Siemens Internship Report

INTRNSHIP REPORT SIEMENS
INTRODUCTION
Siemens (Berlin and Munich) is a global powerhouse in electrical engineering

and electronics.
The company has 434,000 employees working to develop and manufacture
products, design and install complex systems and projects, and tailor a wide
range of services for individual requirements.
Siemens, headquartered in Berlin and Munich, is one of the world’s largest

electrical engineering and electronics companies.
Siemens provides innovative technologies and comprehensive know-how to

benefit customers in 190 countries.
Founded more than 150 years ago, the company is active in the areas of Information and
Communications, Automation and Control, Power, Transportation, Medical, and
Lighting. In fiscal 2004 (ended September 30), Siemens had sales of €75.2 billion and net
income of €3.405 billion.
Today, "Siemens" is the international unit for electrical conductivity. The siemens
(symbolized S) is the Standard International (SI) unit of electrical conductance.
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Company information
BOARD OF DIRECTORS:
Syed Babar Ali,Lahore

(chairman)
Sohail Wajaht Siddiqui,Karachi Managing Director

Tajammal H. Bokharee, Lahore Director
Andrew Hall, Munich Director
Javaid Anwar, Karachi Director
Joachim Moeller, Erlangen Director
Patrick de Royer, Munich Director
Gerhard Wilcke, Karachi Director
MANAGEMENT:
Sohail Wajahat Siddiqui Chief Executive Officer

Gerhard Wilcke Chief Financial Officer
Parvez Iftikhar Information & Communication
Mohammad Ilyas Power Transmission & Distribution
Nasim A. Siddiqui Industrial Solutions and Power Generation
S.Nadeem Ali Kazmi Automation & Drives
Farrukh Latif Medical Solutions & Transportation Systems
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COMPANY SECRETARY:
Mohammad Rafi
BANKERS
ABN Amro Bank

Citibank NA
Crescent Bank
Deutsche Bank AG
Habib Bank Limited
Hongkong & Shanghai Banking Corporation
Limited
Meezan Bank Limited
Muslim Commercial Bank Limited
Standard Chartered Bank
Union Bank Limited
AUDTIORS:
Taseer Hadi Khalid & Co.
REGISTERED OFFICE:
B-72, Estate Avenue, Sindh Industrial

Trading Estates Karachi-75700
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Countries
Our company is today

represented in more than
190 countries all over the
world.
Siemens provides
innovative technologies and
comprehensive know-how
to benefit customers in 190
countries.
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Africa, Middle East, CIS The Americas

Egypt
Argentina
Iran
Brazil
Russia
Canada
Saudi Arabia
Chile
South Africa
Mexico
Ukraine
U.S.
United Arab Emirates
Venezuela
Asia
Afghanistan
Australia
Cambodia
China
Hong Kong
India Europe
Indonesia Austria
Japan Belgium
Korea Croatia
Malaysia Czech Republic
New Zealand Denmark
Pakistan Finland
Philippines France
Singapore Greece
Taiwan Hungary
Thailand Ireland
Vietnam Italy
Luxembourg
Netherlands
Norway
Poland
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From a humble workshop to a global enterprise
Siemens was founded in Berlin by Werner von Siemens in

1847. As an extraordinary inventor, engineer and
entrepreneur, Werner von Siemens made the world's first
pointer telegraph and electric dynamo, inventions that helped
put the spin in the industrial revolution. He was the man
behind one of the most fascinating success stories of all time - by turning a
humble little workshop into one of the
world's largest enterprises.
As Werner had envisioned, the company he started grew from strength to

strength in every field of electrical engineering. From constructing the world's first
electric railway to laying the first telegraph line linking Britain and India, Siemens
was responsible for building much of the modern world's infrastructure.
Siemens is today a technology giant in more than 190 countries, employing some
440,000 people worldwide. Our work in the fields of energy, industry,
communications, information, transportation, healthcare, components and
lighting have become essential parts of everyday life.
While Werner was a tireless inventor during his days, Siemens today remains a
relentless innovator. With innovations averaging 18 a day, it seems like the
revolution Werner started is still going strong.
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HISTORY
Company development
Time line
Siemens history for beginners: Advanced company history:
This three-part time line will follow the development from
give you an initial idea of how small workshop to one of the
our company developed largest electrical engineering
companies in the world
From workshop to global
player 1847 –1865
(1847-1918) Beginnings and early
A period of change development
(1918-1945) 1865 –1890
The age of globalization Company policy and
(1945-2003) international
projects
1890 –1918
The second generation
1918 –1933
A period of transition
1933 –1945
The National Socialist war
economy
1945 –1966
Postwar reconstruction and
emergence
as a global player
1966 –1989
United under a single roof
1989 – 2003
Stepping into the third
millennium
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ss
Siemens Pakistan
Siemens Pakistan Engineering Co. Ltd. is one of the largest multinational
companies in Pakistan.
Siemens Pakistan engineering co.ltd is a public limited company with its

registered office and manufacturing facilities situated in Karachi. Being a
subsidiary of siemens AG, the products we produce in our factory are
manufactured under license from siemens AG.
The quality of our products is thus interlinked with that of licensing factories of
siemens AG whose specialists provide expert assistance and backup as and
when required.
The Siemens Pakistan Engineering Company Ltd. was founded in 1953 as a
private company, and in 1963, the company was reorganized as a public limited
company
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An overview of siemens Pakistan’s organization and business activities is as

follows:
A.COUNTRY-WIDE LOCATIONS
Head office Karachi
Regional and branch offices Islamabad,Lahore,quetta,pashwar
B-BUSINESS DIVISIONS
1. Information & communication (I&C) karachi

2. Industrial solutions and power generation (ISP) karachi
3. Power transmission & distribution (PTD) karachi
C-BUSINESS
Automation & drives (A&D) karachi
Med,transportation system & solar(MTS) lahore
D-FINANCE& BUSIENSS ADMINISTRATION (FBA) karachi
E-CORPORATE DEPARTMENTS karachi
PRINCIPAL BUSINESS FUNCTIONS OF SIEMENS PAKISTAN

ENGINEERING CO.LTD
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1. SALES & MARKETING

2. ENGINEERING & DESIGN
3. MANUFACTURING
4. INSTALLATION & COMMISSIONING
5. SERVICES
6. BUSINESS ADMINISTRATION
7.
Siemens Pakistan history
1867 - 1870
Pakistan, assembly shop of
S&H builds the Indo-European telegraph line linking London to the Haripur telephone
Calcutta via Karachi. (The line remains in operation until 1931.) factory, 1956
1950
The Pak Industrial & Trading Corp. Ltd. is appointed to represent SSW in
Karachi.
1952
Siemens cooperates with the Pakistani government to build a production plant for
manual and automatic telephone systems in Haripur. The joint venture Telephone
Industries of Pakistan (TIP) is formed.
1953
S&H and SSW found Siemens Pakistan Engineering Co. Ltd. in Karachi.
1960
The Pakistani government awards Siemens Karachi a contract to build a
production plant for motors, transformers and switchgear.
1961
Siemens Karachi succeeds East Asiatic Company (EAC) as representative of
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SRW. The railway administration awards Siemens a contract to modernize the

railway safety installations in West and East Pakistan.
1967
Siemens builds a telephone plant in Tongi and a phone cable factory in Khulna.
Telephone Industries Corporation (TIC) is founded in Dacca, and Industries of
Pakistan (CIP) is established in Khulna.
1969
Siemens and the Pakistani government form a joint venture named Carrier
Telephone Industries (CTI), Islamabad.
1987
Siemens supplies a fuel reprocessing system and a control-room building for the
Kot Addu gas turbine power station.
1993
The company begins setting up a GSM mobile radio network.
2000Siemensbegins production of Pakistan’s largest diesel-generator set, with a

capacity of 1.1 MVA.
Quality policy
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Siemens Pakistan designs, develops, manufactures, markets and provides

services of a wide range of technologically advanced Electrical and Electronic
Products and Systems, including Construction Projects and Software which
benefit business, industry and society.
Quality is an integral part of our mission and strategy. The Customer is a focal
point in our thinking and action. We, therefore, align ourselves to the needs and
expectations of the Customers in a manner that result in their Satisfaction, our
Business profitability and Stakeholders benefit.
We create a challenging and rewarding work environment with a proactive

management that encourage our employees to work with pride, enthusiasm,
commitment and high sense of ethical and moral values. They have measurable
objectives and targets at all functional levels and their results are monitored for
continual improvement, accountability and established norms of good Business
Conduct.
We are alive to the dynamics of the fast changing cycle of technology and
continuously strive for innovation. We therefore train and groom our workforce
accordingly.
We build a relationship of cooperation and support with our suppliers resulting in

improved products and services for mutual benefit.
Higher productivity, profitability, accelerated innovations and growth in new

markets is the objectives of the company wide top+ program. This program
maneuvers our corporate culture towards customer orientation, increased
efficiency, and competitive strength, optimization of resources and containment of
wastage.
We continuously endeavor to maintain our reputation and siemens brand name

as a guarantee of quality, reliability and dependability.
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We play an integral part in the development and progress of national economy

with a strong sense of responsibility to the society and environment. We function
in a manner that protects and preserves the environment for our future
generations, ensures the health and safety of our employees and exerts a
positive influence in the community.
We commit ourselves to comply with all applicable statutory and regulatory

requirements and endorse our commitment as responsible corporate citizen.
This quality policy is in consonance with Siemens Corporate Principles which

envisage Customer Orientation, Innovation, Business success, Leadership,
Learning, Cooperation and global commitment towards Corporate Citizenship.
Our Quality Management System ensures the adherence of the aforesaid Quality
Policy in our day to day and strategic activities at all functional levels.
Milestones
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1933 Cable Laying in Karachi.

1952 Joint Venture with Government Telephone Industries of Pakistan.
1953 Siemens Pakistan Engineering Company founded.
1955 Establishment of repair workshop.
1957 Started production of Switchboards.
1963 Established second factory for production of Motors and Transformers.
1969 Joint Venture with Government Carrier Telephone Industries( CTI )
Islamabad.
1976 Diesel Generating sets are introduced.
1978 Company converted into Public Limited Company.
1981 Start production of Power Transformers up to 132Kv, 30 Mva.
1983 Start local production of Single Phase Motors and Fan Motors.
1984 Local assembly of electrical control cubicles.
1985 Railway Signaling equipment.
1986 Assembly/Manufacture of Medium Voltage Vacuum CircuitBreakers starts.
1987 Extension in manufacturing range of Power Transformers up to 60 Mva.
1988 (a) Start assembly manufacture of air break contractor up to size 2.
(b) Start of manufacture of (EWSD) Digital Telephone Exchanges in TIP.
(c)CTI started manufacturing of Siemens Digital Radio Systems in Pakistan.
1989 (a) Extension in manufacturing range of Power Transformers up to 100
MVA.
(b) Extension in manufacture of Mobile X-Ray Unit up to 300 mA.
(c)A new manufacturing unit set up at TIP for the manufacture of Local Digital
Switching Equipment and Electronic PABX System.
(d) Local manufacture of Railway Signaling Equipment started.
1991 Manufacture of Fibre Optic Transmission System started at Carrier
Telephone Industries.
1992 Successful completion consisting of supply, installation, training,testing and
commissioning of the country’s first Fibre Optic Transmission System for Junction
Network Project of PTC in Karachi,Hyderabad, Quetta, Faisalabad, Sargodha,
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Lahore, Islamabad/Rawalpindi, Peshawar and Multan.

1993 Successful completion of Turnkey Project consisting of delivery,
planning,installation,and commissioning of 100,000 Telephone Lines
1994 Launch of 1st Digital Mobile Telephony Network (GSM) in Pakistan.
1995 Siemens Pioneers ISDN ( Integrated Services Digital Network) in PTCK
Network.
in Karachi, Lahore and Rawalpindi/Islamabad.
1997 Establishment of IT Business Unit offering software and hardware .services
& solutions.
1997 Celebration of 150 Years of Siemens.
1997 Siemens head office shifts to new location at S.I.T.E
1997 Siemens institutes Gold Medals for top Engineering Students
1999 Mr.Sohail Wajahat first Pakistani Chief Executive takes over
1999 Launch of countrywide internet project covering 22 cities
2000 Siemens is associated with Bagh E Quaid Project of national significance
2000 Siemens signs agreement to introduce SAP in Pakistan
2000 Siemens Launches Home Appliances
2000 Largest export order received worth US$ 30 Million for 132 kV substation
for DEWA Dubai
2001 Largest export order for Transformers worth US$ 13.5 Million from MEW
Kuwait
2001 Siemens acheives national recognition for its export of goods and services
2001 Successful implementation of SAP at Indus Motors sets stage for future
success
2002 Siemens announces University Liasion Program/ Scholarships for students
2002 Siemens enters the Mobile Phone Market
2002 Siemens launches 1.1 MVA Generating sets highest in the country
2003 Signing of agreement for first desalination plant in Karachi
2003 Successful Short Circuit Testing of Transformer at KEMA Holland
2003 Kohat Tunnel Project completed ahead of Schedule
2003 Siemens starts manufacturing new family of SIMOPRIME Medium Voltage
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Switchgear System
2003 Siemens wins international tender to become the 2nd turnkey supplier to
Ufone Mobile Phone Operator
2004 Siemens starts manufacturing of new line of Low Voltage Switchgear
System of family SIVACON 8PT
2004 Largest export order for 5 substations from Dubai Electricity and Water
Authority
2004 Siemens receives International Quality Awards for distribution and power
transformers
2004 Siemens and Telenor signs agreement for deployment of Cellular network
of Telenor in Pakistan.
2004 Siemens signs agreement with M/s. Kanooz Al Watan Holding Group as
non stock holding technical partner for KESC
2004 Siemens commissions 132 KV Substations in Kabul
2005 Siemens got repeat order for 7 substations from Dubai Electricity and Water
Authority worth $84 US Million.
2005 Siemens and Telenor finalized phase 2 for the expansion of Telenor cellular
network in Pakistan. The scope of the project includes the expansion of the Core
network along with the BTS installation in Central Punjab,Sindh & Balochistan.
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Subsidiaries and affiliated companies
Take a look at some of the companies in which Siemens

invested in the course of its history
Telefunken
Osram
Siemens-Bauunion (SBU)
Klangfilm
Vereinigte Eisenbahn-Signalwerke
Siemens-Planiawerke (Sipla)
Siemens Apparate und Maschinen
(SAM)
Deutsche Grammophon-Gesellschaft
Bosch-Siemens Hausgeräte
KWU and TU
Zuse
Hell
Siemens-Nixdorf (SNI)
EPCOS
Infineon
Siemens Dematic
Siemens VDO Automotive
Fujitsu Siemens
AWARDS AND HONORS
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2000 Best Presented Accounts

2000 Shield of recognition for timely completion of Bagh E Quaid E Azam Project
2000 Top 25 Companies Award
2001 Siemens Apprenticeship scheme received award from Directorate of
Manpower & Training
2001 Export Trophy Awards for Engineering Goods and Services
2002 Best presented Accounts Award
2003 Gender Sensitive Management Award
2003 Corporate Report Award by ICAP & ICMAP
2004 Best outdoor advertising award for Home Appliances
2004 ACCA Employer Accreditation Certificate by ACCA
2004 Awards for Wall and Desk Calendars by NCCA
2004 Environment Excellence Award
2005 Strategic Leadership Award by Allama Iqbal Open University Islamabad
2005 Corporate Excellence Award by MAP
2005 EN Awards for Sales Performance – Direct Channel by Siemens AG
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VISION STATEMENT
To remain market leader and technology pace setter in the

engineering and electronics industry by utilizing the high
Tech engineering expertise of the siemens group
Worldwide to maintain our strong and
Prominent local presence.
MISSION STATEMENT
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To realize our vision by:
• Providing quality to our customer at competitive prices, to their

complete satisfaction
• Generating earning sufficient to ensure a secure future for the

company and to protect and increase our shareholders
investment.
• To enhance creativity and job satisfaction of our employees by

providing opportunities for personal development, limited only by
their own ability and drive.
• To contribute to the national economy, whilst realizing a strong

sense of responsibility to society and the environment.
• To enhance the investment of our customer through Human

