Siemens Company Profile, History and job Link

 

Siemens Company Profile, History and job Link

For 173 years, the Siemens name has been synonymous with leading-edge technologies and continued profitability growth. With Siemens wide range of products, systems and services, we are the world leader in information and communication, automation and control, energy, medical solutions, transportation and lighting. Sustainable success is their first priority.

      Siemens activities are focused on meeting the needs of our customers and creating value for our shareholders and employees. Their innovations, generated in the own laboratories and in collaboration with customers, business partners and universities, are our greatest strength. Siemens GLOBAL INNOVATION NETWORK develops new products and services for a world that, although limited in resources, has unlimited possibilities.

History of  Siemens AG

Founded to manufacture and install telegraphic systems, Germany's Siemens AG has been thriving and growing for 173 years into a versatile electronics and electrical engineering company and one of the most international companies in the world. with a presence in additional than a hundred ninety countries Siemens core businesses embrace info  and communication networks, industrial automation and control, power generation and transmission, medical solutions and lighting.

         Siemens was once considered a dinosaur of the company by analysts and was urged to ditch its conglomerate structure in favor of a more flexible and more focused company. However, in the 1990s, under the leadership of Heinrich von Pierer, the company underwent a major restructuring to minimize costs and maximize efficiency, while maintaining the synergistic benefits of its broad structure. Siemens has entered the 21st century with a new listing on the New York Stock Exchange and a competitive edge in the fast-growing information technology and communications sector.

 

Company Origin in Telegraph Systems: 1847-1876

 

Siemens & Halske was based in Berlin in 1847 by Werner Siemens Associate in Nursingd J.G. Hals for producing and putting in telegraphic systems. Siemens, a former artillery officer within the Prussian Army and an engineer United Nations agency already command a profitable patent for galvanizing, was the drive behind the corporate and remained therefore for the remainder of his life. the corporate received its initial major commission in 1848, once it signed a contract to determine a telegraph link between Berlin and Frankfurt.

 

Telegraph system construction flourished within the mid-1800s Associate in Nursingd Siemens & Halske were well equipped to require advantage of the situation. In 1853 it absolutely was commissioned to create a comprehensive telegraph system in Russia. when completion, the corporate opened an workplace in Skt. military blockade below the direction of Werner Siemens' brother, Carl Siemens. In 1857, Siemens & Halske helped develop the primary successful  sea telegraphic cable. This light-emitting diode to the transformation of the London office into an freelance company led by Wilhelm Siemens, another of Werner's brothers, the subsequent year.

          By 1865 English people operation of the corporate had become significant. The name was modified to Siemens Brothers, still headed by Wilhelm, United Nations agency eventually became a knight like Sir William Siemens.

                                  In 1867, the Siemens Brothers were awarded a contract for Associate in Nursing 11,000-kilometer telegraph wire from London to Calcutta, that they enclosed 1870. In 1871 she connected London and Iranian capital with a telegraph. In 1874 the Siemens Brothers launched their own cable ship, the Faraday, which William Siemens designed together. the subsequent year, it ordered the primary direct transatlantic cable from eire to the United States.

Expansion and diversification: 1877-1929

 

Alexander Graham Bell's new telephones first arrived in Berlin in 1877. Werner Siemens immediately diminished their value and quickly patented an improved version of the device and began production. In the following decade, Siemens and Halske also developed, and Werner Siemens began to manufacture electric lighting and power generating equipment in 1866 after the discovery of dynamoelectric theory.

 

In 1888, Werner Siemens was remembered by the German saffron for his achievements. Two years later he retired and his company became a limited partnership shared by his sons Arnold and Wilhelm and his brother Carl. Werner Siemens died in 1892, but the Siemens home continued to thrive. In the same year, Siemens and Halske built a power plant in Erding, Bavaria, and founded Siemens and Halske Electric Company, a US subsidiary in Chicago.

           However, it was later discontinued in 1904. In 1895, Wilhelm Conrad Roentgen discovered X-rays and the following year Siemens & Helschke had the first patent for an X-ray tube. In 1897 Siemens and Halske decided to go public and reorganized them together with Karl Heinrich, now Karl von Siemens, who was appointed chairman of the supervisory board by the Russian Caesar in 1895. He retired after seven years and was succeeded by his cousin Arnold.

