SMA Magazine 05 En

SMA MAGAZINE 0530 YEARS OF SMA // ENERGY THAT CHANGESHIGH TECH LOWERS COSTS // SMA SPECIALISTS ARE WORKING TO MAKE IN-VERTERS EVEN MORE COST-EFFECTIVE / SERVICE IN XXL // SMA BUILDS THE WORLD‘S BIGGEST SERVICE CENTER FOR INVERTERS / AROUND THE WORLD IN 30 YEARS // WHEREVER PROMISING SOLAR MARKETS EMERGE, SMA IS THE FIRST MANUFACTURER ON THE SCENE. THAT TRADITION CONTINUES /

ENERGY THAT CHANGES

Viewed objectively, 30 years might not seem like a long time, but they mean a great deal to a young industry like the photovoltaic market. Founded in 1981, SMA has grown from a small German engi-neering fi rm for control systems into a worldwide market and technology leader in PV inverters, with foreign subsidiaries in 19 countries on four continents. It surely would not have gone so successfully if one thing had been missing: Energy that changes.

That is what this anniversary issue is all about. For example, it’s about what kind of energy our devel-opers use to continuously lower the cost of our products and thus the total system costs of PV plants (page 08). For the past 30 years, one thing more than any other has been driving SMA: the spread of photovoltaics worldwide – through SMA technologies that make the production of electricity with photovoltaics simpler, more effi cient and more economical. Because at SMA outstanding technologies and products go hand-in-hand with outstanding service, we continue to build our service capabilities along with a superlative Service Center. It is an extraordinary project – in a region that will play a pioneering role (page 22).

SMA’s foreign subsidiaries are also contributing their dynamic efforts to the worldwide success of photovoltaics. What began in 2000 with a small subsidiary in California has now grown into an SMA family that spans the globe. In this issue, we present four of our foreign subsidiaries in detail (page 30).

Last but not least, we recommend the interview with Professor Peter Wippermann on page 54. Wip-permann is one of Germany’s most renowned trend researchers. His remarks on the issues of energy production, the future and communication are quite intriguing.

Thirty years full of energy and a future that promises to be highly dynamic. So dynamic, in fact, that we have decided to make energy into our future corporate claim: “Energy that changes” – this is SMA. Our products literally change the energy – by converting direct current to alternating current. And with our technologies, we ensure that our energy supply changes and that the vision of 100 percent energy production from renewable resources will soon be a reality. SMA, as an energy management company, will help shape this change.

Experience the dynamism for yourself through our energy for continuous change. I wish you happy reading and hope you enjoy this anniversary issue of SMA Magazine.

Pierre-Pascal UrbonChief Executive Officer and Chief Financial Officer

EDITORIAL

｢ 04 ｣ SMA MAGAZINE

｢｣ 30 years of SMA – 30 years of energy that changes.

SMA MAGAZINE ｢ 05 ｣

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EDITORIAL //

TRAILBLAZERS // WHEN GÜNTHER CRAMER, PETER DREWS AND REINER WETTLAUFER FOUNDED THEIR ENGINEERING BUREAU IN 1981, NO ONE

FORESAW HOW SUCCESSFUL PHOTOVOLTAICS WOULD ONE DAY BECOME.

HIGH TECH LOWERS COSTS // SYSTEM COSTS HAVE BEEN CUT IN HALF OVER THE PAST FIVE YEARS – IMPRESSIVE PROOF OF THE POTENTIAL TO

ENHANCE EFFICIENCY IN PHOTOVOLTAICS. THE EFFORTS STILL CONTINUE: SMA SPECIALISTS ARE WORKING TO SIGNIFICANTLY LOWER

COSTS FOR INVERTERS.

MAN AND TECHNOLOGY // FOR THE PAST 30 YEARS: BEHIND EVERY IN-NOVATION FROM SMA YOU’LL FIND OUR EXTRAORDINARY EMPLOYEES. SIX DEVELOPERS, ON BEHALF OF THEIR TEAMS, INTERPRET A SELECTION OF

KEY SMA TECHNOLOGIES.

SERVICE IN XXL // SMA NOW PRODUCES MORE INVERTERS IN A SINGLE WEEK THAN IT USED TO MAKE IN A YEAR. THE SERVICE INFRASTRUCTURE

HAS TAKEN ON GREATER IMPORTANCE AND IS BEING EXPANDED.

AROUND THE WORLD IN 30 YEARS // THIRTY YEARS AGO, FEW FORESAW THE WORLDWIDE SUCCESS THAT PHOTOVOLTAICS ENJOYS TODAY. SMA’S EARLY STRATEGY OF CONSISTENT INTERNATIONALIZATION WAS CLEARLY THE RIGHT ONE, AS PHOTOVOLTAICS NOW FLOURISH WORLDWIDE. THE

FORECAST: CONTINUED GROWTH.

JOBS 3.0 // THIRTY YEARS AGO THE NORTHERN HESSE REGION WAS STRUCTURALLY WEAK. THE OUTLOOK TODAY: BY 2020, THE NORTHERN HESSE REGION WILL BE THE CENTER OF COMPETENCE FOR RENEWABLE

ENERGIES WITH 20,000 NEW JOBS.

MISSION ACCOMPLISHED; ON TO THE NEXT // WHAT STARTED AS A SMALL ENGINEERING BUREAU IS NOW A GLOBAL PLAYER IN THE SOLAR SECTOR. WHAT ABOUT TOMORROW? CHANGE IS PART OF SMA’S DNA.

ON THE ENERGY TO SHAPE CHANGE.

VISIONARY // THIRTY YEARS AGO, COULD ANYONE HAVE PREDICTED THE FUTURE SUCCESS OF RENEWABLE ENERGIES? NO, SAYS TREND RESEARCHER PETER WIPPERMANN. THE FUTURE CANNOT BE PREDICTED. BUT IT CAN BE

SHAPED.

PIONEERS // FIVE PEOPLE, FIVE DEPARTMENTS, ONE VISION: A WORLD-WIDE ENERGY SUPPLY FROM 100 PERCENT RENEWABLE RESOURCES.

IMPRINT //

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CONTENTS


GÜNTHER CRAMER ON WORKING AS A TEAM

“It has been an unparalleled 30 years, during which we have achieved an incredibly great deal. When things were diffi cult we worked to-gether to fi nd a solution, a new way or a new perspective, and then we moved forward. We were working toward a clear strategic goal that is just as applicable today as it was then: technological leadership. We always enjoyed reaching this goal because we, at SMA, have a corporate culture that allows us to work co-operatively and creatively on issues. This really allowed us to push forward with new develop-ments faster than others could. It is this commit-ment and confi dence on the part of our employ-ees that has made SMA so successful today.”

TRAILBLAZERS // WHEN GÜNTHER CRAMER, PETER DREWS AND REINER WETTLAUFER FOUNDED THEIR ENGINEERING BUREAU IN 1981, THEY HAD A CLEAR VISION OF WHAT THEY WANTED TO DO. EVEN SO, NO ONE COULD FORESEE HOW SUCCESSFUL PHOTOVOLTAICS – AND SMA – WOULD BE SOME 30 YEARS LATER.


PETER DREWS ON HIS IDEA OF MEANINGFUL WORK

“Back when I was a young electrical engineer I wanted to enter a completely new, technologi-cally demanding fi eld. I wanted to develop a new business concept with what was then in-novative technology – namely, microprocessor technology, which at the time was still in its infan-cy. The vision of enabling energy supply with re-newable energy was really incredibly inspiring to all of us. That SMA would one day take on this magnitude – we most certainly didn’t think that. We were thinking more of a small, comfort-ably compact company.”

