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INTRODUCTION
A company geared for success and profitable growth needs foundation of
values, expertise and experience that encompasses both its history and the people who
make it what it is: the companys employees, shareholders and customers. At
Siemens, sustainability the future orientation that was fostered by our companys
founding family back in the nineteenth century and continues to benefit our
customers, our shareholders and society today is an integral part of our foundation.
This foundation is the basis for the company strategy thats now enabling more than
400,000 Siemens employees around the world to channel their knowledge and skills
into providing answers to the challenges of our time. In this years Annual Report,
wed like to present three projects that showcase our pioneering role in addressing
these challenges. Underscoring our focus on innovation- and technologydriven growth
markets, we first take a look at a solar thermal power plant in Lebrija, Spain. With a
capacity of 50 megawatts, this trailblazing facility will soon be supplying carbon-free
power to some 50,000 households.
Shanghai is our next stop. Join us in the Chinese megacity for a tour of the
ultra-modern plant where we manufacture SOMATOM Spirit CT scanners. Then visit
one of our customers to see how these scanners are helping improve healthcare in
rural areas proof of the importance we attach to cultivating a local presence
worldwide and making technological advances available to people all around the
globe.
Finally, wed like to take you for a spin in a state-of-the-art electric car. In
pushing electric mobility, were going beyond vehicles whose advanced drives are
launching a new era in transportation. Were also building smart grids that permit the
low-loss, long-distance transmission of green electricity to urban areas and
developing innovative concepts for batteries that help offset power supply fluctuations
by serving as mobile power storage units. These projects highlight just a few of the
innovations spawned by the ideas and knowhow of our employees and realized by the
strength of our company. And its this strength what we call the power of Siemens
thats enabling us to outpace our competitors by breaking new ground as modern-day
pioneers and setting milestones for progress and development in societies worldwide.
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HISTORY
The story of telecoms manufacturing by Siemens is one that can be condensed
only with difficulty, but here goes.
Two brothers of the Siemens family started their electrical business in the mid-
19th century, establishing factories in Berlin (Germany) and Woolwich (Britain). Up
to the First World War the two companies collaborated closely but the hostilities
caused a total separation of the two firms. The British company became Siemens
Brothers Ltd and whilst the German company did re-establish operations in Britain
after the war, they confined their operations in Britain to making and selling heavy-
current devices. German-sourced telecomms equipment was still imported into Britain
but by agents, not by either Siemens Company. However, an arrangement remained
between the wars for mutual design assistance for telecommunications technology.
In the post-war Siemens Brothers was absorbed first into AEI (about 1960)
and then into GEC Ltd (in 1968) and the Siemens name disappeared from the UK
telecomms scene.
The German companys re-entry into the UK market in the 1980s was
achieved through the purchase of a small Luton-based company called Norton
Telecom (in a previous incarnation the firm made television games under the name
Sportel, whilst Norton's main activity was expoerting British telecomms equipment to
Africa). Norton Telecom exploited the liberalisation of the UK customer premises
equipment market and began to import PABXs from Germany.
In 1989 the German Siemens company decided it wanted to stake a major
claim on the UK telecomms market and bought 40 per cent of GPT. One of the
consequences of this was that their own private systems business, started some yearsearlier by taking over Norton Telecom, was merged with GPT Communication
Systems Ltd (originally an ATE subsidiary). New premises were bought, still in
Luton, and from this date onwards the new team started to push German-made
products far harder than British GPT equipment. This was ill-advised because in most
cases the British equipment was better-specified, more innovative and cheaper.
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This awkward marriage between GEC and Siemens eventually came to an end,
when GEC bought out the Siemens share, allowing Siemens to sell its own products
unfettered by the GEC people. Siemens now acknowledges its UK tradition dating
back to 1858 and now sponsors the old (English) Siemens Engineering Society.
Siemens in Germany
125 years of the telephone - a story of communications, starring Siemens
Siemens and telephony a story of intertwined fortunes stretching back 125
years. Siemens produced Germany's first instruments, and played a decisive role in
the development of the telephone network. Siemens was crucially involved in the
introduction of ISDN, and is now one of the pioneers of UMTS technology. From the
first lines to communications that span the worldSiemens has been at the forefront
from day one.
From 1876 to 2001- A history of the telephone
There is scarcely another invention that has changed people's lives as radically
as the telephone. A history that now stretches back 125 years began with the vision of
a Scottish teacher of the deaf and dumb: He dreamed of producing a device that
would enable people to communicate across great distances. This dreamer with apractical bent was Alexander Graham Bell, who in 1870, emigrated from Scotland to
America, where he founded a private school for vocal physiology, but spent almost
every free moment performing physics experiments in his laboratory. On February 14,
1876 his dream became reality, and he filed a patent application under the number
174.465, for his telephone.
