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A PROJECT REPORT ON INDUSTRY ORIENTATION MODULE

UNDERTAKEN AT: BANKING AUTOMOBILE TELECOMMUNICATION

SUBMITTED BY MUKESH KUMAR PGDM 4TH SEM MARK+IB SUBMITTED TO

SURYDA

A INSI I U OF MANAG M N AND MASS COMMUNICA ION (PUN ) SIMMC ( A CH - 2009-11)

ACKNOWLEDGEMENT:

The last few days has been full of learning and sense of contribution towards the organization .I would like to thank SURYADATTA GROUP OF INSTITUTE for giving me an opportunity of learning and contributing through this project . I would like to thanks all the people who knowingly and unknowingly supported me in the Endeavour. As a student of the SURYADATTA INSTITUTE OF MANAGEMENT AND MASS COMMUNICATION(SIMMC) PUNE .I would first of all like to express my gratitude to all the outset I would like to express my deep gratitude to all of them whose collective effort leads to the successful completion of my project network
Last but not the least; My heartfelt love of my parents, whose constant support and blessing helped me throughout the project.

Table of Contents

Banking Sector -Industry Profile

.8

Automobile Sector- Industry Profile

    

Tata Motors GM Motors Toyota Bajaj Auto Limited Tvs Motors

    

Axis Bank. Bank Of Baroda HDF Bank State Bank of India ICICI Bank
.. ...64

Telecommunication Sector Industry Profile      Airtel Reliance Vodafone BSNL Aircel

Sectoral Analysis..205
Learning s and Conclusion Bibliography ... ... ....207 .208

Declaration
I hereby declare that the Sectoral Research project study which I have made on Telecommunication, Automobile & Retail sector is a genuine work done by me for the partial fulfillment for the Post Graduate Management Program for the academic year 2010-11 and the same has not been submitted in any other institute, college or university.

MUKESH KUMAR MARK+IB 2009-11 Batch, SIMMC

HDFC BANK

W E U N D E R ST A N D YO U R WORLD
The Housing Development Finance Corporation Limited (HDFC) was amongst the first to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector, as part of the RBI's liberalization of the Indian Banking Industry in 1994. The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank in January 1995. HDFC is India's premier housing finance company and enjoys an impeccable track record in India as well as in international markets. Since its inception in 1977, the Corporation has maintained a consistent and healthy growth in its operations to remain the market leader in mortgages. Its outstanding loan portfolio covers well over a million dwelling units. HDFC has developed significant expertise in retail mortgage loans to different market segments and also has a large corporate client base for its housing related credit facilities. With its experience in the financial markets, a strong market reputation, large shareholder base and unique consumer franchise, HDFC was ideally positioned to promote a bank in the Indian environment. HDFC Bank began operations in 1995 with a simple mission: to be a World Class Indian Bank. We realized that only a single minded focus on product quality and service excellence would help us get there. Today, we are proud to say that we are well on our way towards that goal.

a.) Origin and development of the industry:Ba nking in India originat ed in the first deca de of 18t h cent ury. T he first ba nk s w ere T he General Ba nk of India, which started in 1786, and Ba nk of Hindusta n, bot h of w hich ar e now defunct . T he oldest ba nk in exist ence in India is t he State Bank of India, which originat ed in the "T he Ba nk of Bengal" in Calcutta in J une 1806. T his was one of t he t hr ee presidency ba nks, t he ot her tw o being t he Bank of Bombay a nd t he Bank of Madras. T he pr esidency ba nk s were esta blished under chart ers fr om t he British East India Company. T hey merg ed in 1925 t o for m t he Imperial Bank of India, which, upon India's independence, beca me t he State Bank of India. For many years the Presidency banks acted as quasi central ba nks, as did t heir successors. The Reserve Bank of India for mally took on the responsibility of reg ulating t he India n ba nking sect or fr om 1935. A ft er India's independence in 1947, t he Reserve Ba nk was nationalized and giv en br oa der powers. A couple of deca des later, foreig n ba nks such a s Credit Lyonnais start ed t heir Calcutta operations in t he 1850s. At t hat point of time, Calcutt a was t he most a ctive trading port, mainly due t o t he tra de of t he British Empire, a nd due t o which ba nking a ctivity t ook r oots there a nd pr ospered. First of all we must note the fact that these institutions have changed very much in character since their origin, and consequently nowadays perform many functions unknown to those of former times. The first banks seem to have arisen in connection with the business of exchanging money. In ancient times and especially in the middle Ages the varieties of coins were greater even than at the present day, and they were much less perfectly and honestly minted. Specialists were, therefore, required to determine their exact value and equivalence and to exchange coins of one mintage for those of another, and their BANK were in great demand at fairs and other places where merchants of different nations met forpurposes of trade. Inasmuch as they kept their boxes or chests of coins on benches or "banken," the name bankers came to be applied to them. On account of their technical knowledge and the fact that they were obliged constantly to keep on hand considerable quantities of the precious metals, this business in the early Middle Ages was usually carried on by goldsmiths, but later it was sometimes

assumed by the governments of large commercial cities, as, for example, by Amsterdam in 1609, by Hamburg in 1619, and by Nurnberg in 1621. Of these latter the Bank of Amsterdam was the most important and may be regarded as typical of these early institutions. From t he earliest times also, ba nk ers have been t he chief ag ents t hr ough w hich foreign exchanges have been conducted. As dealers in coin and bullion they had int ernational connections a nd a k nowledge of int ernational a ffairs not possessed by ot her mercha nt s, a nd were, t her efor e, in a position t o undertak e t he settlement of inter national a ccounts by mea ns of or ders draw n on ba nk ers in other countries or other cities with whom they had regular business transactions. As keepers of other people's money t hey also promot ed saving, a nd ba nks t hus beca me in time the chief savings institutions of t he country.

b. Growth and present status of the industry: Currently (2009), banking in India is generally fairly mature in terms of supply, product range and reacheven though reach in rural India still remains a challenge for the private sector and foreign banks. In terms of quality of assets and capital adequacy, Indian banks are considered to have clean, strong and transparent balance sheets relative to other banks in comparable economies in its region. The Reserve Bank of India is an autonomous body, with minimal pressure from the government. The stated policy of the Bank on the Indian Rupee is to manage volatility but without any fixed exchange rate-and this has mostly been true. With the growth in the Indian economy expected to be strong for quite some time-especially in its services sector-the demand for banking services, especially retail banking, mortgages and investment services are expected to be strong. One may also expect M&As, takeovers, and asset sales. In March 2006, the Reserve Bank of India allowed Warburg Pincus to increase its stake in Kotak Mahindra Bank (a private sector bank) to 10%. This is the fi rst time an investor has been allowed to hold more than 5% in a private sector bank since the RBI announced norms in 2005 that any stake exceeding 5% in the private sector banks would need to be vetted by them. Currently, India has 88 scheduled commercial banks (SCBs) - 27 public sector Bank of India in Punjab National Bank in 1993, 29 private banks (these do not have government stake; they may be publicly listed and traded on stock exchanges) and 31 foreign banks. They have a combined network of over 53,000 branches and 17,000 ATMs. According to a report by ICRA Limited, a rating agency, the public sector banks hold over 75 percent of total assets of the banking industry, with the private and foreign banks holding 18.2% and 6.5% respectively Introduction of many more products and facilities in the banking sector in its reforms measure. In 1991, under the chairmanship of M Narasimham, a committee was set up by his name which worked for the liberalization of banking practices. The country is flooded with foreign banks and their ATM stations. Efforts are being put to give a satisfactory service to customers. Phone banking and net banking is introduced. The entire system became more convenient and swift. Time is given more importance than money. In 1995, the Brookings Institution published a paper entitled The Transformation of the U. S. Banking Industry: What a Long, Strange Trip It s Been.

Over the two decades 1984 2003, the structure of the U.S. banking industry indeed underwent an almost unprecedented commercial banks and savings institutions and by a growing concentration of industry assets among a few dozen extremely large financial institutions. This is not news. As mentioned above, the decline in the number of banking organizations has been ongoing for more than two decades 3 and has been well documented in the literature. Nevertheless, a brief overview will serve to clarify both the scope of the decline and the increasing concentration of assets among the nation s largest banking organizations

At year-end 1984, there were 15,084 banking and thrift organizations (defined as commercial bank and thrift holding companies, independent banks, and independent thrifts). By year-end 2003, that number had fallen to 7,842 a decline of almost 48 percent (figure 1). Distributed by size, nearly all the decline occurred in the community bank sector (organizations with less than $1 billion in assets in 2002 dollars),

and especially among the smallest size group (less than $100 million in assets in 2002 dollars). Yet the community banking sector still accounts for 94 percent of banking organization

2001

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43%

ATM 40% P 14% Banking

Internet 2% M bile 1%

HUMAN RESOURCES
T e a k s staffi g ee s c ti e t i crease r i g t e year a rtic larly i t e retail a ki g si esses er f e l y ees i crease fr 14878 as f a rc 31,2006 t i li e it t e si ess gr t . T tal 21477 as f a rc 31, 2007. T e a k c ti es t f c s trai i g its e l y ees a c ti i g a sis, t t ej a t r g trai i g r g ra s c cte y i ter a l a ers i exter a l fac lty.

T e a k a s c siste tly elieve t a t r a er e l y ee st ck ti sc e e s far c v ers ar 9000 e l y ees.

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It is re i r ta t f r every r ga izati t k a t fr ere a ere t s e t ey. a la ce et ee t ese t t i g s r ee ear e a r ee s e t are re ire f r s t r i g f si ess a fi a cial s ess. T is ty e f atc ca c tr l a eli i a te t e ecessary s e i g f si ess. I is iagra it i cl es t t i g s fr ere a k ear e ee a ere t s e . T ec i e e tity l a ve a a ti i e et r k f 1167 r a c es; a str g e sit a se f

s. 1,22,000 cr r es a et a v a ces f ar ar c i e e tity l e v er s. 1,63,000 cr r es. acc r e t eir c se t t a sc e e f a a lga a ti Li ite . T e s a re l ers f t e a k a r v e t e iss a k Li ite f r every 29 e ity s a res f e. 1/- eac s j ect t recei t f r v als fr t e eserve a k

s. 89,000 cr r es. T e a la a rc 27, 2008, t e s a re f e t ri a k f ja a ce f e e ity s a re el i e t r i a k f f I ia, st ck exc a g es a

ce s eet size f t e l ers f t e a k Li ite it F a k f s. 10/ - eac f F ja Li ite . T is is t er re isite

stat t r y a reg lat r y a t r ities. T e s a re l ers als acc r e t eir c se t t iss e e ity s a res a / r arra ts c v erti le i t e ity s a res at t e rate f s. 1,530.13 eac t F Li ite a / r t er r ter gr c a ies r efere tial a sis, s j ect t fi a l reg lat r y a r v als i t is regar . T e

                                    

                                      

&0 ( 1' @0' 0 0' 0' @'0 6 025 ' 0 ) 0' 2 0 9 02' & ' 1 0 & '0 & 0 0 0 3'( 0 ' 0' (( 0 H' &0 1 02' & ' (0 0 @' ' 30 0) & '& &1 ' & ( 0 & 0 & 2 & 3 & ' 11 ' 2 (0 ' 2 2E 0 0 6 ' ' 1 )H 0 ) 0 & H ( ' & @ ( 3 6 02 5 ' 0 ) 0' 2 0 9 2 2 A & 0 D 0 (0 D ' 2(' 1 0 0 6 4 F ' 2 2 ' 0 6 & 0' (( A 0 ' 2 2 (0 '3 0 ' ' 0 6 & 0' '1 1 & ( ( & 6 & 2 2(' 1 0 3 0 3 & @ ' 0 ( (0 0 (0 0 0 ' (0 2(' 1 0 26 32 ( 3 (0 3 32 0' 2( (0 @ 0 0 ( & ' 0 ' 6 02 5 ' 0 ) 0 ' 2 0 9

r cts a services f r i v esti g , le i g a a v ice fi a cial la i g . T e a k ffers its c st ers a array f ealt a a ge e t r cts s c as t al f s, life a ge eral i s r a ce a as esta lis e a lea ers i ' siti '. T e a k is als a str g layer i f r eig exc a g e services, ers a l l a s, r tgages a agric lt r al l a s.

iti a lly t e a k ffers a f ll s ite f I a ki g r cts t v erseas I ia s. 29t g st 2007, e t ri a k f ja erge it L r r is a a k (L ), st tai i g all re isite stat t r y a reg lat r y a r v als. T is erger a s f r t er stre g t e e t e ge g ra ical reac f t e a k i aj r s a cities acr ss t e c try, es ecially i t e State f erala, i a iti t its existi g i a ce i t t e r t er a rt f t e c try. e t r i a k f ja erates a str g a ti i e fra c ise

0' 1 0& 0 ' 0 1 0' & (0 0 2 0 0 (0 (02 2 2 3 3' 2 ' 0 6 & 0 00 1 0 0 0' 0 0 ' 0 2 & @ 0' '1 ' (0 0 6 & (0 0 0 6 ' 1 0' 0

2E ( 0 0 3 ' 1 ' 06 &( 0' & 0' 625 0' 0 0 (0 0 (0 0 ( ' 0' 6 4F ' G 6 & 0 6 ' & B ( (0 0 (0'1 ' @ '' & ' G 12 ' 4 0' 6 4 F @ '1 ( ' & B' A & B ( (0 0 (0'1 ' & ' G 12 ' 4 0' 6 4 F ' ' 1 0 ( '1 0 ) & & B ( (0 & ' 0 BA (0 & 0 6 ' ' @ 0 ( & 0 ) & & B 0' A 2E (0 6 ' 1 & & 0 0 0 3 & @ & 0 3' 2 0 & 3( 0 2 2 & 0 6 & & D 3 0'1 ( 1 & @ ( ' @ ( ' 6 & (0 ' '0& ' 2 & 0 & 0 1 3' 0 6 & 03 0 2 6 1 0 1 & 0' 1 ' 2 ( 0 0 06 '& @ 0 0 6 0 1 0( ( 3 & 0 6 & 3 ' 0 1 '& 0 & C 0 0 6 6'3 (0 0 0 6 0 0 0 6 0'&1 B A & 0 6 ' ' @ 0 (0 0 1 0 (2 0 00 & 0' 26 ( 1 23 0 2 0 (0 ' ( (0 2 & ' 3' 2 0' 3 ' ' ( 0 2 ( ' 1 0 0 ' 0 ( @ 0 ( ' 1 0 6 3 1 ( 0 ' 0 ' 0 ) 9 8 7 0 1 3' 0 0 0 2 '& 0 ( (0 9 87 0' '1 ' 9 0 0 0 31' 8 0 2' 7 6 0 ( '3' 5 ' 4 & 0 ) & ' ( '& &
T e a k's c etitive stre g t clearly lies i t e se f tec service it ra i res se ti e. v er t e last 13 years, t e a k a s s ccessf lly gai e a i tai i g ealt y r fita ility a asset a lity. l gy a t e a ility t eliver r l -class a rket s a re i its target c st er fra c ises s f a rc 31, 2008 t tal e sits ere I 1007.69 illi , ( s. 100,769 cr r e) 47.5 v er t e c r res i g year e e a rc 31, 2007. T tal a la ce s eet size t gre y 46.0 t I ia a i t er a ti al licati 1,331.77 illi (133177 cr r e). Lea i g I a lity. its erf r a ce a s a ve rec g ize t e a k f r

r t e i 1995 y si g evel e t Fi a ce r r ati ( F ), I ia's lea i g si g fi a ce a y, F a k is e f I ia's r e ier a ks r v i i g a i e ra g e f fi a cial r cts a c services t its v er 11 illi c st ers acr ss r e s f I ia cities si g lti le istri ti c a els i cl i g a a -I ia et r k f r a c es, T s, e a k i g , et a k i g a ile a ki g . it i a relatively s r t s a f ti e, t e a k a s e erge as a lea i g layer i retail a ki g , lesale a ki g , a treas r y era ti s, its t r ee r i ci a l si ess seg e ts.

s a rc 31, 2008, t e a k a a et r k f 761 r a c es a 1,977 T s i 327 cities. F r t e year e e a rc 31, 2008, t e a k re r te a et r fit f I 15.90 illi ( s. 1590.2 cr r e), 39.3 , v er t e c r res i g year e e a rc 31, 200 7.

e t ri a k f ja is e f t e lea i g e ge erati r ivate sect r a ks i I ia. T e a k serves ivi al c s ers, s a ll a e i si esses a large c r r ati s it a f ll ra g e f fi a cial

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I a iti t ei g liste t e r g St ck Exc a g e. L xe c. Future f t e ind ustry:-

T e r e f re r ti g a t er reg lat r y re ire a ks less re e ial acti is take . F r t er a evel e t f e r cts, , a risk- a c etitive a s ervis r y iss es. a k e tities

ffer a k -like r cts i c etiti it a ks, raisi g a e t e esti f et er a ks are still s ecial a , re f a e tally , et er a ks are s fficie tly i ffere t fr la k fir s t j stify t e ai te a ce f a safety et f r a ks. It is sef l, t eref r e, t try t c a rt t e c r se f t e a ki g stry i t e ext five t te years a t c si er a t licy iss es t e i stry a reg lat r s ill face. i T e a t r s f t is st y t r ete t e clairv y a t . T ey are i f l f t e a y fi a cial r e icti s t a t ere ce ffere it c fi e ce t t r e t t e r g r r e a t r e. T is st y is er a s est escri e t e rece t a st, c si t e c se e ces f r a e ar fairly i a er f s c as a exercise i strategic t i ki g . Its a r a c er i etail reas s f r ex ecti g rece t tre s t a k a reg lat r y licies. s al ays, certai r a l e a y i fa ct s a e t e f t r e. T i s s si l e eve t s. T e f t r e f - a k i g st y a is t a a lyze at as a e e i c ti e r t c a g e, a ra ties a , a eve t s t a t a y a e r cl s es it a i sc s si f r esses t r ee r a e sti s :

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RBI Housing Development Finance Corporation Limited, more popularly known as HDFC Bank Ltd, was established in the year 199 as a part of the liberalization of the Indian Banking Industry by Reserve Bank of India (RBI). It was one of the first banks to receive an 'in principle' approval from RBI, for setting up a bank in the private sector. The bank was incorporated with the name 'HDFC Bank Limited', with its registered office in Mumbai. The following year, it started its operations as a Scheduled Commercial Bank. HDFC Bank Limited. The Group's princ ipal activities are to provide banking and other financial BANK. The Group operates through four segments: Treasury, Retail Banking, Wholesale Banking and Other Banking Business. The Treasury BANK segment consists of net interest earnings on investments po rtfolio of the bank and gains or losses on investment operations. The Retail Banking segment serves retail customers through a branch network and other delivery channels. This segment raises deposits from customers and makes loans and provides advisory BAN K to customers. The Wholesale Banking segment provides loans and transaction BANK to corporate and institutional customers. The Other Banking Operations segment provides BANK relating to credit cards, debit cards, third party product distribution and primary dealership business and other associated costs. The Bank was Incorporated on 30th August 199 . A new private sector Bank promoted by housing Development Corporation Ltd. (HDFC), a premier housing finance company. The bank is the first of its kind to receive an in-principle approval from thefor establishment of a bank in the private sector. Certificate of Commencement of Business wasreceived on 10th October 199 from RBI. The Bank transacts both traditional commercial banking as well as investment banking. HDFC, the promoter of the bank has entered into an agreement with National Westminister Bank Pc. and its subsidiaries (Nat west Group) for subscribing 20% of the banks issued capital and providing technical assistance in relation to the banks proposed banking business.

2. Fun tional Departments of the Organization:The functional departments of the organization consist of the HR department, the administrative department and the executive department. The HR department of the organization consists of the people who employ the Persons who they think would be able to do justice with the job handled.The administrative department of the organization consists of the director and the manager of the organization. They preside the organization and control all the operations of the organization such that the organization could run in a smooth and effective manner.The executive department of the organization consists of the various employees Who execute the job undertaken by them. The employees consists of the team leaders, the Corporate financial consultants,. the telecallers, various staffs and junior staffs who are the main structural framework of the organization. The organization thus runs with the effective coordination of the HR department,the administrative department and the executive department such that the supervisors of the organization preside over the subordinate employees to give them directions about fulfilling their works most efficiently and effectively. Technical Consultancy Department: The Technical Consultancy Department is responsible for technical appraisal of industrial projects. The mission of the division is aimed towards the verification of the technical viability of industrial projects and assisting the Funds management in taking the decisions that require technical expertise. Moreover, it is responsible for conducting technical studies and rendering technical consultancy BANK to certain industrial sectors for the purposes of investigating modern technologies and productivity levels for local manufacturing plants.

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H R Department:
HDFC Human Resources department plans and direct for the employee population as well as they are having the following functions as:y y y y y y y y y y Hiring Promotions Reassignments Position classification and grading Salary determination Performance appraisal review and processing Personnel data entry and records maintenance Policy development Work permitting immigration visa program Workers compensation

Finan e Department:
The Finance Manager is responsible for all aspects of the accounting and financial administration of the HDFC, the supervision of the implementation of the HDFC financial policies, directives and procedures and the initiation of the financial plans within the guidelines of HDFC The department contains several distinct sections, each of which is responsible for a proportion of the activities taking place within the finance department.

2.5 Organization Stru ture and Organization Chart:The organization structure of the company HDFC is such that it comprises of the departments and the employees in the hierarchical order so that they are able to perform their functions and duties smoothly and effectively doing their job in a manner in which it should be done. The organization is headed by the administrative department which coordinates and controls the executive department. The executive department is a link from the top and the bottom comprising of the lower level employees such that they work together to fulfill the common objective of getting business from the persons who get in touch with them and see to it that they are provided with the best of the BANK which constitute giving financial advise to providing Account to the customers. The lower level employees and the corporate financial consultants work together to see to it that the database for providing financial BANK to sufficient number of people is made . morenumber of people get themselves avail the financial BANK of the organization. administrative department of the Organization make sure that the clients that turn up for the financial BANK are dealt with most efficiently and effectively. The organizational structure is well planned out and it follows a simple format which is follows:

Organization Chart:-

Marke research analys who a d he eam lead n he entire market research process as it has been discussed previously This is the basic organizational structure followed by HDFC BANK

2.6 Product and serv ce prof e of the organ zat on-

HDFC Bank offers a b unch of products and services to meet the every need of the people The company cares for both individuals as well as corporate and small and medium enterprises For individuals the company has a range types of loans and cards that assist the customers The accounts investment, and pension scheme, different customers can choose the suitable one from a range of products which will suit their life -stage and needs For organizations the company has a host of customized solutions that range from Funded servi Non-funded ces, services, Value addition services, Mutual fund etc. These affordable plans apart from providing long term value to the employees help in enhancing Goodwill of the company. The products of the company are categorized into various sections wh are as follows ich HDFC Bank provides many products like current a/c, savings a/c ,demat a/c , senior citizenship a/c , kids a/cS,a fe
Dep os t Lo ckers , Cred t Ca rds , Deb t Ca rds , Pr epai d C ards , Investments & I nsura nce, F o rex S erv c es , P ay me n t S erv c es , Net a n k n g , In s ta A e rts , Mo b e a n k n g Ins ta Q u ery , A M , P ho n e a n k n g , etc

Award for HDFC bank

HDFC Bank began operations in 995 with a simple mission: to be "World-class Indian Bank" We realised that only a a . single-minded fo us on produ t quality 2011

BloombergUTV's Financial Leadership Awards 2011 IBA Banking Technology Awards 2010

Best Bank

Winner 1) Technology Bank of the Year 2) Best Online Bank 3) Best Customer Initiative 4) Best Use of Business Intelligence 5) Best Risk Management System Runners Up Best Financial Inclusion Excellence in Customer Experience

IDC FIIA Awards 2011

2010 Outlook Money 2010 Awards Businessworld Best Bank Awards 2010 Teacher's Achievement Awards 2010 (Business) The Banker and PWM 2010 Global Private Banking Awards Best Bank Best Bank (Large) Mr. Aditya Puri

Best Private B ank in India

Asian Banker

Strongest Bank in Asia Pa i fic

Economic Times Awards for Corporate Excellence 2010 Forbes Asia NDTV Business Leadership Awards 2010 The Banker Magazine M S Asia IT Excellence Award 2010 Dun & Bradstreet Banking Awards 2010

Business Leader of the Year - Mr. Aditya Puri

Fab 50 Companies - 5th year in a row Best Private Sector Bank

World's Top 1000 Banks BEST BOTTOM-L NE I.T. Category

y Overall Best Bank y Best Private Sector Bank y Best Private Sector Bank in SME Financing
HDFC Bank MD, Mr. Aditya Puri among "Asian Captains of Finance 2010" Winner - 1) IT Infrastructure 2) Use of IT within the Bank Runners-up - IT Governance (Large Banks) Highly Commended - Asia Pacific HDFC Bank Best performer in the Banking category Model Bank Award Customer Responsiveness Award - Banking & Financial Services category Our Bank at 632nd position and among 130 Global High Performers

Institutional Investor Magazine Poll IDRBT Technology 2009 Awards ACI Excellence Awards 2010 FE-EVI Green Business Leadership Award Celent s 2010 Banking Innovation Award Avaya Global Connect 2010 Forbes Top 2000 Companies Financial Express Ernst & Young Survey 2009-10

y Best New Private Sector Bank y Best in Growth y Best in strength

Asian Banker Excellence Awards 2010

y y y y

Best Retail Bank in India Excellence in Automobile Lending Best M&A Integration Technology Implementation

The Asset Triple A Awards Euromoney Private Banking and Wealth Management Poll 2010 Financial Insights Innovation Awards 2010 Global Finance Award

Best Cash Management Bank in India 1) Best Local Bank in India (second year in a row) 2) Best Private Banking Services overall (moved up from No. 2 last year) Innovation in Branch Operations - Server Consolidation Project Best Trade Finance Provider in India for 2010

H D F C B AN K LI M IT E D
UNA UDIT ED FINANCIAL RESULTS F OR T HE QUART ER AN D N INE M ONT HS ENDED DECEM BER 31, 2010 (` Particulars Qu art er 31.12.2010 ended Un audited 522996 395038 122583 5171 Qu art er
i n la cs)

Nin e months Nin e months Year ended 31.12.2009 ended 31.03.2010 Un audited Audited 1211980 1617291 906689 1209828 297318 398129 6865 8096

1 Interest Earned (a)+(b)+(c)+(d) a) Interest/discount on advances/bills b) Income on Investments c) Interest on balances with Reserve d) Others 2 Other Income 3 A) T OT AL INCOM E (1) + (2) 4 Interest Expended 5 Operating Expenses (i) + (ii) i) Employees cost ii) Other operating expenses 6 B) T OT AL EXPENDIT URE (4)+(5) (excluding Provisions & Contingencies) 7 Op erating Profit before Pro vision s and Contingen cies (3)8 Provisions (Other than tax) and Contingencies 9 Exceptional Items 10 Profit / (Loss) from ordinary activities before tax (7 -8-9) 11 Tax Expense 12 Net Profit / (Loss) from Ordin ary Activities after tax (10 -11) 13 Extraordinary items (net of tax expense) 14 Net Profit / (Loss) (12- 13) 15 Paid up equity share capital (Face Value of ` 10/- each) 16 Reserves excluding revaluation reserves (as per balance sheet previous accounting year) 17 An alytical Ratios (i) Percentage of shares held by Government of India (iii) Earnings per share (` ) (a) Basic EPS before & after extraordinary items (net of tax (b) Diluted EPS before & after extraordinary items (net of tax expense) (iv) NPA Ratios (b) Net NPAs (c) % of Gross NPAs to Gross Ad vances (d) % of Net NPAs to Net Advances (v) Return on assets (average) - not annualized 18 Non Promoters Shareholding (a) Public Shareholding - Percentage of Shareholding (b) Shares underlying Depository Receipts ( ADS and GDR ) - Percentage of Shareholding 19 Promoters and Promoter Group Shareholding (a) Pledged / Encumbered - Percentage of Shares (as a % of the total shareholding of promoter and - Percentage of Shares (as a % of the total share capital of the (b) Non encumbered - Percentage of Shares (as a % of the total shareholding of promoter and - Percentage of Shares (as a % of the total share capital of the

31.12.2009 31.12.2010 ended ended Un audited Un audited 403481 1446011 303892 1093408 98016 337931 1201 12944

204 112782 635778 245327 183182 72505 110677

428509 207269 46587 160682

372 89908 493389 181090 149929 57859 92070

331019 162370 44772 117598

1728 307894 1753905 675600 515455 210269 305186

1191055 562850 147537 415313

1108 303217 1515197 608455 433207 169202 264005

1041662 473535 170068 303467

1238 398292 2015583 778630 593981 228918 365063

1372611 642972 214059 428913

51899 108783 108783 46433

35748 81850 81850 45524

134145 281168 281168 46433

92260 211207 211207 45524

134044 294869 294869 45774 2106185

Nil 23.5 23.1 178176 33067 1.11% 0.2% 0.4% 274557922 59.1% 81128819 17.5% 108643220 100.0% 23.4%

Nil 18.7 18.4 197411 54401 1.63% 0.5% 0.4% 266046305 58.4% 80547039 17.7% 108643220 100.0% 23.9%

Nil 61.0 60.2 178176 33067 1.11% 0.2% 1.2% 274557922 59.1% 81128819 17.5% 108643220 100.0% 23.4%

Nil 49.1 48.6 197411 54401 1.63% 0.5% 1.2% 266046305 58.4% 80547039 17.7% 108643220 100.0% 23.9%

Nil 67.6 66.9 181676 39205 1.43% 0.3% 1.5% 267997650 58.6% 81102402 17.7% 108643220 100.0% 23.7%

Segment information in accordance with the Accounting Standard on Segment Reporting (AS 17) of the operating segments of theBank is as under: (`
Particulars Qu art er ended 31.12.2010 Un audited Segm ent Revenue Treasury Retail Banking Wholesale Banking Other banking operations Unallocated Total Less: Inter Seg mental Revenue Inco m e fro m Operations 2 Seg m ent Results 1 a) b) c) d) e) Qu art er ended 31.12.2009 Un audited
i n la cs)

Nin e months Nin e months Year end e d ended 31.12.2010 Un audited ended 31.12.2009 Un audited 31.03.2010 Audited

141736 513051 320714 60694 1036195 400417 635778 (521) 75737 78169 23684 (16387) 160682 6074053 (5505434) 2294184 446547 (804388) 2504962

102440 392372 203572 59499 757883 264494 493389 (686) 53215 61363 17813 (14107) 117598 5936835 (4904543) 1139956 363605 (427847) 2108006

376837 1391368 847762 178030 2793997 1040092 1753905 (778) 211937 189805 67482 (53133) 415313 6074053 (5505434) 2294184 446547 (804388) 2504962

358350 1167809 618836 170129 2315124 799927 1515197 64776 97053 147910 36170 (42442) 303467 5936835 (4904543) 1139956 363605 (427847) 2108006

462282 1573704 816204 231993 3084183 1068600 2015583 67348 159680 197862 60191 (56168) 428913 6386126 (4641435) 353096 394537 (340365) 2151959

b) Retail Banking c) Wholesale Banking d) Other banking operations e) Unallocated Total Profit Before Tax 3 Capital Employed (Segment Assets - Seg ment Liabilities) b) Retail Banking c) Wholesale Banking d) Other banking operations e) Unallocated Total

Business Segments have been identified and reported taking into account, the target customer profile, the nature of productsand services, the differing risks and returns, the organization structure, the internal business reporting system and the guidelines prescrbed by RBI. i

Geographic Segments Since the Bank does not have material earnings emanating outside India, the Bank is considered tooperate in only the domestic segment.

Not

1 St te ent f Assets n Li

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3 T ese results f r t e qu rter n nine t e St tut r Au it rs f t e B nk.

4 Durin t e qu rter n nine nt s en e Dece er31, 2010, t e B nk ll tte 1725111 n 6586689 s ursu nt t t e e ercise f st ck ti ns cert in e l ees. 5 Ot er inc e rel tes t inc e fr n n -fun se e rnin s, e rnin s fr eriv tive tr ns cti ns n 6

7 Fl tin r visi ns ve een cl ssifie s Tier 2 c it l n reflecte un er Ot er Li ilities wit effect fr t e A v nces n fr Gr ss PAs in rrivin t et current fin nci l e r. T ese r visi ns were it ert nette fr PAs.

8 In cc r nce wit RBI ui elines un er reference RBI/2009 -201 0/356 IDMD/4135/1 1.08.43/2009 -10 te M rc 23, n Reverse Re tr ns cti ns in vern ent securities n c r r te e t 2010, effective A ril 1, 2010, Re securities (e clu in tr ns cti ns c n ucte un er Liqui it A just ent F cilit wit RBI) re reflecte s rr win n len in tr ns cti ns res ectivel . T ese tr ns cti ns were it ert rec r e un er invest ents s s les n urc ses res ectivel . er f r nc es (inclu in e tensi n c unters) n t e ATM netw rk st t 9 As n Dece er 31, 2010, t e t t l nu 1780 r nc es n 5121 ATMs res ectivel . 10 Inf r ti n n invest r c l ints ursu nt t Cl use 41 f t e listin ree ent f r t e Dis s ls : 217 qu rter en e Dece er 31, 2010: O enin : il ; A iti ns : 217 ; ; Cl sin sit i n : il. 11 Fi ures f t e revi us eri ve een re r u e /recl ssifie w erever necess r t c nf r t current eri s cl ssific ti n. i Adit ri Pl ce : Mu D te : J nu r 27, 2011 M n in Direct r

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ffective A ril 1, 2010, t e B nk s cl ssifie fees i rel tin t tr ns cti ns ne t e nks cust ers n t er nks ATMs, w ic it ert were nette fr fees n c issi ns, un er er tin e enses. Fi ures f r t e revi us eri s ve een re r u e /recl ssifie t c nf r t current eri s cl ssific ti n.

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Li ite Review

res

n e

ICICI Bank -Co

pany Profile

ICICI Bank is India's second -largest bank with total assets of Rs. 3,634.00 billion (US$ 81 billion) at March 31, 2010 and profit after tax Rs. 40.25 billion (US$ 896 million) for the year ended March 31, 2010. The Bank has a network of 2,528 branches and 5,808 ATMs in India, and has a presence in 19 countries, including India. ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialised subsidi aries in the areas of investment banking, life and non -life insurance, venture capital and asset management. The Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre and representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. Our UK subsidiary has established branches in Belgium and Germany. ICICI Bank's equity sha res are listed in India on Bombay Stock Exchange and the National Stock Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on the New York Stock Exchange (NYSE).

Corporate Profile
ICICI Bank is India's second -largest bank with total assets of Rs. 3,634.00 billion (US$ 81 billion) at March 31, 2010.

Board of Directors
ICICI Bank's Board members include eminent individuals with a wealth of experience in international business, manage ment consulting, banking and financial services.

Investor Relations
All the latest, in -depth information about ICICI Bank's financial performance and business initiatives.

Career Opportunities
Explore diverse openings with India's second -largest bank.

Awards
Time and again our innovative banking services has been recognized and rewarded world over.

Catch up with ICICI Bank's latest business and social initiatives, as well as innovative product launches.

Corporate Social Responsibility

ICICI Bank is deeply engaged in human and economic development at the national level. The Bank works closely with ICICI Foundation across diverse sectors and programs.

News Roo

Balance Sheet of ICICI Bank

------------------- in Rs. Cr. ------------------Mar '06 12 Mar '07 12 Mar '08 12 Mar '09 12 Mar '10 12

ths

ths

ths

ths

Capital and Liabilities: Total Share Capital Equity Share Capital Share Application Money Preference Share Capital Reserves Revaluation Reserves Net Worth Deposits Borrowings Total Debt Other Liabilities & Provisions Total Liabilities

1,239.83 889.83 0.00 350.00 21,316.16 0.00 22,555.99 165,083.17 38,521.91 203,605.08 25,227.88 251,388.95 Mar '06 12

1,249.34 899.34 0.00 350.00 23,413.92 0.00 24,663.26 230,510.19 51,256.03 281,766.22 38,228.64 344,658.12 Mar '07 12

1,462.68 1,112.68 0.00 350.00 45,357.53 0.00 46,820.21 244,431.05 65,648.43 310,079.48 42,895.39 399,795.08 Mar '08 12

1,463.29 1,113.29 0.00 350.00

1,114.89 1,114.89 0.00 0.00

48,419.73 50,503.48 0.00 0.00

49,883.02 51,618.37 218,347.82202,016.60 67,323.69 94,263.57 285,671.51296,280.17 43,746.43 15,501.18 379,300.96363,399.72 Mar '09 12 Mar '10 12

ths

ths

ths

ths

Assets Cash & Balances with RBI Balance with Banks, Money at Call Advances Invest ents Gross Block Accumulated Depreciation Net Block Capital Work In Progress Other Assets Total Assets Contingent Liabilities Bills for collection Book Value (Rs) 8,934.37 8,105.85 146,163.11 71,547.39 5,968.57 1,987.85 3,980.72 147.94 12,509.57 251,388.95 119,895.78 15,025.21 249.55 18,706.88 18,414.45 195,865.60 91,257.84 6,298.56 2,375.14 3,923.42 189.66 16,300.26 344,658.11 177,054.18 22,717.23 270.37 29,377.53 8,663.60 225,616.08 111,454.34 7,036.00 2,927.11 4,108.89 0.00 20,574.63 399,795.07 371,737.36 29,377.55 417.64 17,536.33 27,514.29 12,430.23 11,359.40 218,310.85181,205.60 103,058.31120,892.80 7,443.71 3,642.09 3,801.62 0.00 7,114.12 3,901.43 3,212.69 0.00

24,163.62 19,214.93 379,300.96363,399.71 803,991.92694,948.84 36,678.71 38,597.36 444.94 463.01

ths

ths

Key Financial Ratios of ICICI Bank

Mar '06 Investment Valuation Ratios Face Value Dividend Per Share Operating Profit Per Share (Rs) Net Operating Profit Per Share (Rs) Free Reserves Per Share (Rs) Bonus in Equity Capital Profitability Ratios Interest Spread Ad usted Cash Margin(%) Net Profit Margin Return on Long Term Fund(%) Return on Net Worth(%) Ad usted Return on Net Worth(%) Return on Assets Excluding Revaluations Return on Assets Including Revaluations Management Efficiency Ratios Interest Income / Total Funds Net Interest Income / Total Funds Non Interest Income / Total Funds Interest Expended / Total Funds Operating Expense / Total Funds Profit Before Provisions / Total Funds Net Profit / Total Funds Loans Turnover Total Income / Capital Employed(%) Interest Expended / Capital Employed(%) Total Assets Turnover Ratios Asset Turnover Ratio Profit And Loss Account Ratios Interest Expended / Interest Earned Other Income / Total Income Operating Expense / Total Income Selling Distribution Cost Composition Balance Sheet Ratios Capital Adequacy Ratio 13.35 69.62 2.59 25.86 4.80 8.36 3.78 0.22 4.58 2.22 1.49 1.21 0.15 8.58 4.58 0.08 2.94 2.67 17.55 14.12 56.24 14.33 11.40 1.01 1.01 10.00 8.50 36.75 196.87 193.24 --

------------------- in Rs. Cr. ------------------Mar '07 Mar '08 Mar '09 Mar '10

10.00 10.00 42.19 316.45 199.52 --

10.00 11.00 51.29 354.71 346.21 --

10.00 10.00 11.00 12.00 48.58 49.80 343.59 293.74 351.04 356.94 ---

3.43 12.30 10.81 82.46 13.17 12.31 270.37 270.37

3.51 11.81 10.51 62.34 8.94 8.80 417.64 417.64

3.66

5.66

11.45 13.64 9.74 12.17 56.72 44.72 7.58 7.55 7.79 7.53

444.94 463.01 444.94 463.01

9.55 4.06 0.10 5.49 2.79 1.19 1.04 0.17 9.65 5.49 0.10 4.52

10.60 4.29 0.02 6.31 2.76 1.40 1.12 0.20 10.62 6.31 0.11 5.61

9.82 3.99 0.08 5.83 2.60 1.30 0.96 0.18 9.90 5.83 0.10 5.14

8.82 4.08 0.08 4.74 2.59 1.41 1.08 0.17 8.90 4.74 0.09 4.60

71.14 1.07 28.87 6.12

76.28 0.17 26.00 4.43

73.09 68.44 0.86 0.92

26.22 29.05 1.74 0.72

11.69

13.97

15.53 19.41

Advances / Loans Funds(%) Debt Coverage Ratios Credit Deposit Ratio Investment Deposit Ratio Cash Deposit Ratio Total Debt to Owners Fund Financial Charges Coverage Ratio Financial Charges Coverage Ratio Post Tax Leverage Ratios Current Ratio Quick Ratio Cash Flow Indicator Ratios Dividend Payout Ratio Net Profit Dividend Payout Ratio Cash Profit Earning Retention Ratio Cash Earning Retention Ratio Ad ustedCash Flow Times

84.89

77.72

72.67

69.86 58.57

87.59 46.07 5.77 7.45 1.39 1.33

83.83 41.15 6.99 9.50 1.25 1.22

84.99 42.68 10.12 5.27 1.25 1.20

91.44 90.04 46.35 53.28 10.14 10.72 4.42 0.25 1.20 3.91 0.33 1.26

0.08 6.64

0.09 6.04

0.11 6.42

0.13

0.14

5.94 14.70

34.08 27.36 65.82 72.58 52.30 Mar '06

33.89 28.84 64.80 70.22 65.12 Mar '07 34.59 270.37

33.12 29.08 66.35 70.51 52.34 Mar '08 37.37 417.64

36.60 37.31 31.00 32.33 63.23 61.40 68.87 66.70 49.41 44.79 Mar '09 Mar '10

Earnings Per Share Book Value

28.55 249.55

33.76 36.10 444.94 463.01

Directors Re ort

Directors Report

ear End : Mar 10

The Directors have pleas re i prese ti g the Si tee th Annual Report of I I I ank Limite with the audited statement of accounts for the year ended March 31 2010 FI ANCIAL HI HLI HTS The financial performance for fiscal 2010 is summarised in the following ta le Rs billion, e cept percentages Fiscal 2009 Fiscal 2010 % change Net interest income and other income Operating profit Provisions & contingencies1

38.08 53.45 40.25 35.77

43.87 4.5 7.1 46.70

Appropriations The profit & loss account shows a profit after tax of Rs. 40.25 billion after provisions and contingencies of Rs. 43.87 billion and all expenses. The disposable profit is Rs. 68.35 billion, taking into account the balance of Rs. 28.10 billion brought forward from the previous year. Your Directors have recommended a dividend at the rate of Rs. 12 per equity share of face value Rs. 10 for the year and have appropriated the disposable profit as follows Rs. billion

Consolidated profit after ta Excludes provision for taxes.