Excellence, our Technology, our Processes, our High Standards of
Quality and Financial Strengths.
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OUR PRINCIPLE
Our major principles are as under
• customers
• innovations
• people
• responsibility
• value
customers:
We strengthen our CUSTOMERS - to keep them competitive

Our success depends on the success of our customers. We provide our customers with our
comprehensive experience and solutions so they can achieve their objectives fast and
effectively.
Innovations:
We push INNOVATION - to shape the future

Innovation is our lifeblood, around the globe and around the clock. We turn our people's
imagination and best practices into successful technologies and products. Creativity and
experience keep us at the cutting edge.
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People:
We empower our PEOPLE - to achieve world-class performance

Our employees are the key to our success. We work together as a global network of
knowledge and learning. Our corporate culture is defined by diversity, by open dialogue
and mutual respect, and by clear goals and decisive leadership.
Responsibility:
We embrace corporate RESPONSIBILITY - to advance society

Our ideas, technologies and activities help create a better world. We are committed to
universal values, good corporate citizenship and a healthy environment. Integrity guides
our conduct toward our employees, business partners and shareholders.
Value:
We enhance company VALUE - to open up new opportunities

We generate profitable growth to ensure sustainable success. We leverage our balanced
business portfolio, our business excellence and synergies across all segments and regions.
This makes us a premium investment for our shareholders.
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ORGANIZATIONAL CHART
CEO / MD
DIVISIONAL DIRECTOR EXECUTIVE DIRECTOR
GENERAL MANAGER DEPTY GENERAL

MANAGER
MANAGER OF
DEPARTMENTS
DEPTY MANAGERS OF
DEPARTMENTS
EMPLOYEES
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CORPORATE STRUCTURE:
Managing Board
Corporate Executive Committee
Operating groups
shared services corporate departments
Information & Automation & Control Power Medical Siemens Real Estate SRE
Corporate Finance
Communication
CF
Siemens Procurement &
Logistics Services SPLS
Information & Automation And Power Generation Medical Solutions
Corporate Personnel
communication Drive Siemens Management CP
network ICN A&D PG Med Consulting SMC
Siemens Qualification
Corporate
Lighting & Training TechnologySQT CT
Power transmission &
Industrial Solution And Distribution Siemens Professional
Information & Services PTD Osram GmBh Education Corporate SPE
communication I&S
Development CD
Mobile ICM OsramCorporate Mobility
Transportation Services CMS
Corporate Centers
Services Centre
Siemens Domatic AG Transportation System Personnel Corporate SCP
Siemens Business Communication CC
SD TS Siemens Financial
International Delegation
Services Services
Centre IDC
Corporate Information
SBS SFC
& Operations CIO
Pension Services
Siemens Building Siemens VDO PSG
Germany Global Procurement
Technologies Automotive AG & Logistics GPL
SBT SV I & C Corporate Account
Management IC CAM
Chief Economist/
Cor porate
Relation LS ECR
Legal Services
Services AS
AccountingManagement
Consulting
Marketing Services
Personnel MCP
Germany MSG
Communication
Services CS
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Management and control structure – The Supervisory Board
As a German stock corporation with registered offices in Berlin and Munich,

Siemens is subject to German corporate law. Consequently, the Company has a
two-tier management and oversight structure consisting of a Managing Board
and a Supervisory Board. The Supervisory Board has twenty members. As
stipulated by the German Co-determination Act (the Co-determination Act), one-
half of the Board’s members represent Company shareholders, and one-half
represent Company employees. The shareholder representatives are elected by
the Annual Shareholders’ Meeting. The employee representatives are elected by
an assembly representing Siemens’ employees in Germany. Seven of the
employee representatives must be Siemens group employees, and three must
be external representatives nominated by certain German unions.
According to the Bylaws of the Supervisory Board, the shareholder
representatives must be independent. Some Supervisory Board members hold,
or held in the past year, high-ranking positions at other companies. Siemens
maintains normal business relationships with almost all of these companies.
However, our sales of products and/or services to them are transacted on arm’s
length bases. Furthermore, the volumes of these respective sales are quite small
in relation to each of the companies’ total sales. Consequently, we believe that
these dealings do not compromise the independence of our Supervisory Board
members associated with these companies.
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Risk management
The Company has a system for assessing and monitoring its potential business
and financial risks. The components of this risk management system are
designed to help enable us to anticipate risks and to manage them carefully in
the pursuit of our business goals. The principles, guidelines, processes and
responsibilities of our internal control system have been defined and established
to help ensure prompt and accurate accounting of all business transactions and
to continuously provide reliable information about the Company’s financial
position for internal and external use.
However, the components of the internal control and risk management system do
not eliminate risk entirely and, thus, cannot prevent loss or fraud in all cases. We
intend to rapidly adjust the risk management and monitoring procedures of all
businesses acquired during the fiscal year, so that they conform to Siemens’
standards.
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MANAGEMENT COMMITMENT
The management of Siemens Pakistan is committed towards ensuring the

effectiveness and continual improvement of management system through:
 Establishing those policies which are appropriate to the purpose and the
corporate principles of the company;
 Establishing measurable Objectives at all relevant functional levels;
 Creating awareness among employees about the relevance and

importance of their activities towards the achievement of company’s goals
and applicable statutory and regularity requirements;
 Establishing measures that are aligned with the interests of the

stakeholders;
 Creating a customer focused environment whereby their needs and

expectations govern the actions of the organization;
 Instituting mechanism for taking customers feed back; handling of

complaints on priority basis and taking corrective and (which required)
preventive actions;
 Provisioning of the necessary resources to implement; maintain and

improve the Management System and to facilitate the enhancement of
customers’ satisfaction;
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 Conducting periodic and timely management reviews to ensure the

continuing suitability adequacy and effectiveness and to assess the
opportunities for improvement in the Management System;
Role Of Executive Management Committee in

Policy Formulation
 The Executive Management Committee comprising the CEO, the CFO

and the Executive Directors of the operating divisions meets regularly to
review the results of operations, to formulate strategic plans of marketing,
production, investments, to finalize annual and seasonal budgets and to
take active and preventive measures for mitigation of risks and for seizing
business opportunities.
 The committee places before Board Of Directors all such matters which
are required to be approved by it under the law as well as other matters of
importance.
 Last year, five meetings of the Board Of Directors were held. The number
of meeting are not fixed, they can call meeting whenever it is required.
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Managing Director & Chief Executive Officer(CEO)
 The managing Director & Chief Executive Officer has the overall
responsibility for implementing policies and company objectives and for
ensuring their achievement.
 He is authorized by the Board of Directors to delegate powers to selected
functionaries for the achievement of operational and strategic
achievement of these goals.
 He defines the objectives and ascertains their implementation through an
established Management system which he constantly monitors.
 He assumes the overall responsibility for the quality of the products and
services which are manufactured and marketed by the company.
Executive Committee
 The Executive Committee comprises of managing Director & Chief Officer,

Chief Financial Officer and all the Executive Directors.
 This committee meets on at least quarterly basis to address issues in
relation to the achievement of the company’s objectives and
implementation of company policies.
Chief Financial Officer
Chief Financial Officer is responsible;
 For ensuring that the company remains profitable;
 For ensuring there is positive cash flow in the company;
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 To deploy and monitor the resources required for the achievement of
 above targets.
Divisions Heads of Business Administration
They together with the Executive Director / Divisional director are responsible for
the successful functioning of their respective Divisions / Business / Business Unit
and are specifically responsible for;
 Ensuring quality of all business administration operations of the business

 units of the Division/Business/Business Unit by means of;
o Organization of work flow

o Allocation of financial resources
o Providing guidelines for efficient use of resources to achieve the
o objectives of the business unit
o Assessing tanning needs of commercial personnel
 Monitoring key business data;

 Ensuring adherence to rules set out for performing various business
 administration functions in conformity with state laws and company
policies;
 Ensuring implementation of systematic working methods for offer and
 order processing functions;
 Ensuring suitability of terms and conditions of the contracts including their
 legal aspects.
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Management of the Business Units
The Management of the Business Unit comprises the head of the Business
Unit and the respective head of BU Business Administration. The
Responsibilities and authorities of Business Units Heads are defined in the
Respective Business Unit’s QMS Documentation.
Corporate Department
Heads of Corporate Department are responsible for supporting the Corporate
Management Division/Business and Business Units in their respective areas
of activities and in the implementation of Company’s policies, objectives and
procedures throughout the organization. They also assume the responsibility
of quality in their respective areas of activity.
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Siemens Pakistan Corporate Structure
DEPARTMENTS AND THEIR HEADS:

Managing Director : Sohail Wajahat Siddiqui
Information Communication
Information and Communication (I&C)

Parvez Iftikhar
Email: parvez.iftikhar@siemens.com
Information and Communication Networks (ICN-EN)

Munawar Ali Khan
Email: munawar.khan@siemens.com
Information and Communication Networks (ICN-Public)

Syed Asad ullah
Email: syed.asadullah@siemens.com
Information and Communication Networks (ICN-Services)

Nazir Muahammad
Email: nazir.muhammad@siemens.com
Special System (SS)

Syed Reza Hyder Bokhary
Email: reza.bokhary@siemens.com
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Information and Communication Networks (ICM-N)

Parvez Iftikhar
Information and Communication Networks (ICM-D)

Parvez Iftikhar
Power Transmission & Distribution
Power Transmission & Distribution

Mohammad Ilyas
Email: mohammad.ilyas@siemens.com
Transmission & Distribution (TD)

Suhail Anwer
Email: suhail.anwer@siemens.com
Transformers (TR)
Ishtiaqul Haq
Email: ishtiaq.haq@siemens.com
Switchboards (SB)
Azhar Hussain
Email: azhar.hussain@siemens.com
PTD Services (PTD Ser)

Irfan Ahmad
Email: irfan.ahmad@siemens.com
Industrial Solution & Power Generation
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Information and Communication Mobile (ISP)

Nasim Siddiqui
Email: nasim.siddiqui@siemens.com
Power Generation (PG)

Safdar Ibrahim
Email: safdar.ibrahim@siemens.com
Engineering & Construction (EC)

Akbar Hashware
Email: akbar.hashware@siemens.com
On Call, Logistics & Maintenance (OLM)

Syed Sabahat Ali
Email: sabahat.ali@siemens.com
IT Services (IT)
Aijaz Saleem
Email: aijaz.saleem@siemens.com
Manufacturing & Execution System Solutions (MES)

Mohammad Kaleeem
Email: mohammad.kaleem@siemens.com
Business Development (BD)

Amr Ahmed
Email: amr.ahmed@siemens.com
Automation & Drives
Automation & Drives (A&D)

Nadeem Kazmi
Email: nadeem.kazmi@siemens.com
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Motors / Genset (MG)

Nadeem Kazmi
Email: nadeem.kazmi@siemens.com
Standard Products (STP)

Mohammad Naukhez Arslan
Email: naukhez.arslan@siemens.com
Medical Solutions, Transportation System
Medical Solution, Transportation System (MTS)

Farrukh Latif
Email: farrukh.latif@siemens.com
Med Solutions (MG)

Shahid Ahmed
Email: shahid.ahmed@siemens.com
Transportation System (TS)

Kazi Fahim uddin Ahmed
Email: kazi.fahim@siemens.com
Finance & Business Administration

Finance & Business Administration (FBA)
Gerhard Wilcke
Email: gerhard.wilcke@siemens.com
Financial Controlling (FC)

Rahim Dawood
Email: rahim.dawood@siemens.com
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Corporate Security & General Services (CSG)

Major Aman Zuberi
Email: aman.zuberi@siemens.com
Organization Information (OI)

Amin Bandhani
Email: amin.bandhani@siemens.com
Central Audit (CA)

Samiullah Siddiqui
Email: sami.siddiqui@siemens.com
Export Control (Ex. C)

Chaudhry ahmed Shaheen
Email: shaheen.ahmed@siemens.com
Corporate Departments
Human Resouce (HR)

Mansoor Farooqui
Email: mansoor.farooqui@siemens.com
Industrisl Relations (IR)

Major Aman Zuberi
Email: aman.zuberi@siemens.com
Corporate Communication (CC)

Zia Zuberi
Email: zia.zuberi@siemens.com
Corporate Quality Management System (QMS)

Mansoor Iqbal Khan
Email: mansoor.iqbali@siemens.com
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Business Development (BD)

Amr Ahmed
Email: amr.ahmed@siemens.com
top+ (top+)
Khurram Mehdi
Email: khurram.mehdi@siemens.com
37
Business Conduct Guidelines and Code of Ethics
Siemens is committed to conducting its business responsibly and in compliance

with all relevant statutory and regulatory requirements. The Managing Board has
established firm guidelines to help ensure that this goal is achieved. The
Business Conduct Guidelines comprise rules regarding compliance with
applicable laws, conflicts of interest, the use of Company assets and facilities,
and insider trading.
These rules are binding for all Siemens employees, the Managing Board and the
Supervisory Board. The Guidelines also specify procedures for dealing with
complaints. A compliance officer, who reports to the Audit Committee, processes
all complaints, including those submitted anonymously. In accordance with the
requirements of the SOA, procedures for handling potential complaints related to
accounting practices, and procedures for handling relevant complaints from
specific attorneys (internal and external) have been implemented during fiscal
2004. In addition, the Managing Board and the Supervisory Board have
implemented a Code of Ethics for Financial Matters, as required by the SOA
rules
Investments in research and development
With R&D expenditures of some €5.1 billion in fiscal 2004, we were once again a
leader among electronics and electrical engineering companies. A large share of
our R&D outlays, more than 55%, continued to flow into information and
communications and automation and control technologies.
A strong patent portfolio gives us a head start in developing trendsetting

technologies. Critical success factors include cross-Group technologies – such
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as software architectures, innovative materials, imaging processes and sensor

systems – that find application in a wide variety of fields. Our company-wide top+
Innovation Program is providing new momentum in our drive to fully leverage our
synergy potentials. Initial results include cross-product technology platforms for
remote services; a uniform controls architecture for applications ranging from
power plants and railway systems to industrial controls and communications
networks; and systematic best practice sharing of the kind that has long
characterized our software initiative. By moving toward technological leadership
in all our businesses, we are also strengthening our customer focus and global
competitiveness.
About half of our more than 45,000 researchers work outside Germany. Our goal
is to locate R&D activities in every market with high economic and technological
potential and to attract the best employees worldwide. With these objectives in
mind, we began substantially expanding our research and development activities
in China last year.
39
Siemens One – Bundling expertise for our customers
Siemens One is what we call our new company-wide strategy to improve market
penetration and drive growth in new fields by enhancing cooperation across our
entire organization. Few companies in the world can provide the range of
products, systems and services that we do. Focused primarily on large-scale
infrastructure projects, Siemens One is enabling us to bundle our comprehensive
expertise in order to create complete, customized solutions for selected
industries.
Siemens One is a key part of our Customer Focus Program, one of the main
pillars of the new Siemens Management System that is driving managerial
efficiency everywhere in the Company. There are now Siemens One
organizations in over 35 countries. We have also set up a Siemens One Team at
40
corporate headquarters to help our vertically organized businesses further

leverage their horizontal synergies, to initiate cross-Group and cross-Region
solutions in new and existing market segments, and to engage in sales activities
where appropriate. The aim throughout is to optimize customer value by
intensifying and expanding our current cross-selling activities.
Siemens One scored its first successes in the United States. In Houston, Texas,
for example, several Siemens Groups pooled their know-how to help build the
Reliant Park stadium, enabling the city and the National Football League to host
the 2004 Super Bowl. Siemens provided the technology that allowed the
championship game to happen – supplying building automation, fire safety and
security systems, data and telecommunications technology, electronic
switchgear, lighting controls and a light rail transit system from downtown
Houston to the stadium. Successes like Reliant Park have since spawned a large
number of other Siemens One projects all around the world.
Security analysis and consulting
Identification of the need for action and suggestions for solutions
• Security Analysis
• Risk Management
• Security Framework
The first step for enhancing the security level is always analyzing and evaluating
dangers. Dangers can only be met adequately if one is fully aware of and
acquainted with them. Individual offerings result in a security framework assisting
you in your business processes and ensuring their availability: starting with a
customized strategy, followed by methodical analysis and support for
implementation and constant enhancement of concepts and solutions.
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Your management system for information security protects your business

processes based on solid risk management and efficient disaster recovery. It
constitutes the binding framework for the powerful processes of your security
organization, such as internal revision, reporting, treatment of security incidents,
handling changes, virus protection, secure operations, training and awareness
raising.
To make sure that your company’s security will remain on a high level, we will
regularly check your current security standard by way of security assessments
and will provide you with specific solution suggestions for effectively repairing
possible vulnerabilities.
Benefits:
• Assessment of the situation as is and analysis of the risk situation

