Power Industry - Project Aqcuisition For Sub-Stations Report

A REPORT ON
PROJECT ACQUISITION FOR HIGH-VOLTAGE SUB-STATION A Project on Marketing and Business Development
By: Akhilesh Dayal Gupta 11BSPHH011129 IBS Hyderabad
A REPORT ON
PROJECT ACQUISITION FOR HIGH-VOLTAGE SUB-STATION

A Project on Marketing and Business Development
By Akhilesh Dayal Gupta 11BSPHH011129 A report submitted in partial fulfillment of the requirements of MBA Program of IBS Hyderabad Distribution List: 1) Siemens Ltd. India. 2) Prof. Diganta Chakraborti (IBS Hyderabad)
June 2nd, 2012
2|Page
Summer Internship Project (Mar-Jun 2012)
ACKNOWLEDGEMENT
I would like to express my profound gratitude to all those who have been instrumental in the preparation of this project report. To start with, I would like to thank the organization SIEMENS LTD. INDIA for providing me the chance to undertake this internship study and allowing me to explore the area of marketing, which was totally new to me and which would prove out to be very beneficial to me in my future assignments, my studies and my career ahead. I would like to thank Mr. Mohit Madhok and Mr. Manish Singhal for their continuous support, advice and encouragement, without which this report could not have been completed. I am deeply grateful to my faculty guide, Prof. Diganta Chakraborti, for his invaluable suggestions, comments, feedback and support throughout the period of the internship.
3|Page
AUTHORIZATION
This is to certify that this project entitled Project Acquisition for High-voltage Sub-station has been submitted by Akhilesh Dayal Gupta while doing his Summer Internship at Siemens Ltd. India, Gurgaon as a partial fulfillment of the requirement of MBA Program IBS Hyderabad 2011-2013.
______________________ Mr. Mohit Madhok Manager- Marketing Siemens Ltd. India. Date: June 4, 2012
4|Page
TABLE OF CONTENTS
S.NO. CHAPTER NO. ------1. 1.1 1.2 1.3 1.4 2 3 4 ------------CONTENT PAGE NO.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.
Acknowledgement Authorization Executive Summary Introduction Background Objective Methodology Scope and limitations Economy Industry Analysis Company Analysis Project Specific Analysis Conclusion & recommendations Outcome Learning From SIP Annexure 1 Annexure 2 References
3 4 7 8 10 18 19 20 21 32 41 52 53 54 56 76 84
5|Page
LIST OF ILLUSTRATIONS
Figure No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30.
TABLE NO.
Figure Name
Expected capacity additions (GW) Market potential for different sources of energy in India World Electricity Consumption Global electrical equipment market share by region, 2012 Product wise break up of traded Electrical Equipment in FY2011 India electricity consumption (bn kWh) Installed total capacity (as on July 2011). Total capacity- 180 GW Plan wise capacity additions envisaged and percentage achieved Trend of Domestic Energy Consumption in India, 1990-2007 Trend of Energy Consumption per capita in India, 1990-2007 Trend of Energy Consumption in Indian Economic Sectors 2010, 2011 Growth in industry size of major electrical equipments (crore) Market size (201011) India imports and exports (crore) Indian imports - Top five countries and their share (%), last 5 years Domestic T&D capacity utilization (2011) Siemens PTD Siemens Experience with GIS Siemens Ltd. competitors in India with respect to relative market share Marketing and project acquisition delivery process flow diagram Process flow chart followed during internship AIS H-arrangement installed in Germany AIS in-line longitudinal arrangement AIS center tower arrangement at Egypt AIS diagonal layout arrangement at Germany AIS beaker and half layout arrangement in Indonesia AIS COMPACT SOLUTIONS. Left- SIMOBREAKER Module. RightSIMOVER Module GIS Type 8DN8 GIS Type 8DN9 GIS Type 8DQ1
Page No. 9 9 10 11 11 12 13 13 21 21 27 29 29 30 30 31 33 37 39 44-47 49-50 76 77 78 78 79 80 81 82 83

PAGE NO.
LIST OF TABLES
TABLE NAME
Plan-wise equipment demand (cumulative) Equipment wise demand projection
1. 2.
24 25
6|Page
EXECUTIVE SUMMARY
The primary objective of this report is to carry out a market study and analysis of the Indian power sector, and find out the details of any new power generation units/plants that are being set up. Any power unit that is installed has to distribute and transmit the power generated to different locations, and for the transmission and distribution of electricity, a sub-station has to be installed along with the power generation unit. Siemens produces many different types of substations, which are basically characterized into two categories, which are Air Insulated substation (AIS) and Gas Insulated sub-station (GIS). Out of these two, GIS is a newer technology, and has many advantages over the conventional AIS. The purpose of my internship at Siemens Ltd. India is to acquire these power generation projects for the company for the sale and installation of sub-stations, and also to inform the customers about GIS being the latest technology and its advantages over AIS. Market study has been used to gain the information regarding the new plants being set up. Market research is very crucial for all companies today, existing in a competitive market, to know what type of products or services would be profitable to introduce in the market. Also with respect to its existing products in the market, good market research enables a company to know if it has been able to satisfy customer needs and whether any changes need to be made in the packaging, delivery or the product itself. This enables a company to formulate a viable marketing plan or measure the success of its existing plan. It can be defined as the process of collecting, recording and interpreting the data related to the offerings of the company. This need for market research comes from the concept that only by understanding the needs and wants of the target audience and by effectively satisfying them, will the company be able to achieve the organizational goals and surpass the competition in the target market. Thus arises the need to collect data about the customers, competitors, and other forces in the marketplace. This data in turn is collected and analyzed to make relevant marketing decisions, be it in relation to setting up a business, developing a product, creating a brand or coming up with an advertising campaign. Market research consists of two separate types of research that can be categorized as secondary and primary research. Primary research serves to provide information through monitoring sales levels and measuring effectiveness of existing business practices like service quality and tools for communication being used by the company. It carefully follows competitor plans to gather information on market competition. Secondary research consists of collecting already published data to create a "company database" that may serve to perform situation analysis. It helps to identify the company's competitors, perform a strategy for benchmarking and also determine the segments the company should target in view of factors such as demographics, population, usage rate, life style and behavioral patterns. Both primary and secondary researches are essential to fulfill the company's objectives.
7|Page
Chapter-1 Introduction
An efficient power supply system is a key requirement for a nations economic growth and good quality life of its citizens. Assured availability of quality power at a reasonable cost will not only act as a catalyst in the socio-economic development of the country, but also enhance the global competitiveness of the industrial sector. It will also lead to enhanced employment generation and per capita income levels. Rapid development of a robust and healthy domestic electrical equipment (EE) industry, supporting the complete value chain in power generation, transmission and distribution, is not only crucial for the economy, but is also of strategic importance for India. The Indian EE industry, which comprises around 90% SMEs, has grown close to ` 110,000 Cr in 2010-11. The industry has a diversified, mature, and established manufacturing base, which has the potential to meet the current as well as future domestic and export demands. Ever since liberalization of the Indian economy in 1991, the economic progress of the country had been phenomenal, until the recent Global economic meltdown pushed it onto the back foot. Even then, the growth determining indices, such as GDP, GNP etc. were way better than most of the worlds superpowers. This shows the economic integrity and the depth in the quality and quantity of the resources running the economy. These resources are the numerous industries of the Indian subcontinent, which formed the basis for continuously increasing FDIs in the respective industries at one point of time. Some of the most important industries are cement, steel, chemicals, power, textile & services along with a huge array of small scale industries. The Indian economy was not open to foreign direct investment by international companies in any industrial sector before 1991. Hence, all the domestic industries present in the economy were moving and growing at a sluggish pace because of a lack of quality competition. However, since liberalization, many companies from far-away lands have invested heavily in the Indian market. This led to an improvement in the quality of products and services being offered in the Indian market, and hence a fierce competitive battle began between the domestic and the multinational companies to gain a higher market share in their respective industries. Also, after liberalization, the financial condition of the huge middle class Indian population improved, and hence the quality of the lifestyle increased. As this happened, suddenly there was a manifold increase in the demand for goods and services by the Indian consumers. To meet this increasing demand and hence to increase their market share by tapping this vast newly available market potential, the companies started increasing their production capacities, which meant a higher requirement for power and energy. As of 2011, power generation in India is controlled by players that can be divided into three categories: Central government, state government and the private sector players, and the expected capacity additions by these respectively are shown in the figure below:
8|Page
Figure 1: Expected capacity additions (GW)
15 10 5 0 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015P Central State Private
Since recently, many large companies in India, which need to generate power for their operations to run, and were being provided electricity by the government at subsidized rates till now, have started setting up their own small scale power generation units, with capacities just sufficient to meet their requirements. These companies present a potential market opportunity to the electrical equipment manufacturing companies in India, and this market has to be tapped by the companies for better growth opportunities. Also, the vast resource of renewable sources of energy and electricity available in India have been recently recognized, for ex. solar energy, hydro energy, wind energy, etc. Hence, many new players are entering into the Indian market to tap this potential by harnessing this source of energy to generate electricity to meet the growing demand for electricity consumption, along with the domestic players. Hence, there is a tough competition in this segment as well, and again it presents a huge business development opportunity for the electrical equipment manufacturing companies. This developing sector must be tapped by these companies, because renewable sources of energy are considered as an evergreen field, mostly because of the huge population of the country, and hence an everlasting demand for electricity. This growing market potential of the renewable sources of energy, as compared to the conventional sources such as coal, gas etc. is shown in the figure below: Figure 2: Market potential for different sources of energy in India.
Renewabl e 35% Gas 19%
Coal 46%
9|Page
It has become extremely important for the equipment manufacturing companies in India, both domestic and multi-national, to tap these business opportunities quickly and stealthily, if a decent share of the market is to be attained or maintained.
1.1 BACKGROUND A Global Outlook:

The demand for electricity worldwide is projected to grow at an annual rate of 2.7% for the period 20112017, slowing down to 2.4% per year during the period 20152030 as economies mature, and the generation and supply of electricity becomes more efficient. Figure 3: World Electricity Consumption
(Source: International Energy Agencys World Energy Outlook 2011 report)
The worlds installed power generation capacity is projected to rise from 4,509 GW in 2007 to about 10,000 GW in 2030. Total gross capacity addition is expected to amount to 4,800 GW over the period, with 30% of this addition planned for installation by 2015. The share of coal in total electricity generation is expected to rise marginally from 42% in 2009 to 44% in 2030. Non-hydro renewable energy sources biomass, wind, solar, geothermal, wave and tidal energy are expected to continue gaining share of the market, accounting for almost 9% of generation in 2030, up from 2.5% in 2009. The share of nuclear power is expected to decline from 14% in 2007 to 11% in 2030. There are significant efforts, largely from developed nations, to increase generation from non-renewable sources of energy. But, overall the global power sector is expected to continue its reliance on thermal energy sources. Globally, growth rates have been less-than-impressive in recent years in the electrical equipment market, but there is scope for expansion in certain geographical areas, such as the emerging markets in the Asia-Pacific region. Robust economic growth in emerging countries
10 | P a g e
such as China and India, combined with rapid urbanization and strong growth in fixed investment spending in these countries, is expected to boost the demand for electrical equipment in these countries.
Figure 4: Global electrical equipment market share by region, 2012

Rest of world, 4% America, 24% Asia Pacific, 45%
Europe, 27%
(Source: Data-Monitor report) China dominates trade in most of these product segments. Segments such as rotating machines, transformers, lamps, cables are dominated by China with double digit shares in global trade. Countries like Japan, US and Germany dominate trade in a few segments like switchgears, insulators, capacitors etc. Figure 5: Product wise break up of traded Electrical Equipment in FY2011
Capacitors, 5.90%
Transformers, 6.10%
Switchgears, 17.60% Rotating machines: Generating sets, 18.30%
Others, 43.50%
Cables, 8.50%
(Source: ITC Report)
11 | P a g e
An Indian Perspective:
Power is a necessary fuel for a growing economy. Indian economy is on a high growth path targeting GDP growth rate of 8-8.5%. To achieve this growth it is imperative that the power infrastructure is in place. India has the fifth-largest generation capacity in the world with an installed capacity of over 180 GW, as on 31 July 20116. The country is also the sixth-largest energy consumer, accounting for 3.4% of total global energy consumption. As the sixth largest energy consumer in the world, the total consumption in 2011-12 was estimated at 975 bn kWh, which is an increase from 725 bn kWh in 2008-09. Figure 6: India electricity consumption (bn kWh).
The industrial sector, due to increasing capacity additions, has the highest demand for electricity, as compared to others sectors (domestic, commercial and agriculture). Going forward its share is expected to remain high due to increasing industrial activity in the country and the domestic and commercial sectors are likely to experience a steady demand for electricity.
12 | P a g e
Generation:
Thermal energy accounts for the major share of generation in India. Thermal power is obtained from coal, oil and gas. Share of wind and other renewable forms of energy currently stands at 11% of the total installed capacity. Government plans to increase the share of power generated from renewable sources in the coming plans. Figure 7: Installed total capacity (as on July 2011). Total capacity- 180 GW
Others, 15%
Hydro, 21%
Thermal- coal, 55%
Thermal-gas, 10%
(Source: CEA Standing Committee Report, 2011) With envisioned capacity additions, India is expected to reach an installed capacity of 350 GW by 2022. This increase will be in line with the countrys GDP growth plans of 88.5% per year. Although India has ambitious plans to increase its generation capacity, actual additions in the past have been unable to match up to the targets set in the prior Five Year Plans. Average additions in the past have been 65% of the target. However, this percentage is expected to improve in future. Figure 8: Plan wise capacity additions envisaged and percentage achieved
(Source: CEA Standing Committee Report)
13 | P a g e
To meet the targeted additions, the Indian government is encouraging private participation in power projects. Capacity additions by private sector players are expected to grow at an increasing rate. During 2010-11 to 2014-15, private players are expected to add nearly 45 GW of power. This will result in a 55% share of private players in the total additions in the power sector during this period. Central and State additions are expected to be 21.4 GW and 15.2 GW respectively during the same period.
Transmission & Distribution:

Transmission segment plays a key role in transmitting power to various distribution entities across India. However, the investment in transmission infrastructure has been half of that on generation, leading to major inadequacies in the transmission system. As on March 2009, inter-regional capacity stood at 20,750 MW and is estimated to be 37,150 by March 20129. During the Twelfth Plan, total transmission substation capacity addition is expected to be 301,000 MVA, while 120,000 ckt of transmission lines are expected to be added. The Ministry of Power has implemented the following initiatives to improve the overall performance of the transmission sector: 1: Private sector participation in transmission: This is accomplished through the Independent Power Transmission Company (IPTC) route under the Central and state sectors. 2: Development of National Power Grid: The national power grid will have 37 GW10 of interregional power transfer capacity by the end of the Eleventh Plan. The National Grid is expected to facilitate the optimal utilization of electricity from surplus regions to deficit ones in the country and also make scheduled/ unscheduled exchange of power between such regions possible. Investment in new technology and modernization, such as the smart grids, is expected to pave way for energy efficient transmission and distribution in the coming years. BEE is planning to set up the first smart grid project in India. Establishment of the national grid by the Power Grid is another major step towards optimum and efficient utilization of energy by evacuating electricity from power surplus regions to meet demand in power deficit regions. Distribution of electricity in India is largely operated by states, with only 57% being distributed by private players. One of the major problems in this segment is high AT&C losses, which continue to be around at 27%. This is substantially higher than the global average of 1015%. The total loss incurred by distribution companies is estimated at around 70,000 Crore in 201011. 3: Restructured Accelerated Power Development Reform Program (R-APDRP): This program focuses on actual, demonstrable performance in terms of sustained loss reduction. It aims to establish reliable and automated systems for sustained collection of accurate base line data. It also adopts IT in areas of energy accounting before implementing distribution-strengthening projects, consumer attitude surveys, etc. 4: Franchise model: This model offers public and private partnership (PPP) opportunities, in which the franchisee does not need to have a separate distribution license. The licensee supplies electricity to the franchisee at a predetermined price according to the franchisee
14 | P a g e
agreement. The franchisee retains a pre-defined portion of the revenue as charge. Lack of adequate T&D infrastructure and the need to modernize the existing infrastructure calls for significant funding in this sub-sector. Financial Institutions such as PFC and REC have been instrumental in providing funds for T&D projects.
Developments in The Power Sector - Last 50 Years:

The power sector in India has undergone significant progress after Independence. When India became independent in 1947, the country had a power generating capacity of 1,362 MW. Hydro power and coal based thermal power have been the main sources of generating electricity. Generation and distribution of electrical power was carried out primarily by private utility companies. Notable amongst them and still in existence is Calcutta Electric. Power was available only in a few urban centers; rural areas and villages did not have electricity. After 1947, all new power generation, transmission and distribution in the rural sector and the urban centers (which was not served by private utilities) came under the purview of State and Central government agencies. State Electricity Boards (SEBs) were formed in all the states. Nuclear power development is at slower pace, which was introduced, in late sixties. The concept of operating power systems on a regional basis crossing the political boundaries of states was introduced in the early sixties. In spite of the overall development that has taken place, the power supply industry has been under constant pressure to bridge the gap between supply and demand. The Power Sector has been getting 18-20% of the total Public Sector outlay in initial plan periods. Remarkable growth and progress have led to extensive use of electricity in all the sectors of economy in the successive five years plans. Over the years (since 1950) the installed capacity of Power Plants (Utilities) has increased to 89090 MW (31.3.98) from meager 1713 MW in 1950, registering a 52 fold increase in 48 years. Similarly, the electricity generation increased from about 5.1 billion units to 420 Billion units 82 fold increase. The per capita consumption of electricity in the country also increased from 15 kWh in 1950 to about 338 kWh in 1997-98, which is about 23 times. In the field of Rural Electrification and energization, country has made a tremendous progress. About 85% of the villages have been electrified except far-flung areas in North Eastern states, where it is difficult to extend the grid supply. In the Constitution of India Electricity is a subject that falls within the concurrent jurisdiction of the Centre and the States. The Electricity (Supply) Act, 1948, provides an elaborate institutional frame work and financing norms of the performance of the electricity industry in the country. The Act envisaged creation of State Electricity Boards (SEBs) for planning and implementing the power development programs in their respective States. The Act also provided for creation of central generation companies for setting up and operating generating facilities in the Central Sector. During the post-independence period, the various States played a predominant role in the power development. Most of the States have established State Electricity Boards. In some of these States separate corporations have also been established to install and operate generation facilities. In the rest of the smaller States and UTs the power systems are managed and operated by the respective electricity departments. In a few States private licensees are also operating in certain urban areas.
15 | P a g e
The policy of liberalization the Government of India announced in 1991 and consequent amendments in Electricity (Supply) Act have opened new vistas to involve private efforts and investments in electricity industry. Considerable emphasis has been placed on attracting private investment and the major policy changes have been announced by the Government in this regard which are enumerated below:
The Electricity (Supply) Act, 1948 was amended in 1991 to provide for creation of private generating companies for setting up power generating facilities and selling the power in bulk to the grid or other persons. Financial Environment for private sector units modified to allow liberal capital structuring and an attractive return on investment. Up to hundred percent (100%) foreign equity participation can be permitted for projects set up by foreign private investors in the Indian Electricity Sector. Administrative & Legal environment modified to simplify the procedures for clearances of the projects. Policy guidelines for private sector participation in the renovation & modernization of power plants issued in 1995. In 1995, the policy for Mega power projects of capacity 1000 MW or more and supplying power to more than one state introduced. The Mega projects to be set up in the regions having coal and hydel potential or in the coastal regions based on imported fuel. The Mega policy has since been refined and Power Trading Corporation (PTC) incorporated recently to promote and monitor the Mega Power Projects. PTC would purchase power from the Mega Private Projects and sell it to the identified SEBs. In 1995 GOI came out with liquid fuel policy permitting liquid fuel based power plants to achieve the quick capacity addition so as to avert a severe power crisis. Liquid fuel linkages (Naphtha) were approved for about 12000 MW Power plant capacity. The non-traditional fuels like condensate and orimulsion have also been permitted for power generation. GOI has promulgated Electricity Regulatory Commission Act, 1998 for setting up of Independent Regulatory bodies both at the Central level and at the State level viz. The Central Electricity Regulatory Commission (CERC) and the State Electricity Regulatory Commission (SERCs) at the Central and the State levels respectively. The main function of the CERC are to regulate the tariff of generating companies owned or controlled by the Central Government, to regulate the tariff of generating companies, other than those owned or controlled by the Central Government, if such generating companies enter into or otherwise have a composite scheme for generation and sale of electricity in more than one State to regulate the inter-state transmission of energy including tariff of the transmission utilities, to regulate inter-state bulk sale of power and to aid & advise the Central Government in formulation of tariff policy. The CERC has been constituted on 24.7.1998. The main functions of the SERC would be to determine the tariff for electricity wholesale bulk, grid or retail, to determine the tariff payable for use by the transmission facilities to regulate power purchase and procurement process of transmission utilities and distribution utilities, to promote competition, efficiency and economy in the activities of the electricity industries etc. Subsequently, as and when each State Government notifies, other regulatory functions would also be assigned to SERCs.
16 | P a g e
The Electricity Laws (Amendment) Act, 1998 passed with a view to make transmission as a separate activity for inviting greater participation in investment from public and private sectors. The participation by private sector in the area of transmission is proposed to be limited to construction and maintenance of transmission lines for operation under the supervision and control of Central Transmission Utility (CTU)/State Transmission Utility (STU). On selection of the private company, the CTU/STU would recommend to the CERC/SERC for issue of transmission license to the private company. The Electricity Laws (Amendment) Act, 1998 provides for creation of Central and State Transmission utilities. The function of the Central Transmission Utility shall be to undertake transmission of energy through inter-state transmission system and discharge all functions of planning and coordination relating to inter-state transmission system with State Transmission Utilities, Central Government, State Governments, generating companies etc. Power Grid Corporation of India Limited will be Central Transmission Utility. The function of the State Transmission Utility shall be to undertake transmission of energy through intra-state transmission system and discharge all functions of planning and coordination relating to intra-state transmission system with Central Transmission Utility, State Governments, generating companies etc.
However, the recent global economic slowdown has led to a sharp fall in the expected growth of the economy, and this has had a substantial impact on GoIs Mission Power To All by 2012, which requires our installed generation capacity to be at least 2,00,000 MW by 2012. To ensure that power reaches one and all in India, an expansion of the regional transmission network and interregional capacity to transmit power would be essential, according to the governments plan. The latter is required because resources are unevenly distributed in the country and power needs to be carried over great distances to areas where load centers exist. The government has also initiated many investment-friendly policies. According to the policy, around 100 per cent FDI with unlimited amount is allowed for most projects relating to electricity generation, transmission and distribution, except in nuclear power plants. In the renewable energy sector too, 100 percent FDI is permitted and a generation-based incentive scheme has been put in place for wind power projects. Obstacles Faced in the Implementation of Mission Power To All by 2012: The target of providing power by the end of March 31, 2012, has seen various hindrances; most important among them is the shortage of fuel linkages (coal & gas) and environmental concerns. The non-availability of coal has affected the sector majorly. Indias coal sector faces issues like primitive mining techniques and rampant theft & corruption. A major player, Coal India, has also consistently missed production targets, which add to the problems faced by the power sector. As if that was not enough, the below par transport infrastructure, inadequate for moving coal from far-flung mines to its destination, also plays spoilsport. Another factor that has equally affected the project is that all the efforts to develop other fuels have not worked out properly. Hydroelectric projects in the northern parts and north-eastern parts of the country are caught in controversies ranging from ecological to environmental and rehabilitation.
17 | P a g e
1.2 OBJECTIVE: The objective of this study is to perform a market study and analysis of the Indian power and energy industry on a regular basis, and to find out about any new power plants or small-scale power generation units that are being set up throughout the country, irrespective of their capacities. This study is being done so as to improve the business opportunities for Siemens Ltd. India, ETHS (Energy transmission through high-voltage sub-station) division, where this study is being performed, for the sale, installation and service of high-voltage sub-station, both Airinsulated sub-station (AIS) and Gas-insulated sub-station (GIS). This objective for this study has been further sub-categorized into three objectives, so as to improve the scope and reach of the study, which if successful, will prove to be extremely valuable and profitable for the company in increasing its market share and revenues and will help it in moving ahead of the fierce competition in the Indian electrical equipment manufacturing industry. These three objectives are as follows: 1. The electricity generated by the power and energy industry is mostly done by utilizing the conventional sources of energy like coal and gas, with the electricity generated from coal having around 45% share in the total electricity generated in the country. Also, many industries and companies, which require a lot of power to run their operations, set up their own small-scale power generating units with small capacities. These industries present a very lucrative business potential to Siemens Ltd. India. The first objective of the report aims at tapping the business available from these industries and companies. 2. The second objective of the study is to tap the business potential from the companies that are investing in the power generation sector to tap harness the vast potential of the renewable sources of energy, that the Indian sub-continent has to offer. Even though the share of electricity generated using the renewable sources of energy is less than that generated using the conventional sources, the renewable sources of energy are being regarded as the future of power generation in the country. Hence, a huge opportunity lies in front of the Indian electrical equipment manufacturing industry, which has to be tapped if a larger market share of the fiercely competitive market is to be attained. 3. The third objective of this study is to spread awareness among the small-scale players in the power and energy industry in India, about GIS, which is a relatively new technology in the field of sub-stations. Since it is a new technology, most of the small-scale players in the industry are not aware of the advantages and benefits that GIS may have over the conventional sub-stations, i.e. AIS, which may prove to be extremely useful for their business, and profitable for Siemens Ltd. India.
18 | P a g e
1.3 METHODOLOGY: PRIMARY RESEARCH:

The research that has been done in this project in order to generate the database of prospective projects is primary research. It can be defined as the research which involves the conduction and compilation of research for a specific purpose. When conducting primary market research, two basic types of information can be gathered: exploratory or specific. Exploratory research is openended, helps define a specific problem, and usually involves detailed, unstructured interviews in which lengthy answers are solicited from a small group of respondents. Specific research, on the other hand, is precise in scope and is used to solve a problem that exploratory research has identified. Interviews are structured and formal in approach. Of the two, specific research is the more expensive. While doing a primary research, the prospective customers can be contacted through any means such as telephone, mail, direct contact with prospective clients, etc.
EXPLORATORY RESEARCH:
The research methodology that has been followed to carry out this study is exploratory research. Exploratory research can be defined as a type of research design, which has as its primary objective the provision of insights into and comprehension of the problem solution confronting the researcher. The objective of exploratory research is to gather preliminary information that will help define problems and suggest hypotheses. Primary data has been generated for use in the research process, and it has been generated through a market study of the Indian power and energy sector.
19 | P a g e
1.4 SCOPE OF THE PROJECT:

The scope of this project is limited to performing a market study to find out more business opportunities in the Indian power and energy sector, so as to increase the sales of Siemens highvoltage sub-stations and increase the market share for the same. This project has also been performed to analyze the importance of a healthy internal communication system for a big international company like Siemens, and also the necessity of an efficient external communications delivery chain.
1.4(A) LIMITATIONS OF THE PROJECT:

The execution of the internship project was hindered at a number of steps, due to some limitations, which are as follows: 1. There were a number of steps in the execution of the procedure, which involved financial analysis, and were hence out of the scope of this project, and were performed by other teams in the office, and were not performed by me, like the risk-benefit analysis etc. 2. Due to limited period of time available for the project to be completed, it had to be stopped after the initial two stages of the process, and will be continued forward by the respective department at Siemens Ltd. India. 3. Certain premier clients of Siemens Ltd. India, such as NTPC, etc. were not handled by me, as I was not allowed to do so. These were handled by the respective departments itself.
20 | P a g e
CHAPTER-2 ECONOMIC ANALYSIS OF THE SECTOR

Energy demand in Asia is expected to grow significantly on the back of substantial economic growth. Asia has been emphasizing on energy independence by developing economically viable alternate fuels such as renewable energy, hydroelectricity, and biofuels. The recent spectacular growth of the Indian economy was based on sound economic fundamentals and this trend is likely to continue. The countrys gross domestic product (GDP) is expected to grow by 7.6 percent during the fiscal year 2012-2013. The power sector has been regarded as one of the biggest contributors to the growth of the economy. With the rising population and growth story of India, the need of fast paced growth in power generation is increasingly gaining importance. The government has targeted electricity for all by 2012 by the end of 11th Five Year Plan. The demand of electricity is growing exponentially. Figure 9: Trend of Domestic Energy Consumption in India, 1990-2007
Figure 10: Trend of Energy Consumption per capita in India, 1990-2007
21 | P a g e
Indian Economy-Growth Since 1947:

The Indian economy, for some time after India's Independence from the British, was governed by a combination of protectionist, import-substitution, and Fabian socialist-inspired policies. The economy was then characterized by extensive regulation, protectionism, public ownership, pervasive corruption and slow growth. Since 1991, continuing economic liberalization has moved the country towards a market-based economy. By 2008, India had established itself as one of the world's fastest growing economies. Growth significantly slowed to 6.8% in 200809, but subsequently recovered to 7.4% in 200910, while the fiscal deficit rose from 5.9% to a high 6.5% during the same period. Indias current account deficit surged to 4.1% of GDP during Q2 FY11 against 3.2% the previous quarter. The unemployment rate for 2010-11, according to the state Labor Bureau, was 9.8% nationwide. As of 2011, India's public debt stood at 62.43% of GDP which is highest among the emerging economies. However, inflation remains stubbornly high with 7.23% in April 2012, the highest among its BRICS counterparts. India's large service industry accounts for 57.2% of the country's GDP while the industrial and agricultural sectors contribute 28.6% and 14.6% respectively. Agriculture is the predominant occupation in Rural India, accounting for about 52% of employment. The service sector makes up a further 34%, and industrial sector around 14%. However, statistics from a 200910 government survey, which used a smaller sample size than earlier surveys, suggested that the share of agriculture in employment had dropped to 45.5%. Major industries include telecommunications, textiles, chemicals, food processing, steel, transportation equipment, cement, mining, petroleum, machinery, software and pharmaceuticals. The labor force totals 500 million workers. Major agricultural products include rice, wheat, oilseed, cotton, jute, tea, sugarcane, potatoes, cattle, water buffalo, sheep, goats, poultry and fish. In 20102011, India's top five trading partners are United Arab Emirates, China, United States, Saudi Arabia and Germany. Previously a closed economy, India's trade and business sector has grown fast. India currently accounts for 1.5% of world trade as of 2007 according to the World Trade Statistics of the WTO in 2006, which valued India's total merchandise trade (counting exports and imports) at $294 billion and India's services trade at $143 billion. Thus, India's global economic engagement in 2006 covering both merchandise and services trade was of the order of $437 billion, up by a record 72% from a level of $253 billion in 2004. In the year 2010-11 India's total merchandise trade (counting exports and imports) stands at $ 606.7 billion and is currently the 9th largest in the world.
22 | P a g e
Economic Performance: FY 2011-12:

There is no denying that the year 2011-12 was a challenging year for the economy. India is not insulated from global economic activities which were clearly visible on some of the economic parameters. However, despite the economic and financial troubles in key a developed economy, India has remained a front runner in any cross-country comparison. The Economic Survey 2011-12 predicts that with inflation moderating, easing of monetary policy and reforms picking up, the economy would grow at 7.6% in financial year (FY) 2013 and 8.6% in FY 2014. However, With the gross domestic product (GDP) growth slowing to 6.9% in the current fiscal (FY 2011-12) from 8.4% in the previous two fiscals, India has witnessed a slowdown due to weak industrial activity coupled with a contraction in investments. Factors such as persistent and high inflation, monetary tightening, expansion of trade deficits, weakening of the Rupee, negative global developments and domestic political uncertainty have also contributed to it. A striking point in this years Survey is the trade deficit, which stood at US$ 85.8 billion in the first half of the year. A steep rise in the trade deficit was witnessed after an over 40% increase in the merchandise exports in the first half of the year as compared to the first half of last year. After high fiscal deficits in the previous two years, the Budget for 2011-12 proposed fiscal consolidation and estimated a fiscal deficit target of 4.6% of GDP. The fiscal deficit has ballooned on account of various factors. Slow growth of the industry led to lower tax collections for the government. For the first nine months of the year, gross tax revenue grew at a rate which was 5 percentage points lower than the same period in the previous year. Further, due to spiraling of fuel and fertilizer subsidy, the expenditures of the government swelled. High interest rates led to higher interest payment on external debt and higher borrowing costs. Total expenditures in the first nine months of the year were 13.9% as against the budgeted 4.9% for the entire year. The foreign exchange reserves fluctuated throughout the year. In the first half of the year, reserves increased by US$ 6.7 billion and reached an all-time high of US$ 322 billion (August 2011). However, due to the Rupee depreciation in the latter half of the year, the RBI intervened to stem the slide which led to a decline in the foreign exchange reserves from US$ 311.5 billion (September 2011) to US$ 292.8 billion (January 2012). The currency depreciated 12.4% against the US$ on a month-to-month basis and reached at an all-time low of Rs. 54.23 in December 2011.The capital inflows in terms of foreign direct investment rose by US$ 12.3 billion during the first half of the current fiscal as compared to US$ 7 billion in the corresponding period of last year. On the other hand, the portfolio investments (FIIs, ADRs and GDRs) have been extremely volatile throughout the year. They decreased to a mere US$ 1.3 billion in the first half of 2011-12 as compared to US$ 23.8 billion in the first half of last year.
Future Expectations:
Despite the low growth figure of 6.9%, India remains one of the fastest growing economies in the world as all major countries (including the emerging economies) are witnessing a significant slowdown. The global economic environment turned sharply adverse in the middle of the year owing to the turmoil in the euro-zone countries and questions about the growth prospects of other leading developed economies, reflected in sharp ratings downgrades of sovereign debt in most major advanced countries. While a slowing down of the Indian economy can be largely attributed to global factors, domestic factors also played an important role. The Survey predicts
23 | P a g e
the economy to grow by 7.6% and 8.6% in the next two years. It also predicts that the weakness in the economic activity might have bottomed out. Keeping in view the economic trends of various parameters, inflation is expected to decline in the short term due to the base effect and the global stabilization in commodity prices. As a result the RBI may opt for an expansionary monetary policy which could provide the necessary flip to the economy. However, this is likely to be limited unless the investment climate issues such infrastructure, boosting business sentiments, land acquisition and labor laws are addressed. Inability to implement some of the policy reforms such as allowing FDI in multi-brand retail, pension and insurance funds and lag in policy actions for coal and power have also dampened investor sentiments. The Indian economy was on the path to recovery after the 2008-09 crises, which was also reflected in the budget estimates last year. The global economic slowdown has impacted the recovery of Indian economy.
Indian Electrical Equipment Industry:

India has come a long way in electrical equipment manufacturing. Today, the country manufactures a large variety of electrical equipment. The industry can be broadly classified into two sectors generation equipment and T&D equipment. In the generation segment, it manufactures boilers, turbines, generators, balance plants, etc. In the T&D segment, it makes and exports a wide array of equipment such as transformers, cables, transmission lines, switchgear, capacitor, etc. New technologies that are being introduced have been brought into the domestic manufacturing domain by foreign players. These players have come into India either independently and set up their own manufacturing facilities or through the JV route. As mentioned earlier, Indias electrical equipment industry size is estimated at 110,000 Crore (US$ 25bn) in 2010-11. The industry directly employs around five lakh persons and provides indirect employment to another ten lakh people. Most sub-sectors of the industry also make a large number of products in varied price and quality ranges. Some subsectors comprise a sizeable unorganized segment as well. The demand for electrical equipment in India is expected to witness significant expansion on the back of the growth of the power sector. The government is likely to add around 78 GW and 100 GW, respectively, under its Twelfth and Thirteenth Five Year Plans. Investment required for the Twelfth Five Year Plan period in the generation and T&D segment is expected to be US$ 85 bn in generation, US$ 45 bn in transmission and US$ 70 bn in distribution13. Based on investment estimates and capacity addition targets, it is expected that the domestic demand for generation equipment (BTG) will be in the range of US$ 25-30 bn by 2022, while that of the T&D equipment industry will be US$ 7075 bn14. Table 1: Plan-wise equipment demand (cumulative)
(Source: CEA and EY Analysis Reports)

24 | P a g e
There has been an overall growth in most segments of the electrical equipment industry in boilers, turbines, generators, transformers, switchgears, and wires and cables due to the high demand from Central and State power utilities. Indias electrical equipment industry is expected to grow steadily and witness growth opportunities as a result of governments focus on capacity augmentation across generation, transmission and distribution. The government has stipulated Power to all program by 2012 under its National Electricity Policy (NEP), with a target of achieving 1,000 KWh per capita consumption of electricity by 2012. Significant infrastructure investments have been planned across the generation, transmission and distribution segments to realize this target by 2012. Table 2: Equipment wise demand projection
Clean coal technology can be used to alleviate environmental effects such as pollution. This technology will soon be commercially available in India due to the countrys growing concern for the environment. The Ministry of Non-Conventional Energy Sources aims to install an additional 10.0 percent of renewable power generation capacity by 2012 through the gridinteractive renewable power program. This will require both external funding and technological expertise. India is planning to enhance R&D efforts in the field of exploration and production of energy resources. Research will be especially focused on offshore natural gas exploration and extraction of coal from deep and in-site coal gasification. This will provide opportunities for equipment manufacturers and suppliers to the oil and gas industry.
25 | P a g e
Demand Drivers For The Industry:

Demand for electrical equipment in India is primarily linked to development in infrastructure, specifically the power sector. To sustain the economic boom that the country is experiencing, development of infrastructure remains a key imperative. Increased focus of GoI to improve infrastructure in the country over the past few years has boosted demand for electrical equipment; as long as developments are taking place in Indias power sector, demand for various electrical equipment is likely to increase. Some of the key demand drivers for this industry are as follows: 1. Power: Demand for electrical equipment such as transformers and switchgears will be driven by GoIs ongoing efforts to improve Indias power scenario. Huge investments of GoI in the power sector as well as its objective of ensuring that power is distributed to the remotest village in the country bode well for the industry. 2. Infrastructure: Infrastructure development remains a key focus for GoI. To ensure better infrastructure, it has undertaken a large reform initiative, which will bring about business opportunities for the Indian electrical equipment industry. 3. Telecommunications: Increasing penetration of the Internet in the country, rising popularity of broadband connection and introduction of 2G and 3G technologies is expected to drive demand for cables in the electrical equipment industry. 4. Real estate: The real estate sector has seen a significant boom in the country. Spurt in construction of factories as well as commercial and residential buildings has brought along higher demand for generators(for office as well as residential buildings) and cables. This is expected to drive demand for electrical equipment. 5. Outlook: After being affected by the global economic slowdown in FY09, the Indian electrical equipment industry recovered strongly in FY10, especially in the second half. Increasing activity in the infrastructure sector will bode well for the industry in the coming years. The Government of India has embarked upon an ambitious plan of Power for all by 2012. This plan aims to achieve an installed generation capacity of 200,000 MW by2012. Towards achieving this ambitious target, the Government has been encouraging formation of joint ventures between Indian electrical equipment companies and their foreign counterparts that in turn will provide the requisite impetus to the industry. Further, Indias nuclear deal, which is in initial stages, could generate huge demand for electrical equipment as nuclear power projects require equipment similar to thermal power projects, although with some modifications. On the supply side, efforts to develop better technology through strong focus on R&D are needed to drive the industry in line with most developed countries. Going forward, quality of electrical equipment would improve through greater focus on R&D, enabling Indian manufacturers to compete globally and improve performance in exports.
26 | P a g e
Figure 11: Trend of Energy Consumption in Indian Economic Sectors 2010, 2011
Sectors
- 2010
-2011
Market Condition and Future Prospects for Electrical Equipment Industry in India:
The Indian electrical equipment manufacturing industry is traversing through a challenging phase. On one hand, there is a huge opportunity presented by the Power for all by 2012 policy, and yet, the challenge of meeting this inspiring goal within the balance time of this financial year is becoming a daunting task. While the electrical equipment industry is geared with adequate production capacity, it seems that procedural delays in releasing timely tenders & contracts, and runaway cost escalation due to rising commodity & metal prices are holding back Indias electrification process. At present, Indian exports of electrical equipment are less than one per cent of the global trade. With the electricity sector being a sunrise sector across the entire developing world, there exists a significant export potential for the domestic industry.
Generation equipment:
Generation equipment such as boilers and turbines are being produced at full capacity utilization to meet the growing demand in the country. Many companies have set up new capacities, while the existing ones are augmenting their existing capacities. Generation equipment (boilers, turbines and generators) production in India is estimated at around ` 26,600 crore (around US$ 5.7 bn). The BTG equipment segment has witnessed significant investment from foreign players who have set up their manufacturing facilities in India. The large demand for BTG equipment makes India an attractive market for these companies. There is significant import of BTG equipment ie.13% in the boiler segment, which constitutes a major share of the sector. Around two-thirds of the BTG requirement for the Twelfth Plan has already been ordered. A large part of the BTG demand from private sector players for the Twelfth Plan period has also been bid for, making the government sector (largely NTPC) an important customer for the
27 | P a g e
BTG equipment industry segment. As a result, most of the new BTG equipment players do not have a healthy order book. This scenario would lead to intensified competition for upcoming tenders. Overcapacity in the Chinese BTG segment has resulted in Chinese companies targeting growth markets such as that in India. Chinese companies have received huge bulk orders, primarily from Indian private players for power plants to be commissioned during the Twelfth and Thirteenth Five Year Plans. As a result, foreign players (with Chinese accounting for a major share) have captured close to 45% market share for more than 83 GW of thermal plants being developed at present. Also, a large share of Indias current installed thermal capacity is more than 20 years old and hence renovation and maintenance activities in existing power plants would become a major source of demand in the coming years.
Domestic capacity utilization:

The annual capacity in the domestic BTG equipment industry segment is currently at 19 GW and is expected to rise to 36 GW by 201317. Many Indian companies have entered partnerships with global players and there are significant capacity addition plans in the next few years. As noted earlier, two-thirds of the BTG requirement from the Twelfth Plan has already been ordered. Close to 26 GW of capacity is yet to be ordered (from Twelfth Plan, at a capacity addition of 78 GW). If the present scenario continues, where close to 45% of the demand is catered by international players, less than 15 GW worth of order for the domestic industry would be left. This would create significant overcapacity in the Indian industry in the coming years. The move by NTPC in enforcing an offset mechanism (where the supplier of major equipment needs to set up local manufacturing in Indian as qualifying criteria for the bid) is a welcome move to promote the domestic equipment industry. To address the issue of impending low capacity utilization levels, some large Indian electrical equipment manufacturers are already expanding their global presence. Indian companies are aggressively targeting exports, mainly to developing countries in Africa and Latin America. Going forward, it is expected that JV partners for new capacities will outsource a part of their global demand to India. With the Government of India increasingly focusing on leveraging renewable sources of electricity generation, power utilities are also investing in renewable initiatives such as wind and solar farms. Consequently, the industry players are also expanding their product offerings in India. Many companies are trying to be future-ready by setting up the requisite infrastructure to manufacture renewable energy generation equipment.
28 | P a g e
Transmission and Distribution Equipment:

Indias T&D equipment industry is heterogeneous and manufactures a wide variety of equipment from transmission line towers and transformers to energy meters. The industry is also characterized by its large unorganized segment and the presence of a large number of SMEs. The size of this industry is estimated to be 84,000 crore18 (around US$ 18.5 bn) and exports constitute about 18,000 crore (around US$ 4 bn). Indias electrical equipment industry has witnessed significant growth in the last few years. The major electrical equipments have grown at a CAGR of 23% from a small base of 7,415 Crore in 200001 to 60,105 Crore in 2010-11. The major electrical equipment manufactured include capacitors, energy meters, rotating machines, transformers, cables, switchgears, transmission line towers and conductors. Other Electrical Equipment includes instrument transformers, surge arrestors, stamping & lamination, insulators, insulating material, industrial electronics, indicating instruments, winding wires, etc. Growth in the industry has been led by the rise in demand from power grids, independent power producers (IPPs) and utilities for high voltage (HV) and extra high voltage (EHV) equipment. Figure 12: Growth in industry size of major electrical equipments (crore)
80000 60000 40000 20000 0 FY 01 FY02 FY 03 FY 04 FY 05 FY 06 Series1 FY 07 FY 08 FY 09 FY 10 FY 11 7415 9660 10200 12105 18020 24300 38920 45730 46935 51970 60105
(Source: IEEMA Report) Figure 13: Market size (201011)

Capacitors, 1% Energy Metres, 4% Rotating Machines, 10%
Cables, 26%
Switchgear, 15%
Transmission lines and conductors, 23%
Transformers, 21%
(Source: IEEMA Report)
29 | P a g e
One major problem for this sector is that although Indian manufacturers have capacities, imports have grown faster than exports in the recent past, significantly affecting the domestic manufacturing industry. Over the past six years, from 2004 to 2010, Indias trade deficit has almost doubled, increasing from 3,823 crore to 7,923 crore. Imports increased from 7,990 crore to 21,764 crore, while exports have grown from 4,167 crore to 13,840 crore. Figure 14: India imports and exports (crore)
(Source: Data monitor Report) Five countries account for more than 60% of imports into India. Germany, China, US, Japan and Korea together accounted for 64% of imports, with China accounting for 24% of total imports. Figure 15: Indian imports - Top five countries and their share (%), last 5 years
(Source: Data Monitor Report)
30 | P a g e
Domestic T&D capacities utilization:

There is significant capacity in Indias T&D equipment segment. The bulk of T&D equipment industry segment is operating at capacity utilization between 50%80%. The domestic T&D segment is geared to cater to the expected growth in the demand for T&D equipment.
Figure 16: Domestic T&D capacity utilization (2011)
(Source: IEEMA Report)
31 | P a g e
CHAPTER-3 COMPANY ANALYSIS