Profit after ta

Profit before ta

51.17 37.58

Fiscal 2009

Fiscal 2010

89 25

97 32

90 15.2

159 70

155 92

(2 4)

30.6

To Statutory Reserve, making in all Rs. 58.86 billion 9.40 To Special Reserve created and maintained in terms of Section 36(1) (viii) of the Income-tax Act, 1961, making in all Rs. 26.44 billion 2.50 To Capital Reserve, making in all Rs. 20.63 billion 8.18 To Investment Reserve, making in all Rs. 1.16 billion -To General Reserve, making in all Rs. 49.79 billion -Dividend for the year (proposed) - On equity shares @ Rs. 12 per share (@ Rs. 11 per share for fiscal 2009) 12.25 - On preference shares (Rs.) - Corporate dividend tax

10.07

3.00

4.44

1.16 0.01

13.38 35,000 1.64

35,000 1.51

Leaving balance to be carried forward to the next year2 28.10

34.64

1. Includes dividend for the prior year paid on shares issued after the balance sheet date and prior to the record date. 2. After taking into account transfer to Reserve Fund Rs. 2.2 million for fiscal 2010, making in all Rs. 10.9 million. MERGER OF THE ANK OF RAJASTHAN LIMITED WITH ICICI ANK The oard of Directors of ICICI ank and the oard of Directors of The ank of Rajasthan Limited ( ank of Rajasthan) at their respective Meetings held on May 23, 2010, approved the scheme of amalgamation of ank of Rajasthan with ICICI ank. The amalgamation is subject to approval of R I and Members of both the anks. Approval of the Members of ICICI ank is being sought at an extraordinary general meeting scheduled on June 21, 2010.

The proposed amalgamation would substantially enhance ICICI anks branch network, already the largest among Indian private sector banks, and especially strengthen its presence in northern and western India. It would combine ank of Rajasthans branch franchise with ICICI anks strong capital base, to enhance the ability of the merged entity to capitalise on the growth opportunities in the Indian economy. About ank of Rajasthan ank of Rajasthan is a listed old Indian private sector bank with its corporate office at Mumbai in Maharashtra and registered office at Udaipur in Rajasthan. At March 31, 2009, ank of Rajasthan had 463 branches and 111 ATMs, total assets of Rs. 172.24 billion, deposits of Rs. 151.87 billion and advances of Rs. 77.81 billion. It made a net profit of Rs. 1.18 billion in fiscal 2009 and a net loss of Rs. 0.10 billion in the nine months ended December 31, 2009. Around 40% of the branches of the ank of Rajasthan are located in rural and semi-urban areas. SU SIDIARY COMPANIES At March 31, 2010, ICICI ank had 17 subsidiaries as listed in the following table Domestic Subsidiaries

International Subsidiaries ICICI ank UK PLC

ICICI Prudential Asset Management ICICI ank Eurasia Limited Company Limited Liability Company ICICI Prudential Trust Limited ICICI Securities Limited ICICI Securities Holdings Inc.2

ICICI Securities Inc.3

ICICI Securities Primary Dealership ICICI International Limited Limited ICICI Venture Funds Management Company Limited

ICICI Lombard General Insurance Company Limited

ICICI ank Canada

ICICI Prudential Life Insurance Company Limited

ICICI Home Finance Company Limited ICICI Investment Management Company Limited ICICI Trusteeship Services Limited ICICI Prudential Pension Funds Management Company Limited1 1. Subsidiary of ICICI Prudential Life Insurance Company Limited. 2. Subsidiary of ICICI Securities Limited. 3. Subsidiary of ICICI Securities Holdings Inc. ICICI Wealth Management Inc., a subsidiary of ICICI ank Canada, has been dissolved effective December 31, 2009. As approved by the Central Government vide letter dated April 9, 2010 under Section 212(8) of the Companies Act, 1956, copies of the balance sheet, profit & loss account, report of the board of directors and report of the auditors of each of the subsidiary companies have not been attached to the accounts of the ank for fiscal 2010. The ank will make available these documents/details upon request by any Member of the ank. These documents/details will be available on the anks website www.icicibank. com and will also be available for inspection by any Member of the ank at its Registered Office and Corporate Office and also at the registered offices of the concerned subsidiaries. As required by Accounting Standard-21 (AS-21) issued by the Institute of Chartered Accountants of India, the anks consolidated financial statements included in this Annual Report incorporate the accounts of its subsidiaries and other entities. A summary of key financials of the anks subsidiaries is also included in this Annual Report. DIRECTORS The Members at their Fifteenth Annual General Meeting held on June 29, 2009, approved the appointment of Sandeep akhshi, Deputy Managing Director, N. S. Kannan, Executive Director & CFO and K. Ramkumar, Executive Director. Reserve ank of India (R I) vide its letter dated July 2, 2009 approved the appointment of Sandeep akhshi. R I vide its letter dated June 16, 2009 approved the appointment of N. S. Kannan and K. Ramkumar. T. S. Vijayan, Chairman, Life Insurance Corporation of India, and a

non-executive Director of the ank resigned from the oard effective November 24, 2009. Pursuant to the provisions of the anking Regulation Act, 1949, P. M. Sinha retired from the oard effective January 22, 2010 and L. N. Mittal, Anupam Puri and Marti Subrahmanyam retired from the oard effective May 3, 2010 on completion of eight years as non-executive Directors of the ank. The oard placed on record its deep appreciation and gratitude for their guidance and contribution to the ank. The oard at its Meeting held on January 21, 2010 appointed Homi R. Khusrokhan, former Managing Director, Tata Chemicals Limited and V. Sridar, former Chairman, National Housing ank and former Chairman & Managing Director, UCO ank, as additional Directors effective January 21, 2010. Further, the oard at its Meeting held on April 30, 2010 appointed Tushaar Shah, Senior Fellow at the International Water Management Institute and former Director of the Institute of Rural Management as an additional Director effective May 3, 2010. Homi R. Khusrokhan, Tushaar Shah and V. Sridar hold office upto the date of the forthcoming Annual General Meeting (AGM) and are eligible for appointment. Sonjoy Chatterjee, Executive Director resigned from the services of the ank effective April 30, 2010. The oard at its Meeting held on April 30, 2010 approved a proposal for the appointment of Rajiv Sabharwal as a wholetime Director of the ank subject to approval of R I. Approval of the Members is being sought at the current AGM for the appointment of Rajiv Sabharwal as a wholetime Director of the ank for a period of five years effective only from the date of receipt of R I approval. In terms of the provisions of the Companies Act, 1956 and the Articles of Association of the ank, K. V. Kamath, Sridar Iyengar and Narendra Murkumbi would retire by rotation at the forthcoming AGM and are eligible for re-appointment. K. V. Kamath and Sridar Iyengar have offered themselves for re-appointment. Narendra Murkumbi has expressed his desire not to seek re-appointment as a Director. A resolution is proposed to the Members in the Notice of the current AGM to this effect and also not to fill up the vacancy caused by the retirement of Narendra Murkumbi at this meeting or any adjourned meeting thereof. AUDITORS The auditors, S R & Co., Chartered Accountants, will retire at the ensuing AGM. They had been statutory auditors of the ank for the last four years, which is the maximum term of appointment of auditors

permitted by R I. As recommended by the Audit Committee, the oard has proposed the appointment of S. R. atliboi & Co., Chartered Accountants as statutory auditors for fiscal 2011. Their appointment has been approved by R I vide its letters dated April 20, 2010 and May 13, 2010. You are requested to consider their appointment. PERSONNEL As required by the provisions of Section 217(2A) of the Companies Act, 1956, read with Companies (Particulars of Employees) Rules, 1975, as amended, the names and other particulars of the employees are set out in the Annexure to the Directors Report. APPOINTMENT OF NOMINEE DIRECTORS ON THE OARDS OF ASSISTED COMPANIES Erstwhile ICICI Limited (ICICI) had a policy of appointing nominee directors on the boards of certain borrower companies based on loan covenants, with a view to enable monitoring of the operations of those companies. Subsequent to the merger of ICICI with ICICI ank, the ank continues to nominate directors on the boards of assisted companies. Apart from the anks employees, experienced professionals from various fields are appointed as nominee Directors. At March 31, 2010, ICICI ank had 24 nominee directors, of whom 20 were employees of the ank, on the boards of 39 assisted companies. The ank has a Nominee Director Cell for maintaining records of nominee directorships. RISK MANAGEMENT FRAMEWORK The anks risk management strategy is based on a clear understanding of various risks, disciplined risk assessment and measurement procedures and continuous monitoring. The policies and procedures established for this purpose are continuously benchmarked with international best practices. The key principles underlying our risk management framework are as follows - The oard of Directors has oversight on all the risks assumed by the ank. Specific Committees of the oard have been constituted to facilitate focused oversight of various risks. The Risk Committee reviews risk management policies of the ank in relation to various risks and regulatory compliance issues. It reviews key risk indicators covering areas such as credit risk, interest rate risk, liquidity risk, and foreign exchange risk and the limits framework, including stress test limits, for various risks. It also carries out an assessment of

the capital adequacy based on the risk profile of the anks balance sheet and reviews the status with respect to implementation of asel II norms. The Credit Committee reviews developments in key industrial sectors and anks exposure to these sectors as well as to large borrower accounts. The Audit Committee provides direction to and also monitors the quality of the internal audit function. The Asset Liability Management Committee is responsible for managing the balance sheet and reviewing asset-liability position of the ank. - Policies approved from time to time by the oard of Directors/Committees of the oard form the governing framework for each type of risk. The business activities are undertaken within this policy framework. - Independent groups and sub-groups have been constituted across the ank to facilitate independent evaluation, monitoring and reporting of various risks. These groups function independently of the business groups/sub-groups. The ank has dedicated groups namely the Global Risk Management Group (GRMG), Compliance Group, Corporate Legal Group, Internal Audit Group and the Financial Crime Prevention and Reputation Risk Management Group (FCPRRMG), with a mandate to identify, assess and monitor all of the anks principal risks in accordance with well-defined policies and procedures. GRMG is further organised into the Global Credit Risk Management Group, the Global Market Risk Management Group and the Global Operational Risk Management Group. These groups are completely independent of all business operations and coordinate with representatives of the business units to implement ICICI anks risk management methodologies. The internal audit and compliance groups are responsible to the Audit Committee of the oard. DIRECTORS RESPONSI ILITY STATEMENT

1. that in the preparation of the annual accounts, the applicable accounting standards have been followed, along with proper explanation relating to material departures; 2. that they have selected such accounting policies and applied them consistently and made judgements and estimates that are reasonable and prudent, so as to give a true and fair view of the state of affairs of the ank at the end of the financial year and of the profit or loss of the ank for that period;

The Directors confirm

3. that they have taken proper and sufficient care for the maintenance of adequate accounting records, in accordance with the provisions of the anking Regulation Act, 1949 and the Companies Act, 1956 for safeguarding the assets of the ank and for preventing and detecting fraud and other irregularities; and 4. that they have prepared the annual accounts on a going concern basis. ACKNOWLEDGEMENTS ICICI ank is grateful to the Government of India, R I, SE I and overseas regulators for their continued co-operation, support and guidance. ICICI ank wishes to thank its investors, the domestic and international banking community, rating agencies and stock exchanges for their support. ICICI ank would like to take this opportunity to express sincere thanks to its valued clients and customers for their continued patronage. The Directors express their deep sense of appreciation of all the employees, whose outstanding professionalism, commitment and initiative has made the organisations growth and success possible and continues to drive its progress. Finally, the Directors wish to express their gratitude to the Members for their trust and support.

the oard

For and on behalf of

K. V. Kamath

ompany act - I I I Bank

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State ank of India-Company Profile

ce t ry ith the esta lishme t f the a k f alc tta i later the a k receive its charter a i e i stit ti , it as re- esig e as the a k f e gal (2 Ja ia s s re y the

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ary 1809).

as the first j i t-st ck a k f ritish I mbay (15 ril 1840) a

ver me t f e the

e gal. The a k f

the a k f

a ras (1 J ly 1843) f ll

a k f e gal. These three ba ks remai e at the a ex f moder ba ki g i I dia till their amalgamation as the Imperial a nk of India on 27 January 1921.

Primarily Anglo-Indian creations, the three presidency banks came into existence either as a result of the compulsions of imperial finance or by the felt needs of local European commerce and

ere not imposed from outside in an arbitrary manner to modernise India's

economy. Their evolution as, ho ever, shaped by ideas culled from similar developments in Europe and England, and

as influenced by changes occurring in the structure of both

the local trading environment and those in the relations of the Indian economy to the economy of Europe and the global economic framework.

Establishment

The establishment of the ank of engal marked the advent of limited liability, oint-stock banking in India. So was the associated innovation in banking, viz. the decision to allow the

within a restricted geographical area. This right of note issue was very valuable not only for the ank of engal but also its two siblings, the anks of ombay and Madras. It meant an accretion to the capital of the banks, a capital on which the proprietors did not have to pay any interest. The concept of deposit banking was also an innovation because the practice of accepting money for safekeeping (and in some cases, even investment on behalf of the

ank of

engal to issue notes, which would be accepted for payment of public revenues

The rigi

f the State ank f India g es ack t the first eca e f the i etee th

alc tta

2J

e 1806. Three years

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clients) by the indigenous bankers had not spread as a general habit in most parts of India. ut, for a long time, and especially upto the time that the three presidency banks had a right

of note issue, bank notes and government balances made up the bulk of the investible resources of the banks. The three banks were governed by royal charters, which were revised from time to time. Each charter provided for a share capital, four-fifth of which were privately subscribed and the rest owned by the provincial government. The members of the board of directors, which managed the affairs of each bank, were mostly proprietary directors representing the large European managing agency houses in India. The rest were government nominees, invariably civil servants, one of whom was elected as the president of the board. Business

The business of the banks was initially confined to discounting of bi lls of exchange or other negotiable private securities, keeping cash accounts and receiving deposits and issuing and circulating cash notes. Loans were restricted to Rs.one lakh and the period of accommodation confined to three months only. The security for such loans was public securities, commonly called Company's Paper, bullion, treasure, plate, ewels, or goods 'not of a perishable nature' and no interest could be charged beyond a rate of twelve per cent. Loans against goods like opium, indigo, salt woollens, cotton, cotton piece goods, mule twist and silk goods were also granted but such finance by way of cash credits gained momentum only from the third decade of the nineteenth century. All commodities, including tea, sugar and ute, which began to be financed later, were either pledged or hypothecated to the bank. Demand promissory notes were signed by the borrower in favour of the guarantor, which was in turn endorsed to the bank. Lending against shares of the banks or on the mortgage of houses, land or other real property was, however, forbidden. Indians were the principal borrowers against deposit of Company's paper, while the business of discounts on private as well as salary bills was almost the exclusive monopoly

of individuals Europeans and their partnership firms.

ut the main function of the three

banks, as far as the government was concerned, was to help the latter raise loans from time to time and also provide a degree of stability to the prices of government securities. Major change in the conditions

A major change in the conditions of operation of the anks of engal, ombay and Madras occurred after 1860. With the passing of the Paper Currency Act of 1861, the right of note issue of the presidency banks was abolished and the Government of India assumed from 1 March 1862 the sole power of issuing paper currency within ritish India. The task of management and circulation of the new currency notes was conferred on the presidency banks and the Government undertook to transfer the Treasury balances to the banks at places where the banks would open branches. None of the three banks had till then any branches (except the sole attempt and that too a short-lived one by the ank of engal at Mirzapore in 1839) although the charters had given them such authority. ut as soon as the three presidency bands were assured of the free use of government Treasury balances at places where they would open branches, they embarked on branch expansion at a rapid pace. y 1876, the branches, agencies and sub agencies of the three presidency banks covered most of the major parts and many of the inland trade centres in India. While the ank of engal had eighteen branches including its head office, seasonal branches and sub agencies, the anks of ombay and Madras had fifteen each.

Presidency Banks Act

The presidency anks Act, which came into operation on 1 May 1876, brought the three presidency banks under a common statute with similar restrictions on business. The proprietary connection of the Government was, however, terminated, though the banks continued to hold charge of the public debt offices in the three presidency towns, and the custody of a part of the government balances. The Act also stipulated the creation of Reserve Treasuries at Calcutta, ombay and Madras into which sums above the specified

minimum balances promised to the presidency banks at only their head offices were to be lodged. The Government could lend to the presidency banks from such Reserve Treasuries but the latter could look upon them more as a favour than as a right. The decision of the Government to keep the surplus balances in Reserve Treasuries outside the normal control of the presidency banks and the connected decision not to guarantee minimum government balances at new places where branches were to be opened effectively checked the growth of new branches after 1876. The pace of expansion witnessed in the previous decade fell sharply although, in the case of the ank of Madras, it continued on a modest scale as the profits of that bank were mainly derived from trade dispersed among a number of port towns and inland centres of the presidency.

India witnessed rapid commercialisation in the last quarter of the nineteenth century as its railway network expanded to cover all the major regions of the country. New irrigation networks in Madras, Punjab and Sind accelerated the process of conversion of subsistence crops into cash crops, a portion of which found its way into the foreign markets. Tea and coffee plantations transformed large areas of the eastern Terais, the hills of Assam and the Nilgiris into regions of estate agriculture par excellence. All these resulted in the expansion of India's international trade more than six-fold. The three presidency banks were both beneficiaries and promoters of this commercialisation process as they became involved in the financing of practically every trading, manufacturing and mining activity in the subcontinent. While the anks of engal and ombay were engaged in the financing of large modern manufacturing industries, the ank of Madras went into the financing of large modern manufacturing industries, the ank of Madras went into the financing of smallscale industries in a way which had no parallel elsewhere. ut the three banks were rigorously excluded from any business involving foreign exchange. Not only was such business considered risky for these banks, which held government deposits, it was also feared that these banks enjoying government patronage would offer unfair competition to the exchange banks which had by then arrived in India. This exclusion continued till the creation of the Reserve ank of India in 1935.

Presidency Banks of Bengal The presidency anks of engal, ombay and Madras with their 70 branches were merged in 1921 to form the Imperial ank of India. The triad had been transformed into a monolith and a giant among Indian commercial banks had emerged. The new bank took on the triple role of a commercial bank, a banker's bank and a banker to the government.

ut this creation was preceded by years of deliberations on the need for a 'State ank of

India'. What eventually emerged was a 'half-way house' combining the functions of a commercial bank and a quasi-central bank.

The establishment of the Reserve ank of India as the central bank of the country in 1935 ended the quasi-central banking role of the Imperial ank. The latter ceased to be bankers to the Government of India and instead became agent of the Reserve ank for the transaction of government business at centres at which the central bank was not established. ut it continued to maintain currency chests and small coin depots and operate the

remittance facilities scheme for other banks and the public on terms stipulated by the Reserve ank. It also acted as a bankers' bank by holding their surplus cash and granting them advances against authorised securities. The management of the bank clearing houses also continued with it at many places where the Reserve ank did not have offices. The bank was also the biggest tenderer at the Treasury bill auctions conducted by the Reserve ank on behalf of the Government.

The establishment of the Reserve ank simultaneously saw important amendments being made to the constitution of the Imperial ank converting it into a purely commercial bank. The earlier restrictions on its business were removed and the bank was permitted to undertake foreign. Imperial Bank

The Imperial ank during the three and a half decades of its existence recorded an

impressive growth in terms of offices, reserves, deposits, investments and advances, the increases in some cases amounting to more than six -fold. The financial status and security inherited from its forerunners no doubt provided a firm and durable platform. But the lofty traditions of banking which the Imperial Bank consistently maintained and the high standard of integrity it observed in its operations inspired confidence in its depositors that no other bank in India could perhaps then equal. All these enabled the Imperial Bank to acquire a pr e-eminent position in the Indian banking industry and also secure a vital place in the country's economic life.

Sta p of I perial Bank of India When India attained freedom, the Imperial Bank had a capital base (including reserves) of Rs.11.85 crores , deposits and advances of Rs.275.14 crores and Rs.72.94 crores respectively and a network of 172 branches and more than 200 sub offices extending all over the country.

First Five Year Plan

In 1951, when the First Five Year Plan was launched, the development of rural India was given the highest priority. The commercial banks of the country including the Imperial ank of India had till then confined their operations to the urban sector and were not

equipped to respond to the emergent needs of economic regeneration of the rural areas. In order, therefore, to serve the economy in general and the rural sector in particular, the All India Rural Credit Survey Committee recommended the creation of a state-partnered and state-sponsored bank by taking over the Imperial ank of India, and integrating with it, the former state-owned or state-associate banks. An act was accordingly passed in Parliament in May 1955 and the State ank of India was constituted on 1 July 1955. More than a quarter of the resources of the Indian banking system thus passed under the direct control of the State. Later, the State ank of India (Subsidiary anks) Act was passed in 1959, enabling the State ank of India to take over eight former State-associated banks as its subsidiaries (later named Associates).

The State ank of India was thus born with a new sense of social purpose aided by the 480 offices comprising branches, sub offices and three Local Head Offices inherited from the Imperial ank. The concept of banking as mere repositories of the community's savings and lenders to creditworthy parties was soon to give way to the concept of purposeful banking subserving the growing and diversified financial needs of planned economic development. The State ank of India was destined to act as the pacesetter in this respect and lead the Indian banking system into the exciting field of national development.

CONTACT US State Bank of India has an extensive administrative structure to oversee the large network of branches in India and abroad. The Corporate Centre is in Mumbai and 14 Local Head Offices and 57 Zonal Offices are located at important cities spread throughout the country. The Corp orate Centre has several other establishments in and outside Mumbai, designated to cater to various functions. Our Colleges Institutes Training Centres are the seats of learning and research and development to spread the wings of knowledge not only to our employees but also other banks establishments in India and abroad. The Corporate Accounts Group is a Strategic usiness Unit of the ank set up exclusively to fulfil the specialised banking needs of top corporates in the country.

State ank of India has 131 foreign offices in 32 countries across the globe. State ank of India invites you to take a journey to understand the potential of not just a large but truly global organization

Balance Sheet of State Bank of India

Mar '06 12 mths Capital and Liabilities: Total Share Capital Equity Share Capital Share Application Money Preference Share Capital Reserves Revaluation Reserves Net Worth Deposits Borrowings Total Debt Other Liabilities & Provisions Total Liabilities 526.30 526.30 0.00 0.00 27,117.79 0.00 27,644.09 380,046.06 30,641.24 410,687.30 55,538.17 493,869.56 Mar '06 12 mths Assets Cash & Balances with RBI Balance with Banks, Money at Call Advances Investments Gross Block Accumulated Depreciation Net Block Capital Work In Progress Other Assets Total Assets Contingent Liabilities Bills for collection Book Value (Rs) 21,652.70 22,907.30 261,641.53 162,534.24 7,424.84 4,751.73 2,673.11 79.82 22,380.84 493,869.54 191,819.34 57,618.44 525.25

------------------- in Rs. Cr. ------------------Mar '07 12 mths Mar '08 12 mths Mar '09 12 mths Mar '10 12 mths

526.30 526.30 0.00 0.00 30,772.26 0.00 31,298.56 435,521.09 39,703.34 475,224.43 60,042.26 566,565.25 Mar '07 12 mths

631.47 631.47 0.00 0.00 48,401.19 0.00 49,032.66 537,403.94 51,727.41 589,131.35 83,362.30 721,526.31 Mar '08 12 mths

634.88 634.88 0.00 0.00 57,312.82 0.00 57,947.70 742,073.13 53,713.68 795,786.81 110,697.57 964,432.08 Mar '09 12 mths

634.88 634.88 0.00 0.00 65,314.32 0.00 65,949.20 804,116.23 103,011.60 907,127.83 80,336.70 1,053,413.73 Mar '10 12 mths

29,076.43 22,892.27 337,336.49 149,148.88 8,061.92 5,385.01 2,676.91 141.95 25,292.31 566,565.24 259,536.57 70,418.15 594.69

51,534.62 15,931.72 416,768.20 189,501.27 8,988.35 5,849.13 3,139.22 234.26 44,417.03 721,526.32 736,087.59 93,652.89 776.48

55,546.17 48,857.63 542,503.20 275,953.96 10,403.06 6,828.65 3,574.41 263.44 37,733.27 964,432.08 614,603.47 152,964.06 912.73

61,290.87 34,892.98 631,914.15 285,790.07 11,831.63 7,713.90 4,117.73 295.18 35,112.76 1,053,413.74 429,917.37 166,449.04 1,038.76

Key Financial Ratios of State Bank of India

Mar '06 Investment Valuation Ratios Face Value Dividend Per Share Operating Profit Per Share (Rs) Net Operating Profit Per Share (Rs) Free Reserves Per Share (Rs) Bonus in Equity Capital Profitability Ratios Interest Spread Ad usted Cash Margin(%) Net Profit Margin Return on Long Term Fund(%) Return on Net Worth(%) Ad usted Return on Net Worth(%) Return on Assets Excluding Revaluations Return on Assets Including Revaluations Management Efficiency Ratios Interest Income / Total Funds Net Interest Income / Total Funds Non Interest Income / Total Funds Interest Expended / Total Funds Operating Expense / Total Funds Profit Before Provisions / Total Funds Net Profit / Total Funds Loans Turnover Total Income / Capital Employed(%) Interest Expended / Capital Employed(%) Total Assets Turnover Ratios Asset Turnover Ratio Profit And Loss Account Ratios Interest Expended / Interest Earned Other Income / Total Income 56.32 3.60 59.35 2.25 7.94 3.71 0.30 4.23 2.34 1.52 0.92 0.16 8.24 4.23 0.08 5.10 8.27 3.85 0.19 4.42 2.39 1.54 0.86 0.15 8.46 4.42 0.08 5.44 4.31 13.06 11.21 97.89 15.94 15.93 525.25 525.25 4.20 11.43 10.12 99.20 14.50 14.47 594.69 594.69 10.00 14.00 124.77 719.54 178.33 -10.00 14.00 147.72 833.38 184.43 -Mar '07

------------------- in Rs. Cr. -------------------

Mar '08

Mar '09

Mar '10

10.00 21.50 173.61 899.83 356.61 --

10.00 29.00 230.04 1,179.45 373.99 --

10.00 30.00 229.63 1,353.15 412.36 --

4.32 12.81 11.65 86.83 13.72 13.70 776.48 776.48

4.34 13.04 12.03 100.35 15.74 15.74 912.73 912.73

3.82 11.62 10.54 95.02 13.89 13.91 1,038.76 1,038.76

8.82 3.87 0.14 4.96 2.16 1.74 1.04 0.15 8.96 4.96 0.09 6.32

8.88 3.79 0.11 5.09 2.06 1.75 1.08 0.16 8.99 5.09 0.09 7.20

8.52 3.82 0.10 4.69 2.38 1.46 0.91 0.15 8.62 4.69 0.09 7.26

65.23 1.56

67.28 1.18

66.66 1.21

Operating Expense / Total Income Selling Distribution Cost Composition Balance Sheet Ratios Capital Adequacy Ratio Advances / Loans Funds(%) Debt Coverage Ratios Credit Deposit Ratio Investment Deposit Ratio Cash Deposit Ratio Total Debt to Owners Fund Financial Charges Coverage Ratio Financial Charges Coverage Ratio Post Tax Leverage Ratios Current Ratio Quick Ratio Cash Flow Indicator Ratios Dividend Payout Ratio Net Profit Dividend Payout Ratio Cash Profit Earning Retention Ratio Cash Earning Retention Ratio Ad ustedCash Flow Times

28.37 0.28

28.19 0.20

24.13 0.30

22.91 0.33

27.61 0.26

11.88 65.66

12.34 76.16

13.47 78.31

14.25 78.34

13.39 74.22

62.11 48.14 5.15 13.75 1.40 1.25

73.44 38.22 6.22 13.92 1.37 1.22

77.51 34.81 8.29 10.96 1.37 1.23

74.97 36.38 8.37 12.81 1.36 1.23

75.96 36.33 7.56 12.19 0.33 1.21

0.05 5.50

0.05 6.52

0.07 6.15

0.04 5.74

0.04 9.07

19.06 16.35 80.93 83.64 74.03 Mar '06

18.98 16.75 80.97 83.21 84.87 Mar '07 86.29 594.69

22.64 20.56 77.33 79.41 72.64 Mar '08 106.56 776.48

22.90 21.13 77.11 78.88 75.05 Mar '09 143.67 912.73

23.36 21.20 76.67 78.82 79.54 Mar '10 144.37 1,038.76

Earnings Per Share Book Value

83.73 525.25

V. CREDIT POLICY AND PROCEDURES DEPARTMENT (CPPD) PERFORMANCE HIGHLIGHTS : - Loan Policy of the ank, has been reviewed and current R I guidelines have been incorporated. - Increase in the Term Loan exposure limit to Infrastructure sector to 15 from 10 . . - Appointment of Nominee Directors Review and Authority Structure. - Prudential Norms on Unsecured Advances. - Guidelines on Restructuring of Advances by anks. - Review of Grievances redressal mechanism under Guidelines on Fair Practice Codes for Lending. - Accounting procedures for sale of NPAs / Securitisatibn Companies / Asset Reconstruction Companies. - Operational guidelines on Forward Exchange Contracts and Derivatives. - Competitive Pricing - Review. - CP linked rates for discounting of ills under LCs. - Policy for financing Corporates on Unsecured basis to attract new business. - As part of the anks Green anking Policy, initiatives like plantation of fruit bearing trees across the anks premises, implementation of energy saving measures, encouraging customers on reduction of Green House gases by way of extending project loans on concessionary interest rates, assisting in CDM Registration and securitization of CER receivables etc. were undertaken. - Under the captive windmill project, the ank has gone in for 10 windmills (1.5 MW each) which have been set up in three States viz. Maharashtra, Gujarat and Tamilnadu. Power generated from the windmills shall be set-off against the power

Directors Report

Year End :

ar '1

consumption of identified offices / branches of those States. State ank of India is the first ank in India to have conceived the idea of Green Power generation for captive use in the anking Industry.

NEW PRODUCT : - Financing to Shipbreaking Units. Responsibility Statement The oard of Directors hereby states : i, that in the preparation of the annual accounts, the applicable accounting standards have been followed along with proper explanation relating to material departures; ii that they have selected such accounting policies and applied them consistently and made judgements and estimates as are reasonable and prudent, so as to give a true and fair view of the state of affairs of the ank as on the 31st March 2010, and of the profit and loss of the ank for the year ended on that date; iii. that they have taken proper and sufficient care for the maintenance of adequate accounting records in accordance with the provisions of the anking Regulation Act, 1949 and State ank of India Act, 1955 for safeguarding the assets of the ank and preventing and detecting frauds and other irregularities; and iv. that they have prepared the annual accounts on a going concern basis. Acknowledgement During the year, Shri Ashok Chawla, Finance Secretary, Govt, of India was nominated to the oard under Section 19 (e) with effect from 13th May 2009, in place of Shri Arun Ramanathan, who retired on 30th April 2009. The Directors express their gratitude for the guidance and cooperation received from the Government of India, R I, SE I, IRDA and other government and regulatory agencies. The Directors also thank all the valued clients, shareholders, banks and financial institutions, stock exchanges, rating agencies and other stakeholders for their patronage and support, and take this opportunity to express their appreciation of the dedicated and committed team of employees of the ank.

Key Financial Ratios of State Bank of India Key Financial Ratios of State Bank of India
Mar '06 Investment Valuation Ratios Face Value Dividend Per Share Operating Profit Per Share (Rs) Net Operating Profit Per Share (Rs) Free Reserves Per Share (Rs) Bonus in Equity Capital Profitability Ratios Interest Spread Ad usted Cash Margin(%) Net Profit Margin Return on Long Term Fund(%) Return on Net Worth(%) Ad usted Return on Net Worth(%) Return on Assets Excluding Revaluations Return on Assets Including Revaluations Management Efficiency Ratios Interest Income / Total Funds Net Interest Income / Total Funds Non Interest Income / Total Funds Interest Expended / Total Funds Operating Expense / Total Funds Profit Before Provisions / Total Funds Net Profit / Total Funds Loans Turnover Total Income / Capital Employed(%) Interest Expended / Capital Employed(%) Total Assets Turnover Ratios 7.94 3.71 0.30 4.23 2.34 1.52 0.92 0.16 8.24 4.23 0.08 8.27 3.85 0.19 4.42 2.39 1.54 0.86 0.15 8.46 4.42 0.08 4.31 13.06 11.21 97.89 15.94 15.93 525.25 525.25 4.20 11.43 10.12 99.20 14.50 14.47 594.69 594.69 10.00 14.00 124.77 719.54 178.33 -10.00 14.00 147.72 833.38 184.43 -Mar '07

------------------- in Rs. Cr. -------------------

------------------- in Rs. Cr. -------------------

Mar '08

Mar '09

Mar '10

10.00 21.50 173.61 899.83 356.61 --

10.00 29.00 230.04 1,179.45 373.99 --

10.00 30.00 229.63 1,353.15 412.36 --

4.32 12.81 11.65 86.83 13.72 13.70 776.48 776.48

4.34 13.04 12.03 100.35 15.74 15.74 912.73 912.73

3.82 11.62 10.54 95.02 13.89 13.91 1,038.76 1,038.76

8.82 3.87 0.14 4.96 2.16 1.74 1.04 0.15 8.96 4.96 0.09

8.88 3.79 0.11 5.09 2.06 1.75 1.08 0.16 8.99 5.09 0.09

8.52 3.82 0.10 4.69 2.38 1.46 0.91 0.15 8.62 4.69 0.09

Asset Turnover Ratio Profit And Loss Account Ratios Interest Expended / Interest Earned Other Income / Total Income Operating Expense / Total Income Selling Distribution Cost Composition Balance Sheet Ratios Capital Adequacy Ratio Advances / Loans Funds(%) Debt Coverage Ratios Credit Deposit Ratio Investment Deposit Ratio Cash Deposit Ratio Total Debt to Owners Fund Financial Charges Coverage Ratio Financial Charges Coverage Ratio Post Tax Leverage Ratios Current Ratio Quick Ratio Cash Flow Indicator Ratios Dividend Payout Ratio Net Profit Dividend Payout Ratio Cash Profit Earning Retention Ratio Cash Earning Retention Ratio Ad ustedCash Flow Times

5.10

5.44

6.32

7.20

7.26

56.32 3.60 28.37 0.28

59.35 2.25 28.19 0.20

65.23 1.56 24.13 0.30

67.28 1.18 22.91 0.33

66.66 1.21 27.61 0.26

11.88 65.66

12.34 76.16

13.47 78.31

14.25 78.34

13.39 74.22

62.11 48.14 5.15 13.75 1.40 1.25

73.44 38.22 6.22 13.92 1.37 1.22

77.51 34.81 8.29 10.96 1.37 1.23

74.97 36.38 8.37 12.81 1.36 1.23

75.96 36.33 7.56 12.19 0.33 1.21

0.05 5.50

0.05 6.52

0.07 6.15

0.04 5.74

0.04 9.07

19.06 16.35 80.93 83.64 74.03 Mar '06

18.98 16.75 80.97 83.21 84.87 Mar '07 86.29 594.69

22.64 20.56 77.33 79.41 72.64 Mar '08 106.56 776.48

22.90 21.13 77.11 78.88 75.05 Mar '09 143.67 912.73

23.36 21.20 76.67 78.82 79.54 Mar '10 144.37 1,038.76

Earnings Per Share Book Value

83.73 525.25

Company acts - BI

eC

Tel: 022-22883888 22022678 Fax: 022-22855348 Email: invest r.c l ints@s i.c .in Website: tt ://www.s i.c .in Group: SBI Gr u l re SBI c nnecti ns

s. A-16

Tel: 66712151, 66712152, 66712153, 66712154, 66712155, Fax: 66712161, 66712230 Email: Invest rsqr @ fssl.c Website: tt ://www.dfssl.c

Management - BI
Name R ridharan Dileep C Choksi D undaram Shyamala Gopinath Designation M n in Direct r

Direct r Direct r Direct r

Registrars D t tics Fin nci l Services Lt . Pl t MIDC P rt-B, Cr ss L ne, M r l, An eri (E)

Registered Address St te B nk B v n, Centr l Office,,8t Fl r, M Mu i M r s tr 400021

 

M r ,

17,

Shashi Kant Sharma Hemant G Contractor Di akar Gupta

Direct r M n M n in Direct r in Direct r

AXIS BANK Axis ank was the first of the new private banks to have begun operations in 1994, after the Government of India allowed new private banks to be established. The
 

promoted jointly by the Administrator of the specified undertaking of the Unit Trust of India (UTI - I), Life Insurance Corporation of India (LIC) and General Insurance Corporation of India (GIC) and other four PSU insurance companies, i.e. National Insurance Company Ltd., The New India Assurance Company Ltd., The Oriental Insurance Company Ltd. and United India Insurance Company Ltd. The


ank as on 31st December, 2010 is capitalized to the extent of Rs. 409.90



crores with the public holding (other than promoters and GDRs) at 53.62 .

 

     

ank was

The Bank's Registered Office is at Ahmedabad and its Central Office is located at Mumbai. The Bank has a very wide network of more than 1281 branches (including 169 Service Branches/CP s as on 31st December, 2010). The Bank has a network of over 5303 ATMs (as on 31st Decem ber, 2010) providing 24 hrs a day banking convenience to its customers. This is one of the largest ATM networks in the country. The Bank has strengths in both retail and corporate banking and is committed to adopting the best industry practices internation ally in order to achieve excellence.