• Identification of the danger potential
• Identification of the need for action to enhance the security standard
• The security training promotes the staff’s security awareness
• No project risk: schedule and costs can be clearly defined if necessary.
Siemens has following businesses
 transporation system
 Information and communication
 Automation and drives
 Medical solutions
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 Power Transmission and Distribution

 Industrial solutions and power generation
Transportation system
Siemens Transportation Systems has been primarily looking after the needs of
Pakistan Railways in the field of Railway Signaling. The association dates back
to the early sixties. During this period many projects have been successfully
executed by Siemens Pakistan on Turn-Key Basis for Pakistan Railways. The
most recently executed projects include:
• Tokenless Block Project on Lodhran – Khanewal – Faisalabad &

Sangla Hill – Wazirabad sections.
• Colour Light Signalling Project on Lahore – Raiwind section.
• Automatic Block Signalling on Bin Qasim – Meting section.
• DC Track circuiting at 94 main line stations from Hyderabad to
Peshawar.
A market share of 70% on the entire electrical signaling network of Pakistan

Railways is a great achievement for the Business Unit. All this was possible due
to the establishment of local manufacturing / assembling facilities and with the
development of skilled / trained manpower
Transportation Systems is a world-leading systems house in the rail industry,

and Siemens VDO Automotive is one of the world's largest suppliers of
automotive electronics.
It has following types
 Rail automation and electrification

 Turnkey systems for rails
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 Integrated services for rail

 Rolling stock for rail
 Automotive
 Telemetry systems
Information and communication
This business area combines products, services and solutions for the
information and communications area.
 Communication networks
 Information technology
 Mobile communication
 Telephone and communication systems
Automation and drives
Siemens is the world's largest supplier of products, systems, solutions and

services for industrial automation and building technology.
Our Automation Solutions group provides a turn key solution for all your process
automation requirements. If you have any automation related task, all you have
to do is to let us know and we will take care of the rest: form project planning and
44
software development to installation and commissioning of its totally integrated

automation solution. We develop systems and solutions for all your machine
automation requirements. And that is not it: we also provide you with post –
implementation services and retrofitting jobs as well. Our vision is to optimize and
enhance productivity in process industry through our totally integrated
automation solution.
Expertise for solutions & systems in following industrial sectors.
1. Food beverage
2. Pharmaceutical.
3. Chemical.
4. Glass & Ceramics
5. Petrochemical & Refineries.
It has following types.
 Automotive
 Building security and automotion
 Drives, motors
 Electrical installation technology
 Logistics systems
 Low-voltage controls and distribution
 Process automation
 Sensor and measuring systems
Medical Solutions
Siemens Medical Solutions is one of the largest suppliers of healthcare
equipment in the world. We are renowned for our innovative products, services
and complete solutions, ranging from imaging systems for diagnosis and therapy
equipment for treatment, to electro medicine and hearing instruments to IT
45
solutions that optimize workflow and increase efficiency in hospitals, clinics and
doctors' offices.
We combine the latest breakthroughs in medical technology with state-of-the-

art IT technology to create efficient solutions for the healthcare system. It is
our objective to ensure a person's long-term health. Our products work to create
a more efficient healthcare system and the best possible individual care.
Lowering costs to improve the quality of healthcare is our contribution to every
person's well-being.
In Pakistan, Siemens provides a wide spectrum of medical technology to

hospitals and clinics throughout the country. With its high accuracy and long term
reliability, Siemens medical equipment assists doctors to improve the quality of
life of people of Pakistan.
Minimizing equipment downtime is vital to our customers. We have therefore put

together a highly qualified team of engineers able to respond to a customer’s call
at any time. The Uptime Service Center in Lahore can provide remote diagnosis
to the equipments in the hospitals in Pakistan
The Medical business area offers a broad spectrum of products, solutions and
services for integrated health care ranging from innovative technologies for
accurate diagnoses and therapies to services that optimize processes and
increase efficiency.
 Hearing solutions
 Oem solutions
 Products and systems
46
 Refurbished systems
 systems
Power Transmission and Distribution
This business area's activities cover the entire array of energy solutions
In this global economy with WTO regulations coming into effect, your products
and performance are subject to sharp drop in prices. You feel considerable
pressure due to costs and expectations with regard to return on investment. As a
result you are forced to reduce services and investment and to increase
efficiency and profitability.
In order to enhance the efficiency and profitability of your electrical network

through optimize availability of power supplies, long service life, enhanced
output, economical operation or fast help in the event of problem - As a partner in
everything to do with power supplies, we offer it all. We take the load off your
shoulder and attend to all the task that help you to achieve not only the best
economy in a competitive world, but reliability of supply, optimum technical
performance and safety.Our range of services extends across the board into
every area of power transmission and distribution from analysis, planning and
project design throughout the whole life time of an installation to its eventual
disposal.

 Power generation
 Power supply
 Power transmission and distribution
Industrial solutions and power generation

We remained active to fulfill the market demand for high end solutions in various
industrial sectors and gaining customer satisfaction. as a solution provider we are
47
involved in diverse projects in water, oil & gas ,chemicals and the even growing
cement sectors.
FURTHER BUSUNESSES:
Lighting
With lamps, electronic control gear and opto-semiconductors, our Lighting Group
(Osram) has captured a leading position in the world lighting market.
Financing and real-estate

Siemens Financial Services specializes in innovative offerings for corporate
financing and risk management. Siemens Real Estate's services comprise real
estate development and utilization, portfolio management and services
Affiliates
Household appliances and computers are the core businesses of our affiliates
Privacy Policy
Siemens Commitment to Data Privacy Protection
Protecting the security and privacy of your personal data is important to Siemens;
therefore, we conduct our business in compliance with applicable laws on data
privacy protection and data security. We hope the policy outlined below will help
you understand what data Siemens may collect, how Siemens uses and
safeguards that data and with whom we may share it.
Personal data
48
Through our Web sites, Siemens will not collect any personal data about you
(e.g. your name, address, telephone number or e-mail address), unless you
voluntarily choose to provide us with it (e.g. by registration, survey), respectively,
provide your consent, or unless otherwise permitted by applicable laws and
regulations for the protection of your personal data.
Purpose of Use
When you do provide us with personal data, we usually use it to respond to your
inquiry, process your order or provide you access to specific information or offers.
Also, to support our customer relationship with you:
• we may store and process personal data and share it with our worldwide
affiliates to better understand your business needs and how we can
improve our products and services; or
• we (or a third party on our behalf) may use personal data to contact you
about a Siemens offer in support of your business needs or to conduct
online surveys to understand better our customers' needs.
If you choose not to have your personal data used to support our customer
relationship (especially direct marketing or market research), we will respect your
choice. We do not sell or otherwise market your personal data to third parties,
except to Siemens affiliates.
Purpose Limitation
Siemens will collect, use or disclose personal data supplied by you online only for
the purposes disclosed to you, unless the disclosure:
• is a use of the personal data for any additional purpose that is directly
related to the original purpose for which the personal data was collected,
• is necessary to prepare, negotiate and perform a contract with you,
• is required by law or the competent governmental or judicial authorities,
• is necessary to establish or preserve a legal claim or defense,
49
• is necessary to prevent fraud or other illegal activities, such as willful

attacks on Siemens information technology systems.
Communications or Utilization Data

Through your use of telecommunications services to access our Web site, your
communications data (e.g. Internet protocol address) or utilization data (e.g.
information on the beginning, end and extent of each access, and information on
the telecommunications services you accessed) are technically generated and
could conceivably relate to personal data. To the extent that there is a compelling
necessity, the collection, processing and use of your communications or
utilization data will occur and will be performed in accordance with the applicable
data privacy protection legal framework.
Non-Personal Data Collected Automatically

When you access our Web sites, we may automatically (i.e., not by registration)
collect non-personal data (e.g. type of Internet browser and operating system
used, domain name of the Web site from which you came, number of visits,
average time spent on the site, pages viewed). We may use this data and share
it with our worldwide affiliates to monitor the attractiveness of our Web sites and
improve their performance or content.
Children
Siemens will not knowingly collect personal data from children without insisting
that they seek prior parental consent if required by applicable law. We will only
use or disclose personal data about a child to the extent permitted by law, to
seek parental consent pursuant to local law and regulations or to protect a child.
The definition of "child" or "children" should take into account applicable laws as
well as national and regional cultural customs.
Security
To protect your personal data against accidental or unlawful destruction, loss or
50
alteration and against unauthorized disclosure or access, Siemens uses

technical and organizational security measures.
Links to Other Web Sites
Siemens Web sites contain links to other Web sites. Siemens is not responsible
for the privacy practices or the content of other Web sites.
Siemens Financial Services

Our mission
The companies of Siemens Financial Services offer customized solutions in the

market for business-to-business financial services and in employee business. We
are expanding our position as the preferred financial partner of Siemens and of
external corporate clients.
The Group was founded in 1997 as a Center of Competence for financing issues
and the management of financial risks for Siemens.
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Our financial solutions
Our financial solutions extend today from sales and investment financing,
treasury and financing services, and fund management to insurance offerings
and private finance solutions for employees. We offer these financial solutions
through six divisions:
• Equipment & Sales Financing ( Receivables Financing, Leasing)

• Project & Export Finance
• Equity
• Insurance
• Investment Management
• Treasury & Financing Services
Customer benefit
We share a common goal with our clients: creating growth and value as "partner
in creating value". In order to attain this goal, we deploy our key strengths:
• We combine industry and technology know-how with expertise in financial

markets.
• We offer innovative products and solutions, which we develop together
with technology business as part of Siemens.
• We offer transparent management of credit, market and liquidity risks.
• We have a worldwide network of contacts in 30 countries available to us,
thus giving us ideal conditions for providing our clients with solutions
across countries.
• We offer a strong name – Siemens Financial Services – with the Siemens
brand name known around the world to back it up.
Milestones of siemens financial services
52
Siemens Financial Services (SFS) was founded in 1997 as a center of

competence for financing issues and the management of Siemens’ financial
risks. SFS has been a Group of Siemens with own legal status (GmbH) since the
year 2000.
facts and figures

At a glance
As a Siemens Group, Siemens Financial Services (SFS) offers a broad range of
financial solutions with approx. 1,600 employees and an international network of
companies coordinated by Siemens Financial Services GmbH, Munich. The
solutions range from sales and investment financing to treasury services and
fund management, and also include insurance solutions.
Key figures
53
All amounts in million Euro FY 2001 FY 2002 FY 2003 FY 2004
Income before
income taxes (IBIT)* 158 216 269 250
Equity* 870 930 1.080 1.015
ROE (pretax) 18.1% 23.2% 24.9% 24.6%
Total assets* 9,259 8,681 8,445 9,055
Employees 1,330 1,376 1,469 1,566
The Siemens Group SFS was founded in 1997 as a center of competence for
financing issues and the management of Siemens' financial risk. Since then, we
have rigorously expanded our position both in the capital and the fee business.
Our range of financial solutions is geared towards the requirements of Siemens
and other industrial companies.SFS posted significant growth in fiscal 2004,
raising its total assets to EUR 9,055 mn. At the same time, we managed to keep
our profitability, measured in terms of pretax return on equity, at a high level
(fiscal 2004: 24.6%).
Capital Business
Business division Key figure EUR

Equipment & Sales Financing (ESF)
Mid Market Finance (MMF) Total assets 5.00 bn
Credit Portfolio Management (CPM) Total assets 3.47 bn
Equity (EQ) Total assets 0.45 bn
Fee Business
Business division Key figure EUR
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Project & Export Finance (PEF) Financing volume 42.7 bn

Investment Management (IM) Assets under management 16.6 bn
Insurance (INS) Premium volume 443 mn
Treasury & Financing Services (TFS) Managed corporate liquidity 12.0 bn
Employees
Business division Employees
Equipment & Sales Financing (ESF) 895

Equity (EQ) 15
Project & Export Finance (PEF) 119
Investment Management (IM) 100

Insurance (INS) 81
Key figures:
55
The most important company figures for the last two years in comparison
Key Figures
in millions of euros 20041) 20031)
New orders 80,830 75,056
Sales 75,167 74,233
Net income 3,405 2,445
Effects related to Infineon share sale and
a goodwill impairment2) 403
3,002
Net cash from operating and investing activities 3,262 1,773
Research and development expenses 5,063 5,067
Shareholders’ equity (September 30) 26,855 23,715
Employees (September 30, in thousands) 430
Sales by Region:
Adjusted for currency effects and portfolio activities, Siemens’ sales in fiscal 2004 climbed 3% to €75.2
billion. They totaled €17.1 billion in Germany, €13.6 billion in the U.S. and €9.3 billion in Asia-Pacific, where
China alone accounted for €2.9 billion..
Employees
At the end of fiscal 2004, Siemens had 430,000 employees worldwide. Of this total, 62% (266,000) worked
outside Germany. Germany accounted for 38% (164,000), the other European countries for 26% (110,000),
the Americas for 22% (95,000), Asia-Pacific for 12% (52,000), and Africa, the Middle East and the C.I.S.
56
countries for about 2% (9,000).
Women at Siemens:
Women comprise some 27% (117,000) of our global workforce. Twenty percent
of the women employed at Siemens hold university degrees, of which 10,600 are
in technical or scientific fields. In fiscal 2004, 34% (15,300) of all new hires
worldwide were women. At the end of the fiscal year, women occupied about
10% (5,800) of our managerial positions.
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Developing our people's competencies
With an investment of more than €400 million, our commitment to the education
of young people and the training of our employees remained unwavering in fiscal
2004. Some 40% of the total flowed into vocational training and about 60% into
business-oriented continuing education. Our vocational training programs span
about 30 professions and courses of study. Some 11,000 young people
worldwide are currently enrolled in Siemens apprenticeship or work-study
programs.
Employee qualifications
Over two-thirds of our 430,000 employees have professional qualifications.