Berlin's Postmaster General Heinrich Stephan learned of the invention with
delight. With admirable commitment, he promoted further development of the newtechnology. The German capital's first telephone link - no less than two kilometers in
length - was inaugurated on October 26, 1877. But the system needed the devices that
would permit users to telephone each other, and the company Siemens & Halske were
commissioned to produce telephones based on Bells original. The firm, founded in
1847, had already made a name for itself with some spectacular telegraph
construction projects, and inventions in the field of electrical engineering.
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200 telephones a day
Werner Siemens recognized the vast potential of telecommunications.
Siemens & Halske were early proponents of mass-production techniques, with 200
telephones emerging from their manufacturing shop every day from November 1877.
The company lived up to its reputation as communications technology pioneer.
They invested in the further development of the technology from day one.
They set great store by ergonomics, intended to make using the telephone more
convenient. They started with the introduction of the hand receiver, followed later on
by the scoop-shaped receiver which typified the design for many years. The first
equipment had its teething-troubles, of course. The connections were highly sensitive
to interference, while the vital "ring" turned out to be problematical. An alarm-clock
took on this function, drawing the necessary power from a battery which at the same
time supplied the current for the voice signal. The "muscle-powered" hand crank was
much used as an alternative here.
"Hallo, exchange here, who would you like to speak to?"
By the end of the 19th century Siemens also developed the necessary network
of lines, as well as the actual telephone. A double copper line led from each
subscriber to a central exchange, where nimble-fingered operators connected the lines
via a so-called "drop switchboard". These switchboards owed their name to the
technology employed: Calls were signaled to the operators by the dropping of
numbered flaps, which were retained in place by an electromagnet when not in use. If
a subscriber wished to end the call, the corresponding flap had to be flipped upwards
again by hand.
With the rapidly growing number of connections came increased problems.
The initial capacity of the drop switchboards was limited to 50 lines. The more people
who wished to make calls, the more switchboards were set up in the exchanges.
Connections from one switchboard to another were announced in advance by calling
across the room. The frequent consequence was impenetrable confusion, with wrong
numbers and subscribers left waiting for connections that were never made.
The mechanization of switching was a major advance: First a hundred, and
later several thousand calls could be switched at the same time - without the
intervention of an operator.
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One of the first systems of this kind was made possible by the "two-motion
selector"- invented by the American Almon Strowger in 1889. This represented a
huge advance: A Strowger selector was able to handle 100 calls automatically. Later
came the "group selector", which boosted performance once more by several orders of
magnitude.
The telephone network grows
The automation of the German telephone network spurred on the relentless
march of the telephone. 1909 saw Siemens playing the leading role in setting up the
first fully automated exchange in a major European city, in Munich's Schwabing
district. In 1923, Siemens was also behind the world's first fully-automatic long-
distance exchange, in the small town of Weilheim, Upper Bavaria. In later years,
Siemens developed various dial systems. The technical highlights included the
introduction of the noble metal uniselector motor switch in 1954 and the
electronically controlled system with magnetic coupling fields in 1955. November
1962 saw the first electronically controlled exchange commence operations with the
Deutsche Bundespost in Munich. The mechanical selectors were replaced by the
magnetic coupling fields, which also formed the speech path network. The system
was developed and manufactured by Siemens. From 1972, all German local networks
used fully automatic operation.
Digitization brings a quantum leap
A quantum leap for telephony came at the end of the 70s, with digitization.
New services became possible, thanks to the conversion of analog signals into digital
codes. ISDN, or "Integrated Services Digital Network" is the magic word here. In
1980, Siemens started series production of the first digital computer-aided dialing
system, EWSD. The result was that the transmission capacities of lines and exchanges
increased by many orders of magnitude, enabling the parallel transmission of voice
and data traffic. Digitization also paved the way for the fax - the transmission of entire
documents, in the form of a copy identical to the original.
Satellite telephony
Alongside terrestrial advances, the telephone companies launched the first
telecommunications satellites into earth orbit in 1960. 1969 saw the world's first
satellite-based telephone network go into service.
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The integration of satellites and terrestrial systems enabled overseas calls that
were as quick and convenient as those made within a continent's boundaries.
Cordless telephones bring freedom of movement
In the 80s, Siemens developed the first cordless telephones. Advances in other
areas of technology expanded the range of functions offered by handsets. These
included number memories, displays, hands-free equipment and more sensitive
microphones.