        Siemens and Halske were on their way to the 20th day of the 19th century. In 1903 it founded Siemens Schukertwerke GmbH, a subsidiary company dedicated to electrical energy technology. In ninteen zero none, Siemens and Hülske developed an automated telephone exchange in Munich that serves two thousand five hundred(2,500) customers. But when the First World War broke out, orders for civilian electrical equipment were significantly reduced and the company began to produce communications equipment for the military. Siemens and Hulske also produced explosives, gun locks and, later war, aircraft engines for guns.

 

         But perhaps the company's most successful contribution to the German war effort is the naval fire control system for war cruisers, which proved worthwhile in the Battle of Jutland in nineteen sixteen (1916). There he met the squadron of the battle cruiser of the High Session Fleet.

       Only British counterparts during the war. While the main fleet competed for a tie, German war cruisers used their superior gun equipment to appease their opponents, sinking two British ships and severely damaging several others. This was an attraction for the German Navy in a war that would otherwise not benefit.

 

On balance, the war hit Siemens and Halske hard. The Bolshevik government, which took power in Russia in 1917, also seized the assets of the St. Petersburg subsidiary, worth about RU 50 million. In 1915 the Siemens Brothers were taken over by the British government and sold to British interests the following year.

        The company was not returned to the Siemens family after Armastice, although it kept its name for commercial purposes. The Siemens Brothers eventually settled their old parents and their general manager, Drs. Re-established ties with Henry Wright and even joined the Supervisory Board of Siemens and Halske in 1929. But Carl led Frederick von Siemens, a son of Werner. The British assistant and several English friends for six years were surprised by these events; "They stole our name," he laughed.

 

            Arnold von Siemens died in 1918 before the end of the war. He was succeeded by his brother Wilhelm, who died the following year. Karl Friedrich then became chairman. Despite the precarious state of the German economy in the 1920s and the prejudice of foreign customers to do business with a German company, the company continued to make its mark on electrical construction. In ninteen twenty three(1923) it started producing radio receivers for the consumer market. In the same year, recognizing Japan's growing importance as an industrial powerhouse and not wanting to accept that market for General Electric and Westinghouse, Siemens and Halske founded the Tokyo subsidiary Fusi Denk, which was later renamed Fuji. Known as Electric.

              In ninteen twenty five(1925) Siemens began construction of a power station on the Shannon River in Ireland and in 1927 the company began work on another hydroelectric station for the Soviet government near Zaporozhe. In Germany, Siemens and Helschke financed and built a railway network in suburban Berlin, which began operations in 1928. By the end of the decade, the company accounted for one-third of the German electrical manufacturing industry's production and roughly the same proportion of its workforce.

Company during the war period:ninteen thirty to ninteen fourty five(1930-45)

 

Siemens and Halske received blood during the Great Depression, but survived. In the early  ninteen thirty (1930s), it had to halve its dividend and lay off large numbers of workers, but the Nazi government's recovery project helped revive its fortune in 1935, until the rest of the decade.

         A wide range of equipment for all German armed forces. One of the most important technological contributions at this time, the development of an automated aircraft pilot system, was the result of a project for the Luftwaffe.

 

       During this time it is difficult to evaluate the activities of the company. On the one hand, according to family historian George Siemens, Karl Friedrich von Siemens was driven away from the Nazis by anti-Semitism and as time went on, hatred grew in his aims and ways. Just before his death in 1941, he wrote to an assistant: "I no longer get satisfaction or happiness from my work. Those who were once proud that their work was dedicated to progress and service to humanity, he can only be sad now. " The results of his work serve only the evil of destruction. Whenever I start to think 'why', I would like to curl up in a corner so that no one else can see or hear it. “Yet there is no doubt that Siemens and Hülske benefited from the German renaming in the late 1930s. The company certainly did little or nothing to stunt Nazi militarism.

 

         Karl Friedrich partially retired in 1940 and appointed Arnold's eldest son Hermann von Siemens to succeed him. By then, Siemens and Halske were devoting all of their production capacity to military orders and would do so for the duration of the war. In 1944 it helped develop and manufacture the V 2 missile. The factories also suffered greatly from the Allied bombing. After the Soviet army captured Berlin in 1945, the Russian occupation authorities completely destroyed the factory and the headquarters of the Siemenschat factory.