Thirty-three percent (141,000) hold university degrees. Twenty-four percent
(103,000) are engineers or scientists. Another 37% (158,000) have earned a
vocational school diploma or completed an apprenticeship. Slightly less than
one-third (131,000) have qualifications unrelated to their work or are without any
prior professional training.
New hires
In fiscal 2004, we hired 44,700 employees worldwide, 33% of whom hold
university degrees. Just over two-thirds (10,300) of our university-trained new
hires are engineers or scientists. As these figures attest, we continue to boast a
highly qualified workforce.
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MARKETING MIX
59
PRODUCT MIX OF
THE
COMPAN
Y
In order to achieve your marketing objectives you need to have a strategy
that includes different elements - the various parts of the marketing mix.
“The mix of controllable variables that the firm uses to reach desired sales level in
target market, including price, product, place and promotion- 4 P's.”
“PRODUCT”
“PRODUCT IS WHAT PERCEIVED TO BE “
Thus a product is more than something with physical characteristics. In a narrow

sense we can define a product in the following systematic way.
“A product is anything that can be offered to a market to satisfy a

want or need”
“A production is a set of tangible or physical characteristics

assembled in an identifiable manner.”
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So far as siemens is concerned it has a wide variety of products. It

conducts the regular research and the survey to know about the desires and
changing fashions and tastes of the consumers. Results are then given to the
special research and development department. And according to these results
new products are launched.
The products may be
Goods Books,Soaps
Services Banking, Medical Services
Places Lands ,Buildings
Persons Employees
Ideas Legal,Advisory Services
Products can be classified on the basis of different characteristics as

Target market, End uses, manufacturing demands etc.
Siemens international is basically an engineering company.
It is manufacturing a wide range of products
This can be separated in these two basic classes,
• Business products
• Consumer products
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Product line of siemens

Siemens has following product categories
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Car navigation
multimedia & Computers Fixed line Home Mobile Phones
HIFI Phones appliances
Navigation Entertainmen Cordless Cooking and Outdoor phones
t devices Phones hobs
Communication Camera phones
Handheld ISDN Hoods
Multimedia phones Triband phones
Notebooks Home
Audio High laundry
Personal speed Color display
Sound computers Internet Dish phones
washers
Displays Home GPRS phones
media Refrigeratio
Keyboard & n Limited Edition
mice phones
Vacuum
Storage cleaner Smart phones
Wireless Small
Previous
appliances
generations
Speakers
UMTS phones
Java™ phones
MOTORS:
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The association of Siemens AG (Germany) with this region dates backs to 1922
with the setting up of an office in Lahore. Siemens Pakistan Engineering
Company Ltd., founded on1st October 1953atKarachi, now has over 25 years
experience of local production.
Siemens provides its customers with a comprehensive electrical systems

service.
Salient features of Siemens motors
o Robust design
o Stable operation
o High efficiency
o Spare parts' availability
o Over-load capacity
o Quiet running
o Least maintenance
o After-sales service facility
o high power factor
types of motors
 Standard Motors
 Motors for Acs
 Hollowshaft Pump Motors
Standard products:
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Standard Products is a Business Unit of Siemens Pakistan responsible for the

sales of all the products of Automation & Drive division imported from Siemens
Germany.
Standard Products is a business unit of Siemens Pakistan dealing with sales of

imported power engineering and automation products. their product spectrum
based on Siemens world wide manufacturing facilities covers:
Process Automation & Instrumentation Devices
 Pressure measuring Instruments

 Temperature measuring Instruments
 Flow measuring Instruments
 Level measuring Instruments
Switchboards
Siemens Pakistan has been manufacturing switchboards since 1963. they

manufacture and market a spectrum of medium and low voltage systems, for a
variety of industrial applications and utilities.
They supply a complete range of Switchgear Products for you.
• Medium Voltage
• Low Voltage Distribution
Transformers:
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SIEMENS Pakistan established its transformer manufacturing unit back in 1963

to produce distribution transformers to meet the needs of public utilities
organizations in particular and that of private industrial sector in general. As the
product comprehensively fulfilled the requirements of local and international
standard specifications, it found its place in the market and the unit succeeded in
winning a reciprocating market share.
SIEMENS Pakistan is the largest manufacturer of Power and Distribution

transformers in the country.
Types of transformers
SIEMENS Pakistan has been manufacturing a wide range of Transformers since

1963, including following:
• Distribution Transformers
• Power Transformers
• Furnace Transformers
• Voltage Regulators
• Earthing Transformers
• Auto Transformers
• Special Transformers
Power Generation Products

The main products of Siemens Power Generation are:
• Gas Turbines & Power Plants
• Steam Turbines & Power Plants
Compressors
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Consumer products
Siemens welcomes u everyday
With more than 420.000 employees in 190 countries, you´ll encounter Siemens
every day. It may be a cellular phone or a PDA. Airport lighting or traffic control
systems. Air conditioning or fire alarm units. High-speed trains or power
generation plants. As a component of high-tech medical engineering or advanced
diagnostic systems.
The main consumer products are:
• Siemens home appliances

• Siemens Mobile Phones
• Fujitsu-Siemens Computers
• Siemens lightning
• Built-in-Appliances
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Siemens home appliances
Upgrade your home
Siemens offers a full range of home appliances: Free-standing appliances. Built-

in appliances. Large-size appliances. Small appliances. Classic styling. Exclusive
styling.
Our world-wide product spectrum is slightly different in each country - When
owning only one of these appliances you will know: A home with Siemens is
always different from a home without Siemens.
TYPES OF HOME APPLIANCES
 Refrigerators
 Cooking ranges
 Washing machines
 Dishwashers
 Microwave ovens
 Hoods
 Vacuum Cleaners
 Small kitchen Appliances
 Break fast machine
 Food preparation
 Coffe makersetc
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SIEMENS MOBILE PHONES
THE ENTIRE RANGE OF SIEMENS MOBILES:
SP65
This complete business mobile leaves no expectations unfulfilled. This phone is

truly designed for business professionals who seek a premium high-end phon
SL65
what’s more attractive: the extensive multimedia features such as a built-in

video/digital camera or the extremely stylish finish of the SL65.
SK65
The SK65 turns mobile communication into mobile business. Enter the world of
instant email access and typing on a full size keyboard.
SF65
Enjoy the advantages of high quality digital imaging paired with state-of-the-art
mobile communication.
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S65
This complete business mobile leaves no expectations unfulfilled. From its stellar
performance to its outstanding looks – this phone is truly designed for life
ST60
The future has already begun. With this mobile powerhouse you are fully
equipped for tomorrow’s communication
ST55
How can you fit so much technological finesse into such a little phone? You will
be amazed, how complete the list of features is for this tiny communication gian
SL55
Do you prefer a sophisticated piece of technology or simply a stylish fashion

accessory? With this gorgeous mobile phone you don’t have to make up your
mind.
S55
This award-winning mobile phone convinces through its clear and precise
handling as well as its unparalleled choice of features.
M75
Designed for consumers with an active outdoor lifestyle, the new M75 is not only
robust it also looks good and offers the latest in entertainment convenience
M65
Despite its full multimedia features, the new outdoor phone is robust enough to
accompany on all your journeys
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MC60
This sharp trendsetter has a lot more to offer than just its exciting design. With
this audio- and image- communicator, you can always share your fun with others.
CX75
Pure delight: multimedia is a really cool experience with the CX75. This classy
1.3 megapixel digital camera for photos and video comes in a sleek metallic
case.
Speakers
SOUNDBIRD MULTICHANNEL
Experience heart-pounding 5.1 surround sound experience - compatible for all

PCs and notebooks
SOUNDBIRD FLAT PANEL PRO SE
Complement the motion pictures on your computer screen with the high-quality
sound of the stylish SOUNDBIRD Flat Panel Pro SE. Special effects have never
been more exciting.
SOUNDSYSTEM 2.1 MINI
The mini speaker system that packs a punch and delivers powerful, crystal clear
sound
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SERVICES:
Drives Service Center
Siemens local service center for drives provides repair and service facility for
inverters and UPS.
Foreign trained engineers and technicians are available around the clock to take
care of customer needs.
Repair & Services for Transformers:

We also offer after sales services and repairs of Siemens or non Siemens make.
We have done the repair and reclamation of very large rating transformers like
125 MVA at our works which are commissioned and presently working with their
full efficiency.
Testing Facilities for Transformers:

All our designs are passed through strict testing and quality control. Our
transformers have been tested and approved by independent testing authorities
such as KEMA, (Holland), National Laboratory, Rawat (Pakistan) and
engineering universities of Pakistan
PTD Services:
For the upkeep, safety and availability of plant and machinery able partners are
required as all installations, systems and equipment demand regular service and
maintenance. PTD Services provides this support to our valued customers. In
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today's competitive world more and more companies are finding ways to remain
focused on their core activities
HOSPITAL SOLUTIONS:
Project Planning/Consultancy:
Technical Services Department of Medical Engineering has been involved in

Planning of Individual departments as well as complete Hospitals for over last
eight years. During this time a number of projects have been executed and has
provided know-how of complete Hospital from planning to its execution and final
Handover stages.
With assistance from other Siemens departments such as Telecommunication,

Engineering and Construction, Project Management, Siemens Nixdorf,
Information Technology, Power generation, etc. the group is capable of providing
complete solutions from a single source. The team has worked with leading
Engineering consultants of the country that has added to their know how in the
field of Medical Engineering.
Dedicated software has also been developed to handle the enormous amount of
data related to Hospital equipment and Hospital rooms. The master equipment
database has almost 1500 hospital equipment and furniture items and its details
like specifications, services required etc. Formulation of Room wise equipment
list, BOQ, cost estimates etc. with the software has become a very simple task.
With the established system and personnel, the group is in a very good position
to provide the required services very efficiently and economically.
Other Advisory Services:

Following professional services are rendered individually, in groups or as
complete Package:
73
 Advise Architects/designers of Hospital regarding the layout plans
 Carry out room-wise planning of all Electro-medical equipment and

furniture items for the Complete Hospital on AutoCAD. To indicate the
required services (electrical, plumbing, mechanical etc.) for equipment in
all the rooms of the hospital
 Preparation of room wise Equipment/Furniture and miscellaneous items

lists, for all rooms of the hospital. There of preparation of Bill of Quantities
for the complete hospital.
 Patient Database Management System.
 Hospital Management System.
 Hospital Accounting / Invoicing System.
 System for Departmental Transactions.
 Hospital Equipment Management System. (Maintenance Solutions)
 Providing complete networking of hospitals
 Professional Training Services of Hospital Staff by the experienced people

abroad.
Assist and advise Hospitals in formulation of Biomedical Engineering
Department and to provide technical expertise in field of Medical
Engineering to Professional Institutions
74
Customer Training:
Our Service Engineers are regularly updated with technical information from
Germany, which they share with the Customer during Repair/Preventive
Maintenance. Thus regular visits to our customers by our service engineers in
fact also provide an opportunity of flow of latest information.
Maintenance Management:
With our years of experience, we are in a strong position to develop a system for
the Maintenance management of the Hospital. This would include development
of system of PPM (Planned Preventive Maintenance) & Breakdown Management
that is custom made to the requirement of the hospital
Engineering & Construction Services:
Engineering & Construction Business unit is fully geared up and competent to

manage and exclusively offer their services to the different fields of electrical &
instrumentation installations and civil and mechanical constructions.
OLM Services:
Siemens Maintenance Services will live up to your demands. As specialists for
complete electro mechanical maintenance, we are your competent &
experienced partner for all the repairs, maintenance and revamps.
IT Services:
Siemens Pakistan, SAP's only Authorized Training Center in Pakistan, presented
the SAP Academy Programs. We have proudly finished nine successfully
Academy.
Manufacturing Execution system:
75
We develop solutions that are capable of meeting the requirements and future challenges
using modern field proven methods and technologies based on maximum economic
efficiency and open for future developments.
PRICE
The product price varies from product to product. Here firms have to
consider many factors for determining the price.
• Selecting the price objectives
• Determining the demand
• Estimating cost
• Analyzing competitors cost
• Prices and offers
• Selecting a pricing method
• Selecting the final price
76
Pricing objectives
Pricing is based on following objectives:
PRICE
OBJECTIVES
Profit Sales
oriented oriented
goals
Profit oriented goals
Siemens prices its product to achieve certain part of return on its

investment. The pricing is the time consumed in production process
Sales oriented goals
Siemens sets its price in such a way to increase the volume of sale.
They have fixed prices of products due to reliability of consumer to ----------
prices.
77
HOW TO SET THE PRICE OF THE PRODUCT
• As these products are of high quality so usually they charge high

prices.
• What they believe in high price high quality .These prices are high
because they believe in zero defects.
• They charge different prices to registered and non-registered retailers.
• These prices are fixed because their products are reliable.
• Prices are set by taking into consideration the size and type of product.
Cash discount
A cash discount is a price reduction to buyer who pays their bills
promptly. A typical example is 2/10 net 30 which means payment is due within 30
days and the buyers can deduct 2% by paying the bill within 10 days.
Quality discount
Quality discount is price reduction to those who buy large volume. This
discount is given to increase company sales so that firm can have more
revenues.
Perceived value strategies

Siemens base their price on the customer’s perceived value. They must deliver
the value promised by their value proposition and the customer must perceive
this value. Advertising and sales force. Communicates an enhanced perceived
value in buyer’s mind.
78
Impact of price on other
Siemens management must consider the reaction of wholesaler; distributor or

other parties to the contemplated price siemens also consider the sales force
reaction to changing price.
PRICES OF SOME PRODUCTS OF SIEMENS

Siemens mobiles
Model Prices
A35 Rs.3500
A51 Rs.2875
A52 Rs.3400
A55 Rs.5500
A60 Rs.6000
A62 Rs.4400
A65 Rs.4600
C35 Rs.4500
C55 Rs.6000
C65 Rs.6500
CF62 Rs.6200
CX65 Rs.8000
M55 Rs.10000
M65 Rs.12300
MC60 Rs.6000
S65 Rs.13500
SK65 Rs.20000
SL56 Rs.14000
ST55 Rs.18000
SX1 Rs.15500
79
Siemens home appliances price list
REFRIGERATORS and FREEZERS
refrigerator 14CFT Rs 49,900

Refrigerator(bottom 16CFT Rs 89,800
freezer)
Refrigerator 18CFT Rs 57,900
Side-By–side 26CFTs/s Rs 285,000
refrigerator
freezer cabinet 225LTR Rs 52,500
freezer cabinet 300LTR Rs 65,500
COOKER GAS AND ELECTRIC PLUS MICROWAVE OVEN
Gas cooker 90cm Rs 54,600

Electric cooker 60cm white Rs 42,500
Gas plus electric cooker 90cm(white) Rs 47,200
Microwave oven 25 LTR Rs 26,900
Microwave oven 27 LTR(white) Rs 40,500
WASHING MACHINE AND DISH WASHER
80
Washing machine 5kg 800rpm Rs 37,000

Washer/dryer 5kg 1200rpm Rs 56,800
Dish washer 3 programm (steel) Rs 55,000
Dish washer 5 programmes(steel) Rs 65,500
KKITCHEN MACHINES:
Copper 500watt Rs 4200

Kitchen machine 3 function Rs 5500
Kitchen machine 21 function Rs 10,500
Toaster ………… Rs 2,300
Toaster Auto de-frost & Re Rs3,200
heat
Grill B.B.Q Contact grill Rs 5,200
Hand mixer Dough maker RS 2,300
Hand mixer Chopper RS 2,600
Hand blander ……………. RS 3,600
Water boiler RS 3,800
Coffee maker Breakfast set RS 3,000
Eeg boiler RS 2,300
Universal slicing machine RS 3,900
Grinder ……………. Rs 18,00
Deep fryers 2.2ltr ,2000watt(cool RS 5,600
wall)
81
VACUUM CLEANRES & HAND DRYER:
Vacuum cleaner handy Wet and dry Rs 3,400