Balance Sheet of Axis Bank

------------------- in Rs. Cr. ------------------Mar '06 12 mths Mar '07 12 mths Mar '08 12 mths Mar '09 12 mths Mar '10 12 mths

Capital and Liabilities: Total Share Capital Equity Share Capital Share Application Money Preference Share Capital Reserves Revaluation Reserves 278.69 278.69 13.44 0.00 2,593.50 0.00 281.63 281.63 0.00 0.00 3,120.58 0.00 357.71 357.71 2.19 0.00 8,410.79 0.00 359.01 359.01 1.21 0.00 9,854.58 0.00 405.17 405.17 0.17 0.00 15,639.27 0.00

Net Worth Deposits Borrowings Total Debt Other Liabilities & Provisions Total Liabilities

2,885.63 40,113.53 2,680.93 42,794.46 4,051.03 49,731.12 Mar '06 12 mths

3,402.21 58,785.60 5,195.60 63,981.20 5,873.80 73,257.21 Mar '07 12 mths

8,770.69

10,214.80

16,044.61 141,300.22 17,169.55 158,469.77 6,133.46 180,647.84 Mar '10 12 mths

87,626.22 117,374.11 5,624.04 10,185.48

93,250.26 127,559.59 7,556.90 9,947.67

109,577.85 147,722.06 Mar '08 12 mths Mar '09 12 mths

Assets Cash & Balances with RBI Balance with Banks, Money at Call Advances Investments Gross Block Accumulated Depreciation Net Block Capital Work In Progress Other Assets Total Assets Contingent Liabilities Bills for collection Book Value (Rs) 2,429.40 1,212.45 22,314.23 21,527.35 898.68 345.33 553.35 14.37 1,679.98 49,731.13 36,524.72 8,518.42 103.06 4,661.03 2,257.27 36,876.48 26,897.16 1,098.93 450.55 648.38 24.82 1,892.07 73,257.21 55,993.04 11,751.83 120.80 7,305.66 5,198.58 59,661.14 33,705.10 1,384.70 590.33 794.37 128.48 2,784.51 9,419.21 5,597.69 81,556.77 46,330.35 1,741.86 726.45 1,015.41 57.48 3,745.15 9,473.88 5,732.56 104,343.12 55,974.82 2,107.98 942.79 1,165.19 57.24 3,901.06 180,647.87 296,125.58 35,756.32 395.99

109,577.84 147,722.06 78,028.44 104,428.39 16,569.95 245.13 29,906.04 284.50

Key Financial Ratios of Axis Bank

Mar '06 Investment Valuation Ratios Face Value Dividend Per Share Operating Profit Per Share (Rs) Net Operating Profit Per Share (Rs) Free Reserves Per Share (Rs) Bonus in Equity Capital Profitability Ratios Interest Spread Ad usted Cash Margin(%) Net Profit Margin Return on Long Term Fund(%) 3.14 16.07 13.47 88.56 10.00 3.50 34.12 128.98 75.38 --

------------------- in Rs. Cr. -------------------

Mar '07

Mar '08

Mar '09

Mar '10

10.00 4.50 42.36 193.93 86.60 --

10.00 6.00 56.88 244.63 208.03 --

10.00 10.00 83.56 377.46 230.47 --

10.00 12.00 97.29 380.27 325.87 --

3.27 14.11 12.01 119.74

3.77 14.19 12.22 71.17

4.24 14.76 13.31 97.35

3.95 17.63 16.10 66.34

Return n et

Adjusted Return n et

Return n Assets Excludin Rev lu ti ns Return n Assets Includin Rev lu ti ns M n e ent Efficienc R ti s e / T t l Funds e / T t l Funds e / T t l Funds

Interest Inc

et Interest Inc

n Interest Inc

Interest Expended / T t l Funds Oper tin Expense / T t l Funds Pr fit Bef re Pr visi ns / T t l Funds et Pr fit / T t l Funds ns Turn ver e / C pit l Empl ed(%)

T t l Inc

Interest Expended / C pit l Empl ed(%) T t l Assets Turn ver R ti s Asset Turn ver R ti

Pr fit And L ss Acc unt R ti s Interest Expended / Interest Earned Ot er Inc me / T tal Inc me Operatin Expense / T tal Inc me Sellin Distri uti n C st C mposition Balance S eet Ratios Capital Adequac Ratio Advances / Loans Funds(%) De t Coverage Ratios Credit Deposit Ratio Investment Deposit Ratio Cas Deposit Ratio Total De t to Owners Fund Financial C arges Coverage Ratio Financial C arges Coverage Ratio Post Tax Leverage Ratios Current Ratio 0.04 6.52 0.03 7.39 0.03 9.23 0.03 9.52 0.03 19.19 62.68 0.18 65.64 0.39 23.26 0.54 63.09 0.16 26.20 0.85 65.98 0.60 24.95 0.34 57.00 1.30 30.96 0.30

uick Ratio

Cas Flow Indicator Ratios Dividend Payout Ratio et Profit Dividend Payout Ratio Cas Profit

$ ) ) ( $ ' $& % $ # ! "

rt (%) rt (%)

18.28 16.94 0.98 0.98

19.37 19.45 120.80 120.80

12.21 12.38 245.13 245.13

17.77 17.85 284.50 284.50

15.67 15.69 395.99 395.99

$ ) ) 1$

1$

)$

$)

$ ) 1 ' $ ) $ )$ )$ )$ $ % $

) )

)$

)$ $ $

) )

$ )

0$

0$

$ 2

)$

0$ $ $ ' '

0$

'

0 () ) 2 ( ) ( $ ( ' ' 2 ' $ $

8.22 4.08 0.01 4.14 1.90 1.98 1.11 0.19 8.23 4.14 0.08 4.00

8.88 4.01 0.03 4.87 2.07 1.79 1.07 0.18 8.92 4.87 0.09 4.97

9.57 4.74 0.02 4.83 2.51 2.07 1.17 0.18 9.59 4.83 0.10 6.32

10.53 4.98 0.06 5.56 2.64 2.25 1.41 0.19 10.60 5.56 0.11 7.78

9.38 5.34 0.12 4.04 2.94 2.38 1.53 0.17 9.51 4.04 0.09 7.31

)$

)$

)$ %

$% %

23.13 0.47

11.08 58.50

11.57 69.07

13.73 75.89

13.69 73.87

15.80 72.96

52.79 49.85 8.18 13.97 1.53 1.32

59.85 48.96 7.17 17.28 1.41 1.26

65.94 41.39 8.17 9.99 1.46 1.28

68.89 39.04 8.16 11.49 1.43 1.28

71.87 39.55 7.30 8.81 1.62 1.41

23.20 19.49

22.57 19.30

23.49 20.47

23.16 20.98

22.56 20.64

Earning Retention Ratio Cash Earning Retention Ratio Ad ustedCash Flow Times

76.88 80.57 69.28 Mar '06

77.53 80.78 75.97 Mar '07 23.40 120.80

76.84 79.78 70.42 Mar '08 29.94 245.13

76.94 79.11 58.33 Mar '09 50.57 284.50

77.47 79.39 51.33 Mar '10 62.06 395.99

Earnings Per Share Book Value

Email: p.oza

17.41 103.06

Company Facts - Axis Bank

Registered Address 'Trishul', 3rd Floor,' Opp. Samartheshwar Temple,,Law Garden, Ahmedabad Gujarat 380006

Tel: 079-26409322 Fax: 079-26409321

079-26409322

axisbank.com

Website: ttp://www.axis ank.com Group: ot Applicable

Explore Axis Bank connections Registrars Karvy Computers are Private Ltd. Plot o. 17-24, ittal Rao agar, Madhapur,

Tel: 1-800-3454001 Fax: 23420814, 23311968

1-800-3454001

Email: mailmanager@karvy.com Website: http://www.karvy.com

Management - Axis Bank

Name Adarsh Kishore S K Chakrabarti J R Varma Rama Bijapurkar M V Subbiah Designation Chairman / Chair Person Deputy Managing Director Director Director Director

V R Kaundinya M S Sundara Rajan Prasad R Menon Name Shikha Sharma N C Singhal R H Patil R B L Vaish K N Prithviraj S B Mathur S K Roongta

Director Addnl. Addnl.

Designation Managing Director Director Director Director Director Director Addnl.

Ind.Director

Bank of China Limited

COMPANY OVERVIEW

@ @ @

Ind.Director Ind.Director

CFO

Bank of China (BOC) is engaged in commercial banking, including corporate and retail banking, treasury business and financial institutions banking services. The company operates in Chinese mainland, Hong Kong and Macau. It is headquartered in Beijing, China and employs about 249,278 people. The company recorded revenues of C Y209,937 million (approximately $30,262.4 million) during the financial year ended December 2008 (FY2008), an increase of 19.1% over 2007 (FY2007). The operating profit of the company was C Y86,453 million (approximately $12,462.2 million) in FY2008, a decrease of 15% over FY2007. The net profit was C Y64,360 million (approximately $9,277.5 million) in FY2008, a decrease of 6.1% over FY2007.

KEY FACTS

Head Office

Bank of China Limited Bank of China Limited

Phone Fax Web Address

8610 66596688 8610 66594568 http://www.bank-of-china.com

Revenue / turnover 209,937.0 (CNY Mn) Financial Year End Employees December 249,278

1 Fuxingmen

ei Dajie

BUSINESS DESCRIPTION
Bank of China (BOC) provides commercial banking, including corporate and retail banking, treasury business and financial institutions banking. The bank provides a comprehensive range of high -quality financial services to individual and corporate customers as well as financial institutions worldwide. The bank operates through a strong international network in 27 countries and regions. BOC has established correspondent relationships with 1,500 agency banks with 47,000 branch offices worldwide. The bank operates through six business divisions: corporate banking, personal banking, treasury operations, investment banking, insurance and other operations. The corporate banking division provides services to corporate customers, government authorities and financial institutions including current accounts, deposits, overdrafts, lending, custody, trade related products and other credit facilities, foreign currency and derivative products. The personal banking division provides services to retail customers including current accounts, savings, deposits, investment savings products, credit and debit cards, consumer loans and mortgages. The treasury operations consisting of foreign exchange transactions, customer-based interest rate and foreign exchange derivative transactions, money market transactions, proprie tary trading and asset and liability management. The investment banking consists of debt and equity underwriting and financial advisory, sales and trading of securities, stock brokerage, investment research and asset management services, and private equity investment services.

HISTORY
Bank of China (BOC) started its operations in Shanghai in 1912. Later in 1928, it was designated as China's foreign exchange bank. A year later, BOC London Agency was established, which was the first overseas branch of any Chinese bank. Over the next two decades, BOC built a global network comprising 34 overseas branches, which enhanced its foreign trade capabilities. ith the People's Republic of China becoming a reality in 1949, BOC was brought under government

control. In 1984, BOC successfully issued Samurai bonds in Japan. This was the first overseas bond issue by modern China. During 1993, China initiated a process of foreign exchange system reform. BOC played a critical role in the unification of exchange rates, foreign exchange purchases and sales, the incorporation of foreign-funded enterprises into the foreign exchange sales system. A year later, BOC embarked on a transformation from a specialized bank to a state-owned commercial bank. BOC become the third note issuing bank in Hong Kong in 1994 by issuing its BOC notes denoted in Hong Kong Dollars. Late in 1995, BOC issued Macau Pataca notes. The issuing of both Hong Kong Dollar and Macau Pataca notes helped stabilize the financial markets of Hong Kong and Macau. BOC International Holdings, a wholly-owned subsidiary of the bank specializing in investment banking, was incorporated in 1998 in Hong Kong. Three years later, Bank of China (Hong Kong) was incorporated as a result of the merger of 10 member banks of the former BOC Group, which not only marked a new level of BOC's operations in Hong Kong, but also a critical move forward for the restructuring of BOC. In 2002, BOC Hong Kong (Holdings) was listed on the Hong Kong Stock Exchange. A year later, Bank of China (Hong Kong) was appointed as the clearing bank for personal C Y business in Hong Kong. During 2004, BOC and olvo (China) Investment Company signed a cooperation agreement, according to which the bank was to provide olvo (China) and its branch and subsidiary compa nies with credit support in short and long term loans, project loans, acceptance of bills, guarantees; and letters of credit, among others. In addition, BOC also offered financial services including cash management, settlement of foreign exchange, receivables, banker's acceptance, settlement and sales of forward exchange, and other financial services. The bank opened a representative office in Bahrain in 2004. This was the first venture in the Middle East by a Chinese bank. Later in the same year, after receiving approval from the Chinese Government, the bank officially changed its name to Bank of China.

The company entered into a strategic agreement with the Royal Bank of Scotland (RBS) in 2005. The RBS, as a part of the deal, acquired a 10% stake in the company at a cost of $3.1 billion in 2005. The company received approvals from regulatory authorities in 2005 for establishment of Jiangsu branch of BOC Insurance making it the first branch of BOC Insurance and the first pro erty p insurance company in Jiangsu. In 2006, BOC and Jilin Social Insurance Company signed a fund custody agreement, strengthening their cooperative relationship. During the same year, BOC signed an all-round cooperation agreement with Beijing Rural Commercial Bank. Bank of China opened the first Olympic -licensed products outlet in Macau and also launched Export uanyida, a new product for trade financing in 2006. BOC signed a strategic cooperation agreement with State Development Investment Corp in2006. BOC became the first bank to be approved for conducting Renminbi and foreign currency swap transaction in inter-bank foreign exchange market in 2006. BOC Hong Kong (Holdings) signed an agreement with BOC Group Insurance Company in 2006 to purchase 51% of the shares of BOC Group Life Insurance Company. The same year, Bank of China developed Import Huilida, a new product for trade financing. The company came out with an initial public offering in 2006 and was listed on the Hong Kong Stock Exchange. In 2006, Bank of China became the first bank in China to be dual-listed in both the international and domestic capital markets. At the end of 2006, BOC acquired Singapore Aircraft Leasing Enterprise, broadening financial services platform. In 2007, Bank of China (Hong Kong) Limited entered a product and service agreement with Moody's KM , which will enable BOC to implement a more effective internal credit rating system and facilitate its development of credit models according to Basel II requirements. BOC boug 83.5% stake in a ht fund management affiliate from its BOC International Holdings Ltd. and BOC International (China) Ltd. units, in January 2008. In July 2008, BOC bought 30% stake in Heritage Fund Management SA of Switzerland. In March 2009, SOHO China Ltd entered into a comprehensive strategic cooperation agreement with Bank of China, Beijing Branch pursuant to which BOC Beijing and the company formed a long-term strategic cooperation relationship for a period of five years. In April 2009, Financial One Corp. announced that its wholly owned subsidiary in China, Chailease International Finance Corporation (CIFC), signed a strategic alliance agreement with Bank of China. The agreement is aimed to create a new platformto serve the Taiwanese and Chinese SMEs (Small and medium-sized enterprises) in China. In June 2009, China ational Building Material Co. Ltd and the Beijing Branch of Bank of China Limited (Beijing Branch of BOC) entered into a general strategic cooperation agreement (Strategic Cooperation Agreement) which laid the foundation for long-term business cooperation between the Company and Beijing Branch of BOC.

KEY EMPLOYEES

Name
Li Lihui Li Zaohang Xiao Gang Chen Muhua Zhang Jinghua Hong Zhihua Huang Haibo

Job Title

Board
Executive Board Executive Board on Executive Board on Executive Board on Executive Board on Executive Board on Executive Board

Compensation
1544000 C Y 1481000 C Y 1507000 C Y

Alberto Togni Zhou Zaiqun Zhang Yanling Zhang Lin Zhu Min

Director

on Executive Board

450000 C Y 1477000 C Y 1436000 C Y 1363000 C Y 1369000 C Y 1363000 C Y 935000 C Y

Yeung Jason Chi

ai

Secretary to the Board of Directors

Senior Management

ang Yongli

ice President

Senior Management

Committee ice President

Senior Management

Secretary of Party Discipline

Senior Management

ice President

Senior Management

ice President

Senior Management

R R

R R

Patrick de Saint-Aignan

Director

on Executive Board

12000 C Y

Anthony Francis

eoh

Director

on Executive Board

550000 C Y

Seah Lim Huat Peter

Director

on Executive Board

300000 C Y

Frederick Anderson Goodwin Director

Director

Director

Director

Honorary Chairperson

on Executive Board

250000 C Y

Chairman

Director

ice Chairman and President

Major product and services

covering commercial banking, including corporate and retail banking, treasury business and financial institutions banking. The company's key products and services include the following:

Personal banking: Deposit Personal financing Advanced financing tools Personal investment business Personal foreign exchange business E-banking Corporate banking: Traditional credit business Financing business of features International settlement services Investment banking Other services in money management E-banking Foreign exchange and settlement Foreign exchange dealing International settlement services

REVENUE ANALYSIS

Bank of China Limited The company recorded revenues of C Y209,937 million (approximately $30,262.4 million) during the financial year ended December 2008 (FY2008), an increase of 19.1% over 2007 (FY2007). For the financial year 2008, Chinese mainland, the company's largest geographic market, accounted for 81.4% of the total revenues. BOC generates revenues through its three business divisions: corporate banking (49.3% of the total revenues in FY2008), personal banking (27.1%), treasury operations (18.3%), insurance (3.3%), others (2.2%), and investment banking (0.5%). Revenues by Division During FY2008, the corporate banking division recorded revenues of C Y112,756 million (approximately $16,253.8 million), an increase of 30.2% over FY2007. The personal banking division recorded revenues of C Y62,050 million (approximately $8,944.5 million) in FY2008, an increase of 9.3% over FY2007. The treasury operations division recorded revenues of C Y41,822 million (approximately $6,028.6 million) in FY2008, an increase of 45.5% over FY2007. The insurance division recorded revenues of C Y7,631 million (approximately $1,100 million) in FY2008, compared with C Y3,194 million (approximately $460.4 million) in FY2007. The others division recorded revenues of C Y4,979 million (approximately $717.7 million) in FY2008, a decrease of 52.8% over FY2007. The investment banking division recorded revenues of C Y1,209 million (approximately $174.3 million) in FY2008, a decrease of 88.6% over FY2007. Revenues by Geography Chinese mainland, BOC's largest geographical market, accounted for 81.4% of the total revenuesin the financial year 2008. Revenues from Chinese mainland reached C Y186,321 million (approximately $26,858.2 million) in 2008, an increase of 32.5% over 2007. Hong Kong Macau accounted for 16.5% of the total revenues in the financial year 2008. Revenues from Hong Kong Macau reached C Y37,842 million (approximately $5,454.9 million) in 2008, a decrease of 25.2% over 2007.

SWOT ANALYSIS

Bank of China (BOC) is in the business of commercial banking, including corporate and retail banking, treasury business and financial institutions banking. The bank leverages its strong domestic market position to attain economies of scale and gain a competitive advantage. However, the slow down of the Chinese economy may affect the profitability. Strengths Deep branch banking presence enabling strong domestic market position Strong cost management sustaining profitability Opportunities Business opportunities with SME Increasing demand for insurance in China Increasing demand for corporate bonds in Weaknesses Declining insurance premium collection Geographic concentration

Threats Slowdown of Chinese economy likely to affect profitability Intensifying competition in the Chinese banking industry likely to affect profitability

S tren g th s

Deep branch banking presence enabling strong domestic market position Bank of China Limited is one of Chinas largest state-controlled commercial banks. The bank's distribution strength is evident from the number of branches and outlets. The number of branches and outlets including the 9,983 outlets in Chinese Mainland was 10,789 at the end of 2008. The banks strong branch banking presence enables it to sustain its core banking activities (deposit taking and traditional lending). Moreover, it enables the bank to increase its market share. For instance, at the end of 2008, the banks market share of RMB-denominated corporate loans stood at 6.54%, an increase of 0.29 percentage point from the previous year-end. In 2008, the banks market share of foreign currency-denominated corporate loans continued to lead the market, reaching 19.45%. Strong domestic market position enables the bank to sustain repeat business volumes.

W eakn esses

Declining insurance premium collection The banks insurance operations show weakness in premium collection. et life insurance premium income declined from C Y8, 197 million ($1,181.6 million) in 2007 to C Y5,242 million ($755.6 million) in 2008. Continued weakness in premium collection could pose asset-liability mismatch for the insurance operations.

O p p o rtu n ities

Business opportunities with SME

V V

Bank o f Ch in a L im ited S OT Analysis

W

The Bank is exploring business opportunities with small and medium sized enterprises (SME). It has launched new financial services for SME customers in 11 cities located in the Yangtse River Delta area. ith an emphasis on risk management and efficiency enhancement, BOC has set up operational models for SME development. It has streamlined business flows and developed customer service efficiency, and launched a series of competitive and diversified products in the year which has doubled the loan balance for SMEs. SME constitutes more than 99.6 percent of the total number of companies in China. Additionally, SMEs have also accounted for 70 percent of the nations import and export trade volume. Some Chinese banks, especially city commercial banks, consider SMEs as their target clients. More and more foreign banks in China including BOC are beginning to realize the great opportunities available through offering financing to SMEs. Increasing demand for insurance in China For the last few years, demand for both life and non-life insurance has been increasing in China.

T h rea ts

Slowdown of Chinese economy likely to affect profitability In FY2008, the financial crisis spread from developed countries to emerging market economies and developing countries and from financial industry to the real economy. As a result global economy slowed to a considerable extent. The S, Euro Zone and Japan have been suffering economic recession. Against an extremely uncertain background, IMF predicted a 1.3% decline in global economic activity for 2009. The People's Republic of China, which is one of the fastest growing economies in the world and has grown at an average 9.9% a year, since free market reforms in

TOP COMPET ITORS

The following companies are the major competitors of Bank of China Limited

Bank of East Asia, Limited ang Seng Bank Limited oldings plc oldings, Inc.

American Express Company Banco Bilbao Vizcaya Argentaria SA China Construction Bank Corporation Commerzbank AG Industrial and Commercial Bank of China Limited Lloyds TSB Group plc National Australia Bank Group Limited Wells Fargo

Mitsui Trust

Y Y

SBC

COMPANY VIEW

A statement by Xiao Gang, Chairman of Bank of China Limited is given below. The statement has been taken from the companys 2008 annual report. I am delighted to report to all our shareholders and the public our 2008 business results. The Group achieved a profit attributable to shareholders of the Bank for the year of RMB64.36 billion, a yearon-year increase of 14.42%. Earnings per share (EPS) also recorded an increase of RMB0.03 to RMB0.25. Moreover, the ratio of identified impaired loans to gross loans decreased from 3.17% to 2.76%. At the same time, our total market capitalisation reached RMB669.997 billion at the end of 2008, making Bank of China the sixth largest listed bank in the world. The Board of Directors has proposed a cash dividend of RMB0. 13 per share for 2008 for approval at the Annual General Meeting on 18 June 2009. 2008 saw great transformation and turbulence in the operating environment for banks. The global financial crisis, triggered by the .S. subprime crisis, worsened as the year progressed. The impact of this crisis also proliferated quickly from the developed countries to the emerging markets and developing countries, and from the financial sector to the real economy, greatly affecting the global economy. hile Chinas economy maintained stable growth, it is facing heightened The Group achieved a profit attributable to shareholders of the Bank for the year of RMB64.36 billion, a year-on-year increase of 14.42%. Earnings per share (EPS) also recorded an increase of RMB0.03 to RMB0.25. Moreover, the ratio of identified impaired loans to gross loans decreased from 3.17% to 2.76% challenges as a result of natural disasters and the global financial crisis. The Bank responded with a scientific approach that revolved around our strategic goal of becoming a leading international bank. e accelerated the transformation of our service model and optimized our e also continued to strengthen our risk management and internal control. business structure. Moreover, we enhanced our infrastructure and product innovation to increase our overall profitability and competitiveness, and to ensure rapid and sustained growth of all major lines of business. e improved our market share and key operating indicators for our corporate banking business. e also made significant breakthroughs in the marketing of key projects and further improved the quality of our customer base. In personal banking business, we accelerated the development of a new service model and profitability model that focus on middle and high-end customers. This delivered a rapid increase in both the number of target customers and the corresponding financial assets. Inour financial markets business, the Bank maintained its leading position in various areas, including spot and forward foreign exchange and domestic gold transactions. In addition, the Bank made progress in its integration of domestic and overseas operations and further expanded its platform for diversified operations. As the sole banking partner of the Beijing Olympic Games and Paralympic Games, employees of the Bank provided excellent financial services during the Games with zero error and zero customer complaint. Their dedication, professionalism and performance were widely acclaimed by both domestic and foreign customers. As a result, our franchise and international

a a

Bank o f Ch in a L im ited Company iew reputation and our competitive advantage were further enhanced, improving the foundation for our future growth and development. As well as generating outstanding financial results, the Bank also
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Bank of China Limited

Company View
Formatted: Right: 0.94"

continued to improve its corporate governance with clear accountability, authority and proper checks and balances. There were improvements in our decision -making, execution and supervision mechanisms. The Bank convened its Annual General Meeting through videoconference in two different locations for the first time in its history. The Work Rules of Indepe ndent Directors of Bank of China Limited was established and our information disclosure was enhanced. We understand the underlying drivers of the disposal of shareholdings by our strategic investors, UBS AG and RBS Group, on 31 December 2008 and 14 January2009 respectively. In the past three years, the Bank was involved with our strategic investors in 87 projects covering more than 40 areas, including corporate governance, risk management, corporate banking and personal banking. The scope and extent of cooperation were beyond the core agreements, and the results exceeded our original expectations. These initiatives had a positive impact on our corporate governance, business growth and enhanced our competitiveness.

Looking ahead to 2009, the global financialcrisis may continue to worsen, and cause the global economy to remain sluggish, adding greater downward pressure. In response to the current situation, the government unveiled a series of key measures to expand domestic demand, promote restructuring and maintain growth. These are expected to promote Chinas continued rapid and stable development. From an overall perspective, the key strategic opportunities for the development of the banking industry in China are not expected to fundamentally change. The op portunities faced by the banks still outnumber challenges in 2009. In view of the opportunities and challenges, the Bank will continue its strategic development plan by taking a systematic approach to capitalize on opportunities while facing challenges. W e will focus on expansion of our scale and accelerate the restructuring of our Banks service and growth models. Moreover, we will further enhance our risk management and internal control while further developing our overseas businesses and promoting infrasructure t development and innovation. It is also our plan to strengthen our business structure and continue the reform of our human resources management. We will build on our franchise and improve our corporate culture so as to enhance our competitiveness, profitability and the sustainability of development. Our efforts will facilitate the development of the Banks various lines of business and enable the Bank to continue to achieve milestones in line with the Banks successful development in the last one hundred years. On a final note, I would like to express my deep appreciation to the members of the Board of Directors and the Board of Supervisors for their significant contributions.I also wish to express my gratitude to our shareholders and the public fortheir kind support, and to the management and staff across the globe for their diligence. It is due to their dedicated efforts that Bank of China has sustained growth in a year characterized by challenges.

LOCATIONS AND SUBSIDIARIES

H ead O ffice
Bank of China Limited Bank of China Limited 1 ei Dajie Fuxingmen Beijing 100818

P:8610 66596688 F:8610 66594568 http://www. bank-of-china.com

O th e r L o catio n s an d S u b s id ia ries
orth sub-branch Otemachi office 1/F., Shin-Otemachi bldg 2 2 1 Otemachi Chiyoda Ku 100 0004 Bank of China(Malaysia ) Berhad ground Mezzanine 1st floor Plaza OSK, 25 Jalan ampang Sydney branch 39-41 York city Sydney

133 Middle Road BOC Plaza Singapore:188974 Central sub-branch 60 Cecil Street KPB building Singapore 049709 Bangkok branch 179/4 Bangkok city tower South Sathorn road Tungmahamek Sathorn district Manila branch

Haymarket branch 681 George street Haymarket

8767 Paseo de roxas Makati city

G/F

36/F, Philamlife tower

ew South

ew South

c
ales 2000 ales 2000

CH

Panason ic Co rpo ration Bank of China Limited Locations and Subsidiaries

Manama

Bahrain Representative office Office 152, Al Jasrah Tower Diplomatic area building 95 Road 1702,Block 317

Jakarta branch isma Tamara Suite 101&102 Jalan Jend. Sudirman Kav.24 Jakarta 12920

COMPANY O ER IEW
Panasonic Corporation (Panasonic) is one of the largest electronic product manufacturers in the world, comprised of over 622 companies. The company manufactures and markets audio and video equipment; information and communications equipment; home appliance s; and components and devices. The company primarily operates in Japan. It is headquartered in Osaka, Japan and employs about 292,250 people. The company recorded revenues of JPY7,765,507 million (approximately 77,655.1 million) during the financial year ended March 2009 (FY2009), a decrease of 14.4% over FY2008. The operating profit of the company was JPY72,873 million (approximately 728.7 million) during FY2009, a decrease of 86% over FY2008. The net loss was JPY378,961 million (approximately 3,789.6 m illion) in FY2009, as compared to a net profit of JPY281,877 million (approximately 2,818.7 million). *the exchange rate used here is the average exchange rate for the financial year 2009: JPY1=$0.01
g g g g

BUSINESS DESCRIPTION

Panasonic is a manufacturer of electronic and electric products for a range of consumer, business and industrial uses. The company provides a range of products, from audiovisual and information communication equipment to home appliances and components. The company operates 556 consolidated companies and 66 companies reflected by the equity method worldwide. Panasonic operates in around 60 countries spanning orth America, South America, Europe, Africa, Middle East and Asia Pacific. The company organizes its business operations under five major business segments: A C etworks, home appliances, Panasonic Electric orks (PEW) and PanaHome, components and devices, and other. The A C networks segment offers products under five sub categories: A C; fixed line communications; mobile communications; automotive electronics; and system solutions. The A C category includes audio/visual and electronics products such as third-generation (3G) cellular phones and car navigation systems. The company also provides digital T (DT ), D D, digital cameras and SD Memory Card under the brand names IERA, DIGA and L MIX. The segment's fixed-line communications provides in-home communications equipment, T door intercom systems and other products; office networks, including communications equipment, digital color multifunction products (MFPs) and other office products; and optical devices such as optical disc drives. The segment's mobile communications provides a range of products, from mobile phones to base stations and other communications infrastructure equipme The segment's automotive nt. electronics provides automotive multimedia equipment such as car A and car navigation systems, and components and devices. The segment's system solutions include security systems, broadcasting systems and business solutions. The home appliances segment offers a range of products in the fields of household appliances, lighting and environmental systems. In household appliances, Panasonic main products include washing machines, dishwasher/dryers, vacuum cleaners, IH cooking equipment, microwave ovens, rice cookers and other products related to housework and food preparation, sanitary equipment and various key devices such as power supply inverters for microwave ovens. In the lighting business, the company develops products such as high-frequency (Hf) fluorescent lamps that help to conserve energy, utilize resources and reduce the use of substances. The environmental systems business offers DC motor-driven ceiling mount ventilation fan; humidifier/air purifiers featuring humidifiers; and ultra pure water manufacturing equipment. The PEW and PanaHome segment manufactures, sells, installs and provides services related to a range of products including lighting products, information equipment and wiring products, home appliances, building products, electronic and plastic materials, and automation controls. PanaHome's operations are primarily focused on detached housing, asset and property management, and home remodeling.

h i

q i

i i

The components and devices segment offers semiconductors, batteries, electronic devices and electric motors. Its semiconductors business focuses on products for digital T s, optical discs, mobile communications equipment, image sensor application products and automotive devices. The company provides total solutions for a range of semiconductor products such as system LSIs, image sensors, analog LSIs and discrete devices. The segment's electronic devices business offers capacitors, tuners, printed circuit boards, power supply products, circuit components, electromechanical components, and speakers. The battery business consists of primary batteries, including dry batteries, and rechargeable batteries, such as lithium-ion batteries. The electric motors of the company are incorporated into various products, including home appliances, audio visual equipment and industrial equipment. The other segment includes factory automation (FA) business, which provides solutions in electronic component mounting, semiconductor mounting and manufacturing processes in circuit manufacturing technology. The company's principle overseas subsidiaries include Panasonic Electric Corporation of America, Panasonic Electric Europe, Panasonic Electric Asia, Panasonic Electric Espana, Panasonic Electric (Taiwan), Panasonic Industrial, Panasonic Television & etwork Systems (Malaysia), Panasonic Refrigeration Industries and Panasonic Electronics. * In October 2008, Matsushita Electric changed its name to Panasonic and all its brands are consolidated under Panasonic name. The company announced to abandon the ational brand name once it is unified with Panasonic by the end of FY2010.

HISTORY

Konosuke Matsushita established Matsushita Electric Industrial (Matsushita) in 1918, as Matsushita Electric Housewares Manufacturing Works. In the same year, the company launched its first product electric attachment plug. For the first few years, the company engaged in making products like bicycle lamps, before moving on to the electric iron in 1927, and radio and dry cell battery production in the 1930s. The company set up an export trading department to carry out research and market development in 1932. Three years later, Matsushita Electric Industrial was incorporated. In 1939, the company established Matsushita Dry Battery's Shanghai factory to produce dry batteries for communications. The company entered into a technical cooperation agreement with Dutch manufacturer Philips in 1952 and produced its first black and white T and moved into the consumer goods market. The company established Matsushita Electric Corporation of America in 1959. Two years later, the company established ational Thai. In 1962, the company established ational Panasonic, a sales company in Europe. The company's first video cassette recorder was marketed in 1964, and eventually its subsidiary, J C developed the vertical helical scan (VHS) format that triumphed over rival Sony's Betamax technology. In 1971, Matsushita Electric was listed on the ew York Stock Exchange. In the following year, the company established Matsushita Electric Singapore. The company acquired Motorola TV Division; and established uasar Company in 1974. Two years later, the company established a research and development company Microelectronics Technology in the S. Matsushita established Panasonic Finance in the S in 1985. Three years later, Matsushita Electric Trading merged with Matsushita Electric Industrial. In 1990, the company acquired MCA, a diversified international entertainment conglomerate engaged in the production and distribution of theatrical, television and home video products. By 1995, the company marketed its first consumer digital video camera. The company closed its orth American semiconductor operations in late 1998 due to poor performance and acquired a stake in Mobile Broadcasting to introduce digital televisions. In 1999, the company bought a 9% stake in Symbian, a consortium created by several companies including Psion, okia and Motorola. Matsushita liquidated its mobile phone company in the K and absorbed a number of its wholly owned subsidiaries during 2001. Matsushita divided and transferred its LCD business and all other related businesses to Toshiba Matsushita Display Technology, the company's joint venture with Toshiba, during 2002

Panason ic Co rpo ration History

Panasonic Corporation

In the following month, Panasonic and SA YO Electric entered into the Capital and Business Alliance Agreement. As per the agreement, Panasonic and SA YO will form a close alliance in business with the prospect of organizational restructurings of both comp anies. In April 2009, Panasonic sold its stake in Toshiba Matsushita Display Technology (a joint venture with Toshiba that develops, manufactures and sells liquid crystal displays (LCDs) and organic light emitting displays) to Toshiba. In June 2009, Panasonic develops 85-inch Full HD Plasma Display that is outfitted with many convenient features for professional uses. In the same month, the company also developed an ultrahigh accurate three -dimensional profilometer for high precision components

KEY EMPLOYEES

Name
Kunio akamura Masayuki Matsushita Fumio Ohtsubo Susumu Koike Koshi Kitadai Toshihiro Sakamoto Takahiro Mori Yasuo Katsura Hitoshi Otsuki Ken Morita

Job Title
Chairman Vice Chairman President Executive Vice President Executive Vice President Executive Vice President Executive Vice President Senior Managing Director Senior Managing Director Senior Managing Director Managing Director Managing Director Managing Director Director Director Director Director Director Honorary Chairman Managing Executive Officer Managing Executive Officer Managing Executive Officer Managing Executive Officer Managing Executive Officer Managing Executive Officer

Board
Executive Board Executive Board Executive Board Executive Board Executive Board Executive Board Executive Board Executive Board Executive Board Executive Board Executive Board Executive Board Executive Board on Executive Board on Executive Board on Executive Board on Executive Board on Executive Board on Executive Board on Executive Board on Executive Board

Ikusaburo Kashima Kazunori Takami Ikuo n o Masayuki Oku Masashi Makino

Takumi Kajisha Ikuo Miyamoto Yoshiiku Miyata Yutaka Takehana

Senior Management Senior Management Senior Management Senior Management

Panason ic Co rpo ration Key Employees

Name
Toshiaki Kobayashi Joseph Taylor Takashi Toyama Jun Ishii

Job Title
Executive Officer Executive Officer Executive Officer Executive Officer

Board
Senior Management Senior Management Senior Management Senior Management

Kazuhiro Tsuga

Yoshihiko Yamada

Masaharu Matsushita

Masatoshi Harada

Makoto

enoyama

y y

Junji

omura

P an ason ic Co rpo ratio n Key Employee Biographies

Toshiro Kisaka Masato Tomita Hideaki Kawai Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management

Koji Itazaki Shiro ishiguchi Yoshiyuki Miyabe Laurent Abadie Yorihisa Shiokawa Yoshio Ito Hidetoshi Osawa

Mamoru Yoshida

Tsuyoshi

Yoshiaki

Takeshi

enoyama

akagawa

omura

PRODUCTS AND SERVICES

Panasonic (formerly Matsushita Electric Industrial) is a Japan based manufacturing company engaged in the manufacture and sale of audio and video equipment, information and communications equipment, home appliances and components and devices, among others. The company's key products and services include the following: Consumer products: Accessories Air conditioner Audio Batteries Car AV Car navigation system Digital camera Digital video camera Digital Video Discs Fax Health & care Home theater Kitchen appliances Microwave oven Mobile phone Other appliances Refrigerator Technics DJ Products Telephone Televisions Vacuum cleaner Video Cassette Recorders Washing machine Business and professional: Audio systems Broadcasting equipment Business fax Business telephone system

Digital imaging system Electronic board Highspeed scanner Multimedia and education etwork camera otebook PC

Industrial solutions: Factory automation Motors, fans, compressors Optics, sensors Passive and electromechanical devices Power supplies, batteries Processing technology and materials Semiconductors Storage (drivers, supplies) Brands: JVC National Panasonic Quasar Technics

Panason ic Co rpo ration

REVENUE ANALYSIS

Panasonic The company recorded revenues of JPY7,765,507 million (approximately $77,655.1 million) during the financial year ended March 2009 (FY2009), a decrease of 14.4% over 2008. For the FY2009, Japan, the company's largest geographic market, accounted for 52.6% of the total revenues. Panasonic generates revenues through five business divisions: Digital AVC networks (47.7% of the total revenues during FY2009); home appliances (13%); PEW and PanaHome (22.1%); components and devices (10%); and other (7.2%). Revenue by Division During the FY2009, the Digital AVC networks division recorded revenues of JPY3,701 ,996 million (approximately $37,020 million), a decrease of 13.2% compared to FY2008. The home appliances division recorded revenues of JPY1,009,958 million (approximately $10,099.6 million) in FY2009, a decrease of 10.3% compared to FY2008. The PEW and PanaHome division recorded revenues of JPY1,71 7,168 million (approximately $17,171.7 million) in FY2009, a decrease of 7.4% compared to FY2008. The components and devices division recorded revenues of JPY779,761 million (approximately $7,797.6 million) in FY2009, a decrease of 21.2% compared to FY2008. The other division recorded revenues of JPY556,624 million (approximately $5,566.2 million) in FY2009, a decrease of 14.5% compared to FY2008. Revenue by geography Japan, Panasonic's largest geographical market, accounted for 52.6% of the total revenues in the FY2009. Revenues from Japan reached JPY4,082,233 million (approximately $40,822.3 million) in FY2009, a decrease of 10.2% over FY2008. orth and South America accounted for 12.8% of the total revenues in the FY2009. Revenues from orth and South America reached JPY996,647 million (approximately $9,966.5 million) in FY2009, a decrease of 20.3% compared to FY2008. Europe accounted for 12.4% of the total revenues in the FY2009. Revenues from Europe reached JPY962,981 million (approximately $9,629.8 million) in FY2009, a decrease of 20.6% over FY2008.

The revenue of a nasonic as 79.388 billion in 2010.the operating income as $2.551 billion .its profit as $ 1.1.7 billion . the total assets in 2010 $89.448. according to 2010 the total e uity of a nasonic as $29.885 billion

SWOT ANALYSIS

Panasonic is one of the largest electronic product manufacturers in the world. The company is well diversified both geographically as well as in terms of the product categories it offers. The diversified operations enable it to take advantage of a range of market opportunities across different markets. owever, the intense competition and economic slowdown across the important geographies of the company could affect its business performance.