With increasing prosperity, design became ever more important. The
telephone is no longer just a tool, but is becoming a fashion item and an element of
interior design.
Onto the Net via the phone
The number-one topic of the new millennium is the internet - the driving force
behind the global information society. Via the internet, the telephone and the
computer enable multimedia telecommunications. Worldwide data highways are
turning the world into a global village. The old copper cables are increasingly being
replaced by the much more efficient optical fiber, and alongside this, researchers and
engineers are working hard in their laboratories, developing optoelectronic switchingtechnology.
The mobile radio boom
More or less at the same time as the spread of the internet, the last five years
have seen a boom in mobile radio that hardly any of the experts had foreseen. Here
too, Siemens ranks as a world pioneer. Germany was already one of the technological
leaders in the analog A-, B- and C-networks. Siemens played a crucial role in the
development of the GSM (Global System for Mobile Communication) digital
standard at the beginning of the 90s. Today, more than 100 million people right across
the world make phone calls via the D- and E-networks. Now, cellphones provide
access to WAP services - mobile online services.
UMTS (Universal Mobile Telecommunications Systems) will usher in the era
of third-generation mobile radio.
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Our Values
Highest performance with highest ethics
Responsible Committed to ethical and responsible actionsComprometida
Excellent Achieving high performance and excellent results
Innovative Being innovative to create sustainable value
Vision
A world of proven talent, delivering breakthrough innovations, giving our
customers a unique competitive edge, enabling societies to master their most vital
challenges and creating sustainable value.
Mission
Through our global network of innovation and strong local presence, we are
pooling and developing our knowledge and competencies within a high performance
organization, aiming to create outstanding value for our clients, employees,
shareholders and society.
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S.W.O.T
SWOT analysis is also another way of looking at a successful marketing
scheme. The pointers to take note of would be strength, weakness, opportunity
and threat.
Strength (Internal factors)
Identifying the strengths would be through browsing through the
organizations current market share and identifying how reputable and recognised
Nokia is amongst its consumers in the target market. Nokia is presently one of the
most reputable Mobile communications companies in the industry, making
over 52,000 sales in 1997, which was a 34% more than the year1996.
Weakness (Internal factors)
Identifying weaknesses would be through looking at the area which the
product is a failure. Nokia's problems are that:
1. They are presently aspiring on a saturated market segment.
2. Their remuneration costs are constantly rising.
3. Higher trading charges have been applied.
4. There are some quite high supply chain charges that Nokia is presently shelling out.
Opportunity (External factors)
This is the sector in which Nokia can make more revenue, or expand their
market share. There are 2 ways in which Nokia can currently do this:
1. Improvise on the technology that they are using. For example, camera phones with
a advanced Adobe-like picture editing system would draw new customers to
purchase phones under the Nokia brand name.
2. Using modernization to re-produce their products, change and develop within the
market to present something none of the opponents have.
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Threat (External factors)
This is identifying the competition that is taking away Nokia's present market
share as well as government legislations.
For present goods, it is usually useful to use an A n offs matrix, in order for
Nokia to grow as an organization we must look at:
Market diffusion
Market progress
Product expansion
Diversification or branching out
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MANAGEMENT
COMPETITORS
Name Designation
Armin Bruck CEO
Armin Bruck Managing Director & CEO
Darius C Shroff Director
Deepak S Parekh Chairman
Haresh Khilnani Co. Secretary & Compl. Officer
Haresh Khilnani Secretary
Joe Kaeser Director
Johannes Apitzsch Alternate Director
Keki B Dadiseth Director
Narendra J Jhaveri Director
Pradip V Nayak Director
Roland Busch Director
Sunil D Mathur Executive Director & CFO
Yezdi H Malegam Director
COMPANY SYMBOL
Aplab Ltd. APLLTD
Honeywell Automation India Ltd. HONAUT
Wellwin Industry Ltd. WELLIN
http://economictimes.indiatimes.com/Siemens%20Ltd./stocks/companyid-65.cmshttp://economictimes.indiatimes.com/Siemens%20Ltd./stocks/companyid-12915.cmshttp://economictimes.indiatimes.com/Siemens%20Ltd./stocks/companyid-6605.cmshttp://economictimes.indiatimes.com/Siemens%20Ltd./stocks/companyid-12915.cmshttp://economictimes.indiatimes.com/Siemens%20Ltd./stocks/companyid-6605.cmshttp://economictimes.indiatimes.com/Siemens%20Ltd./stocks/companyid-65.cms -
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PRODUCTS AND SERVICES
Siemens offers a wide range of electrical engineering- and electronics-related
products and services.Its products can be broadly divided into the following
categories: buildings-related products; drives, automation and industrial plant-related
products; energy-related products; lighting; medical products; and transportation and
logistics-related products.
