Siemens ServisiDr. Daniel Spindler, Director of Siemens Health care Diagnostics Services, has been liable for the Siemens Finance and Accounting Shared Provider Middle in Brussels since 1st Might, 2009. He first joined Siemens in 1994. His areas of duty protected a variety of Managing capabilities for Industry in Regensburg as well as for Worldwide Procurement and Logistics in Munich. Two stays abroad in China and Canada enabled intercultural knowledge. In 2004 he was granted a doctorate by the University of Regensburg for his research in the discipline of Truthful Worth Accounting below IFRS. From 2005 to 2007 he was dependable for the implementation of IFRS at the Siemens Energy Team Electricity Transmission and Distribution in Erlangen as nicely as for the Automotive Team SiemensVDO in Frankfurt. Additionally he was included in the preparation of the IPO for SiemensVDO.
Prior to his appointment at Siemens Healthcare, he labored for over two years for Audi in Ingolstadt, in which he took more than duties in external Group Reporting. Additionally he was in cost of the group-wide implementation of an SAP BCS consolidation program.
SSON: Siemens Health care Diagnostic Services (SHDS) has gone via a good deal of alter, especially with the post-merger integration. Could you elaborate on the alter programme?
Dr. Daniel Spindler: Siemens in common have very substantial standards and complete guidelines on Compliance and Company reporting. There are extremely intensive requirements which have to be adopted with regard to the month to month Company reporting to our HQ in Munich. Siemens also have thorough publish-merger guidelines that permit new entities to get acquainted with the Siemens landscape there is a record of about sixteen webpages outlining what each entity has to employ and to fulfil. When all instructions are executed and adopted then an entity is match to grow to be portion of the Siemens entire world.
Soon after a merger, the people also want to be introduced on monitor. To attain this we performed several meetings, like welcome days for newcomers or City Hall meetings for the whole group. In addition, it was important for the understanding of the Siemens tradition and its values to shift to the Siemens Regional Company facility in Brussels. Prior to the shift, we were apart from Siemens and nonetheless felt and behaved like diverse firms. Now we can easily get in contact with all our colleagues, e.g. the company departments of Siemens Belgium like Lawful, Tax or Genuine Estate.
SSON: Daniel, what are the crucial motorists in the modify programme, and how did Capgemini Consulting assist this?
DS: The important driver of the adjust programme was the adjust of frame of mind. It was a adjust in the direction of the Siemens globe and its IT programs, exactly where we benefitted significantly from the help by Capgemini Consulting. A single large undertaking was for instance the implementation of the Siemens Chart of Accounts (CoA). Prior to we experienced the Dade Behring CoA, but mid October 2009 was the go-stay for the Siemens CoA. We now also have in our neighborhood SAP technique the Siemens CoA and we don't have to change any longer from the former Dade Behring accounts to the Siemens accounts. This was a single really crucial step in fulfilling the central requirements, as Siemens asks all entities throughout the world to use the identical Corporate CoA.
Moreover we are running via the 3D programme, which signifies that all the company acquisitions that Siemens produced over the previous a few years, in buy to construct up the Diagnostics business, are migrated into single entities. In every impacted place the three former entities - DPC, Bayer Diagnostics and Dade Behring - have to be merged. In this context not only are there a number of legal mergers that need to have to be carried out, but also on the Finance side the entities need to have to be merged. We have also gained a great deal help from Capgemini Consulting on this project.
SSON: What procedures ended up standardized by means of Capgemini Consulting when Siemens acquired Bayer's diagnostic division, Dade Behring and DPC?
DS: A substantial degree of standardisation was carried out on the Finance and Accounting side, like implementing the Siemens CoA and via the 3D programme, in which Capgemini Co