 

        In 1945, Hermann von Siemens, who was also a director of Deutsche Bank, was arrested by the US occupation authorities and placed under house arrest for two years. Nor is it questionable whether the company imposed slave labor during the war.

           George Siemens reported that every major German industrial company used labor due to the lack of manpower caused by the war, and claimed that Siemens and Hülske considered their workers superior to most companies. But in 1947, allegations surfaced that all three directors of the firm were active in importing forced laborers from the occupied countries. In addition, testimonials from Holocaust survivors also surfaced when Siemens delivered gas chamber equipment to concentration camps. However, these allegations were never proven and the company denied both.

Reconstruction and reorganization through the 1950s and 1960s

 

Herman von Siemens resumed the presidency upon his release in 1948. The company was devastated by the war and needed years of rebuilding to get back on its feet. In 1949 its corporate headquarters in Munich was relocated. By the early 1950s, Siemens and Halske were once again producing railroad, medical, telephone and power generating equipment as well as consumer electronics products. In 1954 it established an American subsidiary in New York, Siemens Inc.

        Its first product sold in the US market was an electron microscope. In the mid-1950s Siemens and Halske entered the areas of data processing and nuclear power. It introduced its first mainframe computer in 1955, and its first nuclear reactor went into service in 1959 in Munich Garching.

 

                      Herman von Siemens retired in 1956 and was succeeded by Ernst von Siemens, the only son of Carl Friedrich. In the mid-1960s, Siemens & Halske technology went to Mars as the company developed a disc seal triode that was used in the transmitter for the US space probe Mariner IV. It underwent another coup in 1965 when its 03 high-speed passenger trains went into service with the German Federal Railway. Three years later, it began construction of a nuclear power station in Etucha, Argentina, the first such facility in South America.

 

                   The company underwent a major reorganization in 1966, bringing all of its subsidiaries directly under the control of the parent company and reborn as Siemens AG, by the end of the decade, worldwide sales had reached DM 10 billion; In 1970 they reached DM 12.6 billion. Ernst von Siemens retired in 1971 and his cousin Peter succeeded him as president.

 

Prosperous in the 1970s

 

               The 1970s were a successful year for Siemens. Despite a sluggish world economy, which pushed back customer orders in some areas and forced the company to reduce its workforce, sales increased in 1976 to net profit of DM 20.7 billion and DM 606 million. When the Summer Olympics arrived in Munich in 1972, Siemens was the first official supplier of telecommunications and data processing equipment.

                      In 1977, the company entered into a joint venture with the American engineering firm Ellis Challers, called Siemens Allis Inc., to manufacture turbine generators in the United States. In fact, Siemens' status as an electronics manufacturer rose to the point that Fortune wrote in 1978 that it "changed Westinghouse to the demographics of General Electric." Siemens had replaced Westinghouse as the world's largest electrical manufacturing group, with "everything from motors and switchgear to generators and nuclear reactors being GE's biggest global competitor". It also increased its share of the West German mainframe computer market to 21 percent, drastically diminishing IBM's position as the Bundesrepublic's main mainframe supplier.

 

                 In the late 1970s, Siemens collapsed when it began research and development in microcircuit technology, against the advice of a consultancy appointed by the West German government to advise the industrial companies in the land of Was. It was thought that the slow and methodological practices of Siemens could not keep up with smaller, faster Silicon Valley companies that were pioneering in the region.

               However, Siemens AG, with a research and development budget of $ 1 billion (one-eighth of all the money West German industry spent on research at the time), eventually went ahead with the development of advanced microcircuits from Dutch rival Philips. Collaborated with. However, none of the company's efforts in this area have proved successful. The components division lost money in 1987 and Siemens was forced to buy chips from Toshiba to meet its commitments until it became available in early 1988.

Sustaining Pace with High Technology and Globalization in the 1980s and 1990s

 

In 1981 Peter von Siemens retired and was succeeded by Bernhard Palatner. For the first time, the Siemens family relinquished day-to-day control of the company they had founded a century earlier. But Peletner, 67, had worked for Siemens all his adult life, and Peter von Siemens felt that his own son, at 44, was still very young and inexperienced for the top job.