REINER WETTLAUFER ON THE SECRET OF SUCCESS

“All three of us were fascinated with all things technical and we wanted to create interesting technology in the fi eld of wind energy. Photovol-taics came later. We were always able to work incredibly well together because we trusted each other implicitly. We were always confi dent that together, we could handle any challenge – whether it was technological or commercial. Our philosophy was – Let’s be realistic and at-tempt the impossible.”

HIGH TECH LOWERS COSTS // SYSTEM COSTS HAVE BEEN CUT IN HALFOVER THE PAST YEARS – IMPRESSIVE PROOF OF THE POTENTIAL TO EN-HANCE EFFICIENCY IN PHOTOVOLTAICS. THE EFFORTS STILL CONTINUE: SMA SPECIALISTS ARE WORKING TO SIGNIFICANTLY LOWER COSTS FOR INVERTERS.

｢｣ Valuable and aesthetically pleasing: For engineer Klaus Rigbers, it is all about coils.




｢｣ Signifi cant components: Development engineer Regine Mallwitz takes a close look at new power components.


Reducing system costs is probably the most im-portant task in photovoltaics and one of the keys to its continued success, both in Germany and internationally. After all, the less expensive PV in-stallation components are, the more competitive the energy that is generated. As the technologi-cal leader, SMA has set an especially ambitious goal – to reduce the cost of its inverters by half within the next years. An enormous task for the Development Department but also an extremely interesting one.

Clearly, anyone who wants to lower costs fi rst has to understand how the costs come about. “A modern solar inverter consists of more than a thousand components. But less than 100 of them represent 80 percent of the material costs,” says Edwin Kiel, who is in charge of cost reduction at SMA. “We have to have a detailed understanding of the cost structure in order to fi nd the right lever.” For this reason, we have a team continuously analyzing the costs for the most important material groups. In addition, sup-pliers are participating in regular workshops as they too have a vested interest in reducing costs. This is the only way they can ensure that their components will continue to be installed and in increasing quantities. Intense collaboration with suppliers is also generating a wealth of ideas to reduce costs, particularly for key components ranging from circuit boards to power modules. “We’re keeping a master list that has grown to well over 100 items,” Kiel confi rms. “Some of them can be implemented in the short term, while others require an entirely new design.”

Continuous savings

After a short time, ideas land on the desks of the head of Product Development in the division Medium Power Solutions, Frank Greizer, and his team. The task is to optimize production se-ries costs, through adjustments such as improved components or changes in the assembly. “We compile all ideas and organize them according to relevance,” Greizer reports. ”It is important that concepts with a high potential for savings and a possibility of implementation in the short

term are the ones tackled fi rst.” Recommenda-tions that also affect the devices’ software are bundled so the numbers of necessary compre-hensive software tests are kept at a minimum. Thus, every suggested change has to fi rst be re-viewed by colleagues in product maintenance. “Never change a running system, a saying that almost every computer user knows, and rightly so,” says Greizer with a smile. “Our product maintenance specialists ensure that at SMA this is never the case.” With the assistance of the Test Center for Development the possible ef-fects of every change are therefore thoroughly reviewed. Despite the signifi cant expense of test-ing changes in current production series there are two unbeatable advantages, changes to existing products can be implemented within a very short time and they immediately pay for themselves. However, production costs cannot be cut in half solely in this manner. “In order to reach this goal, we have to fundamentally re-view device designs and, if necessary, develop an entirely new design,” Edwin emphatically points out.

Small and light because of rapid switching

An important key to reducing costs exists in the heart of the inverter, the ”power unit.” It is here that anywhere from four to 16 electronically triggered switches are located, which convert direct current into alternating current when acti-vated. “Every single switching action consumes energy,” explains Regine Mallwitz, who certifi es new power unit components in her capacity as a development engineer. “Therefore, with more effi cient switching, we can consume the same amount of energy while clearly increasing the switching speed. We have already thoroughly tested this and it works incredibly well.” The advantages of faster switching become notice-able in transformers and induction coils, which are built into every inverter. Most of the induc-tive components are relatively large and heavy, however if combined with faster power switch-es, they could be markedly reduced in size. This would not only greatly reduce the cost, but would also make the devices smaller and lighter overall.

From supplier to colleague

New technologies in power electronics offer high potential for cost reduction. ”We have to collaborate with the suppliers so we know when


these components will be more technically and commercially attractive,” explains Mallwitz. A direct line with the supplier also helps with re-gard to inductive elements. Recently, SMA ac-quired a key supplier of these components to get new and less expensive solutions even quicker. “As part of the same company, we now have the ability to collaborate and can immerse ourselves to a greater extent in cost structures and tech-nical designs optimizing solutions in concert,” Kiel notes with satisfaction, in company with the head of development of dtw. ”Solutions that are both innovative and less expensive are now just a matter of time.”

Software for fitting a square peg into a round hole

More effi cient and, if necessary, expensive pow-er switches for operation of smaller and there-fore less expensive inductance coils is just one example of the continuous balancing and opti-mizing in development work. In this process, the interactions are typically so complex that special software has to be used in the search for the ideal. “Only with the help of computers, losses and cost in the power unit can be kept to a mini-mum,” says Klaus Rigbers, explaining his area of responsibility. Rigbers, a software engineer, who previously dealt with this subject in his disserta-tion, is now responsible for the development and use of appropriate software.

Concentrated computing power

Even the most comprehensive software cannot take all parameters into account. For example, a change in the power switch has a vital ef-fect on the associated signal processor. Faster switches require faster control electronics. “To-day, SMA’s 5 kW inverter has the computing power of a notebook computer,” says Matthias Victor, head of SMA’s main technology devel-opment and who played a key role in designing the current generation of devices. “Therefore, the performance of the signal processors being used is approaching its limit so we have to fi nd alternatives, and of course without increasing costs.” SMA also relies on advances in micro-electronics, which has allowed for increases in effi ciency in the past. ”In the future we might be able to implement all signal processing with a single, highly integrated logic chip. This would be another distinct step forward in cost reduc-tion,” Victor further explains.

The art of packaging

Savings can by no means be achieved simply through developments in the inner workings of the inverters. The outer shell is also a consider-able cost factor that several SMA specialists are working on. ”When the devices become smaller and lighter, the housing becomes less expensive as well,” says Victor. ”This, too alone, is not enough to achieve our ambitious cost target.” Consequently, our specialists are simultaneously exploring how the electronics of future inverters can be optimally cased into a completely new housing, a task similar to a 3D puzzle. In addi-tion to reduced costs, the use of fewer materials and applying alternative production procedures are being considered. ”There are no restrictions on creative thinking at SMA and it is in fact en-couraged and celebrated,” says Victor. “The only requirement is that future SMA inverters are as robust and long-lived as were our previous models.”

Latitude for innovations

Undeniably, a product design for an inverter that is 50 percent cheaper is an interdisciplinary effort requiring a development team that thrives on collaboration and an environment that fos-ters this teamwork. ”We have created a room where, whether for a spur of the moment brain-storming session or for a scheduled meeting, we can openly present and analyze new ideas,” Kiel explains. Despite it being an enormous task he has no doubt the project will ultimately be a success. “Of course many details have yet to be fi nalized including the necessary developments from suppliers. However, we will cut the specifi c costs of our inverters in half in just few years. I’m sure of that.”


The price is right: SMA’s Edwin Kiel and his team ensure continual progess in making inverters more cost effi cient. ｢｣


MAN AND TECHNOLOGY // FOR THE PAST 30 YEARS: BEHIND EVERY INNOVATION FROM SMA YOU’LL FIND EXTRAORDINARY EMPLOYEES.ON BEHALF OF THEIR TEAMS, SIX DEVELOPERS INTERPRET A SELECTION OF KEY SMA TECHNOLOGIES THAT SET STANDARDS FOR AN ENTIRE INDUSTRY.