Strengths Diversified business operations Strong brand name Constant focus on research and development Opportunities Growing global consumer and industrial electronics market Growing Indian household appliances

Weaknesses Weak financial performance Employee productivity Unfunded employee post retirement benefits Threats Intense competition Economic slowdown Government regulations

COMPANY VIEW
A statement by Kunio akamura, Chairman and Fumio Ohtsubo, President of the board of Panasonic is given below. The statement has been taken from the companys 2009 annual report. Conditions in the electronics industry in fiscal 2009, the year ended March 31, 2009, remained extremely severe both in Japan and overseas, as the .S. financial crisis spread throughout the world. From October 2008, in particular, the effects of the much greater-than-expected appreciation of the yen, global downturn in consumer spending and ever-intensified price competition adversely affected the industry. Panasonics business environment is being driven by changes in the structure of markets, namely the expansion of emerging markets and a shift in demand to lower-priced products, at the same time as the world is experiencing a recession and shrinking demand. It is crucial in a climate like this to speedily implement bold reforms in preparation for future growth. With this in mind, we are going all out to do what we must to overcome these difficult times. We are integrating and eliminating manufacturing sites in Japan and overseas, withdrawing from unprofitable businesses, recognizing impairment losses on fixed assets, reassigning and downsizing workforce and taking other forthright actions. In October 2008, we changed our name to Panasonic and unified our corporate brands worldwide under the Panasonic brand. This move has set the stage for harnessing all of our efforts and successes to drive growth in years ahead. When Konosuke Matsushita founded the Company he set forth the mission of contributing to the progress and development of society through business activities. This unwavering management philosophy still serves as the cornerstone for our ongoing efforts to develop wide-range businesses connected with peoples livesin diverse fields extending from consumer businesses, such as digital consumer electronics and home appliances to devices, automotive electronics, and systems and solutions. In all these businesses, under the name of Panasonic, we will fully exert the collective strengths of the Group, as we seek to build brand value and raise our corporate value further. Thank you for your continued sup

LOCATIONS AND SUBSIDIARIES

H ead O ffice
Panasonic Corporation 1006 Oaza Kadoma Kadoma-shi Osaka 571 8501

P:81 6 6908 1121 http://www.panasonic.net

O th e r L o catio n s an d S u b s id ia ries
Panasonic Asia Pacific 300 Beach Road 17-01 The Concourse Singapore 199555 Panasonic Gobel Indonesia JL.Dewi Sartika (Cawang II) Jakarta 13630 Panasonic Singapore 2 Jalan Kilang Road Panasonic Building Singapore 159346 Panasonic Corporation of China 7F AODE Building Jia o 8 Guanghua Avenue Panasonic Australia Pty. Ltd. Austlink Corporate Park 1 Garigal Road Belrose ew South ew Zealand Panasonic Wales 2085 Ltd.

350 Te Irirangi Drive East Tamaki Auckland India Pvt. Ltd. Panasonic 6th Floor Spic Building Mount Road Guindy Chennai 600 032 Ltd. Panasonic Korea Seohyun Building 1718 9 Seocho Dong Seocho ku

JP

panasonic headquarter

Panasonic Corporation Locations and Subsidiaries

1 3 avenue Francois Mitterrand 93218 Saint Denis la Plaine Cedex Panasonic (CIS)

Winsbergring 15 22525 amburg Panasonic Europe Ltd. Willoughby Road Bracknell Berks RG12 8FP Panasonic U Ltd. Willoughby Road Bracknell Berkshire RG12 8FP of North America Panasonic Corporation 1 Panasonic Way Secaucus New Jersey 07094 Panasonic Chile Limitada Avenue Rosario Norte 555 Edificio Neruda Piso 3 Las Condes

ekkoskenkatu 7B

3rd floor elsinki Panasonic Italia S.p.A. Via Lucini N. 19 20125 Milano Panasonic de Mexico, S.A. de C.V. Moras No 313 Col Tlacoquemecatl Del Valle Del Benito Juarez 03200 Panasonic Canada Inc. 5770 Ambler Drive Mississauga Ontario L4W 2T3 CAN

Panasonic France SA

Panasonic Deutschland Gmb

COMPANY O ER IEW
Samsung Electronics Company (Samsung Electronics), a part of the Samsung group, is one of the leading consumer electronics brands in the world. The company primarily operates in Asia, Europe and America. It is headquartered in Seoul, South orea and employs about 150,000 people. The company r ecorded revenues of RW121,294,319 million (approximately $112,803.7 million) during the financial year (FY) ended December 2008, an increase of 23.1% over FY2007. The operating profit of the company was RW6,031 ,863 million (approximately $5,609.6 millio n) during FY2008, a decrease of 32.8% compared to FY2007. The net profit was RW5,525,904 million (approximately $5,139.1 million) in FY2008, a decrease of 25.5% compared to FY2007.

KEY FACTS
Head Office

Samsung Electronics Co., Ltd. Samsung Main Building 250-2 ga Taepyong-ro

Phone Fax Web Address Revenue / turnover (KRW Mn) Financial Year End Employees Korea Ticker

82 2 727 7114 82 2 727 7985 http://www.samsungelectronics.com 1.2 December 150,000 005930

S am sung E lectron ics Co ., L td .

BUSINESS DESCRIPTION

Samsung Electronics provides consumer electronics, communication products, semiconductor products and home appliances. The company, a part of the Samsung group, operates through a number of subsidiaries. It manufactures and markets consumer electronic products such as televisions (TV) and home appliances. The company also manufactures semiconductors, information technology products and telecommunication infrastructure system. *Samsung Electronics operates through four business segments: digital media, telecommunications, semi-conductor and liquid crystal display (LCD). The digital media business segment produces a wide range of products including digital TVs, monitors, audio-visual devices, and printers. This segment also provides digital home appliances lik e refrigerators, air conditioners, washers, ovens, vacuum cleaners and other appliances. The telecommunications segment offers the widest range of mobile phones, telecommunications standards and related mobile products and solutions. It provides mobile phones, key phones, network systems, (MP3) players, digital set top boxes, computers, and others. It also provides telecommunication systems. The semiconductor business segment consists of three major divisions: memory, system LSI and storage technologies. Through these divisions, it offers memory chips, system large scale integrated circuits (LSICs), hard disk drives (HDDs) and others. The LCD segment offers thin film transistor (TFT) LCD modules and others. This segment produces panels for TVs, digital information displays, notebook PCs and desktop monitors, as well as various display panels for mobile products. *In May 2008, the company reorganized its digital media segment to produce greater business synergy and enhance its overall performance. It integrated its digital appliance segment into its digital media operations and transferred its PC, MP3 player and set top box businesses to its telecommunications segment.

S am sung E lectro n ics Co ., L td .

HISTORY

Established in 1969, Samsung Electronics began operations as a manufacturer of black and white televisions. In the 1970s, the company expanded into new product lines such as washing machines and refrigerators and also expanded geographically and established new manufacturing plants. International expansion was accelerated by the establishment of a marketing subsidiary in the Sin 1978. Samsung Electronics acquired Korea Telecommunications and renamed it Samsung Semiconductor & Telecommunications in 1980. The company established its first overseas plant in Portugal in 1982 and also promoted a marketing subsidiary in Germany. In 1984, the company promoted a sales subsidiary in the K. In 1986, the company promoted sales subsidiaries in Australia and Canada. In the same year, the company established a plant in England to manufacture microwave ovens, VCRs and color TV's. Samsung Electronics merged with Samsung Semiconductor and Telecommunications Company in 1988, thus expanding its range of products and facilities. In the same year, the company established a sales joint venture in France. The company established a plant in Czechoslovakia in 1992. In the same year, Samsung formed a joint venture for manufacturing VCRs in Tianjin, China. The company formed a strategic alliance with Yahoo, in 2000. It also formed a strategic alliance with Microsoft to deliver next generation mobile phones. Samsung and AOL announced a multi-year strategic marketing and technology alliance in 2001. The company expanded its global collaboration with Maytag relating to washing machines in 2004. Samsung Electronics joined a strategic semiconductor technology development partnership with IBM in 2004. Later in the year, the company established a joint venture with Toshiba to manufacture optical storage devices. Later Samsung Electronics established a joint venture with Sony, S-LCD, to produce LCDs. Sony and Samsung Electronics announced an exclusive patent cross-licensing agreement in 2005, with intent to share knowledge on developing technologies. In the same year, Samsung Electronics and Time Warner Cable started working together on a specification for building two-way interactivecompliant television sets and cable infrastructure. During the same period, Samsung Electronics formed a strategic alliance with IMEC to develop key technologies for portable communication products. In the same year, Samsung Electronics launched a range of 3G handsets,including the SGH-Z500. The company secured orders to supply to Japan's KDDI with $800 million worth of telecommunications equipment for third-generation mobile phone services in 2005. During the later part of 2005, the company introduced high speed downlink packet access (HSDPA) phones in Europe in cooperation with Vodafone, a mobile phone network operator, and ualcomm, a developer of advanced wireless technologies.

The company launched CLP-300 Series; the worlds smallest and lightest desktop color laser printer in the early 2006. In the same month, Samsung Electronics and Time Warner Cable deployed the world's first interactive open cable application platform television. In the same year, Samsung Electronics, in collaboration with other telecom companies in France, signed an agreement to provide terrestrial digital media broadcasting trial services in France. The company launched the world's first 10 mega pixel mobile phone-SCH-B600, and the world's first 8GB Hard Disk embedded smartphone-SGH-i31 0. Further, in 2006, Samsung Electronics and Sony Corporation signed a letter of intent to manufacture 8th generation amorphous TFT LCD panels. In 2006 itself, the company launched its series of Samsung Electronics' ultra slim line-ups of mobile phones named Samsung X820. Samsung Electronics introduced the largest Mobile TV based on terrestrial Digital Multimedia Broadcasting (DMB) with a screen size of 10 inches, in the same year. Samsung Electronics launched its new range of color laser printer series CLP-300 in 2006. The CLP-300 and network ready CLP-300 are the smallest color laser printers in their class, featuring a compact footprint of 15.4" w x 13.5" d x 10.4" h and weigh only 30 pounds. Also, during the same time, the company launched the world's first 10 mega pixel mobile phone (model: SCH-B600) in Korean market. The company launched the 'Mini MP3 Phone' (Model: SGH-X830) in 2006. Samsung Electronics' latest mini music phone comes with an innovative MP3 player design. The unique swing-open form factor allows for a perfect combination of mobile phone and MP3 player function. Also during the same time, Samsung India Electronics announced that it had completed a Memorandum of nderstanding (MO ) with the Government of Tamil adu, India to set up the company's second manufacturing complex in Sriperumbudur, Chennai, India. The new facility caters to the fast growing requirements for the company's consumer electronics products in India. The project involved an investment of up to $100 million over a five year time frame starting from 2007. In 2006, the company launched a new mobile TV phone (model: SGH-P930) in the Italian market. This newest mobile TV phone combined not only the latest mobile TV technology, but it also combined HSDPA technology which enables high-speed data transmission. Samsung Electronics launched the world's first mobile phone featuring an optical joystick, during the later part of 2006. The company also launched the world's first 3-megapixel (M-pixel) CMOS image sensor (CIS) with a 1/4-inch lens aperture that is well suited for ultra slim camera phones during the same month. In early 2007, the company announced the introduction of its new series of 19, 20 and 22-inch widescreen monitors that meet the technical standards to qualify for Microsoft's Windows Vista Premium certification. During the same time, Samsung Electronics, Time Warner Cable and Advance/ ewhouse formed an alliance to launch Open Cable Application Platform (OCAP) on Interactive HDTV (High Definition TV) Sets and HD Set-Top Boxes.

Key people
Name
Geesung Choi Jay Y. Lee Sang-Hoon Lee Yoon-Woo Lee Kap-Hyun Lee Dong-Min Yoon Chae-Woong Lee Goran S. Malm Oh-Soo Park CS Choi Dale Sohn W.H. Hong Hee Kyun Park Ju-Hwa Yoon

Job Title
Chief Executive Officer Chief Operating Officer Executive Vice President Chairman Director Director Director Director Director

Board
Executive Board Executive Board Executive Board on Executive Board on Executive Board on Executive Board on Executive Board on Executive Board on Executive Board

President and Chief Executive Officer, Samsung Senior Management Electronics America President, Samsung Telecommunications Senior Management

America President and Chief Executive Officer, Samsung Senior Management Semiconductor President, Samsung Austin Semiconductor Chief Financial Officer Senior Management Senior Management

MAJOR PRODUCTS AND SERVICES

Samsung Electronics, a part of the Samsung group, is one of the leading consumer electronics brands in the world. The company's key products and services include the following: Home appliances Refrigerators Washers and dryers Ranges Dishwashers Microwaves Air conditioners Computers and peripherals Mobile computing Desktop monitors Data projectors LCD photo frame Hard disk drive Optical disc drive

Printers and multifunction Monochrome laser printers Color laser printers Monochrome laser multifunction printers and faxes Color laser multifunction printers and faxes Supplies and accessories Printer knowledge center Mobile phones AT&T Sprint T-Mobile Verizon Wireless More carriers Mobile phone accessories Television LED TV

LCD TV Plasma TV TV accessories Audio/Video B lu-ray Home theater Home theater projectors MP3 Players DVD Players Camera and camcorders Digital cameras Camcorders

REVENUE ANALYSIS

The company recorded revenues of KRW121,294,319 million (approximately $112,803.7 million) during FY2008, an increase of 23.1% over FY2007. For FY2008, Europe, the company's largest geographic market, accounted for 28.2% of the total revenues. Samsung Electronics generates revenues through four business divisions: digital media (35.0% of the total revenues during FY2008), telecommunications (28.7%), semi-conductor (18.5%) and LCD (17.8%). Revenues by Division* During FY2008, the digital media division recorded revenues of KRW42, 191,768 million (approximately $39,238.3 million), an increase of 38.2% over FY2007. The telecommunications division recorded revenues of KRW34,568,677 million (approximately $32,148.9 million) in FY2008, an increase of 29.5% over FY2007. The semi-conductor division recorded revenues of KRW22,353,359 million (approximately $20,788.6 million) in FY2008, an increase of 0.1% over FY2007. The LCD division recorded revenues of KRW21,51 7,568 million (approximately $20,011.3 million) in FY2008, an increase of 26.1% over FY2007. *The percentage breakdown for segments is calculated out of the sub -total sales excluding the others and elimination. **The others operations include the company's financing and software activities. Revenues by Geography Europe, Samsung Electronics' largest geographical market, accounted for 28.2% of the total revenues in FY2008. Revenues from Europe reached KRW34,230,136 million (approximately $31,834.0 million) in FY2008, an increase of 27% over FY2007. Americas accounted for 21.0% of the total revenues in FY2008. Revenues from Americas reached KRW25,441 ,51 2 million (approximately $23,660.6 million) in FY2008, an increase of 30% over FY2007. Korea accounted for 19.4% of the total revenues in FY2008. Revenues from Korea reached KRW23,560,977 million (approximately $21,911.7 million) in FY2008, an increase of 11.5% ove r

FY2007.

Samsung Electronics Co., Ltd. Datamonitor

Page 96

Asia accounted fo 15.8% of the total revenues in FY2008. Revenues from Asia reached KRW19,189,030 million approximately $17,845.8 million) in FY2008, an increase of 21.9% over FY2007. China accounted for 15.6% of the total revenues in FY2008. Revenues from China reached KRW18,872,664 million approximately $17,551 .6 million) in FY2008, an increase of 24.9% over FY2007.

S am sung E lectron ics Co ., L td .

SWOT ANALYSIS

Samsung Electronics, a part of the Samsung group, is one of the leading consumer electronics brands in the world. The company is a global leader in semiconductor, telecommunication, digital media and digital convergence technologies. Samsung Electronics en joys a strong market position in most of its product segments. The company is the global leader in monitors and televisions. It isthe world's largest producer of DRAM, SRAM, and flash memory. Strong market position strengthensthe company's brand image and gives it an edge over its competitors. However, increasing competition may affect the market share of Samsung Electronics. Strengths Strong market position Constant focus on research and development Diversified business portfolio Opportunities Strategic alliances Initiatives to tap the Indian mobile phone market ew products launched Threats Highly competitive business environment Patent litigation lawsuit Government regulations Weaknesses Product recall Declining margins

The Samsung Byeolpyo noodles logo, used from late 1938 until replaced in 1950s.

The Samsung Group logo, used from late 1969 until replaced in 1979

The Samsung Group logo("three stars"), used from late 1980 until replaced in 1992

The Samsung Electronics logo, used from late 1980 until replaced in 1992

Samsung s current logo used since 1993. [50]

g

T O P CO MP E T IT O R S

The following companies are the major competitors of Samsung Electronics Co., Ltd.

Hitachi, Ltd. Koninklijke Philips Electronics .V. Panasonic Mobile Communications Co., Ltd. Motorola, Inc. okia Corporation

Siemens AG Sony Corporation Texas Instruments Incorporated Whirlpool Corporation Photronics, Inc. LG Electronics, Inc. Hynix Semiconductor Inc.

COMPANY VIEW

A statement by Yoon-Woo Lee, Vice Chairman and Chief Executive Officer at Samsung Electronics is given below. The statement has been taken from the companys website. I wish you and your family good health and happiness this year. Last year, the S financial crisis drove the global economy deeper into recession, and the difficult business environment was comparable to that of the Asian financial crisis in 1997.

Rank/

m any

Part Description DRAM, AND Flash, L D a nel, etc... AP(mobile processor),DRAM, NAND Flash, etc... DRAM, FlatPanels, Lithiumion battery, etc... DRAM, FlatPanels, Lithiumion battery, etc... a ndsets, etc... a ndsets, etc...
o n m t t

q p

q p

5 Verizon ommunications 6 T&T

r

Samsung's key clients (Q1 2010) 45 Samsung's key clients (Q1 2010) 45

q p

4 P
s

Samsung's key clients (Q1 2010) 45

q p

3 Dell

Samsung's key clients (Q1 2010) 45

q p

2 pple Inc

Samsung's key clients (Q1 2010) 45

q p

1 Sony

Samsung's key clients (Q1 2010) [45] Samsung's key clients (Q1 2010) 45

Percent of total sales 3.7

2.6

2.5

2.2

1.3 1.3

l k j

LOCATIONS AND SUBSIDIARIES

H ead O ffice
Samsung Electronics Co., Ltd. Samsung Main Building 250-2 ga Taepyong-ro Chung-gu Seoul KOR P:82 2 727 7114 F:82 2 727 7985 http://www.samsungelectronics.com

O th e r L o catio n s an d S u b s id ia ries
Samsung Electronics Hungarian Budapest H Suwon Complex 416 Maetan 3-dong Paldal-gu Suwon Gyonggi-do Samsung Electronics Suzhou Semiconductor Jiangsu Samsung Japan Corporation Tokyo JP Samsung Wynyard Park Cleveland GBR Samsung Mexicana Tijuana MEX Samsung Austin Semiconductor Texas SA Gwangju Plant 217 Osan-dong Kwangsan-gu Kwangju Samsung India Electronics

I D Samsung Electronics Moscow Moscow R S Samsung Electronica Espanola Barcelona ESP Samsung Electronics Overseas Amsterdam LD

oida

Products, custo ers and organizational structure

Group divisions

The world s largest oil and gas project, Sakhalin II - Lunskoye platform under construction. The topside facilities of the LUN -A (Lunskoye) and PA-B (Piltun Astokhskoye) platforms are being built at the Samsung Heavy Industry shipyard in South Korea
v

SHI hosted the ambassadors of these three countries that had invested in the development of the sea oil field of Sakhalin.(British -Amec,Netherlands-Royal Dutch Shell,Russia-Gasprom) Warwick orris, the British ambassador to Korea, Hans Heinsbroek, the Netherlands ambassador to Korea, and Charge dAffaires Alexander Timonin of Russia in Korea visited Samsung Heavy Industry s (SHI) Geoje shipyard to see Piltun -B, the worlds largest crude oil and gas production platform, which the K
w

COMPANY O ER IEW
Siemens is a global group in electronics and electrical engineering, operating primarily in the industry, energy, and healthcare sectors. The group operates in about 190 countries. It is headquartered in Munich, Germany and employs over 413,600 people. The group recorded revenues of E76,651 million (approximately $103,843 million) during the financial year ended September 2009 (FY2009), a decrease of 0.9% compared with FY2008. The operating profit of the group was E6,347 million (approximately $8,599 millio n) during FY2009, compared to an operating profit of E2,492 million (approximately $3,376 million) in FY2008. The net profit was E2,292 million (approximately $3,105.1 million) in FY2009, a decrease of 60% compared with FY2008.

KEY FACTS
Siemens Aktiengesellschaft Wittelsbacherplatz 2
Phone Fax Web Address Revenue / turnover (EUR Mn) Financial Year End Employees New York Stock Exchange Ticker Frankfurt Stock Exchnage Ticker

Head Office

D-80333 Munich 49 89 636 00 49 89 636 32830 http://www.siemens.com/entry/cc/en/ 76,651.0 September 413,650 SI SIE

BUSINESS DESCRIPTION
Siemens is a German engineering conglomerate, focused on electronics and electricalengineering businesses. The group is engaged in diversified businesses, including information and communications, automation and control, power, transportation, medical, and lighting. Siemens operates in about 190 countries spread over the Americas, Europe Commonwealth of Independent , States (CIS), Africa, Asia, Australia, and Middle East. Siemens operates through six business segments: industry sector, energy sector, healthcare sector, Siemens IT solutions and services, Siemens financial services, and equity investments. The industry sector of Siemens offers a spectrum of products, services, and solutions for use of resources and energy and for improvements of productivity in industry and infrastructure. Its integrated technologies or holistic solutions address primarily industrial customers, such as process and manufacturing industries, and infrastructure customers, especially in the areas of transport, buildings, and utilities. The portfolio spans industry automation and drives products and services, building, lighting, and mobility solutions and services, and system integration and solutions for plant businesses. The industry sector comprises six business divisions: industry automation, drive technologies, building technologies, OSRAM, industry solutions, and mobility. Industry automation division offers automation systems such as programmable logic controllers and process control systems; and low-voltage switchgear such as circuit protection and distribution products. It also offers sensors such as processinstrumentation and analytics and industrial software such as product lifecycle management and manufacturing execution systems software. The divisions portfolio ranges from standard products and systems for the manufacturing, process, and construction industries to solutions for whole industrial vertical markets that encompass the automation of entire automobile production facilities and chemical plants. The drive technologies division offers integrated technologies that cover a wide range of drive applications with electrical components such as standard motors and drives for conveyor belts, and pumps and compressors. It also includes heavy duty motors and drives for rolling steel mills, compressors for oil and gas pipelines, and mechanical components such as gears for wind turbines and cement mills. Drive technologies offers products such as automation systems and services for production machinery and machine tools and complete surface mount technology placement systems that mount components onto printed circuit boards. The divisions portfolio includes standard products as well as industry-specific control and drive solutions for wind power, metal forming, printing and electronic manufacturing, as well as solutions for manufacturers of glass, wood, plasti , ceramic, c textile, and packaging equipment and crane systems. In FY2009, the divisions surface mount technology placement systems (electronics assembly systems) business was transferred to other operations.

S iem ens Aktien gesellsch aft Business Description

and building operations. In addition, the division provides energy solutions and services. The divisions range of offerings includes heating and ventilation controls, security systems and devices such as intruder detection, video surveillance, and building access control. It also includes fire safety solutions such as fire detection, protection alarm systems, and non-water based fire extinguishing and electrical installation equipment for buildings such as low-voltage switchgear, sockets, and circuit breakers. At the beginning of FY2010, the industry automation divisions low-voltage switchgear business was transferred to the building technologies division. OSRAM supplies lighting solutions. It has an extensive product portfolio of lamps such as incandescent, halogen, compact fluorescent, fluorescent, high-intensity discharge, and xenon lamps. It also offers opto-electronic semiconductor light sources such as light emitting diodes (LEDs), organic LEDs, high power laser diodes, LED systems, and LED luminaries. Its products also include relevant electronic equipment such as electronic ballasts and lighting contro and management systems as well l as precision material and components. These products are used in applications in households, in industrial and commercial applications, and in public spaces and infrastructure. The industry solutions division is the systems and solutions integrator for industrial plant business, and covers planning, construction, operation, and maintenance over a plant's entire life-cycle. The division has the process know-how for increasing the productivity and competitiveness of enterprises in various industries, and meets the need for environmentally compatible solutions with its water processing and raw material processing systems. Its systems and processes are applied for iron and steel production and in pulp and paper, cement, marine, and mining industries. The division also offers treatment equipment for the treatment of potable water and wastewater such asmembranes and lab water/high purity water systems, treatment and outsourcing solution for industrial wastewater, s electrical and automation solutions for municipal wastewater, and water transport as well as water treatment services. The mobility division of the industry sector is engaged in networking distinct transportation systems with one another in order to move people and goods efficiently. The division combines Siemens products, solutions, and services in operating systems for rail transportation such as central control systems, interlockings, and automated train controls. It also co mbines Siemens products, solutions, and services in operating systems for road traffic including traffic detection, information and guidance, and for airport logistics including cargo tracking and baggage handling. It further combines Siemens products, solutions, and services in operating systems for postal automation including letter parcel sorting, and for rail electrification, as well as rail vehicles for mass transit, regional, long -distance transportation, and locomotives. At the beginning of FY201 0 the division closed the sale of its airfield , lighting business. The energy sector of Siemens offers a spectrum of products, services and solutions for the generation, transmission, and distribution of power; and for the extraction, conversion, and transp of oil and gas. ort It primarily addresses the needs of energy providers, and serves industrial companies, particularly in the

S iem ens Aktien gesellsch aft Business Description oil and gas industry. .

S iem ens H isto ry

Halske by Werner von Siemens and Johann Georg Halske. In 1853, Siemens and Halske built a telegraph network in Russia, which stretched from Finland to the Crimea, covering a distance of around 10,000 kilometers. The group was contracted by the Russian government to provide maintenance services. In 1855, Werner von Siemens established a subsidiary in St Petersburg. In 1858, the subsidiary Siemens, Halske & Co (renamed Siemens Brothers in 1865) was set up in the K. Werner von Siemens discovered the dynamo-electric principle in 1866, which revolutionized the electricity transmission, by making the transmission economical. Werner von Siemens built a telegraph line between London and Kolkata, India, in 1870. This project was followed by the start of a transatlantic telegraph cable from Ireland to the S, in 1874. The ownership of the group changed from Werner von Siemens to his brother Carl and his sons Arnold and Wilhelm. The group was converted into a limited group, in 1890. In the last quarter of the nineteenth century, the group followed inorganic growth strategy and acquired many firms around the globe. During the First World War, most of its establishments were destroyed and the group split into several smaller companies in the post war period. The group went through a similar experience during the Second World War. It again re-acquired its businesses in the post war period. Siemens & Halske, Siemens-Schuckertwerke, and Siemens-Reiniger-Werke merged to form Siemens, in 1966. This merger enabled the convergence of power and communications engineering. Later the group formed a joint venture with Bosch. The production of large -scale integrated circuits began, in 1973. The group built the first 64 kilobyte memory chip, in 1981. Siemens was comprehensively reorganized, in 1990. The group's large business units were divided into smaller entities to compete effectively in the global marketplace. Siemens continued to realignits business portfolio to better serve the technology sector. In 1990, the group created the largest European group in the computer industry, Siemens- ixdorf Informationssysteme (S I). Siemens was able to further enhance its place in the IT sector through the ac quisition of Plessey, in the K, in 1991; and Rolm, in the S, in 1992. In the S, Siemens also acquired Westinghouse's fossil power plant activities, in 1998. In an effort to build a stronger position in the S, the world's largestmarket for electrical and electronic products, Siemens was listed on the ew York Stock Exchange, in 2001. In 2002, Siemens sold nisphere etworks to Juniper etworks and several other business activities to Kohlberg Kravis Roberts (KKR). Siemens concluded the sale of its life support systems business to Getinge of Sweden, in 2003. In the same year, the group acquired Cycos and followed it up with the acquisition of the flow division of Danfoss and the acquisition of Oxford Instruments' stake in Oxford Magnet Technology.

In 2004, Siemens expanded its position in the growing water filtration market by acquiring S Filter Corporation's systems and services businesses. In the same year, Siemens Power Generation, a subsidiary of Siemens, acquired Bonus Energy, a Danish wind farm operator. Siemens' Power Generation established a joint venture with Shanghai Electric Group, Siemens Gas Turbine Parts, in the same year. The group also acquired a 16% stake in VA Tech following the acquisition of Victory Industriebeteiligung. Further in 2004, Siemens divested the remaining 25.1% interest in its banking software company Kordoba Gesellschaft fur Bankensoftware. The group expanded its industrial drive technology business by acquiring Flender Holding, Bocholt, a supplier of gear systems, in 2005. In the same year, Siemens business services segment divested the Sinitec group of companies. The Siemens business services segment entered into a seven year contract with the German insurer Gerling Group to operate its IT infrastructure, also in 2005. As partof the agreement, Siemens acquired the IT subsidiary Gerling Gesellschaft fur Informationsmanagagement und Organsation. Additionally in 2005, Siemens Transportation Systems (TS) and Russian Railways (RZD) signed a contract for the development of high speed trains for Russia. In the same year, Siemens power generation announced a joint venture in China with Jinxi Chemical Machinery Group. The group sold its mobile phone division to Taiwan-based Ben Group, also in 2005. In the same year, Siemens acquired VA Technologie, Broadcastle, and Wheelabrator Air Pollution Control, a leader in the design and supply of air pollution control products and solutions; and strengthened its position in electrical installation systems by acquiring Electrium of the K. The group increased its stake in the Russian power generating equipment manufacturer, Power Machines, in 2006. The group concluded the sale of its product related services business to Fujitsu Siemens Computers, in the same year. Further in 2006, Siemens and okia entered into an agreement to contribute the carrier-related operations of Siemens, a part of the communication segment, and the networks business segment of okia into a new group, to be called okia Siemens etworks (NSN), in exchange for shares in NSN. Siemens and Nokia each would own a share of approximately 50% in NSN. Later in 2006, the group acquired several entities. It acquired the diagnostics division of Bayer for approximately E4,002 million (approximately $6,018.7 million); and Diagnostic Products Corporation (DPC), an immunodiagnostics company, focusing on developing, manufacturing, and distribution of automated body fluid analyzers and tests. In the same year, the group acquired the coal gasification business of the Swiss Sustec-Group; and Wheelabrator Air Pollution Control, a supplier of air pollution control and reduction products and solutions for the coal-fired power and industrial market. The group further acquired Bewator (in Sweden), a supplier of products and systems for access control solutions in the same year. Further in 2006, the group sold the majority of its Dematic bu siness, consisting of the distribution and industry logistics and material handling products divisions. Subsequently in 2006, Siemens VDO automotive acquired 51 % of the shares of the automotive

supplier AVTEL, a joint venture of the Russian companiesAvtoelectronica and NPP ELCAR. Siemens corporate technology opened Siemens Corporate Technology China, a research center in Beijing, in the same year. Further in 2006, the group purchased Kuhnle, Kopp & Kausch (KK&K),

Further in 2008, Siemens Energy received an order of more than E75 million (approximately $112.8 million) from the Brazilian oil and gas company, Petrobras, for the supply of ten compressor trains. Further in 2008, Siemens Energy received an order of approximately E40 million (approximately $60.2 million) from Transnet, an integrated freight transport company in South Africa, to supply key automation equipment for the new multiproduct pipeline (NMPP) project in South Africa. In the same year, Siemens Energy won a major contract of approximately E84 million (approximately $126.3 million) from Fluor (a provider of engineering, procurement, and construction management and project management services) to connect Greater Gabbard offsho wind farm to the British power re grid. Later in 2008, Siemens Energy and E.ON signed a wind power deal. In the same year, E.ON placed an order worth approximately E275 million (approximately $413.6 million) with Siemens Energy for the supply of 90 wind turbines for the Rodsand II offshore wind farm south of the Danish island of Lolland in the Baltic Sea. In 2008, Siemens received an order to equip four German navy Class F125 frigates with propulsion equipment and integrated automation and control systems.The customer was a joinder of the shipyard companies Krupp Marine Systems and Fr. Lurssen Werft. The order was worth just under E50 million (approximately $75.2 million) and delivery of the first frigate is scheduled for 2014 and the fourth ship for 2017. Further in 2008, German anti-trust authorities, Bundeskartellamt, approved the acquisition of Innotec by Siemens without imposing any conditions. Innotec would become a subsidiary of Siemens in the industry automation division and its name would be changed to Comos Industry Solutions. In the same year, Siemens Energy was awarded an order valued at about E200 million (approximately $300.8 million) by the Dubai Electricity and Water Authority (DEWA) as part of the further expansion of the power supply network of Dubai, nited Arab Emirates. In 2008, Siemens Energy was awarded an order to supply 123 MW steam turbine-generator set for solar thermal power plant in California to BrightSource Energy, a developer of utility-scale solar power plants. In the same year, Siemens Energy was awarded a contract to supply four simple cycle gas turbine packages to Birmingham-based Southern Power, a subsidiary of Southern Company, a public utility holding company. Further in the same year, Helsinki City Transport (HKL) contracted the mobility division at Siemens to supply a driverless metro system that is worth around E100 million (approximately $150.4 million). To strengthen its portfolio in the field of professional LED lighting systems and solutions, OSRAM entered into a joint venture with Traxon Technologies, a LED system and solution specialist, in 2008. Further, in 2008, Siemens Energy secured a major contract worth E1.5 billion (approximately $2.3 billion) from Iraq for the supply of key components for the expansion of Iraqs power system. this order was approximately E80 million (approximately $120.3 million). In the same month,.

Further in January 2009, Svenskt Stal (SSAB, a global niche producer of high strength steels) awarded Siemens a contract for more than $14 million for a vacuum tank degassing (VTD) facility. In the same month, Siemens decided to invest additional E150 million (approximately $225.6 million) in China. In the following month, Siemens and E.ON Kraftwerke, a subsidiaryof E.ON Group, decided to build pilot carbon dioxide (CO2) capture plant for coal-fired power plants at the E.ON power plant at Staudinger in Grosskrotzenburg near Hanau. In March 2009, Siemens reached a long-term cooperation agreement with Fluor to strengthen the cooperation between the two companies. In the same month, Siemens and Russian State Atomic Energy Corporation, Rosato, signed a memorandum of understanding on the creation of a joint venture in the field of nuclear energy. Further in March 2009, DONG Energy (a Denmark-based energy company) and Siemens announced an offshore wind turbine supply agreement, under which Siemens would supply up to 500 wind turbines to DONG Energys coming offshore wind farms in Northern Europe. In the same month, Siemens Energy secured an E320 million (approximately $481.3 million) order from T-Power (an independent power producer) for turnkey construction of a combined cycle power plant in Tessenderlo, Belgium. Further in March 2009, Siemens Mobility was awarded a contra by the British railway company, ct Network Rail, to supply 6,100 global system for mobile communication railway (GSM-R) radio devices worth E26.5 million (approximately $39.9 million), which would cover the needs of a large part of the British train fleet. In the same month, the mobility division won another GSM contract -R worth E75.6 million (approximately $1 13.7 million) as a member of a consortium with Nokia Siemens Networks in Australia. In the same month, Siemens sold its residential real estate hol ings to German d real estate consortium comprising of Wohnbau, the GBW Gruppe, and the Volkswohnung. Subsequently in March 2009, Siemens Energy announced that it would acquire a 28% stake in the Italian solar company, Archimede Solar Energy, to expand its competence in solar business. In the same month, Siemens Energy secured an order from Abu Dhabi for construction of the Shuweihat II combined cycle power plant with integrated seawater desalination facility. In April 2009, Siemens Energy received an order from StatoilHydro (a Norway-based integrated oil and gas company) and Statkraft (a generator of renewable energy) to provide 88 wind turbines to the Sheringham Shoal Offshore Wind Farm off the east coast of England. In addition to the supply of 88 wind turbines, Siemens was also awarded a five-year initial service contract, which can be extended up to 11 years. The total volume of the contract was more than E450 million (approximately $676.8 million). Further in April 2009, Fujitsu (a Japan-based company engaged in the information technology business) acquired Siemens 50% share in their joint venture, Fujitsu Siemens Computers (FSC). In the same month, Siemens received a turnkey order for the supply of 13 of the new SWT -2.3-101 wind turbines from EnerjiSA Power Generating Company in Turkey.

In May 2009, Siemens was chosen by Turkmenistan as technology partner for its (Turkmenistans).

In June 2009, Siemens decided to acquire approximately 25% stake in BGZ Beteiligungsgesellschaft Zukunftsenergien (BGZ), a Germany-based developer, financier, and operator of regenerative power generation facilities like wind, solar, and biomass power plants. In July 2009, Siemens Venture Capital (SVC), a subsidiary of Siemens, acquired a stake in Transparent Energy Systems, an India-based company engaged in providing waste heat recovery systems. In the same month, Siemens won orders of about E1 billion (approximately $1.4 billion) in advance of the 2010 FIFA World Cup in South Africa, of which 80% orders were for energy projects in South Africa. In August 2009, Siemens acquired a 60% stake in Energy4U, one of Germanys leading SAP service providers in the smart-grid solutions for utilities market segment. In the same month, Siemens invested $15 million in Arava Power, an Israeli solar company. In October 2009, Siemens decided to open a new green production facility in Colombia. In the same month, Siemens collaborated with King Abdullah University of Science and Technology (an international research university in Saudi Arabia) to focus on renewable energy, environmental technologies, and material and biosciences. Further in October 2009, Siemens acquired Solel Solar Systems (a solar thermal power company). In November 2009, Siemens developed the worlds first multifunctional ultra-sound system that automatically acquires full-view three-dimensional images of the breast. In December 2009, Siemens Project Ventures, a division company of Siemens Financial Services, and DONG Energy signed a joint venture contract to acquire a 50% stake of a 270 MW UK offshore wind farm project, Lincs, from Centrica, an UK-based energy company. In the same month, Siemens received an order from Russian Railways (RZD) to supply a total of 54 regional trains for the 2014 Winter Olympic Games in Sochi, Russia. In January 2010, Siemens Project Ventures and Mainstream Renewable Power (a company engaged in developing, building, and operating renewable energy plants) won a contract to develop 4 gigawatts (GW) of wind farms off the UK coast. In March 2010, Siemens expanded its presence in the US by building a new production plant for60hertz gas turbines at its existing facility in Charlotte, North Carolina. In April 2010, Siemens Energy received an order from the Netherlands for turnkey construction of a combined cycle power plant. Purchaser of the 435 MW Hemweg 9 plant is Nuon, a Dutch utility company. In the same month, Siemens decided to establish an innovation and technology center in Bad Neustadt, Germany.

