siemens mobile

7/28/2019 Siemens Mobile

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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.

siemens mobile

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