SUNNY TRIPOWERPERFECTLY INTEGRATED

2010: Grid integration becomes one of the most important topics for the solar sector, especially regarding

optimal cooperation between inverters and the power distribution grids that they feed into. Developed by Tor-

ben Westphal and his team, the Sunny Tripower sets the standard.


SUNNY BOY 5000TLINCREDIBLY EASY

TO OPERATE2008: Matthias Victor and his project team develop

a new generation of transformerless Sunny Boy inverters. The devices become international bestsellers, above all

because of their extraordinarily simple confi guration and wireless plant monitoring via SMA Bluetooth® technology.


SUNNY MINI CENTRAL 8000TL

THE WORLD CHAMPION IN EFFICIENCY

2006: SMA launches the world’s most effi cient PV inverter. A full 98 percent of the direct cur-

rent that goes into the device leaves in the form of grid-compatible alternating current, notably

through the efforts of Hannes Knopf.


SUNNY ISLAND 5048POWER WITHOUT A GRID2005: With scalable off-grid power systems based on the Sunny Island inverter, SMA makes it possible to build reliable, off-grid AC grids in nearly any location around the world and for the fi rst time. Right from the beginning, Neidhardt Bechtel is there, responsible for the control software that maintains the around-the-clock energy balance of the off-grid system.



SUNNY CENTRAL 800CPLOWER SYSTEM COSTS2010: With Jan Baader leading development, SMA’s fl agship central inverter the Sunny Central 800CP, gains customer approval thanks to its compact and weather-proof construction and top performance data. Further-more, the systems costs are 35 percent lower than for previous models.


SUNNY BOY 700PAVING THE WAY FOR PHOTOVOLTAIC SUCCESS1995: Joachim Laschinski and his team develop string technology, providing the foundation for SMA’s fi rst Sunny Boy. PV plant plan-ning and wiring become easier and less expensive. This directly re-sults in signifi cantly fewer sources of error during installation creating perfect conditions for widespread success of photovoltaics.

SUNNY BOY 700PAVING THE WAY FO



SERVICE IN XXL // SMA NOW PRODUCES MORE INVERTERS IN A SINGLE WEEK THAN IT PREVIOUSLY MADE IN AN ENTIRE YEAR. THE SERVICE INFRASTRUCTURE THAT ENSURES RAPID, COMPREHENSIVE AND WORLDWIDE SMA SERVICE GAINS SIGNIFICANCE AND THUS EXPANDS ACCORDINGLY.

｢｣ The future SMA Service Center: Project Manager Konrad Wunderlich and Wolfgang Royer, Vice President Service Global Operations, inspect the construction site.


Sometimes large is not large enough. Because excellent service is the idea, SMA is building a giant service and repair center on the outer rim of Kassel. The size of three soccer fi elds and per-fectly equipped.

The car shakes as it makes its way the last few meters to the parking lot. Countless trucks that transport building materials daily leave deep tracks in the gravel road leading to the Sand-ershäuser Berg site. Two revolving cranes mark the location of the new service hall, which, from here, looks like the size of an average offi ce building instead of the gigantic Service Center being built. In spite of its 60 meter long cross-beam, both cranes are on tracks in order to reach every corner of the building site.

”The building is approximately 24,000 square meters,” notes Project Manager Konrad Wun-derlich as he puts on an electric blue hard hat. “This is the fi rst stage of building for this site, and we are working to full capacity on it.” Wun-derlich represents SMA’s building management on the project and functions together with his colleagues Michael Nölke, Peter Körber and Ralf Deter as the interface between the construc-tion contractors, their architects, and the future users, the Service Department. ”I see to it that the Service personnel’s requests are considered in the construction, important because changes are often a moving target.”

State-of-the-art technology for efficient busi-ness channels

As of July 2011, the building is about a third fi nished. While in the front, bare concrete sup-ports reach to the sky, and stark, endless coils of HVAC system wire are poured into the fl oor, the rear part of the building already has a roof. A single offi ce is fi nished. It sits on the same level as the gallery which wraps around the structure and is designed for discussions. The theater-like setting is a fascinating contrast to the raw, unfi n-ished building site around it. The heavy, double-glazed offi ce door ensures that no one will hear the sounds of production. “The close proximity between administration, management and pro-duction keeps the proverbial channels open and


Vision becomes a reality: SMA will put PV inverters through their paces here. ｢｣


｢｣ A service center: In an area of nearly three soccer fi elds quality assurance is guaranteed.


promotes collaboration”, says Wunderlich. “This was an explicit wish of the Service Department.” Longevity and sustainability are also a priority in the construction process and in the materials being used in the building. The ceiling and wall materials use wood frame construction and are injected with light, recycled insulating materi-als. Moreover, the entire process takes place directly beside a construction production facility specifi cally created for this project, saving not only time but transport costs too. ”We are trying out many new technologies a further develop-ment since the construction of our carbon-neutral inverter factory,” Wunderlich explains.

From five sites to one

Wolfgang Royer, the vice president in the divi-sion Service, is looking forward to the enhance-ments the new facility will enable. Previously, re-pair and preparation of replacement parts was done in fi ve separate buildings, mainly due to the rapid growth in recent years. The new build-ing creates a space where all necessary work can take place in a single, ultra-modern location. “Fast device replacement has been one of our unique selling points for many years now – after all, we replace devices within 24 hours in Ger-many, and within 48 hours, at the latest, interna-tionally. The new building ensures that we will be able to guarantee this excellent service even as the number of inverters delivered worldwide continues to grow.”

A production line with huge flexibility

A closer look at the specifi c challenges Service faces helps in understanding the need for the state-of-the-art equipment and building. About 120 types of devices, partly in several varia-tions, must be available for replacement and ready to ship immediately upon request. These devices to be sent out must be serviced quickly to maintain a capacity in the replacement part inventory thus helping maintain SMA's impec-cable service reputation. In addition, the defec-tive inverter sent in by the customer is inspected, cleaned, and then either repaired or rebuilt with replacement parts. There is a component warehouse, a production line and a center where automated testing of high-voltage and endurance takes place. ”Ser-vice can handle full production of up to 250 inverters per day,” according to Royer, “but the diversity of variances is signifi cantly higher.”


Capacity increases by a factor of four

The new building effectively addresses and meets all of these challenges, a fact which is re-fl ected in the number of possible device passes. ”Our planning goal is to have more than 1,000 passes per day in a two-shift operation,” says Royer. “That is, four times as many as now. Fur-thermore, we have committed ourselves to addi-tional improvements in speed, quality, and cost, while of course, upholding the highest quality standards for analysis, repair, and testing. Be-cause the devices in our service facility come from all over the globe, SMA customers world-wide will profi t from these advancements.”

There is plenty left for Konrad Wunderlich and his colleagues to do before the new site can be put into operation. He is nonetheless optimis-tic that the building will be completed on time. “Up to now, everything has gone according to schedule. If that remains the case, the Service division can start moving in by spring 2012,” says Wunderlich.


Running smoothly: Konrad Wunderlich on his obligatory tour of the construction site. ｢｣


AROUND THE WORLD IN 30 YEARS // IN 1981, FEW WOULD HAVE BELIEVED HOW SUCCESSFUL PHOTOVOLTAICS WOULD ONE DAY BECOME. TODAY IT’S CLEAR THAT SMA’S STRATEGY OF CONSISTENT INTERNATIONALIZATION WAS THE RIGHT ONE AS THE PHOTOVOLTA-ICS INDUSTRY FLOURISHES WORLDWIDE. THE FORECAST: CONTIN-UED GROWTH.

｢｣ Photovoltaics awareness grows: In India solar energy is considered a pillar of a reliable energy supply for the future.