Vacuum cleaner 1800watt Rs 10,900
Vacuum cleaner (wash & dry) 1400watt Rs 15,500
82
DRYERS:
Vacuum cleaner handy Wet and dry Rs 3,400

Vacuum cleaner (wash & dry) 1400watt Rs 15,500
SIEMENS BUILT IN APPLIANCES
OVEN ELECTRIC:
Universal oven right hinged Touch control Rs 1,08600

door
Oven 60cm white Rs 47,700
Oven 60cm steal Rs 47,000
Universal oven, 60cm,steel Rs 48,000
83
ELECTRIC HOBS
Ceramic hob, Steel,60cm Rs 40,900

4 hot plate Steel,60cm Rs 19,500
COOKER HOOD(BUILT UNDER)
3 stage(twin motor) Steel,60cm Rs 8,700

3 stage (twin motor) Steel,90cm Rs 10,000
CHIMNEY 90& 60
Island hood, Steel,110cm Rs 138,000

Wall mounted, Steel,90cm Rs 43,900
Glass shield Steel,90cm Rs 77,000
Wall mounted,double panel 90cm Rs 76,300
84
NEW RANGE
Bottle chillers Steel,110cm Rs 138,000

steamer Steel,90cm Rs 43,900
Warming drawer Steel,90cm Rs 77,000
Hob 90cm Rs 76,300
Aluminium microwave Rs 64,500
Espresso coffe machine Rs 145,000
PLACEMENT
85
Location is the process of determining a geographical site for a firm’s

operation. Organizations must weigh many factors when assessing the
desirability of a particular site that can be
 Proximity to customers
 Proximity to suppliers
 Labor costs
 Transportation cost
Place refers to the means by which your customers acquire your Products.
Place involves the following components:
• Channels
• Location
• Coverage
• Transport
• Assortment
• Inventory
CHANNELS
Channels are set of interdependent organizations involved in the process of
making a product or service available
As a part of marketing strategy, companies can select
• Direct Channels
• Indirect Channels
Direct Channels
86
Direct channels allow the movement of goods or services directly from the
producer to the customer’s direct channel allows firm to retain total control over
its marketing program and close continuing control with customer.
Indirect Channels
Indirect channels are channels arrangement that relay on intermediaries to move goods or
services from the producer to the customer.
SIEMENS MARKETING CHANNELS

SIEMENS uses the indirect marketing channels only. There are no direct
channels of SIEMENS.
Manufacturer (SIEMENS) Company Warehouse
Distributor
wholesaler
Retailer
Customer
87
REGISTERED OFFICE
HEAD OFFICE :(KARACHI)
Registered offices of siemens Pakistan is located at
 B-72, Estate Avenue,

Sindh Industrial Trading Estates(S.I.T.E)
P.O.BOXNO.7158
Karachi –75700
LAHORE:
REGIONAL OFFICE
In Lahore its office is located at
 State life building

15-A, sir Agakhan Road
P.O.Box No293
Lahore 540000
ISLAMABAD
REGIONAL OFFICE
In Islamabad its office is located at
 23 West Jinnah Avenue

P.O.Box No.1129
Islamabad-44000
88
QUETTA
REPRESENTATIVE OFFICE
In Quetta its office is located at
 46-Rustam Building
patel Bagh
Off.Quary Road
P.O.Box No.21
Quetta-87300
PESHAWAR
REPRESENTATIVE OFFICE
In Peshawar its office is located at

 6th Floor,State Life Building
The Mall
P.O.Box No.341
Peshawar-25000
89
DISTRIBUTORS
Distributors are the institutions through availability of products are possible.
Siemens’s distributors have a very good relationship with them and the important
thing is that they must integrated into total marketing mix because of time and
money required to setup an effective channel.
The main procedure of distribution is that first it goes to warehouse and
then to distributor and at last to final consumers. In selecting a channel company
considers buying patterns and the nature of target market. However company
should follow the creation of three control market coverage and cost that is
constant with the desired level of consumer service.
DISTRIBUTION CHANNELS
Siemens uses following multiple channels of distribution:
Company
Wholesaler
Retailer
Consumer
90
Promotion
Promotion is a key ingredient in marketing, consists of diverse collection of
incentive tools, mostly short term, designed to stimulate quicker or greater
purchase of particular products or services by consumers or the trade.
PURPOSES OF PROMOTION:
• To increase new tiers

• To reward loyal customers
• To increase the purchase rate of occasional users
Category /types/ elements of promotion mix
• Sales promotion
• Advertising
• Sales force
• Public relation
• Direct marketing
91
• Types of advertising
IMPORTANT FEATURES OF PROMOTION

There are following important features of promotion
1) Quality
2) User friendliness
3) Durability
PROMOTION STRATEGIES ADOPTED BY SIEMENS
There are following tools of the siemens promotion.
 Advertisement and publicity

 Billboards
 Electronic media
 Print media
 Sale promotion
 My siemens cards
 On line shopping
 Siemens market share
 Television
 Newspaper
 Magazines
 Banners
 MMS
 Exhibition and international conference
 Siemens mobile sponsors fashion show
92
 Education and fun for partners
Billboards:
They also advertise through billboards which create more attraction and attention
for the customers. They believe in having few but huge, good and impressive
billboards rather than having small and many Siemens billboards can be seen at
important and most busy location of any city.
ELECTRONIC MEDIA:
Siemens mobile company advertises their mobile phones on all forms
of the electronic media. Electronic media gives quick and positive results
on the sale of the Siemens mobiles. Siemens electronic media include
internet and cable channels etc. All events were covered oelectronic
media. Satellite channels such as Geo, ARY, Indus Music and Uniplus.
PRINT MEDIA:
Newspapers and magazines are forms of the print media .so they
promote their mobile phones through international magazines newspapers
which give the awareness about the siemens mobile phones to the
public.
NEWSPAPERS
Most of the ads of the siemens mobile phone are published in
Newspapers. Like JANG, DAWN, THE NATION etc.
Magazines
93
When siemens want to address the specific audience like business

people who read their business magazine then special packages and
Services ads are used in magazines.
Sales Promotion:
These are the activities other than advertising and publicity that can
Stimulate interest, trial or purchase by final customer.
On Line Shopping
It offers online shopping facility to its customers. They’re provided with all
information related to the range of the siemens mobile phones available and
prices and the muddles of the siemens through siemens web side address
”www.siemens.com”. They are also offered special discount on line shopping or
purchase.
Market Shares:
Siemens is world leader in mobile communication. Backed by its experience
innovation, user friendliness and secure solutions Company has become leading
supplier of mobiles phones.
Siemens exhibition and International Conferences

Siemens mobile took central stage at the recently Telecom & IT Asia 2003
Exhibition and international conference (8-9 July, 2003) at the pearl continental
hotel Lahore. The cutting edge Siemens mobile both caught the eye of every visit
at the Exhibition.
Siemens sponsor’s Fashion Shows

Siemens mobile took to the catwalk this June at the Midsummer Nights Dreams
featuring Diala Elias fashion and jewelry. Developed by the YWCA to raise funds
94
for charity, the show provided the perfect backdrop for the new SL55, every
fashion- conscious woman’s dream come true.
Financial Analysis
Siemens Pakistan Limited is one of the oldest and largest

multinational companies doing diversified business in the country. The
company has total asset base of Rs 4990529 bILLION and sales at Rs
27110456 billion. The financial health of the balance sheet remained
robust. The company's trading profit for twelve months 2004 were at
760716 Rs billion. Net profit after taxation at Rs 412562 billion million
in 2004 The aggregate cash dividend for 2004 is 255796 100% of
2002..
++++++++++
95
Siemens (Pakistan) Engineering Company Limited

Balance Sheet
As at September 30, 2004
2004 2003
(Rupees in '000)
Share capital and reserves

Share capital
- Authorised
20,000,000 (2003: 20,000,000) ordinary shares
of Rs 10 each 200,000 200,000
- Issued, subscribed and fully paid-up 77,696 77,696
Reserves 1,812,935 1,812,935
Retained earnings 257,681 511
Total equity 2,148,312 1,891,142
Retention money payable 3,047 -
Employees' long service bonus 7,209 6,786
Total non-current liabilities 10,256 6,786
Trade and other payables 2,650,067 2,170,864
Short-term running finances 11,068 773
96
Provision for taxation 170,826 204,100

Proposed dividend - 101,005
Total current liabilities 2,831,961 2,476,742
Contingencies and commitments

Total equity and liabilities 4,990,529 4,374,670
Balance Sheet
2004 2003
(Rupees in '000)
Property, plant and equipment 525,462 496,694

Intangible assets 43,297 1,071
Deferred tax assets 125,398 128,306
Long-term receivables 52,884 29,441
Total non-current assets 747,041 655,512
Inventories 1,589,546 1,585,478
Trade receivables 946,953 1,156,527
Other receivables 352,810 155,504
Investments 5,450 8,150
Cash and bank balances 1,348,729 813,499
Total current assets 4,243,488 3,719,158
Total assets 4,990,529 4,374,670
97

Profit and Loss Account
2004 2003
(Rupees in '000)
Net sales 7,110,456 5,812,128

Cost of sales (5,858,319) (4,769,450)
Gross profit 1,252,137 1,042,678
Commission and allowances earned 214,385 126,970
1,466,522 1,169,648
Marketing and selling expenses (532,000) (445,547)
General administration expenses (147,891) (101,217)
(679,891) (546,764)
786,631 622,884
Other operating expenses (49,321) (35,002)

Financial expenses (39,598) (35,570)
Other operating income 63,004 64,607
(25,915) (5,965)
Profit before tax 760,716 616,919
98
Income tax expense (348,154) (266,948)

Profit for the year 412,562 349,971
Basic and diluted earnings per share (Rupees) 53.10 44.89

Cash Flow Statement
2004 2003
(Rupees in '000)
Cash flows from operating activities
Cash generated from operations 1,352,267 906,110
Payments to employees for long service bonus (1,597) (1,327)
Financial expenses paid (39,814) (35,686)
Income tax paid (378,520) (239,836)
Long-term receivables (23,443) 33,544
Retention money payable 3,047 (41,449)
Net cash flows from operating activities 911,940 621,356

Cash flows from investing activities
Capital expenditure (188,688) (103,195)
Proceeds from sale of property, plant and
equipment 12,862 9,402
Financial income received 44,617 52,383
Net cash flows from investing activities (131,209) (41,410)
Cash flows from financing activities
Dividends paid (255,796) (202,557)

Buy back of shares - (15,901)
99
Net cash flows from financing activities (255,796) (218,458)
Net increase in cash and cash equivalents 524,935 361,488

Cash and cash equivalents at beginning of the year 812,726 451,238
Cash and cash equivalents at end of the year 1,337,661 812,726

Statement of Changes in Equity
For the year ended September 30, 2004
100
Horizontal Analysis
“In the base statement of previous years every item is
given 100% and in subsequent years these are changed to
the related percentages as per base years”.
101
Importance
Comparative statement can be prepared for several

years in a columnar form. The changes from period to
period can be reflected by establishing a base year and
making it 100%. Thereafter all such changes are reflected
in percentages. This analysis is invaluable to management
and other analysts because the absolute large data are
condensed into percentages. The purpose of horizontal
analysis is to highlight the changes.
Balance Sheet
The purpose of a balance sheet is to reflect financial
position of an entity on a particular date. The balance
sheet consists of assets, which are the property of the
entity, the liabilities, which are the debts payable to
outside investors or suppliers of goods and services, and
the shareholder’s equity, which represents owners’ interest
in the entity. At any given date, assets must be equal to
the contributions of the creditors and owners.
At next page, the balance sheet of The Company is shown.
This balance sheet shows the horizontal analysis of The
Company. All the results are given in percentages.
Index analysis
BALANCE SHEET
102
2004 2003 2004. 2003

Share capital
- Authorised
20,000,000 (2003: 20,000,000) ordinary
shares
of Rs 10 each 200,000 200,000 100.000 100
Issued, subscribed and fully paid-up 77,696 77,696 100.000 100
Reserves 1,812,935 1,812,935 100.000 100
50426.81
Retained earnings 257,681 511 0 100
Total equity 2,148,312 1,891,142 113.599 100
Retention money payable 3,047 - 0.000 100
Employees' long service bonus 7,209 6,786 106.233 100
Total non-current liabilities 10,256 6,786 151.135 100
Trade and other payables 2,650,067 2,170,864 122.074 100
Short-term running finances 11,068 773 1431.824 100
Provision for taxation 170,826 204,100 83.697 100
Proposed dividend 101,005 0.000 100
Total current liabilities 2,831,961 2,476,742 114.342 100

Total equity and liabilities 4,990,529 4,374,670 114.078 100
BALANCE SHEET
103
2004 2003 2004

2003
Property, plant and equipment 525,462 496,694 105.792 100

Intangible assets 43,297 1,071 4042.67 100
Deferred tax assets 125,398 128,306 97.7335 100
Long-term receivables 52,884 29,441 179.627 100
Total non-current assets 747,041 655,512 113.963 100
Inventories 1,589,546 1,585,478 100.257 100
Trade receivables 946,953 1,156,527 81.879 100
Other receivables 352,810 155,504 226.882 100
Investments 5,450 8,150 66.8712 100
Cash and bank balances 1,348,729 813,499 165.794 100
Total current assets 4,243,488 3,719,158 114.098 100
Total assets 4,990,529 4,374,670 114.078 100
104
PROFIT AND LOSS

ACCOUNT
Profit and loss account is also named income statement or

income and expenditure account or statement of operations
and encompasses all sources of revenue, gain and losses and
expenses for a particular period, grouped into various headings
as per chart of accounts of a company. In other words, it
summarizes the results of operations for an accounting period.
The net income is closed by transfer to balance sheet after
paying the dividends and appropriations. Sometimes an
appropriation is made to general reserve and still some portion
is left as retained earning.
105
The procedure of horizontal analysis of profit and loss account is same

2004 2003 2004(.000) 2003
Net sales 7,110,456 5,812,128 122.338 100
Cost of sales -5,858,319 -4,769,450 122.830 100

Gross profit 1,252,137 1,042,678 120.089 100
Commission and allowances earned 214,385 126,970 168.847 100

1,466,522 1,169,648 125.381 100
Marketing and selling expenses -532,000 -445,547 119.404 100

General administration expenses -147,891 -101,217 146.113 100
-679,891 -546,764 124.348 100
786,631 622,884 126.289 100
Other operating expenses -49,321 -35,002 140.909 100

Financial expenses -39,598 -35,570 111.324 100
Other operating income 63,004 64,607 97.519 100
-25,915 -5,965 434.451 100
Profit before tax 760,716 616,919 123.309 100
Income tax expense -348,154 -266,948 130.420 100
Profit for the year 412,562 349,971 117.885 100
Basic and diluted earnings per share

(Rupees) 53.1 44.89 118.289 100
as of balance sheet.
106
Vertical
Analysis
“An analysis of percentage financial statements
where all balance sheet items are divided by total assets
and all income statement items are divided by net sales or
revenues”
The expression of individual financial statement items as
percentages of total helps the analyst spot trends with
respect to the relative importance of these items over
time.
Balance Sheet
Vertical analysis is also called common size

analysis. The common size balance sheet is also called
100% balance sheet. The total of assets is the base figures
representing 100%. Every item of the balance sheet is
related vertically to reflect the vertical mix against the
total. The analysis represents internal composition of
assets and liabilities. The common size balance sheet
analysis reveals the sources of capital and all other
sources and the application of sources to assets of the
company.
The balance sheet of The Company is shown on next page

with the vertical analysis of two years.
107
BALANCE SHEET
2004 2003 2004 2003

Share capital
- Authorised
20,000,000 (2003: 20,000,000)
ordinary shares
of Rs 10 each 200,000 200,000 4.008 4.572
Issued, subscribed and fully paid-
up 77,696 77,696 1.557 1.776
Reserves 1,812,935 1,812,935 36.328 41.442
Retained earnings 257,681 511 5.163 0.012
Total equity 2,148,312 1,891,142 43.048 43.229
Retention money payable 3,047 - 0.061 0.000
Employees' long service bonus 7,209 6,786 0.144 0.155
Total non-current liabilities 10,256 6,786 0.206 0.155
Trade and other payables 2,650,067 2,170,864 53.102 49.623
Short-term running finances 11,068 773 0.222 0.018
Provision for taxation 170,826 204,100 3.423 4.665
Proposed dividend 101,005 0.000 2.309
Total current liabilities 2,831,961 2,476,742 56.747 56.616