 

         Under Plettner and new CEO Karlheinz Kaske, Siemens took over an expensive and ambitious program of acquisition and research and development and sought to establish itself as a global leader in advanced technology. His effort to develop his own microchips was part of that, as was the 1988 acquisition of IBM's subsidiary Rolm Systems. The deal cost Siemens $ 844 million, but gave control over the third largest supplier of PBX telephone switchgear in the North.

                   America. Siemens' strategy in the 1980s was designed to pay off in the long term and generate some tangible benefits in the short term. The company spent $ 24 billion on both research and development and acquisitions between 1983 and 1988, and the massive cash drain caused a significant drop in revenues and a drop in dividends in 1988. An analyst told BusinessWeek in 1988, "Siemens will be an interesting story in the 1990s."

 

                 As the company entered the new decade, globalization became an important part of its policy - and that meant the repression of the company's homogeneous culture. Europe was in recession and the Asian and South American markets offered tremendous growth opportunities. To guide Siemens' new course, the company appointed Herman Franz as president and Heinrich von Pier as president and CEO. In 1992 as Chief Executive, Dr. Heinrich von Pier's appointment reflected the need for cultural change and the pursuit of high profitability.

 

                Siemens has always been dominated by engineers. When Von Pierr, an economist and attorney, was chosen to lead the company, it was seen as a commitment to the company's greater professionalism. Von Pier's guidance highlighted three fundamental trends: the first was that 85 percent of Siemens' business would be in global markets or markets that showed an unmistakable trend towards globalization; Second, significant improvements in manufacturing depend on the reduction of manufacturing depth; And third, this software became an increasingly important commercial factor.

 

              Within the company, Von Pier caused the Cultural Revolution. He continued the restructuring initiated by his predecessor, Caske, and developed a program to make Siemens more competitive with Japanese companies, making it more sensitive to market pressures. He replaced the hierarchical structure and engineering focus with a new emphasis on innovation and service. He gave managers in local markets plenty of room to cut costs and bid on projects, while hiring a younger generation of managers in their 40s. In addition, Von Pier reduced Siemens's workforce by 7.5 percent and sold $ 2 billion in non-core activities and a decrease of $ 3.6 billion in operating expenses in fiscal 1995. He constantly asked if the company was flexible and changed enough , and at one point, the address of the postcard in the company magazine urged employees to submit their ideas.

 

              Such measures were part of a strategy to bring Siemens into new high-growth markets, particularly in Asia. Von Pier planned to invest $ 3.4 billion in Asia by the year 2000, doubling to $ 14.3 billion by 1995, according to Business Week. They set up facilities and bought telecommunications units in Asia and Eastern Europe to reduce costs and reach new customers. United States and Italy. He planned further acquisitions to move more production out of Germany. The strategy started to increase.

           While net income fell 1 to 1 percent in 1991 to $ 1.1 billion in profit, revenues were up three percent in three months and analysts saw 20 percent growth this year. In 1995, sales continued to grow and declining profits for the company began to soar.

               In another step toward globalization, an international partnership linked Siemens with the world's largest computer manufacturer and Japan's second-largest chipmaker. In 1992, Siemens joined forces with IBM and Toshiba Corporation to develop 256M-bit chips to produce microprocessors with the power of supercomputers.

          The first chip was expected to hit the market in 1998. The estimated cost of the project was one billion dollars for chip design and one billion dollars for setting up manufacturing facilities. The Siemens, IBM and Toshiba alliances were expected to focus on the industry's rising operating costs and a "borderless" world economy.

 

                Innovation was always a part of Siemens' tradition. But new social pressures and rapidly changing technology around the world brought new challenges for Siemens, facing the 21st century.

        To deal with this new trade market, Siemens used its tradition of intelligence, resources and systematic application to remain a strong international force. As von Pier stated in Siemens's 1994 annual report: "For about 150 years in determining the course of change has been an important part of our business. ... Fifteen years ago, barely half the products worldwide There were those that were less. More than five years old.