Siemens' buildings-related products include building automation equipment
and systems; building operations equipment and systems; building safety equipment
and systems; building security equipment and systems; and low-voltage switchgear
including circuit protection and distribution products.
Siemens' drives, automation and industrial plant-related products include
motors and drives for conveyor belts; pumps and compressors; heavy duty motors and
drives for rolling steel mills; compressors for oil and gas pipelines; mechanical
components including gears for wind turbines and cement mills; automation
equipment and systems and controls for production machinery and machine
toohimels; and industrial plant for water processing and raw material processing.
Siemens' energy-related products include gas and steam turbines; generators;
compressors; on- and offshore wind turbines; high-voltage transmission products;
power transformers; high-voltage switching products and systems; alternating and
direct current transmission systems; medium-voltage components and systems; and
power automation products.
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Siemens' OSRAM subsidiary produces lighting products including
incandescent, halogen, compact fluorescent, fluorescent, high-intensity discharge and
Xenon lamps; opto-electronic semiconductor light sources such as light emitting
diodes (LEDs), organic LEDs, high power laser diodes, LED systems and LED
luminaires; electronic equipment including electronic ballasts; lighting control and
management systems; and related precision components.
Siemens' medical products include clinical information technology systems;
hearing instruments; in-vitro diagnostics equipment; imaging equipment including
angiography, computed tomography, fluoroscopy, magnetic resonance,
mammography, molecular imaging ultrasound, and x-ray equipment; and radiation
oncology and particle therapy equipment.
Siemens' transportation and logistics-related products include equipment and
systems for rail transportation including rail vehicles for mass transit, regional and
long-distance transportation, locomotives, equipment and systems for rail
electrification, central control systems, interlockings, and automated train controls;
equipment and systems for road traffic including traffic detection, information and
guidance; equipment and systems for airport logistics including cargo tracking and
baggage handling; and equipment and systems for postal automation including letter
parcel sorting.
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PROFITAND LOSS
Sep'12 Sep'11 Sep'10 Sep'09 Sep'08
12Months 12Months 12Months 12Months 12Months
INCOME:Sales Turnover 13295.7 12318.74 9563 8617.19 8610.07
Excise Duty 375.8 363.3 240.59 220.66 316.74
NET SALES 12919.9 11955.4 9322.41 8396.53 8293.33
Other Income 0 0 0 0 0
TOTAL INCOME 12977.4 12110.8 9450.95 8685.35 8349.12
EXPENDITURE:
Manufacturing Expenses 4900.8 4663.25 3956.22 3485.78 3865.18
Material Consumed 5000.3 4458 2972.16 2943.52 2958.09
Personal Expenses 1195.9 918.95 633.76 551.06 448.98
Selling Expenses 0 97.37 63.54 35.46 47.02Administrative Expenses 931.6 629.28 401.93 362.16 413.27
Expenses Capitalised 0 0 0 0 0
Provisions Made 0 0 0 0 0
TOTAL EXPENDITURE 12028.6 10766.8 8027.61 7377.98 7732.52
Operating Profit 891.3 1188.6 1294.8 1018.56 560.81
EBITDA 948.8 1343.91 1423.34 1307.37 616.6
Depreciation 201 152.21 101.48 77.78 63.73
Other Write-offs 0 0 0 0 0
EBIT 747.8 1191.7 1321.86 1229.59 552.87
Interest 27 31.58 22.21 19.25 13.27EBT 720.8 1160.12 1299.66 1210.34 539.6
Taxes 177.7 429.53 431.54 387.01 298.44
Profit and Loss for the Year 543.1 730.59 868.12 823.33 241.15
Non Recurring Items -120 48.89 -40.91 221.52 352.17
Other Non Cash Adjustments -79.9 65.95 0 0 0
Other Adjustments 0 0 0 0 0
REPORTED PAT 343.2 845.43 827.21 1044.85 593.33
KEY ITEMS
Preference Dividend 0 0 0 0 0
Equity Dividend 211.2 204.18 168.58 168.58 101.15Equity Dividend (%) 310.13 299.99 250 250 150
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QUARTERT
Mar'13 Dec'12 Sep'12 Jun'12 Mar'12
INCOME