Total equity and liabilities 4,990,529 4,374,670 100.000 100.000
Property, plant and equipment 525,462 496,694 10.529 11.354

Intangible assets 43,297 1,071 0.868 0.024
Deferred tax assets 125,398 128,306 2.513 2.933
Long-term receivables 52,884 29,441 1.060 0.673
Total non-current assets 747,041 655,512 14.969 14.984
Inventories 1,589,546 1,585,478 31.851 36.242
Trade receivables 946,953 1,156,527 18.975 26.437
Other receivables 352,810 155,504 7.070 3.555
Investments 5,450 8,150 0.109 0.186
Cash and bank balances 1,348,729 813,499 27.026 18.596
Total current assets 4,243,488 3,719,158 85.031 85.016
Total assets 4,990,529 4,374,670 100.000 100.000
108
Profit and Loss

Account
Similar method as applied for balance sheet is also
applicable to profit and loss account. The various items of
profit and loss account are related as percentage to sales.
For example, items like, cost of goods sold. Operating
expenses, gross profit, taxation etc. are reduced to
percentages by treating the sales as 100 %. These ratios are
also called vertical ratios and mix percentages.
Profit and loss account of the company is shown on next

page with vertical analysis of two years.
109
2004 2003 2004(000) 2003(000)
Net sales 7,110,456 5,812,128 1.000 1.000
Cost of sales -5,858,319 -4,769,450 -0.824 -82.060

Gross profit 1,252,137 1,042,678 0.176 17.940
0.000
Commission and allowances earned 214,385 126,970 0.030 2.185
1,466,522 1,169,648 0.206 20.124
0.000
0.000
Marketing and selling expenses -532,000 -445,547 -0.075 -7.666
General administration expenses -147,891 -101,217 -0.021 -1.741
-679,891 -546,764 -0.096 -9.407
786,631 622,884 0.111 10.717
0.000
0.000
Other operating expenses -49,321 -35,002 -0.007 -0.602
Financial expenses -39,598 -35,570 -0.006 -0.612
Other operating income 63,004 64,607 0.009 1.112
-25,915 -5,965 -0.004 -0.103
Profit before tax 760,716 616,919 0.107 10.614
Income tax expense -348,154 -266,948 -0.049 -4.593
Profit for the year 412,562 349,971 0.058 6.021
Basic and diluted earnings per share

(Rupees) 53.1 44.89
RATIO ANALYSIS
110
1. PROFITABILITY RATIOS
Rs. (000)
These ratios are the measure of reasonable rate of return and adequate profits
turnover.
Profitability ratios are of two kinds-those showing profitability in relation to sales
and those showing profitability in relation to investment. Together, these ratios
indicate the firm’s overall effectiveness of operations.
1.GROSS PROFIT TO SALES RATIO:
This ratio tells us the profit of a firm relative to sales. It is a measure of the
efficiency of a firm’s operations, as well as an indication of how products are
priced.
2004 2003
Gross profit * 100 1252137 *100 1042,678 *100

Net sales 7110,456 5812128
=17.6% =17.9%
Gross profit margin
0.179
0.178
0.177
Ratios
0.176
0.175
0.174
2003 2004
Years
COMMMENTS:
111
• This ratio indicates the net profits of the company in relation to the total
amount of capital funds employed to make that profit.
• Company is obtaining high profits
• Company‘s profit to sales ratio does not show greater change as
compared to year 2003
2- NET PROFIT TO SALES RATIO:
Net profit * 100 2004 2003

Net sales
412562 * 100 349,971 * 100

7110,456 5812,128
=5.80% =6.02%
Net profit margin
6.10%
6.00%
5.90%
Ratios
5.80%
5.70%
5.60%
2003 2004
Years
COMMENTS:
a) There is decrease in this ratio from the previous year it means that
company has increased its expenses to a greater extent as compared to
increase in sales.
3. RETURN ON EQUITY:
112
The return on equity measures the return earned on the common stake
holders’ investment in the firm. Generally higher the rates of return the better off
the owners.
2004 2003
Net profit after tax 412,562 * 100 349,971 * 100
Share holders equity 2148,312 1891,142
=19.2% =18.5%
Return on equity
19.20%
19.00%
18.80%
Ratios 18.60%
18.40%
18.20%
18.00%
2003 2004
Years
COMMETNS:
a) There is an increase in this ratio as compared to that of year 2003. it is

very good to attract share holder.
b) Return on sales is low & return on equity is very good so it determines that
use of fixed asset is good.
RETURN ON INVESTMENT:
113
It measures the overall effectiveness of the management in generating

profits with its available assets. The higher return on investments the better
it is..
Formula
Net profit after tax * 100

Total assets
2004 2003
=412,562*100 =349,971*100
4990,529 4374,670
=8.26% =7.99%
Return on invetment
8.30%
8.20%
8.10%
Ratios
8.00%
7.90%
7.80%
2003 2004
Years
COMMENTS:
a) Return on investment increased from 2003 to2004 so it is very attractive

for the share holders.
2. DU PONT ANALYSIS
114
In about 1919, the Du Pont Company began to use a particular approach to

ratio analysis to evaluate the firm’s effectiveness. This analysis is based on two
approaches:
 Return on investment
 Return on equity
Formula
Net profit after tax/sales * sales/total assets * total assets/share

holders Equity
For 2004
412,562 * 7110,456 * 4990,529

7110,456 4990,529 2148,312
= 0.0580 * 1.424 * 2.323

=0.1913
For 2003
349,971 * 5812,128 * 4374,670

5812,128 4374,670 1891,142
0.0602 * 1.33 * 2.313

=0.1851
115
Due pont analysis
0.192
0.19
0.188
Ratios
0.186
0.184
0.182
2003 2004
Years
Comments
• The 3rd and 2nd portions of the year 2003 as compared to the year 2002
they are favorable for the business
• The1st part is slightly greater then that the year 2002 so it is unfavorable
for the business.
3. Liquidity ratios
Liquidity may be defined as the company’s ability not only to meet
possible deposit withdrawals but also for the legitimate needs of the economy as
well or we may say the ability of firm to meet its current or short term obligations.
1.Current ratio
The current ratio one of the most commonly cited financial ratios,
measures the firm’s ability to meet its short term obligations
Formula
Current assets
Current liabilities
For the year 2004 for the year 2003
116
4243488/2831961 3719158/2,476,742
=1.493 = 1.501
Current Ratio
1.6
1.4
1.2
1
Ratios
0.8
0.6
0.4
0.2
0
2003
2004
Years
Comments
• This ratio shows the ability of a firm to cover its current liabilities with its
current assets.
• Company’s current assets and current liabilities both showing decreasing
trend
• However the decrease is not very significant.
• But it is lower to standards
2.Quick ratio or acid test ratio
117
This ratio indicates that to how much extent the company is in the
position to meet the demands of its deposit holders through its quick assets. This
ratio is more significant than the previous one.
Formula
Current asset-inventory
current liabilities
For year 2004 for year 2003
(4243488-1589546)/2831961 (3719158-1585478)/2476742
=0.937 =0.861
Quick Ratio
1
0.8
Ratios
0.6
0.4
0.2
0
2003
2004
Years
Comments
This ratio shows the increasing trend in the company which is a good
sign.
4. Solvency ratios or Financial Leverage ratio
118
Liquidity ratios are for short term but solvency ratios are for long term
liquidity position.
DEBT TO EQUITY RATIO
Formula
Total long term debt

Share holder Equity
2004 2003
10256 6786
2148312 2148312
= 0.0047 =0.00358
Debt to equity ratio
0.005
0.004
0.003
Ratios
0.002
0.001
0
2003 2004
Years
LONG TERM LIABILITY TO FIXED ASSET RATIO
Formula
119
Long term debt +equity

Fixed assets
2004 2003
10256 +2148,312 6786+1891,142

747041 655,512
=2.889 =2.895
Debt to fixed asset ratio
2.896
2.894
2.892
Ratios
2.89
2.888
2.886
2003 2004
years
Comments
These ratios are very good. As showing the company’s strong position
to meet its long term needs. And also showing the company’s stability for long
run.but it is little bit decreasing from 2003 to 2004.
5. Performance of the management or activity ratio

It depends on the profitability of the business.
It is checked also by cash position by 3 factors.
1. Receivables collection,
2. collection from inventory
3. Sales of inventory, payment to acc. Payable
Collection period should be reduced & better for management. Payment period
should be delayed.
120
I. Receivable turn over
This ratio provides insight into the quality of the firm’s receivable and how
successful the firm is in its collections. This ratio tells us the number of times the
accounts receivables have been turned over into cash during the year
Formula
Annual net Credit sales
Closing receivables
2004 2003
7110456 5812128
946953+352810 1156527+155504
=5.5 times =4.43 times
Interest coverage ratio
50
40
30
Ratios
20
10
0
2003 2004
Years
Receivable turn over days or collection period
This ratio is also called average collection period. It tells us the average
number of days that receivables are outstanding before being collected.
For the purpose of analysis credit sales are taken
121
Formula for receivable turnover days

365 days
R.T.O ratio
2004 2003
360 360
5.470 4.4298
= 66 days = 81 days
Collection period
100
80
60
Ratios
40
20
0
2003 2004
years
Comments
• As form the above calculation it is shown that the received turnover is 81

days in 2003 and 66 days in 2004 which is very good.
• Because as soon as we calculate receivable more production is done
&sales are made
ii) Inventory turnover ratio

Formula,
CGS
Avg. inventory
2004 2003
122
5858,319 4769,450
1589,546 1585,478
= 3.685 times =3.008
Inventory turnover ratio
4
3
Ratios 2
1
0
2003 2004
Years
Inventory turn over days

Formula for inventory turnover days
360
I.T.O ratio
360 360
3.685 3008
=98 days = 119 days
123
Inventory turnover in days
120
100
80
Ratios 60
40
20
0
2003 2004
years
Comments
• As the company s inventory turn over was 119days in 2003 and 98 days
in2004 which show the mal performance of the management in the year
2004
• However the inventory turn over is good as according to the above
calculations. Because as soon as inventory used in production it is good
for a company
iii) Acc. Payable turn over

Formula:
Credit purchases
payables
2004 2003
3769092 2932,543
2650,067 2170,864
=1.422 =1.35
124
Payalbe turnover ratio
1.44
1.42
1.4
1.38
Ratios
1.36
1.34
1.32
1.3
2003 2004
Years
Payable turnover days

360
A.P.T ratios
2004 2003
360/1.422 360/1.35
=253 days =267 days
Payable turnover in days
270
265
Ratios
260
255
250
245
2003
2004
years
Comments
• So this ratio is not good as compared to receivable turn over days.
Because the efficiency of the management lies in that fact that they have
to decrease receivable turn over days as much as possible and increase
payable as much as possible.
125
• So our calculations show that payable turn over is sufficiently not greater
as compared to receivable turnover.
iv). Cash cycle

Collection period+ Avg.inventory period –avg.payable period
For year 2004 for year 2003

(67+98)-253 =81+119-267
= (88)days =(67) days
Comments
• As from the above calculation this is obvious that the cash cycle of
the company is very short(in negative) it means there is no problem
of cash availability.
• The management is showing very good performance in this regard.
As It is increasing from 2003 to 2004.
v). Financial Coverage ratio

It describes that how much cushion is available to pay the debt.
Formula
Net profit before tax and interest (EBIT)

Fixed interest charges
For year 2004 For year 2003
760716 616919
126
15268 20764
=49.824 =29.71
Interest coverage ratio
50
40
30
Ratios
20
10
0
2003 2004
Years
Comments
The results are showing very strong position of the company to meet
its financial obligations.
6. Market ratios
i) Earning per share

EPS shows the number of rupees earned during the period on behalf of each out
standing share of common stock.
Formula
Profit after tax

No. of shares out standing
2004 2003
412,562 349,971
127
77696 77696
= 53.48 = 45.04
earning per share
54
52
50
48
Ratios
46
44
42
40
2003 2004
Years
Comments
• It is greater & attractive in year 2004

• But in 2003 it is decreased to some extent but still it is very good as
compared to other companies.
ii)Dividend per share.
This ratio tells us the amount of dividend that is available to

shareholders. It is the amount of dividend per that each shareholder gets
Formula
. Dividend.
No. of shares outstanding
2004 2003
388480 202010
7770 7770
128
=26
= 50
dividend per share
50
40
30
Ratios
20
10
0
2003 2004
Years
Comments
This ratio is increasing from 2003 to 2004. The shareholders of the

company have gained more in the year 2004 from their shares in the form of
dividend as compare to last year
iii) Dividend pay out ratio
This ratio tells us index of whether company pays of a large percentage

of earnings as dividends or reinvests most of its earnings.
129
Formula
Dividend per share x 100
EPS
2004 2003
50x100 26 x100
53.48 45.04
=93.4% =57.72%
dividend payout ratio
100
80
60
Ratios
40
20
0
2003 2004
Years
comments:
This ratio is increasing from year 2003 to year 2004 which shows a good
sign for the company. So company pays a large percentage of earnings as
dividend.
iv) Price earning ratio
130
It shows the price of shares in the market in relation to the company’s

earning. Further more, index of whether a stock is relatively cheap or expensive
based on ratio.
Formula
Market price
EPS
2003 2004
575 671
45.04 53.48
=12.36 =12.55
price earning ratio
12.55
12.5
12.45
Ratios 12.4
12.35
12.3
12.25
2003 2004
Years
Comments:
this ratio is increasing to some extent from 2003 to 2004.its also a good sign for
company.this is only due to increased in earning per share.
v) Book value
131
Book value per share is the value that is shown in the balance sheet.
That value of shares that the bank wants to sell them in the market in the winding
up of a company.
Formula
Total share holders equity
No. of shares out standing
2004 2003
2148312 891142
7770 7770
= 243.40
= 276.50
Book value
280
270
260
Ratios 250
240
230
220
2003 2004
Years
comments
this ratio tells us that book value is increasing from 2003 to 2004 which is a good
sign for company.
vi). Market to book value ratio
132
This ratio is calculated only for current year to see the relationship
between market price and book value per share
Formula
Market price per share

Book value per share
2003 2004
575 671
243.40 276.50
=2.36 =2.43
market to Book value ratio
2.44
2.42
2.4
Ratios 2.38
2.36
2.34
2.32
2003 2004
Years
comments
This ratio is increasing from 2003 to 2004 due to the reason of increased in
market price and increased in book value per share.
vii). Intrinsic value per share
133
This ratio also called fair value per share. This ratio tells us about
shareholders what they want from the bank in the form of dividend when they
invest in the shares of the bank and what they actually get from the bank in
the form of dividend.
Formula
Dividend per share

Required rate of return
For year 2004
@12%rate @15%rate @20%rate

50/ .12 50/0.15 50/0.20
=416.67 =333.33 =450
for year 2003
@12%rate @15%rate @20%rate