KEY EMPLOYEES

Name
Gerhard Cromme Berthold Huber Josef Ackermann Lothar Adler Jean-Louis Beffa Gerd von Brandenstein Michael Diekmann Hans Michael Gaul Peter Gruss Bettina Haller Hans-Jurgen Hartung Nicola Leibinger-Kammuller Harald Kern Werner Monius Hakan Samuelsson Dieter Scheitor Rainer Sieg Birgit Steinborn

Job Title
Chairman, Supervisory Board

Board
Non Executive Board

Compensation
384000 EUR 150000 EUR 160000 EUR 174000 EUR 103500 EUR 120000 EUR 92000 EUR 216000 EUR 96000 EUR 144000 EUR 72000 EUR 96000 EUR 96000 EUR 108000 EUR 115000 EUR 168000 EUR 96000 EUR 156000 EUR 161000 EUR 60000 EUR 7119032 EUR 3098677 EUR 2832135 EUR

First Deputy Chairman, Supervisory Non Executive Board Board Second Deputy Chairman, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Member, Supervisory Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Senior Management

Lord Iain Vallance of Tummel Member, Supervisory Board Sibylle Wankel Peter Loscher Wolfgang Dehen Joe Kaeser Member, Supervisory Board President and Chief Executive

Officer Member, Managing Board and Chief Senior Management Executive Officer, Energy Sector Member, Managing Board and Head, Corporate Finance and Senior Management

Heinrich Hiesinger Barbara Kux

Member, Managing Board and Chief Senior Management Executive Officer, Industry Sector Member, Managing Board; Head, Supply Chain Management; and Senior Management

2611355 EUR 2624334 EUR

Name
Hermann Requardt

Job Title
Member, Managing Board; Chief Executive Officer, Healthcare

Board
Senior Management

Compensation
2794033 EUR

Siegfried Russwurm

Sector; and Head, Corporate Member, Managing Board; Head, Corporate Human Resources; Labor

Senior Management

2809661 EUR

Peter Y. Solmssen

Director; Managing Board; Member, and Management General Senior Management Counsel; and Head, Corporate Legal

2840622 EUR

MAJOR PRODUCTS AND SERVICES

Siemens is a global group in electronics and electrical engineering, operating primarily in the industry, energy, and healthcare sectors. The group's key products and services include the following: Industry sector: Industry automation division: Programmable logic controllers Process control systems Low-voltage switchgear (such as circuit protection and distribution products) Sensors (such as process instrumentation) Analytics Industrial software (such as product lifecycle management and manufacturing execution syst ms e software) Drive technologies division: Standard motors and drives for conveyor belts Pumps Compressors Heavy duty motors Drives for rolling steel mills Compressors for oil and gas pipelines Mechanical components (such as gears for wind turbines and cement mills) Automation systems and services Control and drive solutions Building technologies division: Energy solutions and services Heating and ventilation controls Security systems and devices (such as intruder detection, video surveillance and building access control) Fire safety solutions (such as fire detection, protection alarm systems and non -water based fire extinguishing and electrical installation equipment) OSRAM:

Lighting solutions Incandescent, halogen lamps Compact fluorescent lamps Fluorescent lamps

S iem ens Major Products and Services

High-intensity discharge lamps Xenon lamps Opto-electronic semiconductor light sources Electronic ballasts Lighting control and management systems Precision material and components Industry solutions: Process know-how for increasing the productivity and competitiveness of enterprises in various industries Water processing systems Raw material processing systems Treatment equipment for the treatment of potable water and wastewater Mobility division: Networking distinct transportation systems Products for rail transportation (such as central control systems, interlockings and automated train controls) Road traffic products (including traffic detection, information and guidance) Airport logistics (including cargo tracking and baggage handling) Postal automation (including letter parcel sorting) Rail electrification products Energy sector: Fossil power generation: Turbo generators Gas and steam turbines Process instrumentation and control systems for power plants and for use in power generation Renewable energy division: Solutions for the production of electricity out of renewable energy sources (including wind, photovoltaic and hydropower) Wind turbines

Oil and gas division: Products and solutions for production, transport and processing of oil, gas and water Steam and gas turbines Process turbo compressors Generators Power generation and distribution solutions

Process and automation technology Integrated IT solutions Energy service division: Gas and steam turbines Generators Compressors Power plant maintenance and operations and the provision of emissions control services and systems Power transmission division: High-voltage transmission solutions Power transformers High-voltage switching products and systems Innovative alternating and direct current transmission systems Power distribution division:

Equipment, systems and services used to process and distribute power Information technology systems and consulting services relating to the design and construction of power transmission and distribution networks Services and integrated solutions for various stages in the power transmission and distribution process Analytical and consulting services

Healthcare sector: Imaging and IT division: Medical imaging systems (such as x-ray, computed omography, magnetic resonance, molecular imaging and ultrasound, as well as computer-based workstations, and software) Hospital information systems Knowledge-based technologies for assisting doctors with the diagnoses of diseases Workflow and solutions division: Integrated solutions for disease areas X-ray imaging systems Surgery applications Urology systems Oncology care systems Audiology products (hearing aids) Consulting services

S iem ens Aktien gesellsch aft Major Products and Services

Diagnostics division: Diagnostic testing systems and consumables (including clinical chemistry and immunodiagnostics, molecular diagnostics, hematology, hemostasis, microbiology, point-of-care testing and clinical laboratory automation solutions) Other services: Electromedical systems Siemens IT solutions and services: Discrete and large scale information and communications systems Project-oriented consulting Design and implementation services Outsourcing services (full-scale IT operations spanning hosting, call center, network and desktop services) Operation of selected business processes (for example, financial servicesback-office operations). Software development Siemens Financial Services: Financial services and products

REVENUE ANALYSIS

Overview Siemens recorded revenues of E76,651 million (approximately $103,843 million) during FY2009, a decrease of 0.9% compared with FY2008. For FY2009, the US, the group's largest geographic market, accounted for 20.5% of the total revenues. Siemens generates revenues through five business segments: industry sector (44.2% of the total revenues during FY2009), energy sector (33.1%), healthcare sector (15.5%), Siemens IT solutions and services (4.7%), and Siemens financial services (SFS) segment (0.9%). The group generated the remaining 1.6% of its revenues from its other operations in FY2009. Revenue by segment During FY2009, the industry sector recorded revenues of E33,915 million (approximately $45,946 million), a decrease of 7.1% compared with FY2008. The energy sector recorded revenues of E25,405 million (approximately $34,417 million) in FY2009 , an increase of 14.5% over FY2008. The healthcare sector recorded revenues of E11,864 million (approximately $16,073 million) in FY2009, an increase of 6.7% over FY2008. The Siemens IT solutions and services segment recorded revenues of E3,580 million (approximately $4,850 million) in FY2009, a decrease of 6.9% compared with FY2008. The Siemens financial services (SFS) segment recorded revenues of E663 million (approximately $898 million) in FY2009, a decrease of 1.8% compared with FY2008. Revenue by geography The US, Siemens' largest geographical market, accounted for 20.5% of the total revenues in FY2009. Revenues from the US reached E15,684 million (approximately $21,248 million) in FY2009, an increase of 5.6% over FY2008. Germany accounted for 15% of the total revenues in FY2009. Revenues from Germany reached E11,525 million (approximately $15,614 million) in FY2009, a decrease of 9.9% compared with FY2008.

CIS, Africa, and Middle East reached E31 ,763 million (approximately $43,031 million) in FY2009, a decrease of 1% compared with FY2008. Asia and Australia accounted for 16.4% of the total revenues in FY2009. Revenues from Asia and Australia reached E12,609 million (approximately $17,082 million) in FY2009, an increase of 2.3% over FY2008. Americas (excluding the US) accounted for 6.7% of the total revenues in FY2009. Revenues from Americas (excluding the US) reached E5,070 million (approximately $6,869 million) in FY2009, a decrease of 3.6% compared with FY2008.

The revenue of Siemens as 75.98 billion in 2010 .the operating income as 5.916 billion. the total assets as 102.83 billion in 2010.total equity as 29.07 billion according to 2010. Siemens has employ 405,000 according to 2010 .
 

SWOT ANALYSIS

Siemens is a German engineering conglomerate, focused on electronics and electrical engineering businesses. The group is engaged in diversified businesses, including information and communications, automation and control, power, transportation, medical, and lighting. The group has diversified business both in terms of business segments and geographic presence, which gives it a competitive advantage as it insulates Siemens from cyclical downturn in any particular business segment and country. An intense competition could, however, adversely affect the revenues and margins of the group. Strengths Diversified business in terms of business segments and geographic presence Strong R&D capabilities Opportunities Acquisitions and joint ventures to drive growth Major events to catalyze Siemens investments Weaknesses Weak internal control Allegation of posting rivals business secrets on its computer networks High dependence on third party providers Threats Intense competition Risks associated with conducting business outside Germany Environmental and other government

S iem ens Aktien gesellsch aft Top Competitors

T O P CO MP E T IT O R S

The following companies are the major competitors of Siemens Aktiengesellschaft

ABB Ltd. Hitachi, Ltd. International Business Machines Corporation Abbott Laboratories Cerner Corporation Emerson Electric Co. Fanuc Ltd. Hologic, Inc.

Honeywell International Inc. McKesson Corporation Mitsubishi Heavy Industries, Ltd. Roche Holding Ltd Schneider Electric SA Toshiba Corporation Tyco International Ltd. Varian Medical Systems, Inc. William Demant Holding Johnson Controls, Inc. Beckman Coulter, Inc. Rockwell Automation Accenture Ltd ALSTOM Baldor Electric Company Bombardier Inc. Bosch Limited Danieli Dassault Systemes S.A. De Lage Landen Deutsche Telekom AG Dresser-Rand Group Inc. Elekta Gamesa Corporacion Tecnologica SA General Electric Company Hewlett-Packard Company MAN Turbo AG Mitsubishi Electric Corporation Nichia Corporation Philips Parametric Technology Corporation

A Siemens truck being used as a Nazi public address vehicle in 1932

Siemens Aktiengesellschaft
Top Competitors

SEW-Eurodrive International BV SMS Societe General Equipment Finance Solar Sonova oldings AG UTC Veolia Vestas Wind Systems A/S BNP Paribas Equipment Finance China D Crompton Greaves Limited Cree, Inc. CIT Group Inc. Computer Sciences Corporation Enercon First Solar, Inc. GN ReSound A/S SOLON AB Conergy AG SunPower Corporat

COMPANY VIEW

A statement by Peter Loscher, President and Chief Executive Officer at Siemens, isgiven below. The statement has been taken from the companys annual report for FY2009. Dear Shareholders, In fiscal 2009, the financial markets and the entire global economy plummeted, hit by the worst crisis of the post-war era. Confidence in the markets was profoundly shaken, and the fallout has been dramatic. Although there are now signs that the situation is gradually stabilizing, its still too early to say when the global economy will be back on its feet. One thing is clear: the current crisis has transformed the world and the environment in which we do business. The role of the state, in particular, has changed. I have great admiration for the decisiveness that governments and parliaments all over the world exhibited in preventing the situation from worsening. The stimulus programs they launched worldwide kept markets from collapsing. Applying the lessons learned from the crisis, governments have now begun to revise the regulatory framework in which markets operate. However, there is a real danger tha the enhanced role of the state will t open the door to isolationism and protectionism. We dont yet know to what extent policymakers will be able to avoid this pitfall. One thing weve learned from the crisis is that a quick fix is no substitute for sustainable action. This apparently simple truth was ignored too often by too many players. Today, its obvious: when sustainability is disregarded, responsibility falls by the wayside, trust is destroyed, economies are weakened and people suffer. Siemens stands for sustainability. Long before sustainability became a household word, our companys founder, Werner von Siemens, announced: I wont sell the future of my company for a quick profit. This has been the guiding principle at our Company ever since its founding. And its a legacy we feel bound to uphold. The success of our long-term approach has also gained recognition outside the Company. Were very pleased to have captured the No. 1 position in the Diversified Industrials sector of the Dow Jones Sustainability Index the most widely used yardstick for sustainable business activity. Were relieved that the German and U.S. authorities investigating the allegations of bribery against Siemens have concluded their proceedings, and were proud that the Companyis now an international benchmark in the area of compliance. For us, these developments are both a confirmation of our efforts and an incentive to remain vigilant, professional and highly focused in all our activities.

7.5 billion, substantially exceeded the fiscal 2008 figure. At E2.5 billion, net income from continuing activities was 32 percent higher than for fiscal 2008, while undiluted earnings per share climbed 36 percent, to E2.60. A large part of this success is attributable to reductions in our sales, general and administrative (SG&A) costs. A year earlier than planned, weve already reached our target of slashing these costs by E1.2 billion compared to fiscal 2007. Poised for the challenges ahead As we embark on fiscal 2010, were well-equipped to master the challenges that lie ahead. First of all, well have to continue proving our mettle in an environment that remains difficult. As a company geared primarily to the later stages of the business cycle, weve been hit relatively late by the recession. This, in turn, means that some of our long-cycle businesses are not likely to feel the repercussions of the crisis until fiscal 2010. Nevertheless, were convinced that government stimulus programs will help offset a decline in business with our private-sector customers. New global economic parameters The financial crisis has not only brought to light some undesirable developments; its also accelerating the ongoing structural transformation of the global economic order in two key respects: First, were experiencing a shift in the global balance of economic power. The worlds emerging countries will be the growth regions of the future, even more so than in the past. This applies particularly to the BRIC countries Brazil, Russia, India and China and the countries of the Middle East. Experts are predicting that these countries will account for half of all global economic growthin the years to come. At the same time, its unclear when Europes economies will again be able to match the strong growth rates of the pre-crisis years. Second, governments worldwide are strongly committed to achieving a balance among the three key components of sustainability: environmental stewardship, economic development and social responsibility. This commitment is articulated in the statements signed by the leaders of the industrialized countries at this years G20 summits in London and Pittsburgh. Acting on their resolve, heads of state and government leaders have now initiated investments in environmentally compatible, energy-efficient green infrastructures. The crisis as an opportunity The crisis and the measures taken to overcome it are bringing us not only tremendous challenges but also major opportunities. As an integrated technology company with outstanding infrastructure knowhow, were a highly regarded partner worldwide when it comes to enhancing the energy efficiency and environmental compatibility of infrastructures.

worth E23 billion more than any other company in the world. For 2011, our target is to generate E25 billion in this segment with our Environmental Portfolio. We also have excellent business prospects in the emerging countries. Our Company has been doing business in most of these countries for many decades and in the BRIC countries for over 100 ye ars. Were a well-respected business partner in these regions. We know the people, and were familiar with their cultures. We understand the challenges facing our local customers, and we have the solutions they need. The fast-growing middle-market segments in the BRIC countries also offer tremendous business potential for us. However, to realize this potential, well have to redouble our efforts to drive the development of products and solutions tailored to these segments. And this means sharpening our focus on core functionalities and on products that are extremely robust, user-friendly and reasonably priced. The challenges involved in penetrating such markets are considerable. But were meeting them with the same perseverance and commitment to reliability and quality that have already made our Company a leading player in high-end markets. Siemens in fiscal 2010 Against the backdrop of a relentlessly challenging market environment, we anticipate a downturn in revenue in fiscal 2010 in the mid-single-digit range a considerably smaller decline than the double digit drop posted in fiscal 2009. We aim to generate a total Sectors profit of between E6 billion and E6.5 billion and expect profit from continuing operations to increase some 20 percent compared to fiscal 2009. Despite the global economic challenges, we intend to continue investing heavily in research and development in order to further expand our leading market and technology positions and strengthen the foundation for our profitable, long-term post-crisis growth. Having left the burdens of the past behind, were now looking ahead to fiscal 2010 and the years beyond with determination and self-confidence. Thanks to our outstanding innovative strength, our global presence and, above all, our highly committed and motivated people, we have everything on board that we need to be a leader in the infrastructure markets of tomorrow.

S iem ens Aktien gesellsch aft Locations and Subsidiaries

LOCATIONS AND SUBSIDIARIES

H ead O ffice
Siemens Aktiengesellschaft Wittelsbacherplatz 2 D-80333 Munich DEU P:49 89 636 00 F:49 89 636 32830 http://www.siemens.com/entry/cc/en/

O th e r L o catio n s an d S u b s id ia ries
Siemens United States 527 Madison Avenue 8th floor New York City Siemens France 9 boulevard Finot 93527 Saint-Denis Cedex 2 Siemens Australia 885 Mountain Highway Bayswater Victoria 3153 Siemens Russia Dubininskaya Uliza 96 115 093 Moskau Siemens Brazil Avenida Mutinga 3800 05110 901 Sao PauloSP BRA Siemens Hong Kong 58/F Central Plaza 18 Harbour Road Wanchai Japan Siemens Takanawa Park Tower 20 -14 Higashi-gotanda 3-chome Shinagawa-ku Siemens Switzerland Freilagerstrasse 40 8047 Zurich

Siemens India 130 Pandurang Budhkar Marg Worli Mumbai 400 018

Siemens Canada 2185 Derry Road West Mississauga Ontario L5N 7A6

Hitachi is engaged in the manufacturing of electrical and electronic products. It offers products ranging from industrial equipments to consumer electronic devices. The company primarily operates in Japan. It is headquartered in Tokyo, Japan and employs about 400,129 people. The company recorded revenues of JPY10,000,369 million (approximately $1,00,003.7 million) during fiscal year March 2009 (FY2009), a decrease of 10.9% compared with FY2008. The operating profit of the company was JPY127,146 million (approximately $1,271.5 million) during FY2009, a decrease of 63.2% compared with FY2008. The net loss was JPY787,337 million (approximately $7,873.4 million) in FY2009, compared with net loss of JPY58, 125 million (approximately $581. 3 million) in FY2008.

KEY FACTS

Head Office

Hitachi, Ltd. Hitachi, Ltd. 6-6, Marunouchi 1-chome

Phone Fax Web Address Revenue / turnover (JPY Mn) Financial Year End Employees New York Ticker Tokyo Ticker

Chiyoda-ku 81 3 3258 1111 81 3 3258 5480 http://www.hitachi.com 1.0 March 400,129 HIT 6501

BUSINESS DESCRIPTION

Hitachi manufactures a diversified product mix ranging from electricity generation systems to consumer products and electronic devices. The company has sales subsidiaries, which sell Hitachi productsto specific market segments. Hitachi distributes its products in Japan through its own sales network.It also distributes some of its products through independent dealers. International marketing is conducted through overseas sales subsidiaries, joint venture companies and unaffiliated distributors. The company operates through seven business segments; information and telecommunication systems; electronic devices; power and industrial systems; digital media and consumer products; high functional materials and components; financial services; and logistics, services and others. The information and telecommunication systems segment provides products and services, including hardware products, software and services business. Among the hardware products Hitachi offers, HDDs, disk array subsystems, servers and mainframes. The company also develops and offers various software packages. The segment also provides telecommunications equipment and components such as switches and fiber optic components for the data and telecommunication industries. The electronic devices segment provides Liquid Crystal Displays (LCD), semiconductor manufacturing equipment, test and measurement equipment and medical electronics equipment. The company operates this segment through its subsidiary Hitachi High-Technologies. Hitachi High-Technologies is engaged in manufacturing and sale of manufacturing equipment of semiconductors, LCDs and HDDs, test and measurement equipment such as clinical analyzers, DNA sequencers and liquid chromatographs and other electronics-related equipment. The segment also provides electronic components and advanced industrial materials.

Hitach i, L td . History
Hitachi was founded by Namihei Odaira in 1910, as a small electric repair shop. It was incorporated as a joint stock company in 1920. The company moved from electrical repairs into producing transformers, fans, locomotives, elevators and refrigerators. In 1940, the company set up a 5,000 line automatic telephone exchange. Hitachi set up its first research facility in 1942 and this was followed by expansion into computer and nuclear energy research after World War II. The company was listed on the Tokyo Stock Exchange in 1949. The company moved into water turbines and electricity generation in the early 1951s. Hitachi produced Japan's first diesel electric locomotive in 1956 and entered the US market in 1959 with the establishment of Hitachi America. Hitachi entered a period of diversification in the 1960s. It built an experimental nuclear reactor in 1961. In 1963, the company released the first large-scale computer developed exclusively with its own technology. The company manufactured carriages for the Shinkansen Bullet Train and built monorails linking different places in Japan, in 1964. In the late 1960s, Hitachi began to develop color televisions, air conditioners and silicon transistors for mass production. The company developed a computer-aided traffic control system for the Shinkansen Bullet Train and completed a prototype for a visual information processing robot in 1970. The company took partin the world's first demonstration of fiber optic communication systems in 1976. Hitachi also established key subsidiaries in chemical and material production during the 1970s and began the commercial operation of Japan's first 460,000 kw nuclear power station. Further international expansion occurred with the creation of subsidiaries in Europe (1982) and Australia (1983). Hitachi was listed on the New York Stock Exchange (NYSE) in 1982. The company's non-profit making organization, The Hitachi Foundation, was established in 1985, to promote cultural, educational and scientific exchanges between Japan and the US. During the 1990s, Hitachi followed the path towards new technology, developing a range of products and services, like liquid crystal displays and optical data transmission equipment. In 2000, the company developed the 52.5 Gbits/in2 perpendicular magnetic recording methods. Hitachi announced a joint venture with Omron in 2004, aimed at combining the Automatic Teller Machine (ATM) and other information equipment businesses of both organizations. In the same year, the company entered a joint venture with NEC to manufacture backbone routers/switches. In 2004, the company started to develop, manufacture and market rechargeable lithium-ion batteries for hybrid electric vehicles, in another joint venture with Shin-Kobe Electric Machinery and Maxell. Hitachi, Toshiba and Matsushita reached an agreement to establish a joint-venture to manufacture and sell Liquid Crystal Display (LCD) panels for flat panel TVs, in 2004. In 2005, Hitachi announced that it h

EMPLOYEES

Name
Takashi Kawamura Tadamichi Sakiyama Michiharu Nakamura Takashi Miyoshi Mitsuo Oohashi Akihiko Nomiyama Kenji Miyahara Tohru Motobayashi Takeo Ueno Shungo Dazai Michihiro Honda Kazuhiro Mori Hiroaki Nakanishi Takashi Hatchoji Takashi Miyoshi Naoya Takahashi Shozo Saito Tadahiko Ishigaki Stephen Gomersall

Job Title
Representative Executive Officer, Chairman, Director Director Director Director Director Director Director Director Director Director

Board
Executive Board Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board

Representative Executive Officer, Executive Vice Senior Management President and Executive Officer Representative Executive Officer, Executive Vice Senior Management President and Executive Officer Representative Executive Officer, Executive Vice Senior Management and President and Executive Officer Representative Executive Officer, Executive Vice Senior Management and President and Executive Officer Representative Executive Officer, Executive Vice Senior Management and President and Executive Officer Senior Vice President and Executive Officer Senior Vice President and Executive Officer Senior Vice President and Executive Officer Senior Management Senior Management Senior Management

MA OR PRODUCTS AND SER ICES

Hitachi is a manufacturer of electrical and electronic products and the company's key products and services include the following: Power and industrial systems: Nuclear power plants Thermal power plants Hydroelectric power plants Industrial machinery and plants automotive products Construction machinery Elevators Escalators Railway vehicles Power tools Information and telecommunication systems: Systems integration Software Hard disk drives Disk array subsystems Servers Mainframes Telecommunications equipment ATMs High functional materials and components: Wires and cables Copper products Semiconductor materials Circuit boards and materials

Organic and inorganic chemical products Synthetic resin products Display related materials Specialty steels Magnetic materials and components High grade casting components and materials Digital media and consumer products:

Optical disk drives Plasma TVs LCD TVs LCD projectors Mobile phones Room air conditioners Refrigerators Washing machines Information storage media Batteries Air-conditioning equipment Electronic devices: LCDs Semiconductor manufacturing equipment Test and measurement equipment Medical electronics equipment Semiconductors Services: Logistics, services and others: General trading Logistics Property management Financial services: Leasing Loan guarantees Insurance services

REVENUE ANALYSIS

Hitachi recorded revenues of JPY10,000,369 million (approximately $1 ,00,003.7 million) during FY2009, a decrease of 10.9% compared with FY2008. For FY2009, Japan, the company's largest geographic market, accounted for 66.1% of the total revenues. The company generates revenues through seven business segments: power and industrial systems (29.1% of total revenue during FY2009); information and telecommunication systems (22.8%); high functional materials and components (13.7%); digital media and consumer products (11.1%); electronic devices (10.1%); logistics, services and others (9.6%); and financial services (3.6%). Revenues by segment During FY2009, the power and industrial systems segment recorded revenues of JPY3,31 0,544 million (approximately $33,105.4 million), a decrease of 7.2% compared with FY2008. The information and telecommunication systems segment recorded revenues of JPY2,594,450 million (approximately $25,944.5 million) in FY2009, a decrease of 6% compared with FY2008. The high functional materials and components segment recorded revenues of JPY1,556,886 million (approximately $15,568.9 million) in FY2009, a decrease of 17% compared with FY2008. The digital media and consumer products segment recorded revenues of JPY1,261 ,501 million (approximately $12,615 million) in FY2009, a decrease of 16.2% compared with FY2008. The electronic devices segment recorded revenues of J PY1,151,066 million (approximately $11,510.7 million) in FY2009, a decrease of 11% compared with FY2008. The logistics, services and others segment recorded revenues of JPY1,089,971 million (approximately $10,899.7 million) in FY2009, a decrease of 14.3% compared with FY2008. The financial services segment recorded revenues of JPY412,040 million (approximately $4,120.4 million) in FY2009, a decrease of 7.5% compared with FY2008. Revenues by Geography Japan, Hitachi's largest geographical market, accounted for 66.1% of the total revenues in FY2009. Revenues from Japan reached JPY7,985,652 million (approximately $79,856.5 million) in FY2009, a decrease of 10.2% compared with FY2008.

North America accounted for 8.1% of the total revenues in FY2009. Revenues from North America reached JPY973,425 million (approximately $9,734.3 million) in FY2009, a decrease of 10.4% compared with FY2008. Europe accounted for 6.5% of the total revenues in FY2009. Revenues from Europe reacheid JPY789,980 million (approximately $7,899.8 million) in FY2009, a decrease of 10.9% compared with FY2008. Other areas accounted for 1.6% of the total revenues in FY2009. Revenues from other areas reached JPY192,305 million (approximately $1 ,923.1 million) in FY2009, a decrease of 28.6% compared with FY2008.it`s total profit in US$ 1.145 billion in 2010 . Total assets in 2010 is 95.802 billion.

SWOT ANALYSIS

The company has a very strong emphasis on research and development (R&D). The company's R&D efforts are directed at expanding current businesses, generate new businesses and create innovative technology. Strong R&D capabilities enable Hitachi to develop innovative products, which gives it a competitive advantage. However, continued decline in revenues and profits could strain the financial condition of the company and also hampers investors confidence. Strengths Diversified product portfolio and balanced revenue streams Strong focus on R&D Opportunities Initiatives to strengthen product range Weaknesses Weak financial performance Low employee productivity Overdependence on Japanese market Threats Intense competition

The UKs intercity transport express contract Regulations Acquisition of Nortel Networks S tren g th s Exchange rate fluctuations

Diversified product portfolio and balanced revenue streams Hitachi has a diversified product mix ranging from electricity generation systems to consumer products and electronic devices. The company provides wide range of products and services through its segments, information and telecommunication systems, electronic devices, power and industrial systems, digital media and consumer, high functional materials and components, logistics, services and others and also provides financial services. For instance, the companys product and service offerings include systems integration, outsourcing services, ATMs, semiconductor manufacturing equipment, industrial machinery and plants, railway vehicles, plasma TVs, LCD TVs, LCD projectors, mobile phones, specialty steels, general trading, logistics property management, Leasing and Insurance services.

O ppo rtun ities

Initiatives to strengthen product range The company has been taking various initiatives to expand its business. For instance in March 2008, Hitachi Consulting, the global consulting company of Hitachi, acquired JMN Associates, a provider of consulting services to the financial services, real estate and insurance industries. This acquisition would enable the company to provide a portfolio of consulting services and solutions for the US Financial Services Industry. In the same month, the company entered into a two-year joint semiconductor metrology research agreement with International Business Machines (IBM), to speed the pace of semiconductor innovation for the 32-nanometer generation. This would help the company to reduce significant costs associated with research needed to advance the next generation of chip technology.

Threats

Intense competition Hitachi faces heavy competition from many companies. The products and services of the company are differentiated with the competitive factors including quality, product development, service, price, and customer service. The companies such as Mitsubishi, Toshiba and Fujitsu pose a serious threat to the company's market positioning in Japan and some of these competitors operate with greater financial, technological, and marketing resources. The intense competition will adversely affect the company's revenue growth and hence its market position.

Hitachi, L td . Top Competitors

TOP COMPET ITORS

The following companies are the major competitors of Hitachi, Ltd.

Toshiba Corporation Fujitsu Limited Kyocera Corporation Mitsubishi Electric Corporation SANYO Electric Co., Ltd. Sharp Corporation

COMPANY VIEW
A statement by Takashi Kawamura, Representative Executive officer, Chairman, President and Chief Executive Officer of Hitachi, is given below. The statement has been taken from the companys 2009 annual report. The world economy faced unprecedented difficulties in the past fiscal year as the financial crisis triggered by the US subprime loan problem threw the economy into disarray in the latter part of 2008. The market shockwaves spread to the Hitachi Groups businesses, causing a large drop indemand in auto-related and other businesses that were viewed as growth fields. The impacts were particularly acute during the second half of the fiscal year. Even now as I write this letter, the outlook is unclear, with concerns about further restrictions on lending, the risk of shrinking IT investment and persistent sluggishness in consumer spending. The picture for the economic environment is far from rosy as things stand today. Under these bleak conditions, Hitachi saw consolidated revenues fall 11% from the previous fiscal year, to 10,000.3 billion, and operating income fell 63%, to 127.1 billion. Furthermore, we posted a net loss of 787.3 billion, 729.2 billion worse than our fiscal 2007 result. One of the main reasons for this wider loss was business structure reform expenses in flatpanel TV, automotive systems and certain other businesses, including impairment losses relating to fixed assets. Higher net equity in losses of the affiliated semiconductor company and the write-off of deferred tax assets were among other factors that also brought about this bottom-line result. In terms of our financial condition, the large net loss significantly eroded stockholders equity. As a result, the debt-to-equity ratio (interest-bearing debt/ (minority interests stockholders equity)) worsened by 0.53 points from March 31, 2008 to 1.29 at March 31, 2009. The annual cash dividend per share applicable to fiscal 2008 was 3.0, as we decided to suspend the year-end dividend. I deeply regret that we were unable to live up to shareholders expectations with our fiscal 2008 performance. We have positioned fiscal 2009 as a year to make a fresh start at the Hitachi Group. Hitachi has many years of experience and know-how in the Social Innovation Business, which includes social infrastructure and information infrastructure. Indeed, this is one of the sources of our strength and we will therefore concentrate business resources on the Social Innovation Business going forward. In this way, we will proceed with efforts to transform Hitachi into a company that can generate stable profit growth.

LOCATIONS AND SUBSIDIARIES

Head O ffice
6-6, Marunouchi 1-chome Chiyoda-ku Tokyo 100 8280 JPN P:81 3 3258 1111 F:81 3 3258 5480 http://www.hitachi.com

O th er L ocation s and S ubsid iaries

Hitachi Canada Ltd. 5750 Explorer Drive Suite 301 Mississauga, Ontario Canada L4W Tools Hitachi Power0A9 Brabanthaven 11 3433 PJ Nieuwegein Postbus 2310 Hitachi Power Europe GmbH Schifferstrae 80 47059 Duisburg Hitachi Asia Ltd. 7 Tampines Grande 08-01 Hitachi Square Singapore 528736 Hitachi Cable America, Inc 10 Bank Street Suite 590 White Plains NY 10606-1947 Hitachi Australia Pty Limited Locked Bag 2052 North Ryde New South Wales 1670

COMPANY O ER IEW
LG is a Korea based company engaged in manufacturing of chemicals, electronics and also provides telecommunications and services. LG provides televisions/audio/video systems, home appliances, computers under electronics division. The company's chemical products include: petrochemicals; polycarbonates; household and healthcare products; pharmaceuticals; genetic engineering products; and animal drugs. The company also provides telecom munication services which include: wireless internet services; system integration; automotive solutions; computing systems; IT (Information Technology) consulting services; and IT outsourcing. The company operates in the Americas, EMEA (Europe, Middle East and Africa) and Asia. It is headquartered in Seoul, South Korea and employs around 186,000 people. The company recorded revenues of KRW1,767,463 million (approximately $1,396.3 million) in the fiscal year ended December 2009, an increase of 78.1% over 200 8. The company's operating profit was KRW1,588,316 million (approximately $1 ,254.8 million) in fiscal 2009, an increase of 65.8% over 2008. Its net profit was KRW1,538,394 million (approximately $1,215.3 million) in fiscal 2009, an increase of 68.7% over 2008.

KEY FACTS

Head Office

LG Corp. LG Twin Towers 20 Yoido dong

Phone Fax Web Address Revenue / turnover (KRW Mn) Financial Year End Employees Korea Stock Exchange Ticker

Youngdungpo gu 82 2 3773 1114 82 2 3773 7813 http://www.lg.co.kr 1,767,462.6 December 186,000 003550

BUSINESS DESCRIPTION
LG is a Korea-based company which provides electronics, chemicals, and telecommunications and services. The company operates through its 53 affiliated companies; and 147 overseas subsidiaries. The company operates in the Americas, EMEA (Europe, Middle East and Africa) and Asia. LG operates through three divisions: electronics, chemicals, and telecommunications a services. nd LG's electronics division operates through its subsidiaries: LG Electronics; LG Display; LG Innotek; Hiplaza; Hi Logistics; System Air-Con Engineering; HITELESERVICE; Siltron; and Lusem. LG's electronics products include: home entertainment products, mobile phones, home appliances, air conditioning systems and Information Technology (IT) Products. LG Electronics offers consumer electronics, home appliances and mobile communications products. The company comprises of five business units: mobile communications, home entertainment; home appliance; air conditioning; and business solutions. It produces Liquid Crystal Display Tele -Visions (TVs), plasma TVs, mobile handsets, washing machines, refrigerators, air conditioners, monitors and commercial displays. LG Display is a manufacturer and supplier of thin-film transistor liquid crystal display (TFT-LCD) panels. The company manufactures TFT-LCD panels in a range of sizes and specifications for use in TVs, monitors, notebook PCs (Personal Computers), and various applications. Siltron produces wafers, a basic material for semiconductor substrates. LUSEM, a joint venture of LG Corporation and OKI of Japan, produces drive ICs, which are the key components of flat panel displays.

LG Life Sciences focusses research and development resources on three areas:pharmaceuticals, animal health, and specialty chemicals. Its products include: Interferon, hepatitis B vaccine and more. LG MMA, a joint venture of LG Chemical, Sumitomo Chemical and Nippon Shokubai Company of Japan, produces methylmethacrylate (MMA), used as an industrial material to supply to key domestic companies. LG DOW Polycarbonate produces polycarbonate, which is a core material in the manufacture of high-end engineering plastics. LG's subsidiaries under telecommunications and services division include: LG TeleCom, CS Leader, AIN Teleservice, DACOM Crossing, DACOM Multimedia Internet, CS ONE Partner, LG CNS, LGNSys, V-ENS, BIZTECH & EKTIMO, Ucess Partners, SERVEONE, LG International, TWIN WINE, Geovine, pixdix, Korea Commercial Vehicle, KumahSteel, LG Solar Energy, G2R, HS Ad, Wisebell, TAMS Media, Alchemedia, W Brand Connection, G Outdoor, Bugs Com Ad, L. Best, LG Management Development Institute: Economic Research Institute, LG Management Development Institute: Academy, LG Sports and Jiheung. The companies in this division provide a range of services including consulting, network integration, business process outsourcing, computing systems, banking systems, telephone services and internet services. LG Telecom provides mobile services and wireless Internet services. LG CNS offers various expert and experienced staff, optimum solutions -based integrated technologies backed by a large-scale information communications network (LG NET), and a range of hardware and software. The company offers IT services to a variety of customers in chemical/energy, electrical/electronics, machinery/metal, trading, financial, construction, distribution, and information communication sectors, as well as to public sectors such as central and local governments, universities, public institutions, and defense-related institutions. SERVEONE offers purchasing services (MRO business) for businesses, building management and remodeling services (FM business), and communications services such as in -house communication and VOIP (Voice over Interne Protocol) services. LG sports manages and operates professional baseball clubs. LG N-Sys provides diverse IT solutions for over 1,300 customers including government agencies, public institutes, and other companies. LG N-Sys offers financial system automation equipment and software to the banking industry.

HISTORY

LG traces its origins back to 1947, when Founder and Chairman In-hwoi Koo founded the Lak Hui Chemical Industrial Corp. Lak Hui, currently known as LG Chem, entered into the plastics industry in 1952. In the following year, Lak Hui Industry, currently known as LG International was established. Lak Hui developed Lak Hui dental cream, a cream-type toothpaste, in 1954. Lak Hui produced its first PVC (polyvinyl chloride) pipe in 1956. As the company expanded its plastics business, it established Goldstar, currently known as LG Electronics, in 1958, and developed the its first radio in Korea in the following year. During the 1960's, the company developed many products which include: electric fan in 1960; telephone in 1961; emergency medical dispatching automatic telephone switch in 1964; refrigerator in 1965; black and white television in 1966; room air conditioner in 1968; elevator and escalator, and washing machine in 1969. The company acquired Pusan Munhwa TV Broadcasting in 1971. Five years later, the company established Goldstar Precision Industry, currently LG Innotek. LG's other product launched during 1970's include: casting leather in 1970; cassette recorder in 1973; PMC single station equipment in 1974; electronic key -phone in 1975; fiberglass and color television in 1977; PVC window frame in 1978; and videotape recorder in 1979. LG launched dispersed dyes in 1980; computer in 1981; color video camera in 1982; compact disc player in 1983; multiplex television with sound and color in 1984; laser machines and synthetic vitamin E in 1985; nonpolluting pesticides in 1986; and silicon wafer in 1987;

The company's subsidiary LG Display began the production of fifth generation TFT-LCD (thin film transistor liquid crystal display) in 2002. Two years later, LG launched land -based digital multimedia broadcasting phone. LG launched 3G (third generation) mobile phones for Hutchison in 2004; and 3D game phone in 2005. In 2006, LG launched ceiling-bound system air conditioner; 1.48 milli meter thin LCD; and 33 centi meter flat-panel television. LG Petrochemical was merged with the company's subsidiary, LG Chem in 2007. LG Display developed 14.1-inch flexible color electronic paper in 2008. In the same year, the company launched third black label series handset 'LG Secret'. CCKBC (Netherlands) Holding I BV and CCKBC (Netherlands) Holding II BV, the subsidiaries of LG Household & Health Care Ltd., were liquidated in January 2009. LG Display developed 'Solar E-Book' in October 2009. The company's subsidiary, LG Electronics, launched a mini phone (Model: LG-GD880) with 3.2-inch screen in April 2010.

The total assets of L in 2009 as $59.157 billion. Net income in 2009 revenue in 2009 as $78.891 billion.

as $1.205 billion. Total

KEY EMPLOYEES

Name
Bon Moo Koo Yu Sig Kang Juno Cho Joon Ho Han Kyung Hee Yoon Yoon Jae Lee Dae Hwan Kim Jong Sang Lee Sun Tae Kim Myoung Kwan Lee Bong Soo Kim Dong Seok Cha Yuan Mo Lee Jae Hoon Yang Kenneth Wonuk Chang Heung Ryeol Yoon

Job Title
Chairman and Chief Executive Officer Vice Chairman and Chief Executive Officer Executive Vice President and Chief Operating Officer Director Director Director Director Senior Vice President Senior Vice President Vice President; and Head, Human Resources Vice President; and Head, Management Adminstration Team (Chemicals) Vice President; and Head, Finance and Accounting Vice President; and Head, Management Adminstration Team (Electronics) Vice President Vice President; and Head, Business Development Vice President

Board
Executive Board Executive Board Executive Board Non Executive Board Non Executive Board Non Executive Board Non Executive Board Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management Senior Management

The total assets of L in 2009 as $59.157 billion. Net income in 2009 revenue in 2009

as $78.891 billion.

as $1.205 billion. Total

MAJOR PRODUCTS AND SERVICES

The LG is a Korea-based company which provides electronics; chemicals; and telecommunications and services. The companys key products include the following: Electronics: Tele visions/audio/video Home appliances Computers Mobile and telephone Display Solar power Air conditioners Home network Security Chemicals: Chemicals and polymers Petrochemicals Polycarbonates Household and healthcare products Pharmaceuticals Genetic engineering products Animal drugs Telecommunications and services: Mobile services Wireless Internet services IT (Information Technology) consulting services Network integration System integration IT outsourcing Automotive solutions Computing systems

Banking systems Software solutions Telephone services

The following companies are the major competitors of LG Corp.

SK Group Samsung Corporation Hitachi, Ltd. Motorola, Inc. General Electric Company Sony Corporation Panasonic Mobile Communications Co., Ltd. Flextronics International Ltd.

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LOCATIONS AND SUBSIDIARIES

H ead O ffice
LG Corp. LG Twin Towers 20 Yoido dong Youngdungpo gu Seoul 150 720 KOR P:82 2 3773 1114 F:82 2 3773 7813 http://www.lg.co.kr

O th e r L o catio n s an d S u b s id ia ries
LG Chem LG Twin Towers 20 Yeouido-doing Yeongdeungpo-gu LG Life Sciences LG Twin Towers 20 Yeouido-dong Yeongdeungpo-gu Hi Logistics LG Gangseo Building 36 Mullae-dong 6Ga Youngdungpo-gu LG Innotek LG Twin Towers 33/34F Yeouido-dong Yeongdeungpo-gu LG Electronics Inc. LG Twin Towers 20 Yeouido-dong Yeongdeungpo-gu V-ENS 236-1 Hyosung dong Kyeyang gu Siltron 164-2 Simi-dong Gumi-si Gyeongsangbuk-do 730-340 LG MMA Kookjae Electronic Senter 22F 1445-3 Seocho-dong Seocho-gu

LG Co p . LG Co p .
Locations and Subsidiaries

SERVEON E LG Twin Towers 20 Yeouido-dong Yeongdeungpo-gu Seoul 150-721

LG internationa headquarter

BIZTECH & EKTIMO CO. LTD. Shinduk Bldg 2F 420-1 Dogok-dong Gangnam-gu

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3.