Net Sales Turnover
2955.5
6
2485.6
4
3375.1
8
2843.3
3 3797.28
Other Income 12.47 8.35 12.62 12.89 12.01
Total Income 2968 2494 3387.8 2856.2 3809.3
EXPENSES
Stock Adjustments 152.83 -113.31 166.95 -63.26 172.25
Raw Material Consumed
1493.7
3
1355.0
6
1875.9
5
1608.7
8 2074.47
Power and Fuel 0 0 0 0 0
Employee Expenses 328.87 340.76 344.35 278.46 252.66
Administration and Selling Expenses 0 0 0 0 0
Research and Development
Expenses 0 0 0 0 0Expenses Capitalised 0 0 0 0 0
Other Expenses 904.81 741.55 888.47 922.72 803.47
Provisions Made 0 0 0 0 0
TOTAL EXPENSES 2880.2 2324.1 3275.7 2746.7 3302.8
Operating Profit 75.32 161.59 99.46 96.62 494.44
EBITDA 87.79 169.94 112.07 109.51 506.45
Depreciation 61.01 56.08 55.94 50.61 46.94
EBIT 26.78 113.87 56.14 58.9 459.51
Interest 8.35 4.73 6.55 5.27 7.91
EBT 18.43 109.13 49.58 53.63 451.6
Taxes -11.52 36.06 -15.43 17.21 147.59
Profit and Loss for the Year 29.95 73.07 65.01 36.42 304
Extraordinary Items 0 0 0 0 0
Prior Year Adjustment 0 0 -0.76 0 0
Other Adjustment 0 0 0 0 0
Reported PAT 29.95 73.07 -55.77 36.42 304
KEY ITEMS
Reserves Written Back 0 0 0 0 0
Equity Capital 71.1 70.41 68.06 68.06 68.06
Reserves and Surplus 0 0 0 0 0
Equity Dividend Rate 0 0 0 0 0
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Agg. Non-Promoter Share(Lacks) 890.3 890.3 890.3 850.74 850.74
Agg. Non-Promoter Holding(%) 25.04 25.29 26.16 25 25
Government Share 0 0 0 0 0
Capital Adequacy Ratio 0 0 0 0 0
EPS(Rs.) 0.84 2.08 -1.64 1.07 8.93
DIVIDEND DECLARED
AnnouncementDate EffectiveDate DividendDate Dividend(%) Remarks
23/11/2012 16/01/2013 Final 300%
Rs.6.0000 per
share(300%)Dividend
22/11/2011 16/01/2012 Final 300%
24/11/2010 18/01/2011 Final 250%
26/11/2009 19/01/2010 Final 250%
25/11/2008 14/01/2009 Final 150% AGM
22/11/2007 14/01/2008 Final 240%
23/11/2006 2/1/2007 Final 190% AGM
24/11/2005 6/1/2006 Final 100% Inclusive 55% Special
21/04/2005 9/5/2005 Interim 45%
27/11/2004 7/1/2005 Final 50%
50% Final Dividend (Including
20% Special Dividend)
23/04/2004 6/5/2004 Interim 40%
7/11/2003 30/12/2003 Final 40%
(inclusive of special dividend
of 10%) & AGM
12/7/2003 8/8/2003 Interim 35%
22/11/2002 27/12/2002 Final 25% AGM
15/04/2002 13/05/2002 Interim 30%
22/11/2001 Final 40% AGM
24/10/2000 Final 65%
24/11/1999 Final N.A.% AGM & Dividend
1/1/1998 Final N.A.% Revised Nil Dividend
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CONCLUSION
The success of MBB and the growth in data traffic requires operators to focus
on profitability and the user experience. Solutions require end-toend mechanisms
spanning network elements from the gateway to the mobile device. As traffic volumes
grow, application differentiation is one way to use the infrastructure efficiently while
safeguarding QoS and the user experience. All the solutions described aim to
prioritize traffic so that higher-priority flows get the QoS they need, even during peak
hours. Lower priority flows will receive a best-effort service. DPI is applied to
identify applications and to ensure that the type of service influences any decision
process.In general the radio network QoS differentiation methods, bearer separation
and Application Aware RAN, provide very good support for QoE and efficiency
management.
The requirements of the different application types can be met in the radio and
transport interface and the utilization of the most critical network resources can be
maximized. Also the network planning and optimization can benefit from the
understanding of the observed performance of the key applications in the radio and
transport network. However, its not always possible to apply radio network QoS
differentiation methods to avoid congestion, for instance in multivendor
environments. In this case, the recommendation is to perform traffic management in
the core, based on traffic statistics. The traffic management methods in the core are
used to reduce the user data load, using typically policing and shaping the bitrates of
the individual applications, and in some cases also advanced content optimization
such as e.g. video, webpage and image compression.