26/.12 26/.15 26/.20
=216.7 =173.33 =130
134
135
PROJECTS OF SIEMENS:
 POWER TRANSMISSION AND DISTRIBUTION PROJECTS:
 Bin Qasim Unit:
 KarachiAirportGrid Station:
 Export Projects in UAE:
Hospital Projects
• Pakistan Institute of Medical Sciences (Radiology, Operation Theater &
Misc. Items)
• Shaukat Khanum Memorial Trust Cancer

Research Hospital, Lahore
(MRI, CT, Radiology, Gamma Camera, Radio Therapy)
• Punjab Institute of Cardiology

(Angiography & modular Theaters
• ParkViewHospital, Lahore
(CT)
• SheikhZayedHospital, Rahimyar Khan
136
• Lahore General Hospital, Lahore

(Neuro-Angiography, CT, Operation Theater)Jinnah Hospital, Lahore--
(Radio Therapy, CT)
• Children's Hospital Quetta.
• Armed Forces Institute of Cardiology/NIHD Rawalpindi
(Angiography, Operating Theaters)
• Department of Radiotherapy and Oncology, CMH Rawalpindi
(Radio Therapy equipment)
• Dr. Zia ud Din Hospital, Karachi
(Gamma Camera & Angiography)
• KRLGeneralHospital, Islamabad
• MayoHospital, Lahore
(Lithotripy, Gamma Camera & Cath lab)
• SheikhZayedHospital, Lahore.
• National Institute for the Handicapped, Islamabad
(MR, CT, Operating Theaters, X-Ray units etc)
Atomic Energy Commission centers all over the country
• AyubHospitalComplex, Abbottabad
• Hayatabad Medical Complex, Peshawar.
• Pediatric Institute Hospital, Lahore
137
INTERNAL FACTOR EVALUATION MATRIX
For conducting internal strategic management audit IFE is constructed.
It summarizes and evaluates the major strengths and weaknesses in the

functional areas(Management, Marketing, Finance, Production, Research and
Development,and Management Information system) of the business
This whole technique is based on intuitive judgments.Constructed in 5 steps
IFE MATRIX CONSTRUCTOIN STEPS
 List down the key internal factors. Use a total of from 10 – 20

internalfactors including Strengths and Weakness.
 Assign Weights to each factor that range from 0.0 to 1.0.
 Assign a 1 – 4 rating to each factor to show whether the factor
represents major strength(rating =4) minor strength (rating=3), major
weakness (rating =1) or minor weakness (rating =2)
 Multiply rates by weights to get weighted score
 Sum the weighted score to get total weighted score
138
IFE MATRIX: -
WEIGHTED
KEY FACTORS WEIGHTS RATING SCORES
STRENGTHS:
HIGH QUALITY PRODUCTS 0.1 4 0.4

GOODWILL 0.05 4 0.2
AFTERSALE SERVICE 0.06 3 0.18
FINANCIAL SERVICES 0.05 3 0.15
ONLINE SERVICES 0.03 4 0.12
DECENTRALIZATION 0.02 4 0.08
CUSTOMIZED PRODUCTS 0.03 4 0.12
VAST RANGE OF PRODUCTS 0.05 4 0.2
BRAND IMAGE 0.06 4 0.24
OWN PRODUCTION 0.02 4 0.08
AVAILABILITY OF SPAREPARTS 0.03 3 0.09
OPERATING & MAINTAINANCE OF
PRODUCTS 0.04 3 0.12
PROPER EMPLOYEE TRAINING 0.06 4 0.24
WEAKNESSES:
HIGH PRICE PRODUCTS 0.05 1 0.05

LESS CHECK & BALANCE 0.05 2 0.1
HIGH TURN OVER RATE 0.1 1 0.1
LESS PROMOTION 0.07 2 0.14
LOW EMPLOYEE SATISFACTION LEVEL 0.06 1 0.06
LENGTHY PROCEDURES 0.01 2 0.02
LOW RESALE VALUE OF MOBILES 0.03 2 0.06
WEAK APPRAISAL SYSTEM 0.03 1 0.03
139
TOTAL 1 2.78
EXPLANATION:
As the weighted score 2.78 is above average that is 2.5.so it show a strong internal
position.and also that this large multinational company(siemens) is above average in its
overall strengths.its strengths are enough to overcome major weakness which is a good
sign for siemens in the path of success.
EXTERNAL FACTOR EVALUATION MATRIX
It summarizes and evaluates economic, social,

cultural,demographic,environmental, political,governmental,legal,
technological,and competitiveinformation.Constructed in 5 steps
EFE MATRIX CONSTRUCTOIN STEPS
140
 List down the key external factors. Use a total of from 10 – 20 external
factors including Opportunities and Threats that affect the firm an its
industry.
 Assign Weights to each factor that range from 0.0 to 1.0.The weights
indicates the relative importance of that factor in the firm’s industry.
 Assign a 1 – 4 rating to each factor to show how effectively the firm’s
current strategies respond to that factor
 If rating =4 the response is superior

 If rating =3 the response is above average
 If rating =2 the response is average
 If rating =1 the response is poor
 Rating is company based whereas weights are industry based.
 Multiply rates by weights to get weighted score
 Sum the weighted score to get total weighted score
EFE MATRIX: -
WEIGHTED
KEY FACTORS WEIGHTS RATING SCORES
OPPORTUNITIES
IT EXPANSION 0.10 3 0.30

OVERSEAS PROJECT 0.10 4 0.40
TECHNOLOGICAL CHANGE 0.08 3 0.24
MARKET INTEGERATION OPENING UP 0.09 4 0.36
PROJECT WITH TELENOR 0.05 2 0.10
141
STRONG POSITION 0.06 3 0.18

OPPORTUNITY GROWING IN OTHER COUNTRIES 0.09 4 0.36
THREATS
LESS OVERHEAD RATES FROM COMPETITORS 0.08 3 0.24

LOW PRODUCT PRICING BY COMPETITORS 0.10 2 0.20
STRONG COMPETITION 0.09 3 0.27
DECREASE IN SALES 0.08 2 0.16
LESS MARKET SHARE 0.08 2 0.16
TOTAL: 1.00 2.97
EXPLAN ATION:
The total weighted score is above average that is 3.09.this is a very good score.it
show siemens efforts to pursue strategies that capitalize on external
opportunities and avoid threats.
As it deals in many projects like telemetry,telenor projects which are good
opportunities for siemens in future and it will surely reduce major threats which
are currently creating many hurdles in the path of success of achieving good goal
that is to maximize profit.
CO MP ET ITIV E P RO FI LE MAT RIX :
 The competitor profile matrix identifies the firm’s major competitors and its
particular strengths and weaknesses in relation to a sample firm’s
strategic position.
 The critical success factors in the CPM include both internal and external
issues.
142
 In a CPM, the ratings and total weighted scores for rival firms can be
compared with the sample firm.
 The comparative analysis provides important internal strategic information.
COMPETITIVE PROFILE MATRIX(CPM)
SIEMENS DESCON INNOVATIVE
CRITICAL SUCCESS
FACTORS:- WEIGHTS RATING SCORE RATING SCORE RATING SCORES
GOOD WILL 0.2 3 0.6 3 0.6 2 0.4

HIGH QUALITY PRODUCTS 0.13 4 0.52 3 0.39 3 0.39
HIGH TURN OVER RATE 0.15 4 0.6 2 0.3 2 0.3
HIGH PRICE PRODUCTS 0.08 4 0.32 3 0.24 1 0.08
LESS PROMOTION 0.02 3 0.06 3 0.06 2 0.04
PROJECT WITH TELENOR 0.05 3 0.15 0 0 0 0
EMPLOYEE SATISFACTION 0.02 3 0.06 2 0.04 2 0.04
HIGH OVERHEAD RATES 0.08 3 0.24 3 0.24 3 0.24
STRONG COMPETITION 0.14 4 0.56 4 0.56 2 0.28
HIGH PRICE PRODUCTS 0.13 3 0.39 3 0.39 2 0.26
TOTAL 1 3.5 2.82 2.03
EXPLANATION:
Just because siemens receive 3.5 rating ,descon receive 2.82 score and third
firm that is innovative has 2.03 in a competitive profile matrix.so it show that
overall siemens is working better as compare to its competitors descon and
innovativative.
numbers reveal the relative strengths of firms,but their implied precision is an
illusion.numbers are not magic.the aim is not to arrive at a single number,but
143
rather to assimilate and evaluate information in a meaningful way that aids in

decision making.
TOWS MATRIX
Major steps:
• List the firms major external opportunities

• List the firms major external threats
• List the firms major internal threats
• List the firms major internal weaknesses
• Compare the firms internal strengths with external opportunities and
forming the SO strategies.
• Compare the firms internal weaknesses with external opportunities and
forming the WO strategies.
• Compare the firms internal strengths with external threats and forming
the ST strategies.
• Compare the firms internal weaknesses with external opportunities and
forming the SO strategies.
144
Strengths Weaknessess
1. Goodwill 1. High price
products
2. High quality
products
2. Less checks
& balance
3. ISO
Certification
3. High
turnover rate
4. Provides
After sale
4. Less
services promotion of
products
5. Customize
d products
5. Low
employee
6. Brand
satisfaction
image
level
7. Own
6. Weak
production
appraisal
8. Employees system
Training
Opportunities So strategies Wo strategies

1. High quality 2. New
1. IT production software will
expansion(sap of products help in
software) helps in increase in
2. Overseas getting revenue of
project like more the
Dewa project profits(S2, company(W1
in Dubai O2,O4) ,O1,O3)
3. Technological 2. # of sap 3. Strong
change professiona position of
4. GOVT.projects ls company in
5. Strong increases(S almost all
position 8,O1) over the
6. Opportunity 3. high world help to
growing in earning increase in
other countries through sales(W4,O5
7. expansion of sale of ,O6)
cellular software
industry (S6,O1)
4. increase in
confidence
of people
due to large
projects
with
Govt(SI,S2,
S3,O4)
Threats ST strategies: Wt strategies:

1. less overhead 1. High brand 1. Revise the
rates from image and appraisal
competitors goodwill system to
2. Low product have advan decrease the
145 tage over high turnover
pricing by
competitors competitors rate.(W6,T3)
3. Strong . 2. Proper
4. Decrease in
products,hi to increase
sales
gh price satisfaction
5. Decrease in
and iso level.(W5,T3
market share
INTRNSHIP REPORT certification ) SIEMENS
overcome
the low
price of
competitors
.
(S2,S3,T2)
SPACE MATRIX
financial stability
rating
The firm’s primary ratio is 19% 3.0
The firm’s return on asset is 1.42 1.0
The firm’s net income was 412 million 4.0
The firm’s revenue increases to 7110M 5.0
by 15% from previous year
Total rating score of F.S 13.0
Industry stability
rating
Using high technology know how 4
Have greater financial stability 4
Growth potential is good 3
Have maximium resource e utilization 4
Total rating score of I.S 16.0
Environmental stability(-1 to -6)

rating
Demand of product is more in all -1
around the world
Competitive pressure with specific -4
industry
no barrier to enter into market -1
Technological change is at high pace -2
Total rating score of E.S -8
Competitive advantage
rating
The firm’s has greater market share -1
Quality of products is very good -2
Customer are more loyal to products -3
146
The firm has large customer base -2

Total rating score of C.A -8
Conclusion
ES average =-8/4=-2 IS average=16\4=4

CA average =-8/4=-2 FS average=13\4=3.25
y-axis=(FS+Es) x-axis=(CA+IS)
=3.25+(-2)_=1.25 =4+(-2)=2
147
BCG MATRIX
THE BOSTON CONSULTING GROUP:
The BCG Matrix graphically portrays differences among divisions in term of

relative market share position and industry growth rate.
The relative market share is given on the x-axis of the BCG matrix and the y-axis
represents the industry growth rate in sales.
The bcg has four quadrants.
1. QUESTION MARKS
2. STARS
3. CASH COWS
4. DOGS
DIVISIONS:
1. Information And Communication

2. Power Transmission And Distribution
3. Industrial And Power Generation
Rs. IN MILLIONS
DIVISIONS REVENUES PERCENT PROFITS PERCENT PERCENT PERCENT
REVENUES PROFITS MARKET GROWTH
SHARES RATE
1 1822 27.25 106 27.24 15 + 10
2 2027 30.32 118 30.33 90 + 15
3 2837 42.43 165 42.42 27 + 12
148
TOTAL 6686 100 389
Relative Market Share Position In The Industry
HIGH MEDIUM
LOW
1.0 0.50 0.0
High +20 42.42%
30.33%
INDUST I
RY II III 27.24%
SALES Medium
GROWT
0
H RATE
Low -20
DIVISION I and III lies in Quadrant 1 ( question mark )

STRATEGIES:
Intensive strategies:
Product development
Market penetration
Market development
DIVISION II lies in Quadrant II (stars )

Integration strategies:
Forward integration
Backward integration
149
Horizontal integration
Intensive strategies:
Market penetration
Market development
Product development
Joint ventures.
THE INTERNAL AND EXTERNAL MATRIX(IE)
THE IE Matrix is based on two dimensions. The IFE total weighted score on x-
axis and the EFE total weighted score on y- axis. The IFE matrix and EFE matrix
for each division of the organization should be constructed. On the x- axis of the
IE matrix, the IFE total weighted score of 1.0 to 1.99 represents a weak internal
position; a score of 2.0 to 2.99 is considered as average; and a score of 3.0 to
4.0 is strong. Similarly, on the y- axis, an EFE total weighted score of 1.0 to 1.99
is considered low; a score of 2.0 to 2.99 is considered as medium; and a score of
3.0 to 4.0 is high
The IE MATRIX can be divided in to three major regions that have different
strategy implications.
First , the division fall into cells I, II, Iv, can be described as GROW AND
BUILD.
Second, the division fall in to cells III, Iv, vII can be managed as HOLD AND
MAINTAIN.
Third, the division falls in to cells VI, VIII, IX can be described as HARVEST
OR DIVEST
150
DIVISIONS:
1. INFORMATION AND COMMUNICATION
2. POWER TRANSMISSION AND DISTRIBUTION

3. INDUSTRIAL AND POWER GENERATION
The Internal-External Matrix:

Rs. In Millions
Divisions Sales Percent Profits Percent IFE EFE
Sales Profits Scores Scores
1 2095 33.02 508 33 3.01 2.95
2 2330 36.73 566 37 3.5 3.10
3 1919 30.25 466 36 2.7 2.55
Total 6344 100 1540
151
THE IFE TOTAL WEIGHTED SCORES:
Strong
Average weak
3.0 to 4.0 2.0 to 2.99 1.0 to 1.99
4.0 3.0 2.0 1.0
4.0 I II III
HI 37%
GH
II
3.0 TO 4.0
THE V 33% VI
3.0 IV 33% I
EFE MEDIUM III
TOTA 2,0 TO 2.99
VII VIII IX
L 2.0
WEIG LOW
1.0 to 1.99
HTED
1.0
152
THE EFE TOTAL WEIGHTED SCORE
The division I and division II lie in GROW AND BUILD.
STRATEGIES:
INTENSIVE STRATEGIES:
• Market Penetration
• Market Development
• Product Development
The division III lies in HOLD AND MAINTAIN.
STRATEGIES:
• Market Penetration
• Product Development
153
THE GRAND STRATEGY MATRIX
RAPID MARKET GROWTH
Quadrant II Quadrant I
1. Market 1. Market
development development
2. Market 2. Market penetration
penetration 3. Product
3. Product development
development 4. Forward integration
4. Horizontal 5. Backward COMPANY
integration integration LIES IN
5. Divestiture 6. Horizontal FIRST
6. Liquidation integration QUADRANT
7. Concentric
diversification
Quadrant III Quadrant IV