          This figure has now risen to more than two-thirds - solid evidence that we are not just meeting the increased demands for change, but setting the pace for innovation Are. "

 

Radical restructuring for the 21st century

 

The mid-1990s proved to be a difficult year for Siemens. The onset of the economic crisis in East Asia in 1996, with slow conditions in Europe, cut the company's profits by two-thirds between 1996 and 1998. Analysts told Siemens it should be too slow to respond to new demands. A rapidly globalizing business environment, and many asked the company to rethink the structure of its "old economy", especially by relieving the burden on businesses that depended on slow-growing markets such as power generation.

 

                A three-pronged strategy to drive cost reduction, growth and innovation, under time-optimized processes, or top programs, management had undergone significant restructuring and significant productivity gains since the early 1990s.

                 However, the profits were not yet enough to fund the international expansion needed to keep up with the competition. The company's revenues were notably eroded by the semiconductor business, which lost $ 727 million in 1998 after being hit hard by a vicious price war over memory chips. Other problem areas included power generation, transportation systems, and private communication networks.

 

                  Despite the criticisms, Von Pier maintained his traditional belief that Siemens' businesses had valuable synergies between the different branches, especially that nearly all of the company's activities were in electricity or electronics, and helped broaden the business. Siemens encourage the inevitable ups and downs of different business cycles. In 1998, however, the CEO admitted that the company had weakened its overall strength by pulling itself in multiple directions simultaneously.

                  Von Pier pledged to keep only those companies in which Siemens could maintain market leadership, and decided to close more than 30 of the company's small businesses, including military electronics and dental equipment. It also included the sale of its stake in casualty telecom group GPT to GEC, UK. Nonetheless, most investors remained disappointed, arguing that this streamlined construction was nothing more than a fragmented restructuring and was not radical enough to restore the ailing company's solid profitability.

 

                In late 1998, Von Pier finally introduced a global ten-point plan, which began as a revolution for the 153-year-old company. Under this sweeping change, designed to reduce revenues and eliminate underperformance, Siemens will sell or divest one-seventh of its entire domain with combined annual sales of more than $ 10 billion.

                  Will happen. The key to this excruciating was that Siemens had vowed to shut down its highly cyclical semiconductor business, Infineon, which again expected large losses in 1998. The company also let go of the companies that made copper cables, electronic components and locomotives.

 

                 The rebuilt Siemens consisted of four main divisions: power generation, industry, rail systems and information and communications. To increase power generation and significantly reduce costs, Siemens bought the power generation arm from Westinghouse in August 1998.

           With the establishment of Siemens Westinghouse Power Corporation, Siemens was well positioned to capitalize on strong demand in the United States and to restructure its manufacturing operations worldwide. In addition, the acquisition represents an important step forward in relocating most of Siemens production outside Germany, also one of von Pier's objectives. The industrial division itself had undergone a rigorous restructuring led by Edward Krubacic and thrived in 1997 with profit growth of 60 percent.

             Krubasic introduced best practice initiatives, joint ledgers and other measures to harmonize the division's loosely bound units with activities ranging from industrial plant construction to automated machinery. The rail system, which lost $ 479 million in 1997, was Siemens' main division. With the shake-up of Von Pier, it got a new management team tasked with consolidating enough operations to make the division marketable in the coming years.

              Information and communication was the largest division of Siemens. Here, the company expected to participate in its mobile phone and PC business, in both areas it had insufficient market share to compete effectively. In addition, although it had a safe share of the traditional telecom market, a strategic acquisition was required to accelerate segmentation with Internet-based network technologies, a significant capacity area given the global volume of data traffic expected. More than voice telephone communication over the years.

         Success in this area depends on delivering a big momentum in the US market, where the competitive momentum was driven by companies like Nortel Networks, Lucent Technologies and CI.

 

Timeline

important data:

1847: Siemens and Hülske establish Werner Siemens and J.G. in Berlin. Halske for building and installing telegraphic systems.

1877: Werner Siemens quickly patented the improved version of Alexander Graham Bell's telephone and began production.

1892: Siemens & Halske built a power plant in Erding, Bavaria, and founded Siemens & Halske Electric Company, an American subsidiary in Chicago.

1897: Siemens & Halske went public.

1903: The company founded Siemens Schwartwerke GmbH, a subsidiary company dedicated to electrical power engineering.

1923: The company began manufacturing radio receivers for the consumer market and founded the Tokyo subsidiary, Fusi Denk, later known as Leo Electric.

