Five years after Siemens Energy became an independent company, this global energy leader has grown into one of the key drivers of energy transition. In Serbia, Siemens Energy has maintained its reputation as a trusted partner to the power sector and process industry, while also becoming a center of technical expertise for Europe, the Middle East, and Africa. We spoke with Petar Šainović, Managing Director of Siemens Energy Serbia, about the achievements so far, the role of the local team, and what the future holds.
Siemens Energy is marking five years of independent operations worldwide. How would you describe that journey?
— For the energy sector, five years is a very short period. Yet for us, it has been a time of major challenges and profound transformation. When Siemens Energy emerged as a standalone company in 2020, many wondered if this was merely an administrative change. It soon became clear, however, that it was a strategic move – one that enabled faster decision-making, a sharper focus on the energy business, and, most importantly, accelerated the development of new technologies. The challenges, particularly in the wind business, made us stronger, while the evolution of the energy market fueled growth beyond expectations – both in financial performance and in workforce size.
What we are most proud of is the qualitative shift. This is primarily reflected in our corporate culture – a company that truly lives by the famous saying – Culture eats strategy for breakfast. It is built on open and direct communication, accountability, integrity, trust, and a shared commitment to common goals. I firmly believe that such culture is the key reason why the company’s value has quadrupled since 2020.
Today, Siemens Energy Serbia plays a significant role in global operations. How has the organization evolved in that regard?
— Just a little over five years ago, at the time of the spin-off from Siemens, we employed slightly more than 50 people. Our focus was primarily on the Serbian market, with occasional projects in the Western Balkans. However, operating in a domestic market – which, in terms of European or global energy, is relatively small – forced us to be flexible and innovative. Rarely did we have the chance to work on similar projects twice; almost every time, we were doing things for the first time. A legendary quote from one of our colleagues sums it up: We’re the best at what we do for the first time. That was the only way to survive, given that our business revolves around complex projects. Only a tiny portion relates to product sales. Such an approach and the successes we achieved earned us recognition at the European and even global level. Today, our engineers work on projects across Europe, the Middle East, and Africa. Our cybersecurity experts safeguard the company’s global cyber resilience, while our corporate security team ensures the protection of people, assets, and processes worldwide.
Over these five years, we have come a long way. Financially, we have grown more than threefold. Our workforce has increased nearly five times, and we now employ around 230 people – most of them engineers.
Quality matters more than quantity. Today, 80 percent of our employees are engaged in international projects. Not only do our people participate in global projects, but as an organization, we are responsible for the entire process- from preparing technical solutions and proposals to project management, site organization, installation supervision, and commissioning. Our concept is not based on so-called body leasing or low engineering-hour rates, but on knowledge, accountability, and dedication. Moreover, our engineers do not spend extended periods on foreign sites, as most of the work is done from Belgrade. This allows them to stay close to their families while contributing to major international projects and collaborating with people from all over the world.
In focus:
- A Fruitful Autumn in the World of Innovation – Building Materials Of the Future
- An Innovation Connecting Glassmaking Tradition and Sustainability
- From Biomass to Water Droplets
Five years ago, we could not have imagined such a scenario in Serbia. On top of that, seven of our colleagues – still based in Belgrade- now hold international leadership positions. This is certainly driven by our global priority of inclusion and diversity, but perhaps even more by the commitment of the local team, which could not go unnoticed.
Can you share the secret of your success with our readers?
— There is no secret. It’s simple. As I mentioned earlier, the key lies in business culture. We build the desired culture through communication. Communication must be open, direct, and, of course, timely.
If something isn’t working as it should, it’s essential to communicate that clearly and promptly: Your results are not meeting expectations. Let’s find a solution together. People accept that. They recognize honesty and usually make an effort to change.
Perhaps even more important is clearly communicating the common goal. Identifying with that goal is a powerful tool. If you don’t believe in the goals of the company you work for, my advice is to change your environment.
When the majority embraces a shared goal, there’s a strong chance employees will act as if it were their own company. Then everything becomes easier- and not just easier, but enjoyable. If we spend most of our waking hours at work, let’s make sure those hours are filled with purpose and a positive atmosphere.
How do you see the next five years for Siemens Energy Serbia?
— In today’s energy sector, unpredictability is the only constant. Just a few years ago, the current surge in global market growth was unimaginable.
What we can be sure of: if we manage to preserve our culture amid rapid workforce expansion, we’ve truly succeeded.
Back in 2021, I jokingly told employees that our goal was to reach 1,000 people by 2030. The comments were that it was unrealistic. My response was: Who needs realistic goals? What happens if we achieve them? Do we just go home? At that time, no one could have imagined that by 2025, we would have 230 employees and be working on the projects we are doing today.
I believe the next five years will be marked by even more dynamic growth in energy investments, a significant increase in headcount, and further digitalization of operations. I am confident this team is capable of outstanding achievements and ready to meet market demands. An incredibly exciting period lies ahead—something new and interesting every day. That’s over 1,200 fascinating workdays in five years.
Interview by Milena Maglovski
The interview was published in Energy portal Magazine RESPONSIBLE BUSINNES