1. Retrenchment 1. Concentric
2. Concentric diversification
diversification 2. Horizontal
3. Horizontal diversification
diversification 3. Conglomerate
4. Conglomerate diversification
diversification 4. Joint ventures
5. Divestiture
6. Liquidation
154
Weak Strong
competitive competitive
position
SLOW MARKET GROWTH
INTERPRETATION:
SIEMENS has rapid market growth and strong competitive position in the
industry. So, it lies in 1st Quadrant. It shows an excellent strategic position of the
company. The company must continue its concentration on current markets and
product strategies. The firm can afford to take advantage of external
opportunities in several areas. They can risks aggressively when necessary.
THE QUNTATIVE STRATEGIC PLANNING

MATRIX(QSPM)
IN QSPM uses input from
155
• Stage 1 analysis (IFE MATRIX, EFE MATRIX, CPM) and matching result
from stage 2 (TOWS MATRIX, SPACE MATRIX, BCG MATRIX, IE
MATRIX AND GRAND STRATEGY MATRIX ) analysis to decide
objectively among alternative strategies.
• The left column of QSPM consists of information obtained directly from

EFE matrix and IFE matrix. In the column adjacent to the critical success
factors, the respective weights received by each factor in the EFE matrix
and IFE matrix are recorded. The top row of QSPM consists of alternative
strategies derived from the TOWS MATRIX, SPACE MATRIX, BCG
MATRIX, and IE MATRIX AND GRAND STRATEGY MATRIX.
• The QSPM determines determine relative attractiveness of various

strategies based on the extent to which key external and key internal
critical factors are capitalized upon or improved.STRATEGIES INVOLVED
IN QSPM:
Market Penetration
Product Development
Market Product
penetration development
KEY FACTORS: weight A.S T.A.S A.S T.A.S
OPPORTUNITIES
IT EXPANSION 0.09 4 0.36 4 0.36

OVERSEAS PROJECT 0.15 4 0.6 4 0.6
TECHNOLOGICAL CHANGE 0.1 3 0.3 4 0.4
GOVT PROJECTS 0.12 4 0.48 2 0.24
OPPORTUNITY GROWING IN
OTHER COUNTRIES 0.12 4 0.48 3 0.36
THREATS
156
LESS OVERHEAD RATES FROM

COMPETITORS 0.1 … ….. ……
LOW PRODUCT PRICING BY
COMPETITORS 0.12 2 0.24 3 0.36
STRONG COMPETITION 0.1 3 0.3 4 0.4
DECREASE IN SALES 0.1 2 0.2 1 0.1
TOTAL 1
STRENGTHS:
HIGH QUALITY PRODUCTS 0.1 4 0.4 4 0.4

GOODWILL 0.15 4 0.6 4 0.6
AFTERSALE SERVICE 0.1 3 0.3 4 0.4
FINANCIAL SERVICES 0.08 3 0.24 3 0.24
SAP SOFTWARE 0.06 3 0.18 4 0.24
ISO CERTIFICATION 0.09 4 0.36 4 0.36
WEAKNESSES:
HIGH PRICE PRODUCTS 0.09 3 0.27 2 0.18

LESS CHECK & BALANCE 0.08 2 0.16 1 0.08
HIGH TURN OVER RATE 0.1 1 0.1 1 0.1
LESS PROMOTION 0.05 2 0.1 1 0.05
LOW EMPLOYEE SATISFACTION
LEVEL 0.1 ….. ….. …..
TOTAL 1 5.67 5.47
INTERPRETATION:
The sum total attractiveness shows which strategy is most attractive in each set
of alternatives. Higher scores indicate more attractive strategies. so from above
we see that market penetration has 5.67 score which is greater then product
development score which is 5.47.so it means that market penetration strategy is
more attractive then product development for siemens.
157
WORK DONE DURING TRAINING PROGRAMME
In this chapter of my internship program, I will discuss in detail the activities

performed by me in SIEMENS engineering LTD.i wish to work in a good
multinational organization to get excellent, practice knowledge and skill. so lucky
I do my internship in Siemens Pakistan, Lahore .i spend one and half month in
this organization and attained a lot of experience.
158
I joined SIEMENS(LAHORE) on 4th July for my internship training. First day, I

reached there at 10’O clock and reported to the MES PROJECT MANAGER
junaid Ansari. He gave me brief introduction about company’s working and its
management. He provided me ins and outs to deal with different tasks.
I want to work in finance department but unfortunately its finance head office was
in Karachi and in Siemens Lahore majority work was related to engineering.so I
have to work with engineers. but I think it was a good chance and good
experience to work with them and I gain a lot .
MES DEPARTMENT
There are so many departments in Siemens Lahore but I was assigned to

do my internship in mes department. this department is basically
maintenance and execution system.
The main objective of this department is to provide solutions relating to

different projects.
159
So employess of this department are basically engineers.i did my 6 week

internership in this department which was a good experience for me.i got
much information about major projects which Siemens is doing now a
days.
On 1st day MR.JAWAD BUKHARI gave briefing about this department. he

told me that primary duties of this department is to do different projects
with different companies and even with GOVT also in an effective and
efficient manner.he also explained the functions and procedure of this
department.
the following is the detail of telemetry projects on which Siemens is doing

work now a days and I also did my office work with those engineers which
was a good chance for me to gain so many new techniques and ways and
also enhance my all abilities and skills before them.
Although this work was not so much related with my specialization field
(FINANCE) but I feel so much interest on this project. But it doesn’t mean
that finance not include in that department. Directly or indirectly I did work
on finance too. I completed so many work on excel and arrange their all
office data in an arranged form.
NOON SUGAR MILLS LTD PROJECT:
160
I also did little some finance projects which was assigned by MR.ZAKRIA
AHMAD who was a commercial person in siemens. his project was related
to FINANACIAL MANAGEMENT in which he asked me to calculate the cash
inflows,cash outflows,and profit of that mill.i also described that how
much cash will be needed to support the firm in difficult time.
I also calculate different expenses like overhead of that firm.so this all work
was so interesting and knowledge gaining and revision of my all finance
terms which I have study in previous semester.
Telemetry project:
Now is the detail of telemetry project on which I did my office work with
engineers.it was no doubt a big project but also interesting.siemens is the
first company in Pakistan which start work on all dam of Pakistan.this
project main objective is to assign different sensors on all DAMS to
measure the water level.it will also help to find water level before any
difficulty like flood etc.its all information will also be available on net so
everyone can see water level.
Siemens is doing its hottest project with IRSA(Indus River System

Authority).first this was doing with WAPDA but then GOVT transfer it from
wapda to irsa.given below is the detal of this project ,the problem and the
solution offered by siemens engineers.a lot of amount has been spend on it
and now it is expected that this project will be very useful for govt.
161
TELEMETRY SYSTEM:
Telemetry System was visualized to convey data of flow to develop
confidence amongst the Provinces. The project was approved by ECNEC on 3 rd
May 2003. The project became fully functional on 9th November 2004.
The objectives of the project were to provide on-line and accurate information of
water availability in Dams/Barrages to all the concerned authorities in parallel.
The list of Dams / Barrages where the system is installed is given below.
• Tarbela Dam
• Ghazi Barrage
• Nowshera Bridge
• Jinnah Barrage
• Chashma Barrage
• Taunsa Barrage
• Guddu Barrage
• Sukkur Barrage
• Kotri Barrage
• Mangla Dam
• Rasul Barrage
• Trimmu Barrage
• Punjnad Barrage
• Marala Headwork's
• Khanki Barrage
• Qadirabad Barrage
• Balloki Barrage
162
• Sidhnai Barrage
• Suliemanki Barrage
• Islam Barrage
• Pat Feeder
• UCH Cane
• Manuthy Canal
• Garang Regulator
• REMOTE SITES
The list of Monitoring Sites where the system is installed is given below.
• IRSA Headquarters
• CE WAPDA
• CE Advisor
• SI Punjab
• SI SINDH
• SI N.W.F.P
• SI Balochistan
• CE D.M. Jamali
HISTORY OF PROJECT:
INDUS BASIN IRRIGATION SYSTEM
• Originates from Himalayas in the north and date back to

ancient times
163
• World largest contiguous irrigation system built in 19th and

20th century
• Consist of 5 Rivers, 44 Canals and 12 Inter linked Canals
• 58,000 KM of Canals and 1.6 million KM of Watercourse.
• Irrigates 36 million hectares of land in all four provinces of
Pakistan
• Spans over 1800 KM x 500 KM of land path
• Irrigation facilities consist of
• 02 Main Water Reservoirs (Tarbela and Mangla

dams)
• 16 Main Barrages
• 56 Canal Regulators
• 04 Secondary Outlets
• Over 5 Secondary Reservoirs
PROBLEM
• Fixed Water Quotas
• All four provinces have fixed water quotas
• Previous Discharge Calculation Methodology
• Water Discharge α Water level in River/Canal
Upstream/Downstream and Barrage / Headwork's
Gate Opening
• These parameters are recorded manually
• On recorded values calculations are done
manually and discharges are dispatched to central
location (Islamabad)
• Human error or intentional data tinkering
possible – Cross checking not possible due to huge
geographical widespread regions.
164
Result is continuous argument between provinces over agreed water quotas

and water actually delivered
SOLUTION – OFFERED BY EPC Contractor.

IRSA took it as a challenge and integrated a solution with the help of WAPDA and
Siemens which consisted of
• Field Instruments for Level and Gate opening measurement.
• Redundant Data Acquisition System at each of 23 locations called

Remote Sites
• Local HMI with Reporting, Trending, Alarming and Archiving features
• Redundant Uninterruptible Power Supply & Battery Banks 04 to 08

Hours Backup.
• Satellite based countrywide Communication system.
• Establishing Personal Earth Station for satellite link at each Remote

Site.
• Integrating Voice and Fax facility over Satellite Link.
• Redundant Data Processor Servers, Historian and Web Server at main

Monitoring site
• Redundant Operator Stations at IRSA with complete advanced HMI

Functionality.
• Satellite Link between IRSA and 07 No remote display sites called

Monitoring Sites.
• Display, Reporting and Trending of information at monitoring sites with

Voice and fax facility.
• Complete Civil, Mechanical and Electrical construction works
The project was successfully executed and was inaugurated by the Honorable
Minister Of Water And Power Mr. Liaqat Ali Jatoi on 1st Dec 2004.
165
Indus River System Authority awarded Operational and Maintenance Contract to

Siemens Pakistan on 8th day of
September 2004.
Experience Detail.
During my internship I have learnt a lot from this experience and I

improved my professional Skills which are the following.
Communication Skills:
From this experience I have improved my communication skills, in which I

seek how to communicate with the different people working in an organization.
And how to communicate with the Colleagues, with the Senior Managers,
with the Officers, with junior staff and with the Clerical staff and guards.
Administrative Skills:
From this experience, I have learnt a lot about the Situation handling in
the rainy days as well as in the normal days. As well as to administrate the
employees through motivation or through word of mouth and taking of the work
from them. organizational behavior helped me in understanding the
organizational structure.
Team work:
166
During my working in the SIEMENS, I have seen a lot of team work in the
office.
Association of the employees with each other. The environment of the
office is very friendly and the employees are very much helpful to each other. And
Specially the controller is very cooperative towards the employees.
SWOT Analysis
STRENGTHS:
167
 Goodwill
 High quality products
 ISO Certification
 Decentralization
 Provides After sale services
 Provides financial services
 Customized products
 On line services
 Vast range of products
 Brand image
 Own production
 Availability of spare parts
 Operating and maintenance of products
WEAKNESSES:
 High price products

 Less checks & balance
 No proper employee training
 High turnover rate
 Less promotion of products
 Low employee satisfaction level
 Lengthy procedures
 Low resale value of mobiles
 Decline in sales
 Weak appraisal system
168
OPPORTUNITIES:
 IT expansion(sap software)
 Overseas project like Dewa project in Dubai
 Technological change
 Market integeration opening up
 Strong position
 Opportunity growing in other countries
 Telenor projects
THREATS:
 less overhead rates from competitors

 low product pricing by competitors
 Strong competition
 Decrease in sales
 Decrease in market share
169
RECOMMENDATIONS:
I would like to make recommendations to SIEMENS (Pakistan) engineering

Co.Ltd for their better improvement.
 A better coordination should be developed between the top management

and lower level employees.
 Pay scale for lower level employees should increase as compare to
competitors.
 Siemens should retain their good employees by giving them incentives
 Proper training should be given to employees.
 Employees satisfaction level should increase by appraising them at the
spot and by giving them different incentives like bonuses etc
170
171

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INTRNSHIP REPORT SIEMENS

Siemens (Berlin and Munich) is a global powerhouse in electrical engineering

Siemens, headquartered in Berlin and Munich, is one of the world’s largest

Siemens provides innovative technologies and comprehensive know-how to

Syed Babar Ali,Lahore

Sohail Wajaht Siddiqui,Karachi Managing Director

Sohail Wajahat Siddiqui Chief Executive Officer

ABN Amro Bank

Taseer Hadi Khalid & Co.

B-72, Estate Avenue, Sindh Industrial

Our company is today

Africa, Middle East, CIS The Americas

From a humble workshop to a global enterprise

Siemens was founded in Berlin by Werner von Siemens in

As Werner had envisioned, the company he started grew from strength to

Siemens Pakistan Engineering Co. Ltd. is one of the largest multinational

Siemens Pakistan engineering co.ltd is a public limited company with its

The Siemens Pakistan Engineering Company Ltd. was founded in 1953 as a

An overview of siemens Pakistan’s organization and business activities is as

Head office Karachi

Regional and branch offices Islamabad,Lahore,quetta,pashwar

1. Information & communication (I&C) karachi

Automation & drives (A&D) karachi

Med,transportation system & solar(MTS) lahore

D-FINANCE& BUSIENSS ADMINISTRATION (FBA) karachi

E-CORPORATE DEPARTMENTS karachi

PRINCIPAL BUSINESS FUNCTIONS OF SIEMENS PAKISTAN

1. SALES & MARKETING

Siemens Pakistan history

SRW. The railway administration awards Siemens a contract to modernize the

2000Siemensbegins production of Pakistan’s largest diesel-generator set, with a

Siemens Pakistan designs, develops, manufactures, markets and provides

We create a challenging and rewarding work environment with a proactive

We build a relationship of cooperation and support with our suppliers resulting in

Higher productivity, profitability, accelerated innovations and growth in new

We continuously endeavor to maintain our reputation and siemens brand name

We play an integral part in the development and progress of national economy

We commit ourselves to comply with all applicable statutory and regulatory

This quality policy is in consonance with Siemens Corporate Principles which

1933 Cable Laying in Karachi.

Lahore, Islamabad/Rawalpindi, Peshawar and Multan.

Subsidiaries and affiliated companies

Take a look at some of the companies in which Siemens

AWARDS AND HONORS

2000 Best Presented Accounts

To remain market leader and technology pace setter in the

To realize our vision by:

• Providing quality to our customer at competitive prices, to their

• Generating earning sufficient to ensure a secure future for the

• To enhance creativity and job satisfaction of our employees by

• To contribute to the national economy, whilst realizing a strong

• To enhance the investment of our customer through Human

Our major principles are as under

We strengthen our CUSTOMERS - to keep them competitive

We push INNOVATION - to shape the future

We empower our PEOPLE - to achieve world-class performance

We embrace corporate RESPONSIBILITY - to advance society

We enhance company VALUE - to open up new opportunities

DIVISIONAL DIRECTOR EXECUTIVE DIRECTOR

GENERAL MANAGER DEPTY GENERAL

Management and control structure – The Supervisory Board

As a German stock corporation with registered offices in Berlin and Munich,