1949: The company moves its headquarters to Munich.

1966: The company undergoes a major restructuring, bringing all of its subsidiaries directly under the control of the parent company and Siemens AG. Reincarnated as

1978: Fortune Magazine announces that Siemens has made Westinghouse GE's top competitor.

1992: Siemens joins forces with IBM and Toshiba Corporation to develop 256M-bit chips for the production of microprocessors with supercomputer power.

1998: Heinrich von Pier, head of the company, introduces a ten-point plan for excellence to increase income and tackle underperforming companies.

2001: Siemens makes its first listing on the New York Stock Exchange.

2005: Megatrend becomes a business engine

When Klaus Kleinfeld took over the management board from Heinrich von Pier in January 2005, he was optimistic about achieving the profitability targets for spring 2006. He saw energy, infrastructure and healthcare as the three pillars on which the company could stand and lie. Grows profitably.

             To that end, Kleinfeld focused the company on three megatrends of the day: the influx of people into cities, the world's population increase with demographic changes, and the acceleration of climate change. These trends were covered by Siemens' main business lines: energy and environment, automation and infrastructure by both the public and private sector and healthcare. The acquisitions were also in line with this view.

         The company strengthened its hold in water infrastructure by adding the US company USFilter. This added Bonus Energy, the world market leader in offshore wind farms in the energy sector. And it handled gear-unit manufacturer Flander in the industry and CTI molecular imaging in medical technology.

                 With this new setup, Siemens aimed to develop innovative solutions, while at the same time keeping an eye on responsibly dealing with scarce resources and the environment. Another emphasis was efficient, safe transportation and freight for people, as well as affordable healthcare for the population.

When Peter Losher restructured the company in the areas of industry, energy and healthcare in 2007, and later Infrastructure and Cities, he maintained this focus on megatrends.

 

2006: Compliance crisis

In 2006, Siemens fell into one of the bloodiest phases in its entire history: the compliance crisis. The mixture of lack of transparency, obscure lines of responsibility, tampering with officers and employees of customers and vigorous criminality on the part of some individuals was long hidden. The investigation by the Munich public prosecutor's office brought the problems to light in 2006, throwing the company into a profound existential crisis of trust.

 

                 It responded by taking necessary steps. Compliance work became the focus of attention. A large number of top managers were replaced. With Peter Lausher as CEO and Gerhard Krom as chairman of the supervisory board, two individuals came to the helm, pushing for an in-depth, rigorous investigation. Together with Joseph Ackerman and Berthold Huber, they set the company on a new course. The new legal and compliance department, which reported directly to the managing board, was headed by Peter Y. Solmsen did it. Extensive cooperation with American and German officials kept the fines imposed on Siemens relatively light, although it still hit a record figure of some 1.2 billion euros.

                In December 2008, court proceedings ended in Munich and Washington, DC. A system for conduct in compliance with the rules was established, which in 2011 was declared a benchmark for German business and topped several times on the famous Dow Jones Sustainability Index. Siemens has earned the highest possible score for compliance. German's former finance minister Theo Weigel came on board to oversee compliance efforts as the company's compliance monitor.

2007: Acquisition of UGS Corp

Siemens today is particularly well positioned in digitalization due to several forward-looking acquisitions in the 2000s. The most important of these was UGS Corp, an American expert in digital product data management, computer-aided design and production process simulation, offering end-to-end systems and solutions along the value chain. The UGS was an excellent complement to Siemens' existing automation capabilities.

 

           The company was organizationally integrated into the Siemens Automation and Drives Unit as a "UGS PLM Software" division. Legally it was integrated into UGS with the American regional company, Siemens Corporation, Siemens can now offer hardware, software and support for the digital factory, all from a single source.

             Other acquisitions will follow. In 2012  LMS was a provider of mechanical simulation software; In 2016, it was CD-Adapco, which specialized in simulation software for flow mechanics; And in 2017, Mentor Graphics, a software manufacturing company for semiconductor design came out. All over the decade, Siemens invested some US $ 10 billion, further consolidating its leads for the Digital Factory.

 

 

Job Link: https://www.hrsp.siemens.com/ohrspext/portal/extapplicants/contact/welcome