TO O ILE IND STY

About Indian Automobile Industry

All those people who are crazy about speed automobile are indeed prize possession for them. With the increase number of car and two wheeler loan and finance scheme available in the todays market, it is not that difficult to purchase the same. However if u have already decided to purchase vehicle, than before the act of purch ase, do get to know some of the dominant players who rule this market.
Major Manufacturers in Automobile Industry
y y y y y y y y y y y y y

In terms of Car dealer networks and authorized service stations, Maruti leads the pack with Dealer networks and workshops across the country. The other leading automobile manufactures are also trying to cope up and are opening their service stations and dealer workshops in all the metros and major cities of the country. Dealers offer varying kind of discount of finances who in tern pass it on to the customers in the form of reduced interest rates.

Objective:-

Maruti Udyog Ltd. General Motors India Ford India Ltd. Tata motors Bajaj Auto Daewoo Motors India Hero Motors Hindustan Motors Hyundai Motor India Ltd. Royal Enfield Motors TVS Motors DC Designs Swaraj Mazda Ltd

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De-licensing in 1991 has put the Indian automobile industry on a new growth track, attracting foreign auto giants to set up their production facilities in the country to take advantage of various benefits it offers. This took the Indian automobile production from 5.3 Million Units in 2001 -02 to 10.8 Million Units in 2007-08. The other reasons attracting global auto manufacturers to India are the countrys large middle class population, growing earning power strong technological , capability and availability of trained manpower at competitive prices. In 2006-07, the Indian automotive industry provided direct employment to more than 300,000 people, exported auto component worth around US$ 2.87 Billion, and cont ributed 5% to the GDP. Due to this large contribution of the industry in the national economy, become one of the major objective to study this sector

Re earch Methodo ogy

Secondary data is used as a reference for the study of this research because resour was ce available on their personal website
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ype:Public 500570 (NYSE: TTM) ndu try Automotive Founded 1945 Founder( ) RD Tata Head uarter Mumbai, India Key peop e Ratan Tata, Chairman Ravi Kant, Vice Chairman Carl Peter Foster, CEO Prakash Telang, MD (India Operations) Ravi Pisharody, President (CVBU) Automobiles Engines Serv ce Financial Services Revenue INR Rs. 74,151 Crore (2009) (USD $15.5Billion) INR Rs. 2,505 Crore (2009) (USD $544.1 Million) Group

Product

Net

income

Parent Tata Sub idiarie aguar Land Rover

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BSE:

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Website

TDCV Hispano Carrocera TataMotors.com

Tata Motors Ltd

(NSE: TATAMOTORS, BSE: 500570, NYSE: TTM) is a multinational corporation headquartered in Mumbai, India. Part of the Tata Group, it was formerly known as TELCO (TATA Engineering and Locomotive Company). Tata Motors has a consolidated revenue of USD 16 billion after the acquisition of British automotive brands Jaguar and Land Rover in 2008. It is India's largest company in the automobile and commercial vehicle sector with upwards of 70 cumulative Market share in the Domestic Commercial vehicle segment, and had a 0.81 share of the world market in 2007 according to OICA data. The OICA ranked it as the 19th largest automaker,[1] based on figures for 2007. and the second largest manufacturer of commercial vehicles in the world. The company is the worlds fourth largest truck manufacturer, and the worlds second largest bus manufacturer. In India Tata ranks as the leader in every commercial vehicle segment, and is in the top 3 makers of passenger cars. Tata Motors is also the designer and manufacturer of the iconic Tata Nano, which at INR 100,000 or approximately USD 2300, is the cheapest production car in the world. Established in 1945, when the company bega n manufacturing locomotives, the company manufactured its first commercial vehicle in 1954 in a collaboration with Daimler-Benz AG, which ended in 1969. Tata Motors is a dual-listed company traded on both the Bombay Stock Exchange, as well as on the New York Stock Exchange. Tata Motors in 2005, was ranked among the top 10 corporations in Indi a with an annual revenue exceeding INR 320 billion. In 2004 Tata Motors bought Daewoo's truck manufacturing unit, now known as Tata Daewoo Commercial Vehicle, in South Korea. It also acquired Hispano Carrocera SA, now a fully-owned subsidiary. In March 2008, it acquired the Jaguar Land Rover (JLR) business from the Ford Motor Company, which also includes the Daimler and Lanchester brands and the purchase was completed on 2 June 2008. Tata Motors has auto manufacturing and assembly plants in Jamshedpur, Pantnagar, Lucknow, Ahmedabad and Pune in India, as well as in Argentina, South Africa and Thailand.

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Contents

y y y

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y y

y y

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1 History 2 Expansion 3 Vehicles o 3.1 Tata Daewoo Commercial Vehicle o 3.2 Hispano Carrocera o 3.3 Jaguar Cars and Land Rover o 3.4 Joint ventures 4 Important developments o 4.1 Tata Nano o 4.2 Tata Ace o 4.3 Compressed air car 5 Electric vehicles 6 Operations o 6.1 Tata in India o 6.2 Tata's global operations 7 Products o 7.1 Passenger cars and utility vehicles o 7.2 Concept vehicles o 7.3 Commercial vehicles o 7.4 Military vehicles 8 Tata Motors technology and design subsidiaries o 8.1 Telco Construction Equipment (TCE) o 8.2 HV Transmission (HVTL) and HV Axles (HVAL) o 8.3 Tata Technologies Limited (TTL) o 8.4 Tata Motor European Technical Centre 9 References 10 External links

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History
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Tata Motors launches its first truck in collaboration with Mercedes-Benz Tata Motors is a part of the Tata Group manages its share-holding through Tata Sons. The company was established in 1935 as a locomotive manufacturing unit and later expanded its operations to commercial vehicle sector in 195 after forming a joint venture withDaimler-Benz 4 AG of Germany. Despite the success of its commercial vehicles, Tata realized his company had to diversify and he began to look at ot er products. Based on consumer demand, he decided that h building a small car would be the most practical new venture. So in 1998 it launched Tata Indica, India's first fully indigenous passenger car. Designed to be inexpensive and simple to build and maintain, the Indica became a hit in the Indian market. It was also exported to Europe, especially the UK and Italy. In 200 it acquired Tata Daewoo Commercial Vehicle, and in late 2005 it 4 acquired 21% of Aragonese Hispano Carrocera giving it controlling rights of the company. It has formed a oint Venture with Marcopolo of Brazil, and introduced low -floor buses in the Indian Market. Recently, it has acquired British aguar Land Rover ( LR), which includes the Daimler and Lanchester brand names.

xpansion

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The SE OND generation Tata Indica's excellent fuel economy, powerfulengine and aggressive marketing strategy made it one of the best selling cars in the history of the Indian automobile industry. After years of dominating the commercial vehicle market in India, Tata Motors entered the passenger vehicle market in 1991 by la nching the Tata Sierra, a multi utility vehicle. After the u launch of three more vehicles, Tata Estate (1992, a stationwagon design based on the earlier 'TataMobile' (1989), a light commercial vehicle),Tata Sumo (L V, 1994) and Tata Safari (1998, India's first sports utility vehicle). Tata launched theIndica in 1998, the first fully indigenous passenger car of India. Though the car was initially panned by auto -analysts, the car's excellent fuel economy, powerful engine and aggressive marketing strategy made it one of the best selling cars in the history of the Indian automobile industry. A newer version of the car, named Indica V2, was a major improvement over the previous version and quickly became a massfavourite. Tata Motors also successfully exported large quantities of the car to South Africa.The success of Indica in many ways marked the rise of Tata Motors.

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Vehic es
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Tata Daewoo Commercial Vehicle With the success of Tata Indica, Tata Motors aimed to increase its presence worldwide. In 2004, it acquired the Daewoo Commer cial Vehicle Company of South Korea. The reasons behind the acquisition were:

Company's global plans to reduce domestic exposure. The domestic commercial vehicle market is highly cyclical in nature and prone to fluctuations in the domestic economy.

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Tata Motors has a high domestic exposure of ~94% in the MHCV segment and ~84% in the light commercial vehicle (LCV) segment. Since the domestic commercial vehicle sales of the company are at the mercy of the structural economic factors, it is increasingly looking at the international markets. The company plans to diversify into various markets across the world in both MHCV as well as LCV segments. To expand the product portfolio Tata Motors recently introduced the 25MT GVW Tata Novus from Daewoos (South Korea) (TDCV) platform. Tata plans to leverage on the strong presence of TDCV in the heavy-tonnage range and introduce products in India at an appropriate time. This was mainly to cater to the international market and also to cater to the domestic market where a major improvement in the Road infrastructure was done through the National Highway Development Project.

Tata remains India's largest heavy commercial vehicle manufacturer and Tata Daewoo is the 2nd largest heavy commercial vehicle manufacturer in South Korea. Tata Motors has jointly worked with Tata Daewoo to develop trucks such as Novus and World Truck and buses namely, GloBus and StarBus.

Hispano Carrocera
Hispano Carrocera In 2005, sensing an opportunity in the fully -built bus segment, Tata Motors acquired a 21% controlling stake in Hispano Carrocera SA,[9] the leading European bus and coach cabin maker. In 2009, the company picked up the remaining 79% stake in Hispano Carrocera SA for an undisclosed sum, making it a fully-owned subsidiary.

Jaguar Cars and Land Rover

Main articles: Jaguar Cars and Land Rover After the acquisition of the British Jaguar Land Rover (JLR) business, which also includes the Daimler, Lanchester and Rover brands, Tata Motors became a major player in the international automobile market. On 27 March 2008, Tata Motors reached an agreement with Ford to purchase their Jaguar Land Rover operations for US$2 billion. The sale was completed on 2 June 2008. In addition to the brands, Tata Motors has also gained access to two design centres and two plants in UK. The key acquisition would be of the intellectual property rights r elated to the technologies.

Joint ventures

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Tata MarcoPolo released this low -floor bus in India and now it is widely used as public transport in Delhi, Mumbai, Bangalore and Lucknow Tata Motors has formed a 51:49 joint venture in bus body building withMarcopolo of Brazil. This joint venture is to manufacture and assemble fully -built buses and coaches targeted at developing mass rapid transportation systems. The joint venture w absorb technology and ill expertise in chassis and aggregates from Tata Motors, and Marcopolo will provide know -how in processes and systems for bodybuilding and bus body design. Tata and Marcopolo have launched a low-floor city bus which is widely used byDelhi, Mumbai,Lucknow and Banglore transport corporations.

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Tata Motors also formed a joint venture with Fiat and gained access to Fiats diesel engine technology.Tata Motors sells Fiat cars in India and is looking to extend its relationship with Fiat and Iveco to other segments. Tata has also formed several V's with many small companies in various countries around the world.

Important deve opments

ata Nano
Tata Nano
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Tata Nano

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In anuary 2008, Tata Motors launched Tata Nano, the least expensive production car in the world at about Rs. 1,00,000 (US $2,500) Thecity car was unveiled during the Auto Expo 2008 exhibition in Pragati Maidan, New Delhi Tata has faced controversy over d eveloping the Nano as some environmentalists are concerned that the launch of such a low -priced car could lead to mass motorization in India with adverse effects on pollution and global warming. Tata has set up a factory inSanand, Gujarat and the first Nanos are to roll outsummer 2009. Tata Nano Europa has been developed for sale in developed economies and is to hit markets in 2010 while the normal Nano should hit markets in South Africa, Kenya and countries in Asia and Africa by late 2009. A battery version is also planned. Tata has also been approached by a province in France named Moselle to setup Tata Nano manufacturing plant.

Tata Ace

Tata Ace
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Tata Ace was India's first mini truck Tata Ace, India's first indigenously developed subone ton mini-truck, was launched in May 2005. The mini-truck was a huge success in India with autoanalysts claiming that Ace had changed the dynamics of the light commercial vehicle (LCV) market in the country by creating a new market segment termed the small commercial vehicle (SCV) segment. Ace rapidly emerged as the first choice for transporters and single truck owners for city and ru transport. By ral October 2005, LCV sales of Tata Motors had grown by 36.6 percent to 28,537 units due to the rising demand for Ace. The Ace was built with a load body produced byAutoline Industries. By

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2005, Autoline was producing 300 load bodies per day for TataMotors. Ace is still one of the number maker for TML, TML sold the 2,000,000th Ace in August 2008, within 4 years since its introduction. Tata Ace has also been exported to several European, South American and African countries. Electric-versions of Tata Ace are sold through Chrysler's Global Electric Motorcars division.

Compressed air car

Tata OneCAT
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Tata OneCAT Motor Development International of France has developed the world's first prototype of a compressed air car, named OneCAT. In 2007, MDI owner Guy Negre was reported to have "the backing of Tata". It has airtanks that can be filled in 4 hours by plugging the car into a standard electrical plug. In 2008 MDI planned to also design a gas station compressor, which would fill the tanks in 3 minutes. There are no gasoline costs and no fossil fuel emissions from the ve hicle when run in town, but "the compressed air driving the pistons can be boosted by a fuel burner". OneCAT is a five seat vehicle with a 200 -litre (7.1 cu ft) trunk. With full tanks it is said to run at 100 km/h (62 mph) for 90 kilometres (56 mi) range in urban cycle. There are severe physical arguments pleading against those figures. In December 2009 Tata's vice president of engineering systems confirmed that the limited range and low engine temperatures were causing difficulties.

lectric vehicles
Tata Motors unveiled the electric versions of passenger car Tata Indica and commercial vehicle Tata Ace. Both run on lithium batteries. The company has indicated that the electric Indica would be launched locally in India in about 2010, without disclosing the price. The vehicle would be launched in Norway in 2009. Tata Motors' UK subsidiary, Tata Motors European Technical Centre has bought a 50.3% , holding in electric vehi le technology firm Miljbil Grenland/ nnovasjon of Norway for c I

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US$1.93 M, which specialises in the development of innovative solu tions for electric vehicles, and plans to launch the electric Indica hatchback in Europe next year.

Operations
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The Tata Safari DiCOR is one of Tata's bestselling vehicles in India and also has been fairly successful in the Mediterranean and EasternEurope
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Tata has tried to revamp all its models in order to satisfy the consumer
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The purchase of aguar and Land Rover is expected to help give Tata Motors gain a foothold in the European and American markets.

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Tata relies on its subsidiaries forsales outside India. Seen here is the Range Rover Sport.

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Tata Xenon is Tata's best-selling vehicle in Europe.

Tata in India
Tata Motors Limited is Indias largest automobile company, with revenues of Rs. 35,651.48 crore (USD 8.8 billion) in 2007-08. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in th compact, midsize car and e utility vehicle segments. Tata Motors presence indeed cuts across the length and breadth of India. Over 4 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The companys manufacturing base in India s spread across amshedpur ( harkhand), Pune i (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The companys dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India.

Tata's global operations

Tata Motors has been aggressively acquiring foreign brands to increase its global presence. Tata Motors has operations in the UK, South Korea, Thailand and Spain. Among them is aguar Land Rover, a business comprising the two iconic British brands that wasacquired in 2008. Tata Motors has also acquired from Ford the rights of Rover. In 2004, it acquired the Daewoo Commercial Vehicles Company, South Koreas second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched sevral new products in the Korean e market, while also exporting these products to several international markets. Today two -thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo.In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, giving it controlling rights of the company. Hispanos presence is being expanded in other markets. On Tata's journey to make an international foot print, it continued its expansion through the introduction of new products into the market range of buses (Starbus & Globus) as well as trucks (Novus). These models were jointly developed with its subsidiaries Tata Daewoo and Hispano Carrocera. In May, 2009 Tata unveiled the Tata World Truck range jointly

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developed with Tata Daewoo They will debut in South Korea, South Africa, the SAARC countries and the Middle-East by the end of 2009 In 2006, it formed a joint venture with the Brazil-based Marcopolo, a global leader in bodybuilding for buses and coaches manufacture to fully-built buses and coaches for India and select international markets. Tata Motors has expanded its production and assembly operations to several other countries including South Korea, Thailand, South Africa and Argentina and is planningto set up plants in Turkey, Indonesia and Eastern Europe. Tata also franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia and Senegal. Tata has dealerships in 26 countries across 4 continents. Though Tata is present in many counties it has only managed to create a large consumer base in the Indian Subcontinent namely India, Bangladesh, Bhutan, Sri Lanka and Nepal and has a growing consumer base in Italy, Spain and South Africa

Products
Passenger cars and utility vehicles
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y y y y y y y y y y y y

Tata Sierra (Discontinued) Tata Estate (Discontinued) Tata Sumo/Spacio Tata Safari Tata Indica Tata Indigo Tata Indigo Marina Tata Winger Tata Magic Tata Nano Tata Xenon XT Tata Aria

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Concept vehicles

y y y y y y y y y y

Commercial vehicles
y y y y y y y y y y y y y y y y y y y y y

Military vehicles

y y y y y y y

Tata LSV (Light Specialist Vehicle) Tata 2 Stretcher Ambulance Tata 407 Troop Carrier, available in hard top, soft top, 4x4, and 4x2 versions Tata LPTA 713 TC (4x4) Tata LPT 709 E Tata SD 1015 TC (4x4) Tata LPTA 1615 TC (4x4)

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Tata Ace Tata TL/Telcoline/207 DI Pickup Truck Tata 407 Ex and Ex2 Tata 709 Ex Tata 809 Ex and Ex2 Tata 909 Ex and Ex2 Tata 1109 (Intermediate truck) Tata 1510/1512 (Medium bus) Tata 1610/1616 (Heavy bus) Tata 1613/1615 (Medium truck) Tata 2515/2516 (Medium truck) Tata Starbus (Medium Bus) Tata Globus (Low Floor Bus) Tata Marcopolo Bus (Low Floor Bus) Tata 3015 (Heavy truck) Tata 3118 (Heavy truck) (8 2) Tata 3516 (Heavy truck) Tata 4018 (Heavy truck) Tata 4923 (Ultra-Heavy truck) (6X4) Tata Novus (Heavy truck designed by Tata Daewoo) Tata Prima (The World Truck designed by Tata Motors and Tata Daewoo)

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2000 Aria Roadster 2001 Aria Coupe 2002 Tata Indiva 2004 Tata Indigo Advent 2005 Tata over 2006 Tata Cliffrider 2007 Tata Elegante 2009 Tata Prima 2010 Tata Versa 2010 Tata Essota

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Tata LPTA 1621 TC (6x6) Tata LPTA 1615 TC (4x2) Tata Winger Passenger Mini Bus

Tata Motors technology and design subsidiaries

Tata has dozens of technology and design subsidiaries. These include the main ones.

Telco Construction Equipment (TCE)

TCE is a joint venture between Tata Motors and Hitachi, which focuses on excavators and other construction equipment.

HV Transmission (HVTL) and HV Axles (HVAL)

HVAL and HVTL are 100% subsidiary companies of Tata Motors engaged in the business of manufacture of gear boxes and axles for heavy and medium commercial vehicles, with production facilities and infrastructure based at Jamshedpur.

Tata Technologies Limited (TTL)

TTL provides Engineering and Design (E D) solutions to the Automotive Industry. Tata Motors holds 86.91% of TTLs share capital. TTL is based in Pune (Hinjawadi) and operates in the US and Europe through its wholly owned subsidiaries in Detroit and London respectively. It also has a presence in Thailand. Tata Technologies is a software service provider in the IT services and BPO space. Its global client list includes Ford, General Motors, Toyota and Honda, to name a few. It bought over the British engineering and design services company, Incat International Plc for Rs4b in August 2005. Incat specializes in engineering design services and product lifecycle management in the international automotive, aerospace and engineering markets. With this acquisition, Tata Motors will have closer proximity to its global customers and be able to provide a wider range of services.

Tata Motor European Technical Centre

Tata Motor European Technical Centre is Tata's subsidiary based in the UK. It was the joint developer of the World Truck.

References

1.

esky. "Automotive industry Wikipedia, the free encyclopedia". En.wikipedia.org. http://en.wikipedia.org/wiki/Automotive_industry. Retrieved 2009-06-18.

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2. "World motor vehicle production by manufacturer: World ranking 2006" (PDF). OICA. July 2007. http://oica.net/wp-content/uploads/2007/07/ranking06.pdf . 3. Tata Group | Tata Motors | Driving the dream 4. Ford Motor Company (2008-03-26). "FORD MOTOR COMPANY ANNOUNCES AGREEMENT TO SELL JAGUAR LAND ROVER TO TATA MOTORS". Press release. 5. "Tata Motors completes acquisition of Jag, Land Rover". Thomson Reuters. 2008-06-02. http://www.reuters.com/article/ousiv/idUSBMA00084220080602. Retrieved 2008-06-02. 6. "Tata Milestones". http://www.tatamotors.com/our_world/rearview.php?version=text. Retrieved 2009-03-22. 7. H I S P A N O 8. "5 for 2 special: Tata acquires 3 other British marques in Jaguar, Land Rover deal" . Leftlane News. 28 March 2008. http://www.leftlanenews.com/5-for-2-special-tataacquires-3-other-british-marques-in-jaguar-land-rover-deal.html#more-6922. Retrieved 2008-03-28.

External links

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Official Site of Tata Motors Reliance Power Tata Motors International Business Site Commercial Vehicles Tata Motors IB Site Tata Daewoo Commercial Tata Motors Hungary Tata / Jaguar Land Rover news from the Birmingham Post

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Limited Liability Company Automotive Flint, Michigan (1908) William C. Durant Renaissance Center , Detroit, Michigan, United States Worldwide Edward Whitacre, r.

Type Industry Founded Founder(s) Head uarters

Area served Key people

Products Revenue Operating income Net income Total assets US$ Total e uity US$ 86.154 Owner(s) United States Department of United Auto Workers Union Voluntary Employee Beneficiary Association (17.5%) Government of Canada (7.9%) Government of Ontario (3.8%) Bond holders of Motors Liquidation Company(9.8%) mployees 244,500 (2009) Divisions Buick, Cadillac, Chevrolet, GMC Subsidiaries AC Delco, Adam Opel GmbH Vauxhall Motors, GMAC (less than 10%) General Motors Canada General Motors do Brasil , General Motors India, Global Hybrid Cooperation General Motors South, Africa, GM-AvtoVAZ, GM Daewoo (70.1%) GM Holden Ltd, GM Performance Division OnStar, Shanghai GM (50%)SAIC-GM-Wuling Automobile oint venture in China ebsite GM.com
(Chairman and CEO)

General Motors Company, also known as GM, is a United States based automaker with headquarters in Detroit, Michigan.
By sales, GM ranked as the largest U.S. automaker and the w orld's second largest for 2008. GM had the third highest 2008 global revenues among automakers on the Fortune Global 500. GM

Automobiles US$ 148.979 billion (2008) - 21.284 billion (2008) US$ 30.9 billion (2008) 91.047 billion (2008) billion (2008) the Treasury (61%)

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manufactures cars and trucks in 34 countries , recently employed 244,500 people around the world, and sells and services vehicles in some 140 countries. On June 1, 2009 General Motors filed for Chapter 11 bankruptcy proceedings from which it emerged on July 10, 2009 in a reorganization in which a new entity acquired the most valuable assets. GM is temporarily majority owned by the United States Treasury and to a smaller extent the Canadian and Ontario governments, with the US government investing a total of US$57.6 billion under the Troubled Asset Relief Program. While no GM shares are currently available to the public, the company plans an initial public stock offering (IPO) in 2010. GM plans to focus its business on its four core US brands: Chevrolet, Cadillac, Buick, and GMC. In Europe, following a period of negotiation to sell a majority stake in its Opel and Vauxhall brands, GM decided to retain full ownership of these operations. On February 23, 2010, GM sold Saab Automobile to Spyker Cars NV. GM is winding down its Hummer, Pontiac, and Saturn brands, the latter two remaining under the old GM, now known as Motors Liquidation Company.

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1 Company overview o 1.1 Structure o 1.2 Management 2 History o 2.1 Chapter 11 reorganization 3 North America o 3.1 Core brand focus o 3.2 Production of SUVs and trucks vs. cars o 3.3 Sales  3.3.1 U.S. sales figures  3.3.2 SUV sales  3.3.3 Small car sales o 3.4 Canada 4 China 5 Labor relations o 5.1 2008 Canadian Auto Workers bargaining o 5.2 Labor costs 6 Auto racing 7 Alternative propulsion initiatives o 7.1 Hybrid electric initiative o 7.2 All-electric vehicles o 7.3 Battery packs for electric vehicles o 7.4 Hydrogen initiative o 7.5 Flexible-fuel vehicles  7.5.1 North American market  7.5.2 Brazilian market

Contents

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Company overview
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General Motors GMT800 truck assembly line. In 2009, General Motors employs approximately 244,500 people around the world. The Renaissance Center located in Detroit, Michigan, United States, is the global headquarters of General Motors. In 2008, GM sold 8.35 million cars and trucks globally. GM is the majority shareholder in GM Daewoo Auto & Technology Co. of South Korea and has collaborations with Shanghai Automotive Industry Corporationof China, AvtoVAZ of Russia, and most recently, UzAvtoSanoat of Uzbekistan. GM has had collaborations with various automakers including Fiat (see GM/Fiat Premium platform) and Ford Motor Company GM retains various stakes in . different automakers. General Motors' best success internationally has unquestionbly been its performance in China, GM sales rose 66.9% in 2009, selling 1,830,000 vehicles and accounting for 13.4% of the market.

8 Philanthropy 9 Politics 10 Environmental issues 11 Brands o 11.1 Current brands o 11.2 Discontinued brands o 11.3 Sold brands o 11.4 Former affiliates o 11.5 Spin-offs 12 See also o 12.1 People o 12.2 Books and films o 12.3 Industry associations o 12.4 Competitions o 12.5 Lists o 12.6 Category o 12.7 Lawsuits 13 References

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GM worldwide (thousands)

vehicle

sales

by

country

2008

Rank in Country GM

Market Vehicle share sales (%)

Rank in Country GM

Market Vehicle share sales (%)

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United States 2,981

22.1%

Australia

133

13.1%

China

1,095

12.0%

10

Republic Korea

of

117

9.7%

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Brazil

549

19.5%

11

France

114

4.4%

United Kingdom

384

15.4%

12

Spain

107

7.8%

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Canada

359

21.4%

13

Argentina

95

15.5%

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Russia

338

11.1%

14

Venezuela

91

33.3%

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Germany

300

8.8%

15

Colombia

80

36.3%

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Mexico

212

19.8%

16

India

66

3.3%

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Top 4 markets/regions by vehicle sales in 2008 (thousands)

North America

3,552

21.9%

European Union

905

12.3%

China

1,095

12.0%

South America

815

20.8%

Structure
See also: Cadillac, Buick, GMC (automobile), Chevrolet, List of GM factories, and List of GM engines General Motors is structured into the following operating groups:
Number of employees March 2009 GMAP (GM Asia-Pacific) 33,000 GME (GM Europe) no longer exists. 55,000 GM LAAM (GM Latin America, Africa and the Middle East) 33,000 GMNA (GM North America) 112,000 Other operations 2,000 Total number of employees 235,000 Group

Management

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The Renaissance Center in Detroit, Michigan, is the world headquarters of General Motors. On uly 23, 2009, GM announced its new Board of Directors:Daniel F. Akerson, David Bonderman, Robert D. Krebs, Patricia F. Russo and Ed Whitacre (GM Chairman & Interim CEO) Board members who are not GM employees will be paid US$200,000 annually. As of December 1, 2009, The General Motors Board Of Directors accepted Frederick Henderson's resignation. In anuary 2010, chairman Ed Whitacre was appointed permanent CEO after previously serving in an interim capacity.

On December 4, 2009, GM announced leadership changes in a press release.

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For additional Senior Management seeGM Senior Leadership Group

Edward Whitacre, r. - Chairman of the Board of the Directors and CEO Robert A. Lutz - Vice Chairman, advisor on design and global product development Chris Liddell - Vice Chairman and Chief Financial Officer Thomas G. Stephens - Vice Chairman, Global Product Operations Mark Reuss - President, GM North America David N. Reilly - President, GM Europe Timothy E. Lee - President, GM International Operations (Asia -Pacific, Latin America, Africa, and Middle East) Ray Young - vice president, International Operations Edward T. Welburn - Global Vice President of General Motors Design, current and only the sixth head designer.

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General Motors is a conglomerate.

History
History of General Motors General Motors was founded on September 16, 1908, in Flint, Michigan, as a holding company for Buick, then controlled by William C. Durant. General Motors Co-Founder was Charles Stewart Mott, whose carriage company was merged into GM at the time of its creation. Over the years Mott became the largest single stockholder in GM and spent his life with his Mott Foundation, whose benefit was shone on the City of Flint, Michigan, his adopted home. It acquired Oldsmobile later that year. In 1909, Durant brought in Cadillac, Elmore, Oakland and several others. Also in 1909, General Motors acquired the Reliance Motor Truck Company of Owosso, Michigan, and the Rapid Motor Vehicle Company of Pontiac, Michigan, the predecessors of GMC Truck. Durant lost control of GM in 1910 to a bankers' trust, because of the large amount of debt taken on in its acquisitions coupled with a collapse in new vehicle sales. The next year, Durant started the Chevrolet Motor Car Company and through this he secretly purchased a controlling interest in GM. Durant took back control of the company after one of the most dramatic proxy wars in American business history. Durant then reorganized General Motors Company into General Motors Corporation. Shortly after, he again lost control, this time for good, after the new vehicle market collapsed. Alfred P. Sloan was picked to take charge of the corporation and led it to its post war global dominance. This unprecedented growth of GM would last into the early 1980s when it employed 349,000 workers and operated 150 assembly plants. GM previously led in global sales for 77 consecutive years (1931 to 2008), longer than any other automaker.

Reorganization
General Motors Chapter 11 reorganization On July 10, 2009, a new entity, NGMCO Inc. purchased the ongoing operations and trademarks from General Motors Corporation. The purchasing company in turn changed its name from NGMCO Inc. to General Motors Company, marking the emergence of a new operation from the "pre-packaged" Chapter 11 reorganization. Under the reorganization process, termed a 363 sale (for Section 363 which is located in Title 11, Chapter 3, Subchapter IV of the United States Code, a part of the Bankruptcy Code), the purchaser of the assets of a company in bankruptcy proceedings is able to obtain approval for the purchase from the court prior to the submission of a re-organization plan, free of liens and other claims. Its used in most Chapter 11 cases that involve a sale of property or other assets. This process is typical of large organizations with

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complex branding and intellectual property rights issues upon exiting bankruptcy. The new company plans to issue an initial public offering (IPO) of stock in 2010. GM's remaining pre-petition creditors' claims are paid from the remaining assets of Motors Liquidation Company, the new name of the former General Motors Corporation, although the directors of that company believe its debts far outweigh its assets. This means that while the former GM's bondholders may recover a small portion of their investment, former GM shareholders (now shareholders of Motors Liquidation Company) will likely not receive anything. Also on July 10, 2009, GM announced plans to trim its U.S. workforce by 20,000 employees as part of its reorganization by the end of 2009 due to economic conditions. The following table is a comparison (estimates) of the new GM and the old GM:
Old GM (before July 10, 2009) Buick, Cadillac, Chevrolet, GMDaewoo (48.2%), GMC, Holden, Hummer, Oldsmobile, Opel, Pontiac, Saab, Saturn, Vauxhall New GM (after July 10, 2009) Brands US Dealerships Ownership US Plants Debt US employees

Buick, Cadillac, Chevrolet, GMDaewoo (70.1%), GMC, Holden, Opel, Vauxhall 3,600 The United States Treasury, the Crown in Right of Canada, Old GM bondholders, and UAW union 34 US$17 B 68,500

5,900 Common shareholders, bondholders and secured creditors 47 US$94.7 B 91,000

North America
Core brand focus
In North America, GM will focus primarily on its four core brands Chevrolet, Cadillac, Buick, and GMC while selling, discontinuing, or scaling back its other brands. The White House characterized the GM restructuring as a shift toward a new leaner, greener GM, which will aim to break even with annual sales much lower than previously stated. President Obama declared that the restructuring "will mark the end of an old GM, and the beginning of a new GM; a new GM that can produce the high-quality, safe, and fuel-efficient cars of tomorrow; that can

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lead America towards an energy independent future; and that is once more a symbol of America's success." In the middle of 2005, GM announced that its corporate chrome emblem " Mark of Excellence" would begin appearing on all recently introduced and all-new 2006 model vehicles produced and sold in North America. However, in 2009 the "New GM" reversed this, saying that emphasis on its four core brands would dictate downplaying the GM name.

Production of SUVs and trucks vs. cars

In the late 1990s, the U.S. economy was on the rise and GM and Ford gained market share producing enormous profits primarily from the sale of light trucks and sport -utility vehicles. Following the September 11 attacks, a severe stock market decline caused a pension and benefit fund underfunding crisis. GM began its Keep erica olling campaign, which boosted sales, and other auto makers were forced to follow suit. The U.S. automakers saw sales increase to leverage costs as gross margins deteriorated. In 2004, GM redirected resources from the development of new sedans to an accelerated refurbishment of their light trucks and SUVs for introduction as 2007 models in early 2006. Shortly after this decision, fuel prices increased by over 50% and this in turn affected both the trade-in value of used vehicles and the perceived desirability of new offerings in these market segments. The current marketing plan is to tout these revised vehicles extensively as offering the best fuel economy in their class (of vehicle). GM claims its hybrid trucks will have fuel economy improvements of 25%.

Sales
U.S. sales figures Calendar Year Total U.S. sales Chg/yr. 1998 4,603,991

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1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

5,017,150 4,953,163 4,904,015 4,858,705 4,756,403 4,707,416 4,517,730 4,124,645 3,866,620 2,980,688 2,084,492

9.0% 1.3% 1.0% 0.9% 2.1% 1.0% 4.0% 8.7% 6.3% 22.9% 30.1%

In 2005, GM promoted sales through an "employee discount" to all buyers. Marketed as the lowest possible price, GM cleared an inventory buildup of 2005 models to make way for its 2006 lineup.
SUV sales

In 2008, rapidly rising gasoline prices resulted in a 30% drop -off of sales of SUVs. These had been GM's most profitable product, often returning profits of US$10,000 to US$15,000 per vehicle. Sales of SUVs had been decreasing since 2004, and in May 2008, a US$2 billion investment program for a new SUV platform, the CXX program, was canceled. During the first 6 months of 2008, GM lost $18.8 billion; by late October, its stock had dropped 76%, and it was considering a merger with Chrysler. In only 12 months (October 2007-2008), GM sales in the US dropped 45 percent. GM's concentration on SUVs as a profit center dated from the 1990s. General Motors plant in Arlington, Texas produces its largest SUVs. On Tuesday, December 23, 2008, the Janesville, Wisconsin plant, which produced the Chevrolet Tahoe, the Suburban, and the GMC Yukon, and the Moraine, Ohio plant which produced the Chevrolet Trailblazer and the GMC Envoy idled production. GM has yet to confirm future product plans for the idled facilities.

Small car sales

"As part of General Motors Company (GM)'s restructuring, it plans to revive one of its idled U.S. factories for the production of a small car (the f actories under consideration included one in or near the cars in busville and Orion Township areas of Michigan, one in Wisconsin, and one in Tennessee; the factory in Michigan was ultimately selected to be revived, but only 1,200 out of a

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former 3,400 jobs will be left). The new small car will add to a group of small and fuel-efficient vehicles that the company is planning to roll out in the near future. The retooled plant will be capable of building 160,000 cars annually, including both small and compact v ehicles.

Canada
In March 2005, the Canadian Crown-in-Council provided C$200 million in incentives to General Motors for its Ontario plants to expand production and provide jobs, according to Jim Harris. Similar incentives were promised to non-North American auto companies like Toyota. Ontario Premier Dalton McGuinty, said the money pledged for the project by the provincial Crown of Ontario and by the federal government was well spent.

China
The Buick brand is especially strong in China, led by the Buick Excelle subcompact. The last emperor of China owned a Buick. The Cadillac brand was introduced in China in 2004, starting with imports from the United States. GM pushed the marketing of the Chevrolet brand in China in 2005 as well, moving the former Buick Sail to that marque. The company manufactures most of its China market vehicles locally through Shanghai GM, a joint venture with the Chinese company SAIC, which was created on March 25, 1997. The Shanghai GM plant was officially opened on December 15, 1998, when the first Chinese -built Buick came off the assembly line. The SAIC-GM-Wuling Automobile joint-venture is also successfully selling trucks and vans under the Wuling marque (34% owned by GM). GM plans to invest $250m to create a research facility in Shanghai to develop hybrid cars and alternative fuel vehicles.

Labor relations
2007 General Motors strike On September 24, 2007 General Motors workers represented by the United Auto Workers union went on the first nationwide strike against GM since 1970. The ripple eff ect of the strike reached into Canada the following day as two car assembly plants and a transmission facility were forced to close. Overnight a tentative agreement was reached, however, and UAW officials declared the end of the strike in a news conference at 4 a.m. on September 26. By the following day, all GM workers in both countries were back to work. A new labor contract was ratified by UAW members exactly one week after the tentative agreement was reached, passing by a majority 62% vote. In the contract are several product and employment guarantees stretching well into the next decade. One of GM's key future products, the Chevy Volt, was promised to the GM Poletown/Detroit-Hamtramck plant in 2010. Also included is a VEBA (Voluntary Employee Beneficiary Association) which will transfer retiree health care obligations to the UAW by 2010. This eliminates more than $50 billion from GM's healthcare tab. It will be funded by $30 billion in cash and $1.4 billion in GM stock paid to the

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UAW over the next four years of the contract. It also eliminates 70% of the labor cost gap with GM's Japanese rivals. A strike at American Axle and Manufacturing Holdings Inc. will result in lost production of an additional 230,000 vehicles in the second quarter, with an estimated $1.8 billion impact on earnings before tax, and a total strike cost of $2.81 billion. Together with the United Auto Workers, GM created a joint venture dedicated to the quality of life needs of employees in 1985. The UAW -GM Center for human resources in Detroit is dedicated to providing GM salaried employees and GM UAW members programs and services related to medical care, diversity issues, education, training and tuition assistance, as well as programs related to work and family concerns, in addition to the traditional union-employer health and safety partnership.

2008 Canadian Auto Workers bargaining

In an unusual move, GM Canada and the Canadian Auto Workers (CAW) union ratified a new collective bargaining contract in May 2008, four months before the expiration of the existing contract. As part of the agreement, among other production commitments, GM pledged to maintain production at the Oshawa, Ontario pickup truck plant. Less than three weeks later, GM announced that rising gasoline prices and falling truck sales made it necessary to close certain truck and SUV plants, including the Oshawa pickup plant. In response, CAW members staged a 12-day blockade of the GM Canada headquarters. After further discussions with the CAW, GM agreed to compensate workers at the truck plant, as well as making product commitments for the Oshawa car assembly plant.

Labor costs
GM announced elimination of lifetime health benefits for about 100,000 of its white collar retirees at the end of 2008.

Auto racing
General Motors has an extensive history in numerous forms of racing. In particular, the Chevrolet Corvette has long been popular and successful in international road racing. GM also is a supplier of racing components, such as engines, transmissions, and electronics equipments. GM's Oldsmobile Aurora engine platform was successful in the Indy Racing League (IRL) throughout the 1990s, winning many races in the small V-8 class. GM has also done much work in the development of electronics for GM auto racing. An unmodified Aurora V-8 in the Aerotech, captured 47 world records, including the record for speed endurance in the Motorsports Hall of Fame of America. Recently, the Cadillac V-Series has entered motorsports racing. GM has also used many cars in the American racing series NASCAR. Currently the Chevrolet Impala is the only entry in the series but in the past the Pontiac Grand Prix, Buick Regal, Oldsmobile Cutlass, Chevrolet Lumina, Chevrolet Malibu, and the Chevrolet Monte Carlo were also used.