Wherever promising photovoltaic markets de-velop SMA is there to launch a business and ser-vice unit, and is very often the fi rst solar venture in the market. Each presents an exciting opportu-nity with varied challenges. A look at four SMA subsidiaries on four different continents illustrates the global contrast. SMA America is the oldest and highest-earning international subsidiary of the group and may replace Germany as the larg-est solar market in the coming years. SMA Hellas maintains its top position in Greece’s photovol-taic market despite the country’s uncertain busi-ness climate. SMA Australia strives to establish itself as an authority on technical solutions for PV plants and for off-grid solutions in the Asia/Pacifi c Region. Finally, the newest member of the SMA family, SMA India has the potential to become a giant in the PV market.

INDIA – a country with huge prospects for photovoltaics

With more than 1.2 billion people, India is the second most populous country in the world. With an area of approximately 3.29 million square ki-lometers it is as large as Europe. India has more than 30 cities with over a million residents and more than 20 million people live in the greater Mumbai metropolitan area alone, which is more than the continent of Australia. SMA India is one of the newest members of the international SMA family and one of the most promising. “The pros-pects for photovoltaics here are exceptional,” says Rakesh Khanna, general manager at SMA India. “With the Indian market another PV giant awakens.” For years the subcontinent has expe-rienced a business boom and is on track to be-come one of the largest economies in the world.

India’s energy demand is rising…

“India has a vast hunger for energy” is how Rakesh Khanna describes the market. With the rising standard of living and the modernization of the country coupled with the steady and sub-stantial growth in both business and population,

｢｣ Above: Photovoltaics could satisfy power-hungry cities like Mumbai.

｢｣ Right above: Rakesh Khanna and his team are well positioned in India’s growing PV market.

｢｣ Right below: Everything is being handled: People in India rely on the dependability of SMA inverters.



energy demand is on the rise. Currently power consumption per capita is about 700 kilowatt-hours (kWh) annually. Experts anticipate that this will triple in the next 10 to 20 years. Even now, India is not able to meet the energy de-mand because of its rapid growth and gap in the power generation. In addition, the countries remote areas, with an estimated 400 to 500 mil-lion residents, currently have limited to no access to public electricity.

…photovoltaics could satisfy this hunger

“Shortage of energy is an incongruous situation for India particularly as it strives to remain one of the fastest growing economies in the world”, says Khanna. Ultimately it is not “just” about electricity but is also the key to economic de-velopment. This is also recognized by the gov-ernment. “At the local and national level, many programs have been adopted to promote the introduction of renewable energy, and in par-ticular photovoltaics,” says Khanna. About 300 days of sunshine annually gives India ideal solar conditions. In many regions, power plant rat-ings of up to 1,600 kilowatt-hours per kilowatt are achieved, which is about 60 percent more than in Germany. ”According to public opinion, photovoltaics are considered the foundation of a reliable and fast power supply system for the future,” explains Khanna.

Advancing photovoltaics

One of the programs for stimulating solar elec-tricity production is the “National Solar Mis-sion.” To further this initiative India aims to in-crease PV plant power generation by a total of 20 gigawatt by the year 2022 thus increasing renewable power generation capacity by more than threefold. The government is working to-ward solar energy being used in every area of the country from small, residential systems, commercial PV plants, to megawatt, large-scale plants. In addition, off-grid solutions are a good choice for areas where connecting to the grid is not fi nancially feasible or technically possible.

SMA India is well-positioned

“With its product portfolio, service, and training, SMA is poised for success in the competitive Indian market,” Khanna says with confi dence. Currently, a number of large PV plants are being planned in the state of Gujarat. Alongside these

｢｣ Below: In India, Sunny Central is the best choice for large PV systems.

｢｣ Right: India’s PV market gets rolling: Sizeable potential for PV farms in the megawatt range.

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large projects, SMA India is exploring the pos-sibility of supplying electricity to off-grid areas. SMA is the only inverter manufacturer which offers comprehensive solutions for backup and off-grid systems, areas in which SMA India ex-pects high demand. “We want to offer our cus-tomers the same world-class expertise that SMA is known for in other parts of the world,” says Khanna of SMA India’s goals. Khanna is form-ing a subsidiary in Mumbai working in sales, training and service. Also service hubs will be set up throughout the country to provide on-site support to customers with the operation of their plants.

Challenges create opportunity

While India must still overcome some hurdles on its way to becoming a PV giant the challenges offer immense opportunity. The fi rst of these is to expand the necessary base of photovotaic ex-pertise and technical know-how. To support this need, SMA India is setting up comprehensive training. The present grid structure, not suitable for multiple energy sources, must be strength-ened, grid connection conditions must be confi g-ured, and government approvals and processes need to be quicker and consistent. “From a prod-uct standpoint, we have to fi nd solutions that can stand up to the harsh environmental conditions across the country,” adds Rakesh Khanna. “We have ambient temperatures up to 50 degrees Celsius, sandstorms, and monsoon rains in In-dia. SMA with its Sunny Central outdoor series is best equipped for these conditions.” The gen-eral manager considers photovoltaics to be the energy of the future and that they will contribute to solve the energy defi ciency in the country and support its annual GDP growth targets. “The PV market in India is a market of enormous possi-bilities. The time has come to take advantage of this opportunity,” General Manager Rakesh Khanna concludes.

AUSTRALIA – prospects for the land “Down Under” are outstanding

SMA Australia is also taking advantage of its market opportunities. SMA opened its foreign subsidiary ‘Down Under’ in 2007 and has had its hands full working to promote a PV energy supply. Until now, there has been little incentive to use renewable energy sources, primarily be-cause of large deposits of hard and soft coal. This cheap, raw material supplied about 80 per-


On the road to a solar age: The Sydney Theatre Company’s rooftop 380 kW plant, equipped with SMA technology, blends in perfectly with Sydney’s skyline. ｢｣


｢｣ Reliability Down Under: SMA’s Sunny Tower.


cent of Australia’s energy supply and as a result, its CO2 emission per capita is one of the highest in the world. ”The goal is to reduce emissions by 60 percent by 2050. To help achieve this, by 2020, Australia plans to supply 20 percent of its energy requirements using renewable energy sources,” explains General Manager of SMA Australia, Zygmunt Nejman. These goals have brought the potential of renewable energy to the forefront, an enormous step in the right direction considering Australia has a huge potential for renewable energy and up until now has only been harnessing the potential to a minor extent.

PV headed in the right direction

Various programs and initiatives have been de-veloped to promote photovoltaics, such as the National Solar Schools Program, which began about three years ago and was the fi rst large solar campaign in the country. This incentive program for Australian schools is intended to educate both teachers and students on a photo-voltaic energy supply. SMA has been involved from the start. ”As part of the program we of-fer a product specifi cally developed for use in schools,” Nejman explains. Although federal compensation for electricity fed into the grid is still under discussion, there are a multitude of programs and regulations which vary from state to state.

SMA involved from the start

“As a result of the Renewable Energy Certifi cate, which provides incentives primarily for installa-tion of small PV plants, the residential segment of the market has benefi ted,” Nejman explains. Subsequently, the market for small solar electric systems is a particularly important one in Austra-lia. Thus far, about 500 MW of grid-connected power has been installed and as a supplier of innovative products and services, SMA is the market leader in Australia. “SMA was the fi rst in-verter manufacturer with a presence here so we were able to strategically position ourselves,” Nejman says about the success.

Off-grid solutions for the outback

SMA has also achieved success in the off-grid area, which is particularly relevant in Austra-lia. There is often no access to power distribu-tion grids in the outback, and on the hundreds of small islands off Australia’s coast. There is,

｢｣ Power, even off the grid: Stand-alone solutions have a bright future for building grid-independent electricity supplies.

