided the company synergy to its
wind power division to integrate with other in-house departments. For instance, the R&D
department forms the engine of the company. It defines the company’s efforts to improve its
wind power division.

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
High experience
The company has also operated in the wind industry for over 30 years. It understands
the industry dynamics thus improves its competitive advantage. In fact, the German’s
conglomerate has used its years of operations to establish a strong brand image. It has thus
developed a strong global market penetration because most of its products are linked to viable
markets. Siemens also enjoys a steady financial performance because of the continued
delivery of financial results (Siemens, 2010). In the recent years, the company has reported
similar net profits. With this steady financial performance, it has managed to improve its
financial flexibility and manage its operations.
Huge MNC, global presence
Siemens remains a global powerhouse in all the industries it operations including
electrification, digitalization, and automation. In fact, the company’s report indicates it is the
leading producer of resource-saving and energy efficient technologies (Siemens, 2016). It is
also a leading supplier of power generation and transmission system in the world. Therefore,
the firm has taken the pioneering role of most products. Siemens is among the most powerful
brands worldwide (MBA Central, 2015). Its current market value stands at $114.2 billion thus
making it the most reputable firm.
Off-Shore and Onshore Business
Siemens product portfolio and solutions are evident in three categories including onshore,
offshore, and services.
Offshore
Siemens has relied on the direct-drive wind turbine technology to achieve outstanding
offshore wind turbines. According to the findings, the company introduced an offshore direct
drive platform that represented a significant milestone (Froese, 2016). The SWT-8.0-154 is
the best direct drive platform that has improved the offshore wind turbines. The 8-MW

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
turbine, for instance, has incorporated smaller evolutions. This business seems to be logistical
more complex (Danko, 2013). For example, the SWT-8.0-154 platform that it intends to
install in 2017 will help the company increase its annual energy production by 10 percent
(Froese, 2016). The new offshore SWT-8.0-154 turbine has seen the levelized cost of energy
reduce at the least risk. The energy conglomerate upgraded its offshore direct-drive turbine
by introducing new magnet technology. The offshore direct-drive technology is more
challenging because of different components likes “the medium voltage transformer of the
SWT-8.0-154” (Froese, 2016, par. 6). Siemens is using the technology to lower the levelized
energy costs thus scaring rivals. It is evident that few players can undertake the offshore
investment. The offshore wind installation is affected by the increased regulatory restrictions.
Nonetheless, the offshore wind projects will grow. For instance, in 2016, the Chinese market
will see the company install one GW of offshore capacity (Tweed, 2016). This technology is
sophisticated thus makes it difficult for other companies to invest in offshore wind industry.
Onshore
Siemen’s competitive wind turbine technologies are evident in site conditions and
classes. With the combined portfolios, the conglomerate is able to meet the customer
requirements thus reduce the energy costs. Gamesa and Siemens Wind Power has profited
from its strategic position in emerging markets like Latin America, India, and China. It is also
setting strong footprint in the advanced markets in Europe and North America (Farrokhzad,
Kern, & De Vries, 2013). Siemens has established a road-mapping plan to support its
innovative business projects and strategies. Onshore wind power will help the environment
reduce CO2 emissions of about 975 million tons annually by 2020 (Siemens, 2017).
The firm is harnessing its immense power to offer its customers clean electricity. By
uniting its wind businesses with Gamesa, the company will shape its energy landscape.
Currently, the global onshore growth is inevitable. This is because; many people seek