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In touring cars (mainly in Europe), Vauxhall is a key player and former champion in theBritish Touring Car Championship (BTCC) series and competes with aVauxhall Vectra in Super 2000 spec, although have announced plans to withdraw at the end of 2009. Opel used to participate in the DTM series and also in the 1980s in the World Rally Championship and other Rally Series with Group B Spec Opel Manta's before this category of Rallying was banned. Chevrolet competes with a Chevrolet Cruze in the FIA World Touring Car Cham pionship (WTCC). Tempus Sport and RML also compete with privately run Lacettis in the BTCC. In Australia, there is the prestigious V8 Supercar Championship which is battled out by the two main rivals of (GM) Holden and Ford. The current Holden Racing Team cars are based on the Holden Commodore and run a 5.0-litre V8-cylinder engine producing 635bhp (474 kW). These cars have a top speed of 294 km/h (183 mph) and run 0100 km/h in 3.8 seconds. The Holden Racing Team is Australia's most successful team in Australian Touring Car History. In 2006 & 2007, the Drivers championship was won by the very closely linked HSV Dealer Team.

Alternative propulsion initiatives

The company has long worked on alternative-technology vehicles, and has recently led the industry with ethanol burning flexible-fuel vehicles that can run on either E85 (ethanol) or gasoline. The company was the first to use turbochargers and was an early proponent of V6 engines in the 1960s, but quickly lost interest as themuscle car race took hold. They demonstrated gas turbine vehicles powered by kerosene, an area of interest throughout the industry, but abandoned the alternative engine configuration in view of the 1973 oil crisis. In the 1970s and 1980s, GM pushed the benefits of diesel engines and cylinder deactivation technologies with disastrous results due to poor durability in theOldsmobile diesels and drivability issues in the Cadillac V8-6-4 variable cylinder engines. In 1987, GM, in conjunction with AeroVironment, built the Sunraycer, which won the inaugural World Solar Challenge and was a showcase of advanced technology. Much of the technology from Sunraycer found its way into the Impact prototype electric vehicle (also built by Aerovironment) and was the predecessor to the General Motors EV1. GM supported a compromise version of theCorporate Average Fuel Economy(CAFE) standard increase from 27 mpg-US (8.7 L/100 km; 32 mpg-i mp) to 35 mpg-US (6.7 L/100 km; 42 mpg-i mp), the first such increase in over 20 years.

Hybrid electric initiative

Chevrolet Volt
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Chevrolet Volt.
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Chevrolet Tahoe Hybrid 2009. In May 2004, GM delivered the world's first full sized hybrid pickups, the 1/2 -ton Silverado/Sierra. These hybrids did not use electrical energy for propulsion, like GM's later designs. In 2005, theOpel Astra diesel Hybrid concept vehicle was introduced. The 2006 Saturn Vue Green Line was the first hybrid passenger vehice from GM and is also a mild design. GM l has hinted at new hybrid technologies to be employed that will be optimized for higher speeds in freeway driving. GM currently offers two types of hybrid systems. The first type, used in the Saturn Vue, Saturn Aura, and Chevrolet Malibu, is what GM calls theBAS Hybrid system a type of mild hybrid which was canceled in 2009. The second hybrid drive system, codeveloped with Daimler AG and BMW, is called a "Two-Mode Hybrid". The two-mode is used by the Chevrolet Tahoe/GMC Yukon and will later be used on the Saturn Vue (cancelled), Cadillac Escalade, GM 1/2 -ton pickups and possibly other vehicles. GM's current hybrid electric models:

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GM has recently introduced the concept cars Chevrolet Volt and Opel Flextreme, which are electric vehicles with back-up generators, powered by gasoline, E85, or fuel cells. According to GM, a production Chevrolet Volt will be available by late 2010 as a 2011 model. The GM Magic Bus is a hybrid powered bus. GM sold 843 hybrids of all types during the first quar of 2008, according to the industry ter newspaper. Compare that with Ford, which sold 5,225 hybrids during that time. CSM Worldwide, expects GM to seriously increase its hybrid output, turning the automaker into a

2009 Saturn Vue Green Line Hybrid (discontinued) 2009 Saturn Aura Green Line Hybrid (discontinued) 2009 GMC Yukon Hybrid 2009 Chevrolet Malibu Hybrid (discontinued) 2009 Chevrolet Tahoe Hybrid 2009 Cadillac Escalade Hybrid 2009 Chevrolet Silverado Hybrid 2009 GMC Sierra Hybrid

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serious contender within the next few years He expects it to produce 40,000 to 50,000 hybrids . this year, more than doubling last year's production.

All-electric vehicles
General Motors EV1
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Electric car EV1 shown plugged into charging station GM was the first American company (in the modern era)to release an all-electric automobile. In 1990, GM debuted the revolutionary "Impact" concept car at the Los Angeles Auto Show. It was the first car with zero-emissions marketed in the US in over three decades. The Impact was eventually produced as the EV1 for the 1996 model year. It was available through dealers located in only a few regions (e.g., California, Arizona, Georgia). Vehicles were leased, rather than sold, to individuals. In 1999 GM decid to cease production of the vehicles. ed On September 16, 2008, as part of its 100th anniversary celebration, GM unveiled the "production" version of theChevrolet Volt at the GM headquarters in Detroit.

Battery packs for electric vehicles

GM will build battery packs with LG Chem in Michigan. GM also plans to build an automotive battery laboratory in Michigan. GM will take full responsibility for all the battery management systems and power electronics.The company will build a new factory in Michigan, but a specific site has yet to be announced, in part because negotiations are ongoing with state and local authorities on the usual financial incentives and approvals. LG Chem's US subsidiary, Compact Power of Troy, Michigan, has been building the prototype packs for the development vehicles and will continue to provide integration support and act as a liaison for the program.

Hydrogen initiative

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Sequel, a fuel cell-powered vehicle from GM. GM has prided its research and prototype development ofhydrogen powered vehicles to be , produced in early 2010, using a support infrastructure still in a prototype state. The economic feasibility of the technically challenging hydrogen car, and the low -cost production of hydrogen to fuel it, has also been discussed by other automobile manufacturers such as Ford and Chrysler.

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Flexible-fuel vehicles
North American market
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The E85, FlexFuel, Chevrolet Impala LT 2009. GM produces several flexible-fuel vehicles that can operate on E85 ethanol fuel or gasoline, or any blend of both. Since 2006 GM started featuring a bright yellow gas cap to remind drivers of the E85 capabilities, and also using badging with the text "Flexfuel/E85 Ethanol" clearly mark to the car as an E85 FFV. GM is the North American leader in E85 flex fuel vehicles, with over 3 million FlexFuel vehicles on the road in the U.S. As of 2009, GM offers 18 ethanol -enabled FlexFuel cars and trucks in the US, and produce morethan one million new FlexFuel vehicles. GM's goal is to have half of their annual vehicle production be E85 or biodiesel capable by 2012.

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Brazilian market
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Brazilian Chevrolet Celta FlexPower. GM's largest overseas subsidiary is General Motors do Brasil which started producing flexible, fuel vehicles since its inception in the Brazilian market in 2003. Like other Brazilian flexfuel vehicles, GM's flex fuel cars and light -duty trucks are optimized to run on any mix ofE20-E25 gasoline and up to 100% hydrous ethanol fuel (E100). GM launched its first flex fuel in une 2003, the Chevrolet Corsa 1.8 FlexPower, just two months after the first flex car was launched by another Brazilian carmaker. GM do Brasil also introduced the MultiPower engine in August 2004, which was capable of using natural gas (CNG), ethanol and gasoline (E20-E25 blend) as fuel, and it was used in the multifuel Chevrolet Astra 2.0 model 2005, aimed at the local taxi cab market. The Brazilian GM Powertrain unit also developed the EconoFlex technology, used for the first time in the Chevrolet Prisma 1.4, which allows the flex fuel engine tomaximize fuel economy and power. Due to the success and rapid consumer acceptance of the flex versions, GM sold 192,613 flex vehicles and 135,636 gasoline -powered automobiles in 2005, jumping to 501,681 flexfuel vehicles, while only 949 cars and 6,834 li trucks powered by gasoline were sold in 2007, and ght reaching new car sales of 535.454 flex fuels in 2008, representing 97 percent of all cars and light duty trucks sold in that year.

Philanthropy
Since 1996, General Motors has been the exclusive sourceof funding for Safe Kids USA's "Safe Kids Buckle Up" program, a national initiative to ensure child automobile safety through education and inspection. Through 2002, the Pace Awar program led by GM, EDS, and SUN ds Microsystems, gave over $1.2 billion of inkind contributions which includes computers to over 18 universities to support engineering education. In 2009, the GM led group has helped the Pace Awards program worldwide. General Motors is a leading contributor to charity. In 2004, GM gave $51,200,000 in cash contributions and $17,200,000 in -kind donations to charitable causes.

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Politics
In the 2008 election cycle, General Motors contributed $802,414, with 52% of that amountoing g to the Democrats and 48% to the Republicans. GM's Saturn division put up a display at the 2009 Detroit Auto Show congratulating Barack Obama on his election as the first African -American president of the United States.

nvironmental issues
In the middle of 1999, the Environmental Protection Agency(EPA) removed 23,000 cubic yards (18,000 m3) of contaminated sediments and soil from the General Motors site inMassena, New York for disposal at a licensed facility in Utah. The amount contained 13,000cubic yards (9,900 m3 ) of contaminated sediments dredged from the St. Lawrence River. The sediments had been stored on the site since 1995. There was also 10,000 cubic yards (7,600 m3) of contaminated sludge from the active wastewater treatment plant on the General Motors property. The Political Economy Research Institute ranks GM 18th among corporations emitting airborne pollutants in the United States. The ranking is based on the emission quantity (8 million pounds in 2005) and toxicity. In September 2006, the state of California filed suit against General Motors, Chrysler, Nissan, Toyota, Honda, and Ford. The companies were accused of producing cars that emitted over 289 million metric tons of carbon per year in the United States, accounting for nearly 20% of carbon emissions in the United States and 30% of carbon emissions in California. This lawsuit was dismissed by a judge in September 2007. The Union of Concerned Scientists ranked General Motors as seventh out of the eight world's largest automakers in 2007 for environmental performance. The repot noted that GM r manufactured the most vehicles achieving 30 mpg-US (7.8 L/100 km; 36 mpg-imp) or better, but also the most vehicles under 15mpg-US (16 L/100 km; 18 mpg-imp).

Brands
Current brands
Years used 1908 Buick present 1909 Cadillac present 1912 GMC present 1917 Chevrolet present Mar ue

Markets
North America, China, Israel, Taiwan Global (except South America, India, SE Asia, Australia) North America, Middle East Global (except Australia)
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Vauxhall

South Korea, Latin America, Europe

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Welch (19031911) Rainier (19051911) Welch-Marquette (see Marquette) Cartercar (19051915) Elmore (19091912) Rapid Truck (19091912) Reliance Truck (19091912) Welch-Detroit (19101911) Marquette (1912) Peninsular (1912) (see Marquette) Samson Tractor (19171922) Scripps-Booth (19171923) Marquette (1930) Oakland (19091931) Viking (19291931) LaSalle (19271940) McLaughlin (19181942) Yellow Coach (19251943) Beaumont (19661969) Envoy (19601970) Acadian (19621971) Ranger (19681976) Bedford Vehicles (19291987) General Motors Diesel Division(19381987) Passport (19881991) Asna (1993) Geo (19891997) Oldsmobile (18932004) Pontiac (19262010) Saturn (19852010) Hummer (19922010)

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Discontinued brands

1925 present 1929 Opel present 1948 Holden present 2002 Daewoo present

United Kingdom China, Europe (except UK), Russia, South Africa, Middle East, Singapore Australia, New Zealand, Middle East (not Kuwait), South Korea, South Africa, UK, apan (by Autoprestige)

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Sold brands
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Former affiliates
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Spin-offs
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People

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Wayne Cherry John DeLorean Pierre S. du Pont William C. Durant Harley Earl Robert Lutz Irving Jacob Reuter

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GM Defense 19502003 was once part of General Motors Diesel Division and as General Dynamics Land Systems division of General Dynamics Electro Motive Division of General Motors was also once part of General Motors Diesel Division and now known as Electro-Motive Diesel Detroit Diesel sold to Penske Corporation; broken up and portion sold to the former Daimler-Chrysler AG (now Daimler AG); now part of Daimler AG Transit division was sold to Motor Coach Industries and Transportation Manufacturing Corporation o RTS and Classic bus rights owned by MCI And TMC were sold off to Nova Bus; now produced by Millennium Transit Services Diesel Division of General Motors of Canada Limited spun off and later acquired by General Motors Canadaas Diesel Division of General Motors of Canada Limited EDS Electronic Data Systems Hughes Electronics (NowThe DirecTV Group[Liberty Media]) 1999 GM spun off its parts making operations as Delphi

Fiat (20002005), GM owned 20% at one time with put option Fuji Heavy Industries, manufacturer of Subaru (19992006), GM owned 20% at one time Isuzu (19712006), GM owned 49% at one time Suzuki (19812008), GM owned over 20% at one time

Frigidaire (19191979), sold to Ohio -based White Consolidated Industries Lotus (19861993), sold to Luxembourgish A.C.B.N. Holdings S.A. Saab (19892010), sold to Dutch supercar manufacturerSpyker Cars NV

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Alfred P. Sloan Ray G. Young

Books and films

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Industry associations
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Competitions
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EcoCAR

Lists
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Category
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GM vehicles by brand

Lawsuits
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GM Instrument Cluster Settlement

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References

List of GM engines List of GM factories List of GM platforms List of GM transmissions

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Alliance of Automobile Manufacturers United States Council for Automotive Research

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Final ffer 1985 Canadian TV documentary that shows the 1984 GM contract negotiations that resulted in the union split of the Canadian arm of the UAW. Roger & Me 1989 American documentary film directed by independent filmmaker/author Michael Moore (his first). The film criticizes General Motors for closing down its factories in Moore's home-town of Flint, Michigan, despite record profits. After many Flint residents lose jobs at GM, Moore claims, the town descends into economic chaos. Who Killed the Electric ar? 2006 documentary film written and directed by Chris Paine that explores the creation, limited commercialization, and subsequent destruction of the battery electric vehicle in the U.S., specifically the General Motors EV1 of the 1990s.

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ne s/us/en/2010/Feb/0223_Saab

12. "GM Media Online". Media.gm.com. 2009-01-21. http://media.gm.com/servlet/GatewayServlet?target=http://image.emerald.gm.com/gmne ws/viewmonthlyreleasedetail.do?domain=828 docid=51535 . Retrieved 2009-06-01. 13. "GM's China vehicle sales in 2009 rose 66.9%". 4wheelsnow.com. January 5, 2009. http://www.4wheelsnews.com/gms-china-vehicle-sales-in-2009-rose-669-percent/. Retrieved 2010-01-25. 14. "Howes: GM's 20-year global plan unraveling". detnews.com. March 5, 2009. http://www.detnews.com/apps/pbcs.dll/article?AID=/20090305/OPINION03/903050366/ 1148/ source=nletter-business. Retrieved 2009-06-01. 15. Burr, Barry S. (February 23, 2009).GM's pension fund. Crain co unications, Pensions & Invest ents. Retrieved on July 15, 2009. 16. "Site Profile for gm.com (rank #1,388)". Siteanalytics.compete.com. http://siteanalytics.compete.com/gm.com?metric=uv. Retrieved 2009-06-01. 17. "Going Global". New York Times. 2009-06-04. http://www.nytimes.com/imagepages/2009/06/04/business/04overseas.graf01.ready.html . Retrieved 2009-06-06. 18. General Motors Company SEC filing 10-Q 1st-quarter 2009, p.94

1. Ferguson, Rob; Tony Van Alphen (June 2, 2009). "From General to Government Motors". thestar.co (Toronto Star). http://www.thestar.com/Article/643958. Retrieved September 6, 2009. 2. GM company profie. Retrieved 2009-07-010. 3. http:// .nytimes.com/2008/12 /25/business/25gmac.html?em 4. Strott, Elizabeth (2009-01-21). "Toyota takes sales crown from GM". MS Money (Microsoft Money). http://articles.moneycentral.msn.com/Investing/Dispatch/Toyotatakes-sales-crown-from-GM.aspx. Retrieved 2009-06-01. 5. "Global 500 2009: Industry: - FORTUNE on CNNMoney.com". Money.cnn.com. 200907-20. http://money.cnn.com/magazines/fortune/global500/2009/industries/19/index.html . Retrieved 2009-10-12. 6. Kuhnhenn, Jim (May 27, 2009). "Washington Wags Call GM 'Government Motors'". TheStreet.co . http://www.thestreet.com/story/10506245/1/washington-wags-call-gmgovernmentmotors.html?cm_ven=GOOGLEFI. Retrieved September 6, 2009. 7. Ikenson, Daniel J.; Howard Wial (June 5, 2009). "Will Government Motors do better than General Motors?". Los ngeles Ti es. http://www.latimes.com/news/opinion/opinionla/la-oew-ikenson-wial52009jun05,0,5593785.story. Retrieved September 6, 2009. 8. King, Neil. "Politicians Butt In at Bailed-Out GM - WSJ.com". Online.wsj.com. http://online.wsj.com/article/SB125677552001414699.html . Retrieved 2009-10-30. 9. Stoll, John D.; David McLaughlin (July 2, 2009). "General Motors Aims for IPO Next Year".T e W ll Street J r l. http://online.wsj.com/article/SB124646098696280443.html . Retrieved August 14, 2009. 10. "GM Decides to Keep Opel, Kills Sale Agreement With Magna". Wardsauto.com. 200911-03. http://wardsauto.com/home/gm_keep_opel_091103/. Retrieved 2009-12-05. 11. http://media.gm.com/content/media/us/en/ne s/ne s_detail.brand_gm.html/content/Pages/

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19. " M Names Its overnment-Appointed oard Members - Automotive * S * Ne s * Story". CNBC.com. http://www.cnbc.com/id/32108453. Retrieved 2009-10-12.

Further reading
Articles

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Books

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Barabba, Vincent P. (2004). Surviving Transfor ation: Lessons fro M's Surprising Turnaround. New York: Oxford University Press. ISBN 9780195171419 . OCLC 474580094. Chandler, Alfred D., Jr. (1964). Giant Enterprise: Ford, General Motors, and the uto obile Industry . New York: Harcourt, Brace World. ISBN 9780405133497 . OCLC 63017200. Cray, Ed (1980). Chro e Colossus: General Motors and Its Ti es. New York: McGrawHill. ISBN 9780070134935 . OCLC 6223723. Farber, David R. (2002). Sloan Rules: lfred P. Sloan and the Triu ph of General Motors. Chicago: University of Chicago Press. ISBN 9780226238043 . OCLC 49558636. Gustin, Lawrence R. (2008) [1973]. Billy urant: Creator of General Motors . Ann Arbor: University of Michigan Press. ISBN 9780472033027. OCLC 179794253. Halberstam, David (1986). The Reckoning . A Thomas Congdon book. New York: Morrow. ISBN 9780688048389 . OCLC 246158814. Keller, Maryann (1989). Rude akening: The Rise, Fall, and Struggle for Recovery of General Motors. New York: Morrow. ISBN 9780688075279. OCLC 423222597. Kimes, Beverly Rae (editor) (1989). The Standard Catalogue of erican Cars 1805 1942, 2nd edition . Iola, Wisconsin: Krause Publications. ISBN 0-87341-111-0. Leslie, Stuart W. (1983). Boss Kettering. New York: Columbia University Press. ISBN 9780231056007 . OCLC 8845819. Maxton, Graeme P.; Wormald, John (2004). Ti e for a Model Change: Re-Engineering the Global uto otive Industry . Cambridge, U.K.: Cambridge University Press. ISBN 9780521837156 . OCLC 54826137.

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"G.M.s Road From Prosperity to Crisis". The e York Ti es. May 31, 2009. http://www.nytimes.com/interactive/2009/05/31/business/20090531_GM_TIMELINE.ht ml. Retrieved June 1, 2009. "Automotive Industry Crisis". The e York Ti es. undated. http://topics.nytimes.com/top/reference/timestopics/subjects/c/credit_crisis/auto_industry/ index.html. Retrieved June 1, 2009.

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TATA MOTORS CORPORATIONS:

Toyota Jidosha Kabushiki gaisha -

Products Revenue Operating income Net income Total assets Total e uity
Emp oyees Subsidiaries

ebsite

& '

&

Public (TYO: 7203) & (NYSE: TM) Automotive Robotics Financial services Biotechnology Founded 1937 Kiichiro Toyoda :Toyota City, Aichi, Japan; Worldwide Cho (Chairman and Representative Director) Katsuaki Watanabe (Vice chairman and Representative Director) Akio Toyoda (President and Representative Director) Shoichiro Toyoda (Honorary Chairman) Automobiles Financial Services US$208.995 billion (2009) US$-4.69 billion (2009) US$-4.45 billion (2009) US$295.86 billion (2009) US$102.425 billion (2009) 316,121 522 www.toyota.co.jp/en

Type

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Industry

Founder(s) Head uarters Area served Key people Fujio

    

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Maynard, Micheline (2003). The nd o De o : How he B g Th ee Lo The G p on he Ame can Ca a ke. New York: Currency/Doubleday. ISBN 9780385507691. OCLC 52623614. Pelfrey, William (2006). B y, A ed, and Gene a o o : The S o y o Two Un que en, a Legenda y Company, and a Rema kab e T me n Ame can H o .y New York: AMACOM. ISBN 9780814408698 OCLC 61362777. . Rae, John Bell (1965). The Ame can Au omob e; A B e H o y The Chicago history . of American civilization. Chicago: University of Chicago Press. OCLC 236834.

 

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Toyota Motor Corporation :

(Japanese: Toyota Jid sha Kabushiki-gaisha? , TYO: 7203), commonly known simply as Toyota, is a multinational corporation headquartered in Japan. At its peak, Toyota employed approximately 320,000 people worldwide. It is the world's largest automobile maker by sales. The company was founded by Kiichiro Toyoda in 1937 as a spinoff from his father's company Toyota Industries to create automobiles. Three years earlier, in 1934, while still a department of Toyota Industries, it created its first product, the Type A engine, and, in 1936, its first passenger car, the Toyota AA. Toyota also owns and operates Lexus and Scion brands and has a majority shareholding stake in Daihatsu and Hino Motors, and minority shareholdings in Fuji Heavy Industries, Isuzu Motors, Yamaha Motors, and Mitsubishi Aircraft Corporation. The company includes 522 subsidiaries. Toyota is headquartered in Toyota City, Aichi and in Tokyo. In addition to manufacturing automobiles, Toyota provides financial services through its Toyota Financial Services division and also builds robots. Toyota Motor Corporation (including Toyota Financial Services) and Toyota Industries form the bulk of the Toyota Group, one of the largest conglomerates in the world.

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1 History o 1.1 Recent company developments  1.1.1 20072010 financial crisis  1.1.2 20092010 vehicle recalls 2 Name 3 Company overview 4 Logo and branding o 4.1 Toyota Trademarks o 4.2 Marketing 5 Toyota philosophy o 5.1 Toyota Production System 6 Operations o 6.1 Worldwide presence  6.1.1 Toyota North America 7 Electric technology o 7.1 Plug-in hybrids o 7.2 All-electric vehicles 8 Pickup trucks 9 Motorsport o 9.1 TRD 10 Non-automotive activities o 10.1 Aerospace o 10.2 Philanthropy o 10.3 Higher education o 10.4 Robotics o 10.5 Finance

Contents

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History
Main article: History of Toyota Toyota started in 1933 as a division of Toyoda Automatic Loom Works devoted to the production of automobiles under the direction of the founder's son, Kiichiro Toyoda. Its first vehicles were the A1 passenger car and the G1 in 1935. Toyota Motor Co. was established as an independent company in 1937.

Recent company developments

20072010 financial crisis

On May 8, 2009, Toyota reported a record annual net loss of US$4.2 billion, making it the latest automobile maker to be severely affected by the 2007-2010 financial crisis.
20092010 vehicle recalls

Main article: 20092010 Toyota vehicle recalls In January 2010, Toyota announced recalling up to 1.8 million cars across Europe, including about 220,000 in the UK, following an accelerator problem. The US Transportation Department has opened an investigation into brake problems in Toyota vehicles. This is after the department received 124 reports from drivers about the issue, including four involving crashes.

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o 10.6 Agricultural biotechnology 11 Financial information o 11.1 Government bailouts 12 Production and sales numbers 13 Environmental record 14 See also 15 References 16 External links

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The company said its recall could cost the company up toUS$2 billion (GB1.25 billion) in lost output and sales. Toyota later recalled the Prius model after problems were found in the ABS system. Many Toyota models were involved, covering 20072010 model years. The U.S. Sales Chief, James Lentz, was questioned by the United States Congress committees on Oversight and Investigations on February 23, 2010, as a result of recent recalls. On 26 March Toyota said it would halt production in France and Britain for 12 days because of poor sales following vehicles recalls. On 6th April 2010, The US government sought a record penalty from Toyota for deliberately hiding information on defective accelerator pedals. On April 13, 2010, Toyota will be temporarily halting sales of the 2010 Lexus GX 460 after Consumer Reports issued a ra "Don't Buy" warning amid concerns the large SUV has handling re problems that could cause it to roll over during sharp turns. On April 16, 2010, Toyota announced that it will recall 600,000Sienna minivans because the rusting spare-tire cable could create a potential road hazard. On April 19, 2010, Toyota has declared that it will pay theUS$16.375 million fine, which was imposed by the National Highway Traffic Safety Administrationon April 5, for failure to notify the NHTSA regarding the brake problem.

Name
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Toyota headquarters in Toyota City, Japan Vehicles were originally sold under the name "Toyoda" ( ), from the family name of the company's founder, Kiichir Toyoda. In September 1936, the company ran a public competition to design a new logo. Out of 27,000 entries the winning entry was the three Japanese katakana letters for "Toyoda" in a circle. ButRisabur Toyoda, who had married into the family and was not born with that name, preferred "Toyota" ( ) because it took eight brush strokes (a fortuitous number) to write in Japanese, was visually simpler (leaving off the diacritic at the end) and with a voiceless consonant instead of a voiced one (voiced consonants are considered to have a "murky" or "muddy" sound compared to voiceless consonants, which are "clear"). Since "Toyoda" literally means "fertile rice paddies", changing the name also helped to distance the company from associations with old -fashioned farming. The newly formed word was trademarked and the company was registered in August 1937 as the "Toyota Motor Company".

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In predominantly Chinese -speaking countries or regions usingtraditional Chinese characters e.g. , Hong Kong and Taiwan, Toyota is known as " ". In predominantly Chinese speaking countries using simplified Chinese characters (e.g. China), Toyota is known as " " (pronounced as "F ngtin" in the Mandarin Chinese dialect). These are the same characters as the founding family's name "Toyoda" in Japanese, which translate to "fertile rice paddies" in the Chinese language as well. From September 1947, Toyota's small sized vehicles were sold under the name "Toyopet" ( ). The first vehicle sold under this name was theToyopet SA but it also included vehicles such as the Toyopet SB light truck, Toyopet Stout light truck,[26] Toyopet Crown and the Toyopet Corona. However, when Toyota eventually entered the American market in 1957 with the Crown, the name was not well received due to connotations of toys and pets. The name was soon dropped for the American market but continued in other markets until the mid 1960s.

Company overview
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With over 30 million sold, the Corolla is one of the most popular and best selling cars in the world. The Toyota Motor Company received its first Japanese Quality Control Award at the start of the 1980s and began participating in a wide variety ofmotorsports. Due to the 1973 oil crisis, consumers in the lucrative U.S. market began turning to small cars with better fuel economy. American car manufacturers had considered small economy cars to be an "entry level" product, and their small vehicles employed a low level of quality in order to keep the price low. By the early sixties, the US had begun placing stiff import tariffs on certain vehicles. The Chicken tax of 1964 placed a 25% tax on imported commercials vans. In response to the tariff, Toyota, Nissan Motor Co. and Honda Motor Co. began building plants in the U.S. by the early eighties.

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In 1982, the Toyota Motor Company and Toyota Motor Sales merged into one company, the Toyota Motor Corporation. Two ye later, Toyota entered into a joint venture withGeneral ars Motors called NUMMI, the New Un ed o o anu ac u ng, Inc, operating an automobilemanufacturing plant in Fremont, California. The factory was an old General Motors plant that had been closed for two years. Toyota then started to establish new brands at the end of the 1980s, with the launch of their luxury di vision Lexus in 1989. In the 1990s, Toyota began to branch out from producing mostly compact cars by adding many larger and more luxurious vehicles to its lineup, including a full -sized pickup, the T100 (and later the Tundra); several lines of SUVs; a sport version of theCamry, known as the Camry Solara; and the Scion brand, a group of several affordable, yet sporty, automobiles targeted specifically to young adults. Toyota also began production of the world's best -selling hybrid car, the Prius, in 1997. With a major presence in Europe, due to the success ofToyota Team Europe, the corporation decided to set up TMME, Toyo a o o u ope a ke ng ng nee ng to help market , vehicles in the continent. Two years later, Toyota set up a base in the United Kingdom, UK, T as the company's cars had become very popular among British drivers. Bases in Indiana, Virginia and Tianjin were also set up. In 1999, the company decided to list itself on the New York and London Stock Exchanges .

Toyota Deutschland's headquarters in Cologne In 2001, Toyota's Toyo Trust and Banking merged to form the UFJ, Un ed F nanc a o Japan , which was accused of corruption by the Japan's government for making bad loans to alleged Yakuza crime syndicates with executives accused of blocking Financial Service Agency inspections. The UFJ was listed amongFo une agaz ne' largest money-losing corporations in the world, with Toyota's chairman serving as a director. A the time, the UFJ was one of the t largest shareholders of Toyota. As a result of Japan's banking crisis, the UFJ was merged again to become Mitsubishi UFJ Financial Group. In 2002, Toyota managed to enter a Formula One works team and establish joint ventures with French motoring companies Citron and Peugeot a year after Toyota started producing cars in France. Toyota ranked eighth on Forbes 2000 list of the world's leading companies for the year 2005. The company was number one in global automobile sales for the first quarter of 2008.

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On December 7, 2004, a U.S. press release was issued stating that Toyota would be offering Sirius Satellite Radios However, as late as January 27, 2007, Sirius Satellite Radio and XM . Satellite radio kits were not available for Toyota factory radios. While the press release enumerated nine models, only limited availability existed at the dealer level in the U.S. As of 2008, all Toyota and Scion models have either standard or available XM radio kits. Major Lexus dealerships have been offering satellite radio kits for Lexus vehicles since 2005, in addition to factory-equipped satellite radio models. In 2007, Toyota released an u pdate of its full size truck, theTundra, produced in two American factories, one in Texas and one in Indiana. "Motor Trend" named the Tundra "Truck of the Year," and the 2007 Toyota Camry "Car of the Year" for 2007. It also began the construction of two new factories, one to build theRAV4 in Woodstock, Ontario, Canada and the other to build the Toyota Prius in Blue Springs, Mississippi, USA. This plant was originally intended to build the Toyota Highlander, but Toyota decided to use the plant inPrinceton, Indiana, USA instead. , The company has also found recent success with its smaller models the Corolla and Yaris as gas prices have risen rapidly in the last few years. In 2009-2010, the company was heavily in debt and had to request a loan of more than $3 billion from a bank backed by the Japanese government.

Logo and branding

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The 1936 Toyota Model AA, with the original Toyoda logo In 1936, Toyota entered the passenger car market with its Model AA and held a competition to establish a new logo emphasizing speedfor its new product line. After receiving 27,000 entries, one was selected that additionally resulted in a change of its monikor to "Toyota" from the family name "Toyoda." It was believed that the new name sounded better and its eight -stroke count in the Japanese language was associated with wealth and good fortune. The original logo no longer is found on its vehicles but remains the corporate emblem used in Japan. Still, there were no guidelines for the use of the brand name, "TOYOTA", which was used throughout most of the world, which led to inconsistencies in its worldwide marketing campaigns.

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MEGAWEB, Toyota's permanent exhibition showroom and museum in Odaiba, Tokyo To remedy this, Toyota introduced a new worldwide logo in 1989 in conjunction with an to d differentiate it from the newly released luxury Lexus brand. There are three ovals in the new logo that combine to for the letter "T", which stands for Toyota. The overlapping of the two perpendicular ovals inside the larger oval represent the mutuall beneficial relationship and trust y that is placed between the customer and the company while the larger oval that surrounds both of these inner ovals represent the "global expansion of Toyota's technology and unlimited potential for the future." The logo started appearing on all printed material, advertisements, and dealer signage starting in 1990 and on the cars themselves in 1991.

Toyota Trademarks
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The stylized Toyota logo word in stylized form, trademarked at theUSPTO, and filed by Toyota Jidosha Kabushiki Kaisha 1957 is the year the first Toyota vehicles were exported to the United States by the Toyota Motor Sales, U.S.A., Inc.[35] However, it wasn't until Friday, June 9, 1967 hat the first trademark t application with the USPTO for TOYOTA was filed by Toyota Jidosha Kabushiki Gaisha. The trademark application was filed for Automobiles and motor trucks in Class 19, Non-me a c Bu d ng a e a . It also indicates the first use of the trademark name was on March 29, 1958. The application also includes a reference that, "Toyo a" translates in English to,"R ch e d." This is likely a variation of the Toyoda family name translation of "fertile rice paddies." U.S. trademark registration was on January 30, 1968.

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The stylized depiction of the letter "T" logo, trademarked at the USPTO, and filed by Toyota Jidosha Kabushiki Kaisha Toyota also submitted trademark application at the same time on June 9, 1967 for the first auto models imported to the United States Corona, and Crown. Registration was granted on January 30, 1968 and February 6, 1968 respectively. Regarding Toyota's current "T" logo, a trademark was filed on Friday, September 15, 1989 with registration to Toyota Jidosha Kabushiki Kaisha granted on October 12, 1993. The "T" design code is described by the USPTO with multiple descriptions for the geometric designed logo. Code 26032 for, "Plain single line ovals;" 260316 for, "Ovals touching or interse cting;" 260317 for, "Concentric ovals and ovals within ovals;" and 270301 for, "Geometric figures forming letter or numerals, including punctuation." The "T" trademark is filed in the Vehicles and Products for locomotion by land, air or water category for automobiles and structural parts thereof. Toyota, Corona, Crown, and the "T" logo trademarks are all registered and renewed and owned by Toyota Motor Company, Ltd., Toyota-shi, Aichi-ken, Japan.

Marketing
Toyota's marketing efforts have focused on emphasi zing the positive experiences of ownership and vehicle quality. The ownership experience has been targeted in slogans such as "Oh, what a feeling!" (19781985, in the U.S.), "Who could ask for anything more" (1986 1989), "I love what you do for me, Toyota!" (19901997), "Everyday" (19972000)", "Get the feeling!" (2001 2004), and "Moving Forward" (2004 present).

Toyota philosophy
The Toyota Way Toyota's management philosophy has evolved from the company's origins and has been reflected in the terms "Lean Manufacturing" and Just In Time Production, which it was instrumental in developing. Toyota's managerial values and business methods are known collectively as the Toyota Way. In April 2001 the Toyota Motor Corporation adopted the "Toyota Way 2001," an expression of values and conduct guidelines that all Toyota employees should embrace. Under the two headings of Respect for People and Continuous Improvement, Toyota summarizes its values and conduct guidelines with the following five principles:

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Challenge Kaizen (improvement)

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Genchi Genbutsu (go and see) Respect Teamwork

According to external observers, the Toyota Way has four components:

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The Toyota Way incorporates the Toyota Production System.

Toyota Production System

Main article: Toyota Production System Toyota has long been recognized as an industry leader in manufacturing and production. Three stories of its origin have been found, one that they studied Piggly-Wiggly's just-in-time distribution system, one that they followed the writings of W. Edwards Deming, and one that they were given the principles from a U.S. Army training program (Training Within Industry). It is possible that all these, and more, are true. Regardless of the origin, the principles described b y Toyota in its management philosophy, The Toyota Way, are: Challenge, Kaizen (improvement), Genchi Genbutsu (go and see), Respect, and Teamwork. As described by external observers of Toyota, the principles of the Toyota Way are:
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1. Base your management decisions on a long-term philosophy, even at the expense of short-term goals 2. Create continuous process flow to bring problems to the surface 3. Use "pull" systems to avoid overproduct ion 4. Level out the workload 5. Build a culture of stopping to fix problems, to get quality right the first time 6. Standardized tasks are the foundation for continuous improvement and employee empowerment 7. Use visual control so no problems are hidden 8. Use only reliable, thoroughly tested technology that serves your people and processes 9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others 10. Develop exceptional people and teams who follow your companys philosophy 11. Respect your extended network of partners and suppliers by challenging them and helping them improve 12. Go and see for yourself to thoroughly understand the situation (genchi genbutsu) 13. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly

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Long-term thinking as a basis for management decisions. A process for problem-solving. Adding value to the organization by developing its people. Recognizing that continuously solving root problems drives organizational learning.

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14. Become a learning organization through relentless reflection and continuous improvement

Operations
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Toyota Pavilion at the Expo in Aichi Toyota has grown to a large multinational corporation from where it started and expanded to different worldwide markets and countries. It displaced GM and became the world's largest automobile maker for the year 2008. It held the title of the most profitable automobile maker (US$$11 billion in 2006) along with increasing sales in, among other countries, the United States. The world headquarters of Toyota are located in its home country in Toyota, Aichi, Japan. Its subsidiary, Toyota Financial Services sells financing and part cipates in other lines of i business. Toyota brands include Scion and Lexus and the corporation is part of the Toyota Group. Toyota also owns majority stakes inDaihatsu, and 16.7% of Fuji Heavy Industries, which manufactures Subaru vehicles. They also acquired 5.9% of Isuzu Motors Ltd. on November 7, 2006 and will be introducing Isuzu diesel technology into their products. Toyota has introduced new technologies including one of the first mass -produced hybrid gaselectric vehicles, of which it says it has sold 1 million globally (2007 -06-07), Advanced Parking Guidance System (automatic parking), a four -speed electronically controlled automatic with buttons for power and economy shifting, and an eight -speed automatic transmission. Toyota, and Toyota-produced Lexus and Scion automobiles, consistently rank near the top in certainquality and reliability surveys, primarily J.D. Power and Consumer Reports although they led in automobile recalls for the first time in 2009. In 2005, Toyota, combined with its halfowned subsidiary Daihatsu Motor Company produced , 8.54 million vehicles, about 500,000 fewer than the number produced by GM that year. Toyota has a large market share in the Unied States, but a small market share in Europe. Its also sells t vehicles in Africa and is a market leader in Australia. Due to its Daihatsu subsidiary it has significant market shares in seve fast-growing Southeast Asian countries. ral According to the 2008 Fortune Global 500, Toyota Motor is the fifth largest company in the world. Since the recession of 2001, it has gained market share in the United States. Toyota's market share struggles in Europe where its Lexus brand has three tenths of one percent market share, compared to nearly two percent market share as the U.S. luxury segment leader.

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Worldwide presence
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The Camry is assembled in several facilities around the world including Australia, China, Taiwan, UAE, Japan, Malaysia, Philippines, Russia, Thailand, India, Vietnam and the United States. Toyota has factories in most parts of the world, manufacturing or assembling vehicles for local markets. Toyota has manufacturing or assembly plants in Japan, Australia, India, Sri Lanka, Canada, Indonesia, Poland, South Africa, Turkey, Colombia, the United Kingdom, the United States, UAE, France, Brazil, Portugal, and more recently, Argentina, Czech Republic, Mexico, Malaysia, Thailand, Pakistan, Egypt, China, Vietnam, Venezuela, the Philippines, and Russia. Toyota's Sales and Distribution by Geographical Regions for the Year Ended 31 March, 2009

Geographic Region Total Sales ( Yen in millions) 8,152,884 Japan 8,771,495 North America 3,346,013 Europe 1,969,957 Asia 1,707,742 Others
In 2002, Toyota initiated the "Innovative International Multi -purpose vehicle" project (IMV) to optimize global manufacturing and supply systems for pickup trucks and multipurpose vehicles, and to satisfy market demand in more than 140 countries worldwide.IMV called for diesel engines to be made in Thailand, gasoline engines in Indonesia and manual transmissions in the Philippines, for supply to the countries charged with vehicle production. For vehicle assembly, Toyota would use plants in Thailand, Indonesia, Ar gentina, South Africa and Pakistan. These four main IMV production and export bases supply Asia, Europe, Africa, Oceania, Latin America and the Middle East with three IMV vehicles: TheToyota Hilux (Vigo), the Fortuner, and the Toyota Innova.