｢｣ Cheerful: Zygmunt Nejman’s subsidiary was the fi rst inverter manufacturer in Australia.


however, plenty of sunshine. Thus, the obvious solution is for them to produce their own solar electricity using off-grid systems. SMA’s battery inverter, the Sunny Island, makes it possible for people to build their own standard AC voltage grids in remote, off-grid regions. As Sales Man-ager at SMA Australia, Wilhelm van Butselaar (a North Hesse native) has been supporting the Australian team, in Sydney since 2008. ”In the Pacifi c region, the appetite for renewable ener-gy sources is growing, largely because there is a need to reduce its great dependency on oil,” says van Butselaar. “In the future, the market for off-grid systems will be concentrated in these ar-eas and we are in the initial stages of engaging this segment of the market.”

The future is big

Exciting large megawatt scale projects are cur-rently in the works. One of these, the ”Solar Flagship Program”, is part of the Clean Energy Initiative, and kick-starts the production of so-lar electricity “in grand style.” This, the largest PV installation in the world, is in the planning stage. The goal of the program is to install solar power plants with a total combined output of 400 megawatts and a planned output of 150 megawatts, from just one system. Other projects in the megawatt range are also getting off the ground which in other words, translates into ex-ceptional opportunities for SMA and its central inverter, the Sunny Central. “SMA Australia has established itself as a national center for exper-tise and technical solutions for the planning and implementation of PV plants and off-grid solu-tions,” that's Nejman's vision of the future. “With opportunities on the horizon we will no doubt further solidify our position.”

GREECE – the Kythnos wind park started it all

Even before SMA’s Greek subsidiary opened in Athens in 2007, Greece played a noteworthy role in SMA’s history. Back in 1981 SMA was contracted to develop control engineering for the fi rst wind park in Europe on the Greek island of Kythnos, one of the fi rst projects for the newly-founded SMA.

Yesterday – a control system for Kythnos

“I was impressed with the three young engineers and the technical solution they presented,” John Chadjivassiliadis, engineer and Kythnos’ former

｢｣ Above: Photovoltaics for the future: From kilowatt to megawatt PV systems.｢｣ Right: With more than 8 MW of power, the Athens Airport PV park is one of the largest of its kind.


｢｣ Confi dent despite the economic crisis: General Manager Haris Christidis is convinced that the future’s energy supply is photovoltaics.


construction project manager remembers about their fi rst meeting. Kythnos wind park was a joint venture between MAN and SMA and the University of Kassel. SMA was contracted to develop a reliable control system for the wind park. After a successful test phase, the wind park began operation in the spring of 1982 starting the era of energy supplied by wind power. “The wind park facility ran fl awlessly right from the beginning. Over the course of time, the entire system was optimized with SMA’s help. For ex-ample, the computer-aided measurement and analysis system was developed by SMA,” ex-plains Chadjivassiliadis. What does he remem-ber about the collaboration with SMA’s found-ers? “For me, it was the feeling that I was getting a glimpse into cutting edge systems engineering of the future,” says Chadjivassiliadis. “Today, nearly 30 years later, SMA still continues to set the standard for the solar sector.”

Today – SMA Hellas is number 1 in the market

As the Greek market continues to grow, the high irradiation values and an attractive solar power incentive program makes energy genera-tion with photovoltaics a profi table investment. General Manager Haris Christidis and his team have built SMA into a strong brand in Greece. “One can say without exaggeration that SMA’s broad range of products and comprehensive services are a competitive force in the Greek PV market. They represent the strength of ‘made in Germany’ technology and innovation and stand for dependability,” according to Christidis.

Tremendous potential in both the small- and large-scale PV plant market

Greeks are becoming increasingly aware of so-lar power. Surveys have found that about 60 percent of Greek people are in favor of an in-creased energy supply from renewable sources. The market for PV has evolved from one of pri-marily medium-sized plants to one that increas-ingly includes small PV plants. “Initially PV, and the companies associated with it, were seen as somewhat exotic,” Marketing Director at SMA Hellas, Vicky Zervoudi, explains. “Then there was a phase when PV was considered interest-ing, and electricity production from PV plants was increasingly seen as a sensible investment for the future.” With the introduction of an incen-tive program for residential systems, the govern-ment created incentive for homeowners to invest

in small roof-top installations. Both in this seg-ment of the market and in the large-scale plant segment,” Christidis explains the opportunities for SMA.

Success in spite of difficult economic condi-tions

In light of Greece’s current economic situation, the market is anything but simple. “The solar sec-tor is one of the few industries with economic market growth,” explains Christidis. “While how the market will do in the long-term remains to be seen, many in government consider the energy industry as having the potential to help Greece out of its diffi cult economic situation. We are confi dent about the expanded use of photovol-taics, the growth of the PV industry and in our ability to meet the market demands.”

U.S. – on the move to becoming the world’s largest solar market

Within the next few years the U.S. has the po-tential to replace Germany as the largest solar market making it an increasingly important sub-sidiary. SMA America Marketing Director, Jef-frey Philpott has worked at SMA since 2003, starting in a small offi ce with 12 colleagues, and has experienced fi rsthand its incredible growth. “Even back then the Sunny Boy held a strong po-sition in our market. In fact our business peaked with an 80 percent market share. Not bad for a just few people working in a small building in the middle of nowhere,” remembers Philpott with a wink. Since then a lot has changed. SMA Amer-ica has grown and by opening the company’s fi rst international production facility in Denver, Colorado last year, SMA has ideally positioned itself for further growth in all sectors of this enor-mous market.

Signals of change

This spring’s tragedy in Japan brought the dan-gers of nuclear power into the spotlight. U.S. citizens are recognizing the negative effects of how energy is currently being generated and about the need to change comsumption habits, and of course, discussion around global warm-ing is abundant. While the U.S. currently does not have a national renewable energy policy, changes are happening. Consequently, there is signifi cant potential for small- and medium-scale plants in the U.S. market.


SMA Hellas is part of a global service network. ｢｣


Momentum in the industry

The U.S. Renewable Portfolio Standards have created substantial momentum in the creation of large photovoltaic plants. Using these stan-dards, states are able to require energy provid-ers to generate a proportion of their power from renewable sources, either now or at a set date in the future (specifi cs of standards vary from state to state). To meet these obligations, a large number of industry-scale photovoltaic projects are planned with capacities ranging from 10 to several hundred megawatts. These are all indi-cations the market is primed with opportunity. In addition there is further potential in the medium- and large-scale PV plant markets which in turn offers sales opportunities.

Movement through regional photovoltaic initiatives

Although the U.S. solar market is still in its in-fancy compared to its potential, photovoltaic energy is in motion. “With the highest installed watts per capita, California, Nevada and New Jersey are leading the way in U.S. photovoltaic installation rates,” explains Philpott. “Arizona, Colorado and New Mexico are close behind. In fact, in 2010 New Mexico’s solar market grew by an unprecented 1,700 percent.” It is clear that solar technology is becoming a household term which explains the increased importance placed on grid management, Smart Homes and Smart Grids. “‘Being green’ has never been more important, or more popular than it is right

now,” says Philpott. “Our team is proud to be part of this trend.”

Four continents, four different foreign subsid-iaries, with one thing in common – the growth of photovoltaics. With this success, it is only a matter of time until photovoltaics play a major role in achieving an energy supply entirely gen-erated from renewable resources whether in In-dia, Australia, Greece, the U.S. or in all other international photovoltaic markets. SMA is both optimally prepared for this future and will also play a decisive role in shaping this change while setting solar industry trends with its new technol-ogies. After all, SMA has been doing just that for 30 years.


｢｣ Above: The endless expanse of the Sierra Ne-vada offers ample opportunity for generating energy with photovoltaics.

｢｣ Right above: Made in the U.S.: Inverters for the American market are manufactured in Denver, Colorado.

｢｣ Below: A beginning in America: Starting in a small pre-fabricated offi ce, Jeffrey Philpott helped build the American subsidiary.