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
sustainable energy source. The onshore wind power is the favored solution to the pressing
global issue. The onshore wind power is creating jobs thus helping the local economies.
Siemens and other players are developing onshore wind power projects. The move has
ensured it remains competitive and provides a cost-effective renewable energy (Siemens,
2017). Studies indicate an onshore wind power to be the best source of energy as it offers
sustainable and clean power (Siemens, 2017). Based on the findings, onshore business is less
challenging; attract many interested groups, and uses technologically less sophisticated.
Conclusion
Siemens has significant growth opportunities in the modern market. For instance,
given the positive support provided in the market, especially by the government and
international stakeholders, the possibility of expanding its footprint is inevitable. For
instance, the UK government has demonstrated its support for a green and renewable energy
sources to reduce carbon emissions. Through its un-mistaken mission, Siemens has focused
on addressing the needs and expectations of the market. However, this objective requires the
input of all stakeholders. To this effect, the German energy powerhouse has embraced an
ownership culture. Based on this paper, Siemens operates in three industries including
electrification, digitalization, and automation. Electrification goal is to ensure the firm utilizes
the electrical energy sources efficiently through controlled transport and transmission
systems. It is also investing in automation and digitalization to meet its 2020 vision. The firm
has to invest in offshore businesses to enhance its market position. The wind-turbine industry
has defined the future of Siemens and the UK government has provided a good environment
to prosper.
Recommendations
Siemens is a company that values environmentally friendly products as a way of
overcoming global warming. Interestingly, the company has focused on these products and

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
has further maintained efficient operations. Siemens continues to offer its shareholders value
by utilizing resources efficiently to gain environmental benefits. The firm has managed to
achieve its objectives and eco-portfolio through operational integration. For several years,
Siemens has collaborated with various partners including governments to build goodwill
regarding climate change. Despite these achievements, the company has experienced
challenges with its implementation and commitment of the strategies across its diverse
business units. Studies have indicated that managers and workers are misinformed about
sustainability management within each business unit. To this effect, the Siemens' efficacy
efforts have failed to pay back. Therefore, the cross-functional sustainability board of the
company seems ineffective due to the previous failures.
The company needs to consider several recommendations to remain sustainable. First,
Siemens must invest in its management employees to make them socially responsible. This
requires the development of their skills and awareness to boost their understanding of
sustainability. Second, Siemens should offer robust performance metrics. This metrics should
be audited easily to facilitate the implementation of sustainable strategies. Third, the
company must invest in its employees by considering their incentives. By improving the
incentives, the workforce will feel motivated thus boost its efforts to achieve visions
regarding automation, digitalization, and electrification. Fourth, the vision of Siemens should
be communicated to its stakeholders. With the proper assertion of the vision, it is impossible
to face conflicts or perform below the expectations. Fifth, Siemens should swiftly integrate its
sustainability needs into its global strategy and strategic planning. This will allow the
Siemens to balance its operational excellence, performance, and sustainability.
The German energy powerhouse should be aggressive in developing efficient product
and services. This is because, efficient products will ensure it meets the expectations of its
stakeholders regarding rising energy costs, the global recession, and climate change.

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
Competition is also fierce in this wind-turbine industry. Consequently, Siemens should take
advantage of its competitive edge to outsmart its rivals like ABB and GE. Additionally, the
company seems to have failed to sensitize the public about its commitment to climate change
compared to GE. Based on its self-defined metrics, it indicates that Siemens remains the best
company in offering efficient product and it has invested heavily in these environmentally
friendly products. However, the firm’s communications message fails to justify the definition
thus failing to enhance and optimize its sustainability campaigns. Therefore, the company
should establish a salient communications message supporting its sustainability efforts.
Siemens has demonstrated transparency relating to its initiatives. However, this has
rarely prevented the public from criticizing its continued disposal of chemicals. The company
also implements Carbon Capture and Storage but it has defended its safety and merits
regarding the chemical disposal. In fact, the anti-clean coal' Crusaders have staged claims in
online and mainstream media discrediting Siemens' conducts. The firm should respond to
these allegations promptly thus builds public confidence and trust. Serious corruption
allegations against the company have tainted its reputation. The organization should consider
cultivating positive relations with authorities to boost its efforts in combating climate change.
It can maximize the opportunities through different businesses thus deliver quality products
to customers.

SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
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SIEMENS ENERGY DIVISION STRATEGIC ANALYSIS
Appendices
Appendix 1: Siemens rotor blades
Source: Legault 2013