Toyota North America

Toyota Motor Engineering & Manufacturing North America Toyota Motor North Americaheadquarters is located in New York City and operates at a holding company level in North America Its manufacturing headquarters is located in Hebron, .

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Kentucky, and is known as Toyota Motor Engineering & Manufacturing North America or , TEMA.
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A Toyota dealership in Fremont, California. Toyota Canada Inc. has been in production in Canada since 1983 with an aluminium wheel plant in Delta, British Columbia which currently employs a workforce of roughly 260. Its first vehicle assembly plant, in Cambridge, Ontario since 1988, now produces Corolla compact cars, Matrix crossover vehicles and Lexus RX 350 luxury SUVs, with a workforce of 4,300 workers. Its second assembly operation in Woodstock, Ontario began manufacturing the RAV4 late in 2008. In 2006, Toyota's subsidiaryHino Motors opened a heavy duty truck plant, also in Woodstock, employing 45 people and producing 2000 trucks annually. Toyota has a large presence in the United States with five major assembly plants in Huntsville, Alabama; Georgetown, Kentucky; Princeton, Indiana; San Antonio, Texas; Buffalo, West Virginia. A new plant slated to be built in Blue Springs, Mississippi has been put on hold owing to the financial crisis that erupted in late 2008. Toyota had a joint -venture operation with General Motors at New United Motor Manufacturing Inc. (NUMMI), in Fremont, California which , began in 1984 and ended in 2009. It still has a joint -venture with Subaru at Subaru of Indiana Automotive, Inc. (SIA), in Lafayette, Indiana, which started in 2006. Production on a new manufacturing plant in Tupelo, Mississippi was scheduled for completion in 2010 but is currently on indefinite hold. North America is a major automobile market for Toyota. In these assembly plants, the Camry and the Tundra are manufactured, among others. Toyota marketing, sales, and distribution in the U.S. are conducted through a separate subsidiary, Toyota Motor Sales, U.S.A., Inc. Toyota uses a number of slogans in its American TV commercials such as I ' me o move o wa d, Sma way o keep mov ng o wa d, or ov ng o wa d. It has started producing largertrucks, such as the new Tundra, to go after the large truck market in the United States. Toyota is also pushinghybrid vehicles in the US such as thePrius, Camry Hybrid, Highlander Hybrid, and variousLexus products. Toyota has sold more hybrid vehicles in the country than any other manufacturer. Toyota is a public corporation and the company's shares are traded on theTokyo Stock Exchange New York , Stock Exchange and the London Stock Exchange Toyota also sponsors Club Deportivo . Guadalajara.

Electric technology

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Toyota Prius, flagship of Toyota's hybrid technology Main articles: Hybrid Synergy Drive and Hybrid electric vehicle Toyota is one of the largest companies to pushhybrid vehicles in the market and the first to commercially mass-produce and sell such vehicles, an example being theToyota Prius. The company eventually began providing this option on the main smaller cars such as Camry and later with the Lexus divisions, producing some hybrid luxury vehicles. It labeled such technology in Toyota cars as " Hybrid Synergy Drive" and in Lexus versions as " Lexus Hybrid Drive." The Prius has become the top selling hybrid car in America. Toyota, as a brand, now has three hybrid vehicles in its lineup: th Prius, Highlander, and Camry. The popular minivan Toyota e Sienna is scheduled to join the hybrid lineup by 2010, and by 2030 Toyota plans to offer its entire lineup of cars, trucks, and SUVs with a Hybrid Synergy Drive option. Worldwide sales of hybrid vehicles produced by Toyota reached 1.0 million vehicles by May 31, 2007, and the 2.0 million mark was reached by August 31, 2009, with hybrids sold in 50 countries. Toy hybrid ota's sales are led by the Prius, with worldwide cumulative sales of 1.43 million by August 2009. Toyota's CEO has committed to eventually making every car of the company a hybrid vehicle.

Lexus LS 600h hybrid sedan. Lexus also has their own hybrid lineup, consisting of theGS 450h, RX 400h, and launched in 2007, the LS 600h/LS 600h L . Toyota has said it plans to make a hyb rid-electric system available on every vehicle it sells worldwide sometime in the 2010s. Toyota and Honda have already said they've halved the incremental cost of electric hybrids and see cost parity in the future (even without incentives). Hybrids are viewed by some automobile makers as a core segment of the future vehicle market.

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Plug-in hybrids
Main article: Plug-in hybrid
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Plug-in Prius concept After General Motors announced it would produce the Chevrolet Volt plug-in hybrid, Toyota announced that it, too, would make one. Toyota is currently testing its "Toyota Plug HV" in -in Japan, the United States, and Europe. Like GM's Volt, it uses alithium-ion battery pack. The PHEV (plug-in hybrid electric vehicle) could have a lower environmental impact than existing hybrids. On June 5, 2008, A123Systems announced that its Hymotion plug-in hybrid conversion kits for the Prius would be installed by six dealers, including four Toyota dealerships: Westboro Toyota in Boston, Fitzgerald Toyota in Washington D.C., Toyota of Hollywood in Los Angeles, and Madison Wisconsin-based Smart Motors.

All-electric vehicles
Toyota is speeding up the development of vehicles that run only on electricit with the aim of y mass-producing them in the early part of the next decade. Road tests for the current prototype, called "e-com", had ended in 2006.

Pickup trucks
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2007 Tundra Double Cab The Tundra is a full-size pickup truck sold by Toyota that originally went into production in 1999 for the 2000 US model year. As of early 2010, the Tundra has captured 16 percent of the full-size half-ton market in the US.

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The all new Tundra is assembled in San Antonio, Texas, US, while the Crew Max is assembled in Mooreland, Indiana, US. Toyota Motor Corporation assembled around 150,000 Standard and Double Cabs, and only 70,000 Crew Max's in 2007. In addition to the Tundra, Toyota also produces the Tacoma, with a smaller body and smaller engine than its bigger brother. The Tacoma is also produced at the company's San Antonio facility. Outside the United States, Toyota produces the Hilux in Standard and double cab, gasoline and diesel engine, 2WD and 4WD versions. The BBC's Top Gear TV show featured 2 episodes of a Hilux that was virtually indestructible.

Motorsport
Toyota has been involved in many global motorsports series. They also represent their Lexus brand in other sports car racing categories. Toyota also makes engines and other auto parts for other Japanese motorsports including formula Nippon, Super GT, formula 3 and formula Toyota series. Toyota also runs a driver development programme known as TDP ( Toyota Young Drivers Program) which they made for funding and educating future Japanese motorsports talent. [74] Toyota Motorsport GmbH, with and headquarters in Cologne, Germany) was previously responsible for Toyota's major motorsports development including Formula One. Toyota Motorsport GmbH also developed cars for World Rally Championship and Le Mans Series. Toyota enjoyed success in all these motorsports categories. In 2002, Toyota entered Formula One as a constructor and engine supplier, however despite having experienced drivers and a larger budget than many other teams, they failed to match their success in other categories, with five second places their best results. On 4 November 2009 Toyota announced they were pulling out of the sport due to the global economic situation.

TRD
Toyota Racing Development was brought about to help develop true high performance racing parts for many Toyota vehicles. TRD has often had much success with their after market tuning parts, as well as designing technology for vehicles used in all forms of racing. TRD is also responsible for Toyota's involvement in NASCAR motorsports.

Non-automotive activities
Aerospace
Toyota is a minority shareholder in Mitsubishi Aircraft Corporation, having invested US$67.2 million in the new venture which will produce the Mitsubishi Regional Jet, slated for first deliveries in 2013. Toyota has also studied participation in the general aviation market and contracted with Scaled Composites to produce a proof-of-concept aircraft, the TAA-1 in 2002.

Philanthropy

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The Toyota Municipal Museum of Art in Aichi, sponsored by the manufacturer Toyota is supporter of the Toyota Family Literacy Programme along with National Center for Family Literacy, helping low-income community members for education,United Negro College Fund (40 annual scholarships), National Underground Railroad Freedom Center ($1 million) among others.[77] Toyota created the Toyota USA Foundation.

Higher education
Toyota established the Toyota Technological Institutein 1981, as Sakichi Toyoda had planne to d establish a university as soon as he and Toyota became successful. Toyota Technological Institute founded the Toyota Technological Institute at Chicagoin 2003. Toyota is supporter of the "Toyota Driving Expectations Program," "Toyota Youth for Understanding Summer Exchange Scholarship Program," "Toyota International Teacher Program," "Toyota TAPESTRY," "Toyota Community S cholars" (scholarship for high school students), "United States Hispanic Chamber of Commerce Internship Program," and "Toyota Funded Scholarship." It has contributed to a number of local education and scholarship programs for the University of Kentucky, Indiana, and others.

Robotics
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Toyota trumpet-playing robot In 2004, Toyota showcased its trumpet -playing robot. Toyota has been developing multitask robots destined for elderly care, manufacturing, and entertainment. A specific example of Toyota's involvement in robotics for the elderly is the Brain Machine Interface. Designed for use with wheelchairs, it "allows a person to control an electric wheelchair accurately, almost in real -

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time", with his mind. The thought controls allow the wheelchair to go left, right and forward with a delay between thought and movement of just 125 milliseconds.

Finance
Toyota Financial Services Corporation provides financing to Toyota customers.

Agricultural biotechnology
Toyota invests in several small start-up businesses and partnerships in biotechnology, including:

Financial information
Toyota is publicly traded on the Tokyo, Osaka, Nagoya, Fukuoka, and Sapporo exchanges under company code TYO: 7203. In addition, Toyota is foreign-listed on the New York Stock Exchange under NYSE: TM and on the London Stock Exchange under LSE: TYT. Toyota has been publicly traded in Japan since 1949 and internationally since 1999. As reported on its consolidated financial statements, Toyota has 540 consolidated subsidiaries and 226 affiliates.

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Toyota Motor North America (100% - 2004) Toyota Canada Inc. owned via Toyota Motor North America Toyota Tsusho - Trading company for the Toyota Group Daihatsu Motor Company (51.2% - March 31, 2006) Lexus 100% (1989) Scion 100% (2003) DENSO (24.74% - September 30, 2006) Toyota Industries (23.51% - March 31, 2006) Aisin Seiki Co. (23.0% - September 30, 2006) Fuji Heavy Industries (16.66% - June 28, 2008) Isuzu Motors (5.9% - November 10, 2006) PT Toyota Astra Motor (49% - 2003) PT Toyota Motor Manufacturing Indonesia (95% - 2003)

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P.T. Toyota Bio Indonesia in Lampung, Indonesia Australian Afforestation Pty. Ltd. in Western Australia and Southern Australia Toyota Floritech Co., Ltd. in Rokkasho-Mura, Kamikita District, Aomori Prefecture Sichuan Toyota Nitan Development Co., Ltd. in Sichuan, China Toyota Roof Garden Corporation in Miyoshi-Cho, Aichi Prefecture

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Government bailouts
Toyota's financial unit has asked for an emergency loan from a statebacked lender on March 16, 2009, with reports putting the figure at more than $3 billion. It says the international financial situation is squeezing its business, forcing it to ask for an emergency loan from the Japan Bank for International Cooperation. It is the first time the state -backed bank has been asked to lend to a Japanese car manufacturer.

Production and sales numbers

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Environmental record
The Toyota Motor Corporation (TMC) implemented its Fourth Environmental Action Plan in 2005. The plan contains four major themes involving the environment and the corporation's development, design, production, and sales. The five-year plan is directed at the, "arrival of a revitalized recycling-based society." Toyota had previously released its Eco-Vehicle Assessment System (Eco-VAS) which is a systematic life cycle assessment of the effect a vehicle will have on the environment including production, usage, and disposal. The assessment includes, "... fuel efficiency, emissions and noise during vehicle use, the disposal recovery rate, the reduction of substances of environmental concern, and CO2 emissions throughout the life cycle of the vehicle from production to disposal." 2008 marks the ninth year for Toyota's Environmental Activities Grant Program which has been implemented every year since 2000. Themes of the 2008 program consist of "Global Warming Countermeasures" and "Biodiversity Conservation." Since October 2006, Toyota's new Japanese-market vehicle models with automatic transmissions are equipped with an Eco Drive Indicator. The system takes into consideration rate of acceleration, engine and transmission efficiency, and speed. When the vehicle is operated in a fuel-efficient manner, the Eco Drive Indicator on the instrument panel lights up. Individual results vary depending on traffic issues, starting and stopping the vehicle, and total distance traveled, but the Eco Drive Indicator may improve fuel efficiency by as much as 4%. Along with Toyota's eco-friendly objectives on production and use, the company plans to donate $1 million and five vehicles to the Everglades National Park. The money will be used to fund environmental programs at the park. This donation is part of a program which provides $5 million and 23 vehicles for five national parks and the National Parks Foundation. However new figures from the United States National Research Council show that the continuing hidden health costs of the auto industry to the US economy in 2005 amounted to 56 million US dollars. The United States EPA has awarded Toyota Motor Engineering Manufacturing North America, Inc (TEMA) with a ENERGY STAR Sustained Excellence Award in 2007, 2008 and 2009 In 2007, Toyota's Corporate Average Fuel Economy (CAFE) fleet average of 26.69 mpg- US (8.813 L/100 km; 32.05 mpg-i mp) exceeded all other major manufactures selling cars within the United States. Only Lotus Cars which sold the Elise and Exige powered by Toyota's 2ZZ-GE engine did better with an average of 30.2 mpg-US (7.79 L/100 km; 36.3 mpg-imp ). In recent years, there has been some competition between Toyota, General Motors and Volkswagen for the unofficial title of 'worlds largest automobile maker' by sales volume.

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References
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days

14. "US seeks $16m fine from Toyota". New Statesman. http://www.newstatesman.com/automotive/2010/04/penalty-toyota-accelerator=. 15. [http:// .foxne s.com/leisure/2010/04/13/toyota-halts-lexus-gx-sales-rollover- arning/ 16. "Toyota to Recall 600,000 Minivans". New York Times. http://www.nytimes.com/aponline/2010/04/16/us/AP-US-ToyotaRecall.html?partner=rss&emc=rss . 17. "U.S. official: Toyota indicates it will pay $16.4 million fine". CNN. 2010-04-19. http://edition.cnn.com/2010/BUSINESS/04/18/toyota.fine/index.html. Retrieved 201004-19. 18. Ralph Vartabedian and Ken Bensinger (2010-04-19). "Toyota agrees to pay fine for delaying disclosure of gas pedal defects". Los ngeles Ti es. http://www.latimes.com/business/la-fi-toyota19-2010apr19,0,4894418.story. Retrieved 2010-04-19. 19. "The Long Run Toyota: The first 40 years in Australia", Pedr Davis, South Hurstville: Type Forty Pty Ltd, 1999, ISBN 0-947079-908, p24. 20. "Toyota: A history of the First 50 Years", Toyota Motor Corporation, 1988, ISBN 0-51761777-3, p64. 21. Dawson, Chester (2004). "Lexus: The Relentless Pursuit", Singapore: John Wiley & Sons (Asia) Pte Ltd, 2004, ISBN 0-470-82110-8, p12.

TOYOTA: Company > Company Profile Yahoo Income Statement TOYOTA: Company > Company Profile Toyota Passes GM as World's Largest Automaker - washingtonpost.com No Dispute: Toyota displaces GM as world's largest automaker Autoblog [1][dead link] Modern Japan - Japan Inc. - Companies (6) Toyota Company History from 1867 to 1939 "Toyota recalls 'up to 1.8m' cars". BBC. 2010-01-30. http://news.bbc.co.uk/1/hi/business/8487984.stm . Retrieved 2010-02-06. 10. "US to probe Toyota Prius brake problems". BBC. 2010-02-04. http://news.bbc.co.uk/1/hi/business/8497471.stm . Retrieved 2010-02-06. 11. "Toyota car recall may cost $2bn". BBC. 2010-02-02. http://news.bbc.co.uk/1/hi/business/8493414.stm . Retrieved 2010-02-02. 12. Toyota's sales chief says its response took "too long" - Feb. 23, 2010 13. http:// .english.rfi.fr/economy/20100326-toyota-stop-french-and-uk-production-t elve1. 2. 3. 4. 5. 6. 7. 8. 9.

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22. "Crown Motors Ltd. (Hong Kong) Corporate Information" (in Chinese). 2010. http://www.crown-motors.com/tch/corpinfo/story.aspx Retrieved 2010-03-19. . 23. Toyota China 24. Toyota archives (English)(Japanese) 25. "Toyota: A history of the First 50 Years", Toyota Motor Corporation, 1988, ISBN 0-51761777-3, p102. 26. "Toyota Truck 48HP", Toyota brochure No. 228, Japan 27. Toyota's 50th Anniversary in America Toyopet, retrieved on 4 August 2008

Company Profile-Bajaj Auto Bajaj Auto Limited

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Type

Pub ic

Industry Founded Head uarters

Automobile 1945
Pune, Maharashtra, India
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Ba a (Managing Director)

Products

Bikes, scooter, Autorickshaw 12,043.48 crore (US$2.67 billion)

[1]

Revenue

Net income

1,700.11 crore (US$377.42 million)

Key people

Rahu Ba a (Chairman), Ra iv

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Employees
Parent

10,250 (2006-07) Bajaj Group

www.bajajauto.com

Website

Bajaj Auto is a major Indian automobile manufacturer started by a Rajasthani merchant. It is

based in Pune, Maharashtra, with plants in Chakan (Pune), Waluj (near Aurangabad) and Pantnagar in Uttaranchal. The oldest plant at Akurdi (Pune) now houses the R&D centre Ahead. Bajaj Auto makes and exports motorscooters, motorcycles and the auto rickshaw. The Forbes Global 2000 list for the year 2005 ranked Bajaj Auto at 1946. [2] Over the last decade, the company has successfully changed its image from a scooter manufacturer to a two wheeler manufacturer. Its product range encompasses scooterettes, scooters and motorcycles. Its real growth in numbers has come in the last four years after successful introduction of a few models in the motorcycle segment. The company is headed by Rahul Bajaj who is worth more than US$1.5 billion. [3] Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited. It started off by selling imported two- and three-wheelers in India. In 1959, it obtained license from the Government of India to manufacture two- and three-wheelers and it went public in 1960. In 1970, it rolled out its 100,000th vehicle. In 1977, it managed to produce and sell 100,000 vehicles in a single financial year. In 1985, it st arted producing at Waluj near Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a single financial year. In 1995, it rolled out its ten millionth vehicle and produced and sold 1 million vehicles in a year.

Everything, Bajaj has grown operations in 50 countries by creating a line of value-for-money

bikes targeted to the different preferences of entry-level buyers.

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ith Everyone fro

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Contents

Timeline of new releases

Si.

y y

X D 125 DTS-Si 2008 - Bajaj Discover 135 DTS-i - sport (Upgrade of existing 135cc model) 2009 - Bajaj Pulsar 135(December 9)[5] (January) Bajaj X D 135 cc , Bajaj Pulsar 150 DTS-i UG IV, Bajaj Pulsar 180 DTS-i UG IV, Bajaj Pulsar 220 DTS-i , Bajaj Discover 100 DTS-

y y y y y y y y y y y y y y y y y y y y y y

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1960-1970 - Vespa 150 - Under the licence of Piaggio of Italy 1971 - three-wheeler goods carrier 1972 - Bajaj hetak 1976 - Bajaj Super 1977 - Bajaj Priya 1977 - Rear engine Autorickshaw 1981 - Bajaj M-50 1986 - Bajaj M-80, Kawasaki Bajaj KB100, Kawasaki Bajaj KB125, 1990 - Bajaj Sunny 1991 - Kawasaki Bajaj 4S Champion 1993 - Bajaj Stride 1994 - Bajaj Classic 1995 - Bajaj Super Excel 1997 - Kawasaki Bajaj Boxer, Rear Engine Diesel Autorickshaw 1998 - Kawasaki Bajaj aliber, Bajaj Legend, India's first four-stroke scooter, Bajaj Spirit 2000 - Bajaj Saffire 2001 - Eliminator, Bajaj Pulsar 2003 - Caliber115, Bajaj Wind 125, Bajaj Pulsar Bajaj Endura FX 2004 - Bajaj T 100, New Bajaj Chetak 4-stroke with Wonder Gear, Bajaj Discover DTS-i 2005 - Bajaj Wave, Bajaj Avenger, Bajaj Discover 2006 - Bajaj Platina 2007 - Bajaj Pulsar-200 (Oil Cooled), Bajaj Kristal, Bajaj Pulsar 220 DTS-Fi (Fuel Injection) ,

y y y y y y

1 Timeline of new releases 2 Spinoffs and acquisitions 3 Products 4 Low cost cars 5 References 6 External links

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Spinoffs and acquisitions

The demerger of Bajaj Auto Ltd into three separate corporate entitiesBajaj Finserv Ltd (BFL), Bajaj Auto Ltd (BAL), and Bajaj Holdings and Investment Ltd (BHIL)was completed with the shares listing on May 26, 2008. [6] In November 2007, Bajaj Auto acquired 14.5% stake in KTM Power Sports AG (holding company of KTM Sportmotocycles AG). The two companies have signed a cooperation deal, by which KTM will provide the know-how for joint development of the water-cooled four-stroke 125 and 250 cc engines, and Bajaj will take over the distribution of KTM products in India and some other Southeast Asian nations. [7] Bajaj said it is open to taking a majority stake in KTM and is also looking at other takeover opportunities. On the 8th of January 2008, Managing Director Rajiv Bajaj confirmed the collaboration and announced his intention to gradually increase Bajaj's stake in KTM to 25%. [8] BAJAJ BYK -2002 Products
Main article: List of Bajaj uto products

Bajaj has made a number of motorcycles, scooters and cars. Motorcycles in current production are the XCD, Platina, Discover, Pulsar and Avenger. Bajaj also produces many motorcycles for other manufacturers, such as the Kawasaki Ninja 250R, Cars include the Bajaj ULC ultra-lowcost car. The highlights are as under: Units 2009 -10 6,748 1,703 8,550 117.7 2008-09 3,724 2,821 -45.2

Transfer to General Reserve Balance carried in Profit & Loss Account Earnings per share (Rs.) Dividend

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The directors recommend for consi deration of the shareholders at the ensuing annual general meeting, payment of a dividend of Rs.40 per share, (400 per cent) for the year ended 31 March 2010. The amount of dividend and the tax thereon aggregates to Rs. 6,748.5 million. Dividend paid for the year ended 31 March 2009 was Rs.22 per share (220 per cent). The amount of dividend and the tax thereon aggregated to Rs 3,724 million.
Operations

The operations of the company are elaborated in the annexed Management Discussion and Analysis Report. Capacity expansion & New Projects The company plans to increase its capacity of two and three wheelers from the current 4,260,000 numbers per annum to 4,980,000 numbers per annum by 31 March 2011. The 4 wheel vehicle development work is under progress and commercial launch of the first product from this platform is scheduled for 2012. The techno-economic feasibility of the 4-wheeler Project and related agreements between partners, Bajaj, Renault & Nissan will be concluded at a suitable stage of this platform development.
Company Facts - Bajaj Auto Registered Address Mumbai-Pune Road, Akurdi, Pune Maharashtra 411035 Tel 020-27472851 020-27406063 Fax: 020-27407380 Email: investors@bajajauto.co.in Website: http://www.bajajauto.com Group: Bajaj Group

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Registrars Karvy Computershare Private Ltd. "Karvy House" 46, Avenue 4, Street No. 1, Banjara Hills

Tel: 23312454, 23320251/751/752 Fax: 23311968 Email: mailmanager@karvy.com Website: http://www.karvy.com Management - Bajaj Auto Name Rahul Bajaj Rajiv Bajaj Kantikumar R Podar D J Balaji Rao J N Godrej Suman Kirloskar Nanoo Pamnani P Murari Name Madhur Bajaj Sanjiv Bajaj Shekhar Bajaj D S Mehta S H Khan Naresh Chandra Designation

Chairman / Chair Person Managing Director Director Director Director Director Director Director
Designation

Vice Chairman Executive Director Director Director Director Director

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Company History - TVS Motor Company

1982: The company was incorporated as Indian Motorcycle Pvt. Ltd. on 15 th July. Its name was changed to Indo Suzuki Motorcycles Pvt. Ltd. And it was converted into a public limited company on 12th January, 1984. It was promoted by Mr. N. Krishnan in collaboration with Suzuki Motor Co. Ltd. Japan; Sundaram-Clayton, Ltd., a member of the Company to the extent of Rs 70 lakhs. The company entered into a technical know-how and assistance agreement with Suzuki M otor Co. Ltd., of Japan on 22nd September. As per the terms of the Colloboration, Suzuki agreed to furnish complete technical information and know -how, trade secrets and other data. - All shares taken up by promoters etc. 1984 - The company received a letter of intent for the manufacture of 20,000 spark ignition operated out board motors and 30,000 internal combustion spark ignition engines upto 500cc per annum. - 59,40,000 shares issued at par in 1984. 7,00,000 shares allot ted to Sundaram Clayton, Ltd. Chennai, 70,000 shares allotted to Anusha Investments (P) Ltd. Chennai, 20,00,000 shares allotted to Suzuki Motor Co., Ltd., Japan; 2,20,000 shares allotted to employees and business associates and 29,70,000 shares offer ed to the public. 1985 - A new company Lakshmi Auto Components Pvt Ltd. was incorporated for the manufacture of critical engines and transmission parts.

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1986 - The company acquired the assets of the moped division from Sundar am Clayton Ltd. The cost of acquisition was met partly by rights issue of equity shares. The company subscribed to 39,20,000 equity shares of Rs.10 each of Lakshmi Auto Components Pvt Ltd, whereupon it became a subsidiary of the company. - The name of the company was changed from Indo Suzuki Motorcycles Ltd. to TVS Suzuki Ltd with effect from 18th August. - 154,00,000 Rights Equity shares issued at par in prop. 2:1.

1988 - The company obtained a letter of intent for expanding the capacity to 4,00,000 Nos. two wheelers. 1989 - The working was adversely affected due to labour unrest which resulted in a lock -out from 28th February 1990. The lock out was lifted in the second week of June 1990. 1990 - The company launched a 34cc miniped to take advantage of the Motor Vehicle Act that exempts such vehicles from the payment of road tax. The Company worked for only 10 months due to lock -out. 1991 - The technical aid agreement entered into with Suzuki Motor Co.,Japan which expired in August 1991 was extended for three more years with the approval of the Government of India. 1992 - The Company launched two new models of motor cycles viz. `Sumurai' and `Shogun'. 1993 - The Company launched a new model of moped viz. `TVS Scooty'.

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1995 - The Company was studying the feasibility of opening a second plant at a different l ocation to meet the growth in demand for two wheelers in the near future. It also proposed to introduce upgraded version of mopeds. In addition, during the year, the Company undertook to develop new models of motorcycles. 1996 - The company is taking steps to meet the increase in demand for its products and improve the market share. - A statement relating to the subsidiary, M/s Lakshmi Auto Components Limited, Chennai, and a copy of its annual accounts for the year ended 31st March, 1996 are attached to the Balance Sheet pursuant to section 212 of the Companies Act, 1956. - As per the requirements of section 217(1)(e) of the Companies Act, 1956 read with the Companies (Disclosure of Particulars in the Report of Board of Directors) Rules, 1988, the information regarding conservation of energy, technology absorption and foreign exchange earnings and outgo are given in annexure I to this report. 1997 - TVS-Suzuki plans to set up an auto ancillary estate through joint venture with some of its existing components suppliers. The proposed project is to come up at a new 57 - acre site near TVS-Suzuki's existing plant at Hosur. - Leading two-wheeler manufacturer in the country, TVS Suzuki, will soon set up a new 2.5 lakh capacity scooter plant in Mysore. - TVS-Suzuki (TSL) - a joint venture between the TVS group and Suzuki Motor Corporation, Japan - was the first company to launch a 100-cc motorcycle in the Indian market. -TVS Motor Company Unveil TVS Centra With ' VT-i Engines',, a 100 CC 4 stroke motorcycle 2006 -TVS Motor appoints new President -TVS launches Apache in Vizag -TVS Motor Company launched a new version of 125 cc Victor GLX with an electric start option

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2007

-TVS Motor Co, has rolled out seven new vehicles, including its first three -wheeler and a new 125 cc bike, aimed at gaini g lost share in a highly competitive market. n 2009 - TVS Motor Company launched Scooty Streak, which is its latest scooterette targeted at girls of 16 to 20 age group. - TVS Motor Company Limited has appointed Mr Prince Asirvatham as an addition and al independent director of the board of directors of the company effective April 21, 2009. - TVS Motor Company entered the 110 cc segment by unveiling 2 brand new products, an auto clutch motorcycle and an automatic scooter.

BALANCE SHEET:
Mar '06 12 mths Sources Of Funds Total Share Capital Equity Share Capital Share Application Money Preference Share Capital Reserves Revaluation Reserves Networth Secured Loans Unsecured Loans Total Debt Total Liabilities 23.75 23.75 0.00 0.00 742.37 0.00 766.12 308.61 76.43 385.04 1,151.16 Mar '06 12 mths Application Of Funds Gross Block 1,378.41 Mar '07 12 mths 23.75 23.75 0.00 0.00 785.52 0.00 809.27 446.16 187.40 633.56 1,442.83 Mar '07 12 mths 1,483.01 Mar '08 12 mths Mar '09 12 mths Mar '10 12 mths 23.75 23.75 0.00 0.00 841.63 0.00 865.38 829.98 173.31 1,003.29 1,868.67 Mar '10 12 mths 1,909.14
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23.75 23.75 23.75 23.75 0.00 0.00 0.00 0.00 797.83 789.38 0.00 0.00 821.58 813.13 452.68 622.42 213.66 283.56 666.34 905.98 1,487.92 1,719.11 Mar '08 Mar '09 12 mths 12 mths

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1,790.97 1,865.36

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Less: Accum. Depreciation Net Block Capital Work in Progress Investments Inventories Sundry Debtors Cash and Bank Balance Total Current Assets Loans and Advances Fixed Deposits Total CA, Loans & Advances Deffered Credit Current Liabilities Provisions Total CL & Provisions Net Current Assets Miscellaneous Expenses Total Assets Contingent Liabilities Book Value (Rs)

DIRECTOR REPORTS:
1. FINANCIAL HIGHLIGHTS Details QUANTITATIVE : Year ended Year ended 31.03.2010 31.03.2009

Sales: Motorcycles Mopeds Scooters Three wheelers

611.63 766.78 26.97 344.19 357.90 58.19 9.30 425.39 233.68 15.05 674.12 0.00 691.97 62.44 754.41 -80.29 93.51 1,151.16 123.15 32.25

685.93 797.08 205.83 344.74 396.56 111.40 14.82 522.78 266.07 71.74 860.59 0.00 774.22 49.73 823.95 36.64 58.54 1,442.83 230.73 34.07

774.49 869.42 1,016.48 995.94 26.57 40.43 338.96 477.71 405.38 320.55 87.86 181.56 3.44 42.00 496.68 544.11 342.87 427.11 0.29 0.05 839.84 971.27 0.00 0.00 725.71 776.08 60.99 65.49 786.70 841.57 53.14 129.70 52.77 75.33 1,487.92 1,719.11 135.65 34.59 170.10 34.23

953.41 955.73 27.05 739.26 289.73 220.31 39.74 549.78 410.98 61.27 1,022.03 0.00 838.62 66.87 905.49 116.54 30.09 1,868.67 121.27 36.43
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Number in laks 6.38 5.71 3.10 0.15 6.44 4.38 2.59 0.05

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Total vehicles sold

15.34

13.46

FINANCIAL

(Rupees in crores)

Sales (net of excise duty) and other income EBITDA Interest and finance charges (net) Amortisation Depreciation Profit before tax 303.62 63.17 61.75 102.53 76.17 247.02 55.01 58.03 102.88 31.10

Provision for tax (including deferred tax and fringe benefit tax) Profit for the year (after tax) Surplus brought forward 33.02 31.40 Profit available for appropriation (11.84) 88.01 0.02 31.08

121.03

62.48

APPROPRIATIONS: First Interim dividend Second Interim dividend Tax on dividend paid Provision for dividend tax Transfer to general reserve Surplus carried forward 16.63 11.88 2.83 1.53 54.04 34.12 2.83 10.00 33.02 16.63 -

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3. PERFORMANCE During the year under review, the Company recorded a growth of 13.1% in sales with overall two-wheeler sales growing from 13.4 lakh units in the previous financ ial year to 15.2 lakh units, mainly driven by impressive growth of 19.4% in scooters and 30% in mopeds. Motorcycles declined marginally by 1% due to lower exports. However, new launches of TVS JIVE and TVS wego will enable the Company to grow in the hitherto un-addressed segments of motorcycles and scooters respectively. With the launch of 4-stroke three-wheelers, the Company expanded its sales of three -wheelers and doubled its Market share to 10% in the domestic market. The Companys total revenue including other income grew from Rs. 3,741.18 Cr in the previous year to Rs. 4,484.68 Cr in the current year. Profit for the year after tax and exceptional items was Rs. 88.01 Cr as against Rs. 31.08 C r of previous year. The Company expects to consolidate further in the two-wheeler segment, with additional sales 1. FINANCIAL HIGHLIGHTS Details QUANTITATIVE : Year ended Year ended 31.03.2010 31.03.2009 (Numbers in lakhs) Sales: Motorcycles Mopeds Scooters Three wheelers Total vehicles sold FINANCIAL (Rupees in crores) Sales (net of excise duty) and other income EBITDA 4,484.68 303.62 3,741.18 247.02 6.38 5.71 3.10 0.15 15.34 6.44 4.38 2.59 0.05 13.46

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Interest and finance charges (net) Amortisation Depreciation Profit before tax

63.17 61.75 102.53 76.17

55.01 58.03 102.88 31 .10

Provision for tax (including deferred tax and fringe benefit tax) Profit for the year (after tax) Surplus brought forward Profit available for appropriation APPROPRIATIONS: First Interim dividend Second Interim dividend Tax on dividend paid Provision for dividend tax Transfer to general reserve Surplus carried forward 16.63 11.88 2.83 1.53 54.04 34.12 2.83 10.00 33.02 16.63 (11.84) 88.01 33.02 121.03 0.02 31.08 31.40 62.48

3. PERFORMANCE During the year under review, the Company recorded a growth of 13.1% in sales with overall two-wheeler sales growing from 13.4 lakh units in the previous financial year to 15.2 lakh units, mainly driven by impressive growth of 19.4% in scooters and 30% in mopeds. Motorcycles declined marginally by 1% due to lower exports. However, new launches of TVS JIVE and TVS wego will enable the Company to grow in the hitherto un-addressed segments of motorcycles and scooters respectively. With the launch of 4-stroke three-wheelers, the Company expanded its sales of three-wheelers and doubled its market share to 10% in the domestic market.

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The Companys total revenue including other income grew from Rs. 3,741.18 Cr in the previous year to Rs. 4,484.68 Cr in the current year. Profit for the year after tax and exceptional items was Rs. 88.01 Cr as against Rs. 31.08 C r of previous year. The Company expects to consolidate further in the two-wheeler segment, with additional sales coming from the new products launched during the year and it will also commence exports of three-wheelers during 2010-11. With these, the Company is confident of further improved business performance during 2010 -11. 4. BONUS SHARES The board has recommended issue o f bonus equity shares to the shareholders in the proportion of one equity share of Re.1/ - each for every one equity share of Re.1/ each held by them by capitalising an equivalent amount standing to the credit of the general reserve account of the Company for approval of the shareholders through Postal Ballot. The said bonus equity shares will be issued and allotted to those shareholders whose names appear in the register of members and in the beneficial ownership position held with the depositories as on the record date to be fixed later. 5. AMENDMENT TO MEMORANDUM OF ASSOCIATION The board has approved a proposal for amendment to the capital clause of the memorandum of association of the Company for increase in the authorized share capital from Rs.25 Cr to Rs.50 Cr, in order to accommodate the increase in share capital after the proposed issue of bonus equity shares. This is subject to approval of the shareholders through Postal Ballot. The board has recommended the proposed issue of bo nus equity shares to be considered and approved by the shareholders by passing appropriate resolutions through Postal Ballot process in accordance with the rules governing Postal Ballot and in order to complete the issue of bonus equity shares within two months as required under SEBI (Issue of Capital and Disclosure Requirements) Regulation, 2009.

OPPORTUNITIES AND THREATS Growth in two-wheeler demand will come mainly from rising population in target age and income groups and increased use of personal transport. Smaller towns are expected to contribute more to the industry growth. TVS StaR City and TVS Sport motorcycles stand to gain from this. Customer acceptance, appreciation of the new technology and positive word of mouth will

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result in increased sales of TVS JIVE motorcycles. Apache RTR 180 has further strengthened the Companys position in the premium segment. However it requires frequent refreshes and upgrades to remain on top of mind of younger customers. The Company has a strong presence in the sub 100cc ungeared scooter segment. The launch of TVS wego in the large scooter segment further increases t he Companys growth prospects in the scooter category. OPERATIONS REVIEW Quality: The Company has significantly improved the quality of all its existing and new products. Steps have also been taken to improve the quality of after -sales service. The combination of these measures has enabled the Company to achieve best in class customer satisfaction. Total Quality Management (TQM): The Company has been using the philosophies of TQM as the cornerstone of its management. The Company has continued to benefit from 100% participation of employees in TQM activities, for the fourth year in succession. The employees have completed more than 1,300 projects through QC Circles and Cross Functional Teams. During 2009-10, the Company received and implemented an average of 44 suggestions per employee. The Company won First Prize for Excellence in Suggestion Scheme from INSSAN (Indian National Suggestion Scheme Association) for seventh consecutive year. Achievements: - Our partnership with the community has helped to form over 2,122 SHG. - Over 30,654 families have taken up income generating activities. They earn an additional income from Rs.1,500/- to Rs.2,500/- per month. - SHG members have a group saving of Rs.7.03 Cr and have received bank loans of Rs.23.79 Cr. - Increased participation of women in development programmes, greater access and control over community resources / government schemes.

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- More women are now aware of issues relating to health, nutrition, family planning and womens rights. - Visible changes in womens participation and attendance in meetings and training programmes. - 43% of the local representatives are members of SHG. - Increase in social status at home and in the comm unity. 7. SUBSIDIARY COMPANIES As on date of this report, the following are the subsidiaries of the Company Name of the Company (M/s) Investment in subsidiaries: During the year under review, the Company made additional investment in its subsidiary, PT. TVS Motor Company Indonesia to the tune of Rs.93.55 Cr through the Companys wholly owned foreign subsidiary, namely TVS Motor (Singapore) Pte Limited. The Company also invested a sum of Rs. 37.50 Cr in TVS Energy Limited during the year under review. It will start operating in the year 2010-11. Public Deposits The Company has not accepted any deposit from the public within the meaning of Section 58A of the Companies Act, 1956 for the year ended 31st March 2010. Directors Responsibility Statement In accordance with the provisions of Section 217(2AA) of t he Companies Act, 1956 with respect to Directors Responsibility Statement, it is hereby stated: i. that in the preparation of annual accounts for the financial year ended 31s1 March 2010, the applicable Accounting Standards had been followed along with proper explanation relating to material departures; ii. that the directors had selected such accounting policies and applied them consistently and mad judgments and estimates that were reasonable and prudent so as Subsidiary of M/s

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to give a true and fair view of the state of affairs of the Company at the end of the financial year and of theprofit of the Company for the year under review; iii. that the directors had taken proper and sufficient care for the maintenance of adequate accounting records in accord ance with the provisions of the Companies Act, 1956 for safeguarding the assets of the Company and for preventing and detecting fraud and other irregularities.

Company Facts - TVS Motor Registered Address '''Jayalakshmi Estates''' 24 (Old No.8),Haddows Road Chennai (Madras) Tamil Nadu 600006 Tel: 044-28272233 Fax: 044-28257121 Email: investorscomplaintssta@scl.co.in Website: http://www.tvsmotor.in Group: TVS Group Registrars

Sundaram Clayton Ltd. New No. 22, Old No. 31 Railway Colony, 3rd Street, Mehta Nagar,

Tel: 23741889, 23742939 Fax: 23741889 Email: sclshares@gmail.com Website: Management - TVS Motor Name Venu Srinivasan T Kannan R Ramakrishnan Designation

Chairman and Managing director Director Director

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Name H Lakshmanan

Designation

Director

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