JOBS 3.0 // 30 YEARS AGO NORTHERN HESSE WAS A STRUCTU-RALLY WEAK REGION AT THE GERMAN-GERMAN BORDER. TODAY, THE REGION IS IN THE CENTER OF GERMANY AND HOME TO ONE OF THE MOST SUCCESSFUL SOLAR COMPANIES IN THE WORLD. THE PROSPECTS ARE SUNNY. BY 2020, THE NORTHERN HESSE REGI-ON IS TO BE THE CENTER OF COMPETENCE FOR RENEWABLE ENER-GIES, WITH 20,000 NEW JOBS. PLAYING A CRUCIAL ROLE IN SHA-PING THIS IS DR. MARTIN HOPPE-KILPPER.

｢｣ Dr. Martin Hoppe-Kilpper is committed to Northern Hesse being a center of renewable energy expertise.



Approximately 120 companies and research in-stitutions in total are working in a single network to promote technology competence for renew-able energies in North Hesse. By 2020, about 20,000 jobs will be created here in the areas of the decentralized energy and effi ciency technol-ogy. SMA has made a clear commitment to the area as well and is helping promote this center of excellence for renewable energies. We spoke with Dr. Martin Hoppe-Kilpper, Managing Direc-tor of the Competence Network for Decentral-ized Energy Technologies (Kompetenznetzwerk Dezentrale Energietechnologien e.V., deENet), about the initiative, the importance of SMA and the future of the region.

Dr. Hoppe-Kilpper, in 2003, SMA was one of the co-founders of deENet, the Compe-tence Network for Decentralized Energy Technologies. What are the network’s goals?

Our goal is to promote the development of re-newable energy and energy effi ciency in the region. We encourage cooperative efforts of companies, research institutions and municipali-ties, and initiate shared projects which we then oversee for their entire course.

What is SMA’s role in this regard?

It is not an exaggeration to say that development in the area of renewable energy would not have occurred in North Hesse without SMA. SMA was actively involved in the founding of deENet and is still involved today. Of course SMA’s dynamic growth is closely linked to the public’s awareness about the economic signifi cance of renewable energy sources for the region. SMA has also played a considerable role in the international perception of North Hesse as an authority on renewable energy. For example, last year when I introduced deENet at an en-ergy symposium in Seoul, there was an audible murmur of recognition in the audience when SMA was named as one of the member com-panies. This of course also refl ects positively on North Hesse.

Why is renewable energy so important for North Hesse’s future?

The transition to renewable energy sources will continue to accelerate not only in Germany, but throughout the world. This means a growth spurt for the many companies in North Hesse that are active in this industry and will be the main driv-er of growth in the region. In our 2007 study, “North Hesse in 2020: Decentralized Energy and Work,” we pointed out that by the year 2020, 20,000 people in North Hesse would be employed in the areas of decentralized energy and effi ciency technology. We have already come a long way in this regard. Within the past four years 11,000 new jobs have been created resulting in over 14,000 people in North Hesse currently employed in these sectors with 6,500 at SMA alone.

What will the power supply look like in the region in 2020?

The power supply of the future will be decentral-ized and citizens will be more directly involved. Thanks to SMA and others, in North Hesse we have the advantage of renewable energy sourc-es being well received, and working closely with municipal authorities. These are the best precon-ditions for further expansion of power genera-tion from renewable sources. In the previously mentioned study we also outlined a scenario in which North Hesse would be completely sup-plied with power from renewable energy sourc-es by 2020. From a technical standpoint this is entirely possible and we are working toward achieving this goal in terms of electricity, and in extensively increasing energy effi ciency.

You also work closely with SMA and local municipalities in your sponsorship of idE, the new Institute for Decentralized Energy Technology at the University of Kassel…

The university, deENet, the city of Kassel, SMA, and other large, local companies founded idE in February 2011 in order to further intensify the exchange of knowledge between research and industry. In its capacity as an internation-ally competitive center for scientifi c applications, idE will simultaneously strengthen North Hesse’s position as an intellectual center for renewable energy and energy effi ciency. It is expected that 70 to 80 new full-time positions will be created at the institute within the next fi ve years.

What is SMA’s significance to you personally?

For me, SMA has always been a symbol that an alternative energy supply can become real-ity. When I started working with renewable en-ergy sources in the mid-1980’s on a team under Professor Kleinkauf, and then later on in ISET (the Institute for Social and Environmental Transi-tion), renewables were not taken very seriously by the general public. In this region however, SMA, a university spin-off that developed the systems technology for power generation from renewable sources, worked parallel to the sci-entifi c community. This not only resulted in SMA turning out incredible innovations but also in a fi nancially successful company, and for us sci-entists, that was tangible proof that our ideas were also socially acceptable. That they worked not just in our heads and on paper, but could also be successfully converted by companies into marketable products. I think, this eventually spread throughout the entire region and directly led to the area recognizing the great economic potential.

Dr. Hoppe-Kilpper, thank you for sharing your expertise with us.

｢｣ Everything in place: Generating energy from renewable resources is also widely accepted in Northern Hesse.



MISSION ACCOMPLISHED; ON TO THE NEXT // YESTERDAY, A SMALL ENGI-NEERING OFFICE. TODAY, A GLOBAL PLAYER IN THE SOLAR INDUSTRY. TO-MORROW? CHANGE IS PART OF SMA’S DNA. AS SOON AS ONE GOAL IS ACHIEVED, THE NEXT ONE COMES INTO VIEW. ABOUT HANDLING CHANGES AND ABOUT THE ENERGY TO ORGANIZE THE TRANSITION.


In order to develop, you have to change. Any change is therefore also an op-portunity to improve things. Without question, SMA’s future success depends on innovative technologies and user-friendly products. Most importantly, how-ever, it depends on the commitment of the qualifi ed and motivated people who work at SMA. In order to further increase its appeal, the company is depending not just on its cooperative corporate culture, but also on entirely new concepts and is intensively developing both.

What is the prerequisite for a culture to continue to develop in a success-ful manner? Above all, it is the ability to respond relevantly to challeng-es and to create an appropriate response. This is British cultural theorist, Arnold J. Toynbee’s assertion. What does this mean for an organization like SMA? Companies, too, can be defi ned as a cultural group that must master challenges in order to be successful over the long run. For SMA’s human resources, the company’s enormous growth is most certainly one of these challenges. In 2010 alone, SMA added more than 1,500 positions. This means that many of the systems and procedures that were function-ing smoothly yesterday will have to be reviewed, adjusted and perhaps scrapped or redeveloped tomorrow. New processes, paths of action, and guidelines will have to be established. It will be necessary to welcome a large number of new colleagues at one time, and then thoroughly acquaint them with the corporate culture while simultaneously continuing to support existing employees in the process.

External factors such as demographic changes and the skilled worker short-age also present challenges. In 15 years, there will be 6.5 million fewer people in the labor force in Germany alone, according to the calculations of the Federal Ministry of Labor and Social Affairs. “Many companies have yet to realize what this means for Germany’s future as a technological center,” says SMA’s Chief Human Resources Offi cer Jürgen Dolle. “Mean-while, we’re already in the midst of this change.”

The corporate culture makes the difference

Precisely because of this shortage of skilled employees and managers, the labor market is shifting from an employers’ market to an employees’ mar-ket. ”In the future, we as a company will have to actively recruit skilled employees,” says Dolle. ”To this end, a unique corporate culture can be a company’s distinguishing feature.” Money, work responsibilities and the sector of industry aren’t everything, after all. “These ‘hard factors’ are not enough to make a company unique and they don’t attract skilled employ-ees and managers, at least not on a permanent and sustained basis,” says Jörg Lanzendörfer, who is in charge of developing management personnel. SMA’s corporate culture among other things has set it apart for the past 30 years, and it will continue to do so. The foundation of the philosophy was conceived and cultivated by the three founders of the company, whose vi-sion was to work differently than in a typically large and often impersonal corporation. In other words, to work in a fl exible, self-determined and col-laborative way. “Because our culture is the real thing and not just some artifi cial construct, we are still guided by these values today and will be in the future,” says Vice President of Human Resources Germany Stefan

From humble beginnings of an engineering bureau for control systems… ｢｣


Brinck. Together with Vice President Corporate Human Resources Stephan Piwanski, Lanzendörfer and other colleagues, Brinck is putting his energy toward ensuring that these corporate values remain.

Rely on what‘s tried and true and be receptive to what’s new

The ability to live this is entirely possible. After receiving second place in 2010, this year SMA won the prestigious Great Place to Work® competi-tion, in the category for companies with more than 5,000 employees. At SMA, corporate culture is a measurable reality. ”By being awarded fi rst place, the foundation of our culture has been confi rmed and we are poised to continue fostering and growing what has been experienced in the com-pany for 30 years,” in Brinck’s assessment.Nevertheless, quality raises the bar for the future. Maintaining a position of leadership is essential. However, in times of growth corporate culture can be diluted. Piwanski, Brinck, Lanzendörfer and their colleagues are designing measures and management tools to counteract this tendency. “Our marketing campaign for managers is just one of many examples,” Lanzendörfer explains. “The goal of this campaign is to develop a basis of common understanding of what management is about. Only those who know what cooperative management means in everyday work are actually capable of conveying our values to existing and future employees.”

Structure for enhanced organization

It is one thing to present and model the values however this only works if you have organizational structures that promote these ideals. “As an entre-

preneur, I have to aim at creating smaller and more comprehensible units, which in the same turn provide an overview of the complete picture. This allows employees to clearly envision their opportunity to infl uence success and cultivates self-determined action,” adds Jürgen Dolle. The new corpo-rate structure in divisions with smaller business areas, he says, will be bene-fi cial not only for SMA customers, but also very clearly for SMA employees. HR specialist Brinck, also sees advantages in the new structures and proce-dures that are being established. ”With approximately 6,500 employees our new processes create and provide a focused atmosphere,” according to Brinck. Structures will become more important, the general framework of work will be more distinguishable with clearer allocation of tasks.

Never stop wanting to be better

Even the best corporate culture and organization cannot delay the demo-graphic trend or impending shortage of skilled employees in Germany and Europe. “In light of these challenges we have to work even harder,” says Dolle. “The job market is changing in general and will continue to change in the future.” For Dolle, the response to the demographic trend and to the shortage of skilled employees is obvious, ”We have to make graduates aware of the advantages of working for SMA. We gain 75 engineers per year just through our marketing activities of our Campus Relations team. ”Moreover, whether it be through opportunity for advanced training, com-petitive wages, a fl exible work model, child care, fi nancial participation, health management or work-life balance, SMA has devised a number of plans and systems to continually strive to develop all that makes us attrac-tive to experienced and skilled workers. In what way is SMA different from


the others? ”I don’t know of any single HR measure or tool that other com-panies don’t have too. But we are a very special company because we use a variety of tools and integrate them intelligently. We are driven to continually improve and we benefi t from a unique corporate culture, built meticulously and consistently over 30 years,” explains Jürgen Dolle.

Think and act more internationally

When one works internationally one needs to see the whole picture. Sub-sequently, the trend toward networked, international thinking will become increasingly present, especially at SMA. ”The growing awareness of pho-tovoltaics as a promising future form of power generation also means fur-ther international demand for our products. This will result in an increased international presence,” says Stephan Piwanski who is currently responsible for human resources in SMA foreign companies. The expertise of Piwanski and his colleagues are in high demand in all planned and new SMA in-ternational plants. ”International Human Resources Support is exclusively concerned with expanding the personnel of new subsidiaries,” Piwanski adds. “While of course, always weighing the individual cultural character-istics of each country.” Piwanski’s area also continues to provide support after the subsidiary is opened until its own Human Resources Department is established on site and is functioning independently.

”There is a continual information exchange happening around the world that will be even more important and more intensive in the future,” Piwanski says. Project teams will not just work across disciplines, but also in a global manner to meet the challenges of greater internationalization. Job swap-

ping with employees at SMA foreign subsidiaries will be more common than the exception and will contribute to successful, international collabora-tion. “And, who knows? Maybe in a few years English will be the offi cial company language which would defi nitely further our international think-ing,” Piwanski adds.

Whatever the future holds, there’s one thing we should always keep in mind, ”We are well-prepared, but will continue to keep working,” shares Dolle. ”It is important to remember our humble beginnings while celebrat-ing our successes. Human resources work is ultimately like a construction site. Nope, not a good comparison,” Dolle says quickly, correcting himself. ”Well then, let’s say it’s like a garden. You have to tend to it constantly, enrich what you have grown, plant something new on a regular basis, and sometimes prune what’s old. Then it turns into something magnifi cent.”

...to the most modern carbon-neutral inverter production in the world. ｢｣



VISIONARY // COULD IT HAVE BEEN FORESEEN 30 YEARS AGO WHICH WAY RENEWABLE ENERGY WOULD GO IN THE 21ST CENTURY? AND CAN ONE PREDICT TODAY, HOW IT WILL FARE TOMORROW? NO, SAYS TREND AND FUTURE RESEARCHER PETER WIPPERMANN. THE FUTURE CANNOT BE KNOWN IN ADVANCE. BUT IT CAN BE SHAPED.

｢｣ Professor Peter Wippermann predicts the bright future of photovoltaics.


Trend and future research can be described as measuring the seismographs of society. Its task is seen by trend researcher Peter Wippermann, as most importantly, to shape the future and present it positively. As one observes trends, one recog-nizes opportunities, calculates probabilities, and then acts at the right moment. We spoke with him about energy and climate trends after Fukushima, the development of society and the role of com-munication in shaping the future.

Professor Wippermann, let us begin with a question that you are often asked: To what ex-tent can future research really predict trends and future developments accurately?

It is important to fi rst talk about the difference be-tween trend and future research. Trend research is, by defi nition, a timeline of fi ve to seven years and emphasizes application. Future research describes a timeline of 30, 40, or 50 years into

the future. These are, then, very broadly con-ceived scenarios. For example, if we go back to the year 2000, the millennium change, one as-sumed that in the U.S. computer networks would crash. As a result, emergency generators were distributed, militia groups were on stand-by – and nothing happened.

What is the process for developing scenarios for the future?

The crucial factor is observation constants. That is, to have a system which serves as the founda-tion and does not change. We work with four search fi elds. These center on social change and ask the question “How does the culture and civilization in any one country or throughout the world change?” The second fi eld has to do with the subsequent technical innovations. The third assesses how economic systems react to this, and the fourth centers on why and how the val-ues of a society are created. One can say that the more unrest and unpredictability the individu-al experiences, the more conservative the culture becomes. At the moment turmoil and uncertainty subside, the culture once again begins making progress.

What exactly does your job entail?

As we all know, the future is open and offers both opportunity and danger, so basically the job of a trend and future researcher is to recog-nize the opportunities, attempt to describe the areas of opportunity and calculate probabilities. This means that trend and future research is best served by describing the world in a positive and malleable way, a direct contrast to the world of social research, which always leans toward em-phasizing threatening scenarios.

So the obvious question is: What role will re-newable energy play in the future?

Through the coverage in the media you can see a clear consensus, a desire to accelerate the use of alternative energy. Of course, there are interest groups who have a vested interest in advocating the continued use of traditional energy sources as long as possible. Conversely, there are those groups motivated to advance various new ener-gy concepts. Therefore, to say today that renew-able energy will be widely accepted by the year XY would be unreliable, although the tendency in that direction can very obviously be seen.

｢｣ Professor Wippermann researches tomorrow’s trends today.


The environmental consciousness of many people has clearly changed in recent years and even in politics, at least in Germany, the-re has been a change of mind and alternative energy sources are being promoted. Does this mean that conventional and renewable ener-gy carriers are no longer in competition with each other?

When considering Germany and Europe, there is strong agreement about using renewable en-ergy. However, when looking to other areas in the east or to the U.S., the reality is very differ-ent from that in Germany. Of course, the answer isn’t so clearly black and white, it depends on which countries have progressed and which countries are leaders in their application of tech-nology. Japan has also undergone some note-worthy change in this area.

Yes, for example, every single-family home in Japan should install a PV plant for solar energy…

Fukushima certainly caused a marked increase in the controversy about nuclear power, ener-gy sources in general and their effects on the environment. Just this summer one could have logically conceived revisiting the idea of climate change regardless of whether or not it is correct. This means that it is very obviously necessary to take action.

Is it enough to invest in renewable energy?

I think in order to make the decision to invest in a PV plant, there must be something else. PV plants are of interest to those who want to be economically independent of electricity suppli-ers because their politics are considered no lon-ger transparent. As the desire to control one’s own energy environment rapidly increases, new communities and business models will inevitably form. With these, technology in particular, must make itself understood on an emotional level so that it can be accepted at all.

This is a simple matter of communication. That is, technology has to be understandable to set users up to recognize its value.

Exactly. When one looks at technical commu-nication today technicians compete with techni-cians. One tries, so to say, to be the better tech-nician. However, this is of no interest to the end

user. The end user simplifi es the complexity and asks, “What’s in this for me and how can I use this to my advantage?”

At what speed do changes actually happen? Are there any kind of rules or standards? And do events such as Fukushima accelerate social change processes?

The short answer is the speed at which these changes occur varies. However, it is important to keep two things in mind. One is what we call, inertia to adaptation. That is, how fast or how slow a society becomes accustomed to new technology. If you look back to 1981, the year you were founded, Helmut Kohl, German Chan-cellor, was asked what he thought of the infor-mation superhighway to which he replied, “Ask my transportation minister.” Another example, the Web 2.0 has existed since 2003. However, nearly eight years since its inception, only one percent of German HR use it today. The second item to take into account is something called black swans. These are events that nobody can calculate or predict but which occur, creating a change in society’s current situation while at the same time most often also changing the accel-eration of new technologies.

What role does the Web 2.0 play in this “change” theme?

Information sharing has been markedly democ-ratized. Accordingly, access to various sources of information, independent of the classic media channels, has grown enormously in the last 30 years, which naturally also increases the rate of change. This can be seen particularly with regard to nuclear disasters, specifi cally the pre-paredness to deal with them and consider what it means for the culture in one’s own age, has grown enormously through the Internet. Accord-ingly, access to various sources of information, independent of the classic media channels, has grown enormously in the last 30 years, which naturally also increases the rate of change.

Does communication have a key function here?

Most certainly. When you think of the future, think of a scale of varying speeds, from rapid acceptance to great resistance. This scenario il-lustrates that communication, at varying speeds plays a primary and central role. That is, how quickly information is disseminated, who distrib-

utes the information, and the reliability of the information. Using the nuclear disaster in Japan as an example, it is clear that information is dis-seminated differently today than it was 30, 20 or even just 10 years ago.

There is just one more question. How often have you been off the mark with your fore-casts?

In the fi nancial markets, always. In this particular area, trend researchers are no more successful than any other person (he laughs), so one can save themself, practically speaking, the effort.

Professor Wippermann, thank you for your time and expertise.

Peter Wippermann founded the Trendbüro in Hamburg in 1992 and is the Professor of Com-munications Design at the Folkwang University in Essen. He also established “Trend Day”, a conference attended by several hundred repre-sentatives of all industries of the economy.


PIONEERS // FIVE PEOPLE, FIVE DEPARTMENTS, ONE VISION: RELIABLE AND DECENTRALIZED ENERGY SUPPLY FROM 100 PERCENT RENEWAB-LE RESOURCES. AT SMA, MORE THAN 6,500 PEOPLE ARE WORKING ON NEW TECHNOLOGIES THAT WILL SOON MAKE THIS VISION A REALITY. AND SMA WILL CONTINUE TO BE A TRENDSETTER WHEN IT COMES TO STRATEGIC ISSUES LIKE GRID AND ENERGY MANAGEMENT AND REDU-CING SYSTEM COSTS.

ROLAND GREBECHIEF TECHNOLOGY OFFICER

“In order for photovoltaics to grow, we have to smoothly integrate solar power’s increasing share of energy production into the grid. With this in mind, we are focusing our development efforts on the issue of grid management. Over the medium- and long-term, we must ensure that the feed-in of solar power to the grid is accom-panied by a high level of grid stability. This is where innovative solutions from SMA are need-ed. With our technologies, we are contributing signifi cantly to issues such as optimizing self-consumption of solar power, which relieves the power grid. For the fi eld of photovoltaics, this innovation signifi es yet another leap forward.”

MARKO WERNERCHIEF SALES AND MARKETING OFFICER

“The energy revolution is changing market re-quirements and increasing competition. We are prepared for this. In addition to the develop-ment of our role as technological leaders, as-pects such as our worldwide sales and service network have also played a decisive role. SMA has an international presence and a worldwide market share of more than 40 percent. With this positioning, we can profi t from development of the global market – especially in the growth markets of Japan, India and the United States. We also offer a complete range of products that includes the right inverter for every power class, application or grid requirement. No other manu-facturer has comparable positioning.“


UWE HERTELCHIEF OPERATING OFFICER

“We have set the ambitious goal of reducing the specifi c costs of our inverters by a further 50 percent over the next few years. In doing so, streamlined production processes will be just as critical as the technology, material costs and lo-gistics. We will only be able to react quickly to customer requests, and to promptly implement product innovations, if our production is highly fl exible and scalable. We apply this principle consistently in all of our production facilities.”

JÜRGEN DOLLECHIEF HUMAN RESOURCES OFFICER

“SMA stands for values such as open commu-nication, an atmosphere of respect, and op-portunities to develop and to participate in the success of the company. This is our pledge to our employees, and they have embraced it. In return, we expect our employees to conduct themselves responsibly, to strive for solutions, to adapt to change and to show personal commit-ment. This is the only way we can accomplish the need to balance constant change with a con-sistency of the values that are important to us.”

PIERRE-PASCAL URBONCHIEF EXECUTIVE OFFICER AND CHIEF FINANCIAL OFFICER

“The energy revolution is irreversible and the fu-ture energy supply will be decentralized. What sets SMA apart, and what will enable us to con-tinue our success in the future, is our technology. That is the key to the future of photovoltaics. Our inverters do more than just transform direct current into alternating current – they can also handle central tasks in grid management. SMA is the world’s leading provider of inverters. We are also the most experienced – and we will put this advantage to good use as we export to other countries. SMA is in an excellent position for the future.”

Publisher SMA Solar Technology AG // Editor-in-Chief Anja Jasper // Editors Margarete Glowka / Aylin Orak (Ass.) // Artdirection Jessica Krastev // Writers Susanne Henkel / Felix Kever // Photos Stefan Daub / Sven Alexander Heine / Frank Reinhold // Illustrations Milan Krastev // Circulation 20,000 (German) / 5,000 (English) // Frequency bi-annually //

Editorial address SMA Solar Technology AG / Sonnenallee 1 / 34266 Niestetal / Germany / Tel.: +49 561 9522-2805 / Fax: +49 561 9522-2929 / E-mail: [email protected] / www.SMA.de //

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Texts and images reflect the current state of technology at the time of printing. No responsibility is taken for the correctness of this information. Subject to tech-nical alterations. No liability for typographical errors. Printed on chlorine-free paper. All trademarks recognized, even where not expressly indicated. A lack of identification does not mean that a product or symbol is not trademarked. Reproduction, even of excerpts, only with written approval by the publisher.

© Copyright 2011, SMA Solar Technology AGAll rights reserved.

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