Siemens was founded in Berlin by Werner von Siemens in 1847. As an extraordinary inventor, engineer and entrepreneur, Werner von Siemens made the world's first pointer telegraph and electric dynamo, inventions that helped put the spin in the industrial revolution. He was the man behind one of the most fascinating success stories of all time - by turning a humble little workshop into one of the world's largest enterprises. As Werner had envisioned, the company he started grew from strength to strength in every field of electrical engineering. From constructing the world's first electric railway to laying the first telegraph line linking Britain and India, Siemens was responsible for building much of the modern world's infrastructure. Siemens has been present in the Indian market since before independence. It all began when, in 1869, Siemens founder Werner von Siemens initialized the commissioning of the worlds longest telegraph line From Kolkata to London. It was a huge leap forward in the development of the energy transmission and distribution industry as we see it today. In the energy sector, Siemens Ltd. India traces its beginnings back to the early 1980s, when visionary Mr. Manish Kumar first imported Siemens power generation equipment. This initial investment laid the foundation for the sophisticated power infrastructure found today in the country. It made way for Siemens to enter and tap the growing market potential that the Indian power sector had to offer. There was a huge requirement for power and electricity at that point of time, as the country was trying to set up its other industries, and the power industry was mostly controlled by the Government. The Government was setting up power plants all across the nation to meet the growing demand for electricity, both domestically and commercially. Hence Siemens Ltd. entered into contracts with the Govt. of India and became the supplier for power plant equipments such as turbines (both high and low voltage), alternators, switchgears, sub-stations, etc. Siemens Limited is a 55 per cent subsidiary of Siemens AG. Siemens Limited has a wide presence across the country, and its operations include seven manufacturing plants and 19 sales offices. Siemens is also part of a vast global network of 430,000 people, operating in over 190 countries and that fact also serves to enhance its standing. The operations contribute to around 2.5 per cent currently in terms of revenues, with Siemens Limited at 0.8 per cent. In India, Siemens Limited mirrors the portfolio of Siemens AG, except that Siemens VDO Automotive and Siemens Public Communication Networks Ltd operate as separate companies. Siemens Information Systems (SISL), another group company, is now a 100 per cent subsidiary of Siemens Limited and Siemens Building Technologies (SBT) has already been merged into Siemens Limited. The Siemens Ltd. Board of Directors has recently approved the merger of
32 | P a g e
Siemens VDO Automotive Ltd into Siemens Ltd with a 1:6 share swap ratio, subject to statutory approvals. The Siemens Group in India has emerged as a leading inventor, innovator and implementer of leading-edge technology enabled solutions operating in the core business segments of Industry, Energy and Healthcare. The Groups business is represented by various companies that span across these various segments. Siemens is a major company engaged in the business of manufacturing industrial electrical and electronic equipment, medical imaging equipment, railway signaling and traction equipment and a host of other electrical products. The company has an industrial projects division which undertakes supplies, installation and commissioning on a turnkey basis. In many of its product segments, Siemens is the leader and in the other product segments where it is not in a leadership position, it ranks among the top five major companies in the country.
VISION STATEMENT:
To remain market leader and technology pace setter in the engineering and electronics industry by utilizing the high tech expertise in Siemens group worldwide to maintain our strong and prominent local presence.
MISSION STATEMENT:
It is the goal of Siemens to set the benchmark by being the best in class in their fields and to create value for the customers, wealth for the stake-holders and a future for the employees while giving back graciously to society a piece of their success. Fig. 17: In Power Transmission & Distribution segment, Siemens is a key player in the domestic as well as the overseas market. It provides a variety of systems, solutions and products.
33 | P a g e
Currently, the group has 21 manufacturing plants, a wide network up of Sales and Service offices across the country as well as over 500 channel partners. Siemens brings to India state-of-the-art technology that adds value to customers through a combination of multiple high-end technologies for complete solutions. The Group has the competence and capability to integrate all products, systems and services. It caters to Industry needs across market segments by undertaking complete projects such as Hospitals, Airports and Industrial units.
Siemens India- Business Segments:

In India, Siemens operates in the following business segments: 1. Automation and Controls- At Siemens, end-to-end products, systems and solutions for industrial and building automation as well as infrastructure installations are provided. These turnkey solutions cover project management, engineering and software, installation, commissioning, after-sales service, plant maintenance and training. 2. Energy- Siemens consolidates its innovative offerings in the Energy sector by combining its full range expertise in the areas of Power Generation (PG) and Power Transmission & Distribution (PTD). Utilizing the most advanced plant diagnostics and systems technologies, Siemens provides comprehensive services for complete power plants and for rotating machines such as gas and steam turbines, generators and compressors. 3. Healthcare- By combining the most advanced laboratory diagnostics, imaging systems and healthcare information technology, Siemens Healthcare division enables clinicians to diagnose disease earlier and more accurately, making a decisive contribution to improving the quality of healthcare. The Siemens Healthcare Division is one of the largest suppliers of healthcare technology in the world. It offers solutions for the entire supply chain under one roof - from prevention and early detection through diagnosis and on to treatment and aftercare. In addition, Siemens Healthcare is the market leader for innovative hearing devices. 4. Lighting- OSRAM India Pvt. Ltd. (Lighting), a Siemens company: Artificial lighting accounts for a significant portion of todays CO2 emissions. The use of energy-efficient lamps, LEDs and intelligent light management systems would not just help in bringing down the emission levels but also save significant amounts of energy and money. Siemens provides economical, long-life lighting for every application, including incandescent and fluorescent ones for domestic and industrial lighting. Offerings include general lighting, automotive lighting, electronics and controls, display/optics, opto semiconductors, LED systems and luminaires.
34 | P a g e
5. Mobility- A pioneer of the railway signaling systems in India, Siemens offers products and solutions in railway signaling and safety systems, traffic control and automation, electrification, traction equipment for locomotives and multiple unit system and mass transit vehicles. The product palette also includes rolling stock and auxiliary inverters for air-conditioned passenger coaches. Fully equipped and backed by trained staff, turnkey projects are undertaken for urban transportation, mass rapid transport projects, traction substations overhead centenary and long distance transmission lines. Portfolio includes:
a) Railway automation. b) Rail electrification. c) Turnkey systems. d) Metros. e) Trains and locomotives. f) Service, maintenance and support for rail systems.
6. Building Technologies- Siemens Building Technologies specializes in meeting the growing demand for increased personal safety and more secure public and private infrastructures by electronic security and building automation systems. A market leader in providing solutions for Intelligent Buildings, the division offers a range of products and services for security, comfort and efficiency in high-end buildings, and covers the entire chain of offerings from engineering to services. 7. Infrastructure and Cities- This is a new Sector which has been formed by combining the Mobility and Building Technology Divisions from the Industry Sector and the Power Distribution and Smart Grid Applications Divisions from the Energy Sector. Infrastructure & Cities has been formed to provide expertise on sustainable urban development. Cities are among the companys most important customers, representing an area where the company can foresee strong growth. The new sector will rigorously focus on the important cities customer group, making our portfolio for cities easier to understand and more transparent.
35 | P a g e
SIEMENS LTD. INDIA: POWER TRANSMISSION & DISTRIBUTION

ETHS DIVISION (ENERGY TRANSMISSION HIGH VOLTAGE SUBSTATION) This division of Siemens India is responsible for the marketing including market study and analysis, sales and project acquisition for high voltage substations, which include Air-insulated switchgear (AIS), Gas-insulated switchgear and many other compact equipments, which are installed in places where there is a shortage of space. The company has the necessary know-how and a very healthy project experience for creating turn-key high-voltage installations. Depending on the job to be done, the high voltage substation department may act in a project as a system integrator, turnkey provider, or even as a general contractor for large developer projects. Customers are given full support from the first clarification meeting throughout the service life of the switchgear. Even when it comes to financing, Siemens can provide support for high-voltage projects. Siemens support is available during the first clarification and design phase, e.g., when specific conditions, such as the sites size or location, difficult ground conditions, or urban surroundings call for a particular substation solution. Other key factors may be the customers sensitivity to blackouts, short construction periods, difficult access conditions, or existing installations with the need for special outage planning. Additionally, Siemens can perform a thorough analysis of the whole power system upon request. This analysis is the basis for planning, installation, commissioning, operation, and maintenance of your high-voltage substation all from a single source. The substations are manufactured for different capacities ranging from 52 kV to 800 kV, and are installed depending on the requirements of the customers. The product portfolio of the ETHS division is as follows: 1. AIR-INSULATED SWITCHGEAR (AIS): The AIS are manufactured for capacities ranging from 52 kV to 800 kV. The services include the complete planning, delivery and turnkey erection of air-insulated switchgear for 52 kV and upwards. AIS is installed wherever space restrictions and environmental clearances are not severe. The products in the AIS portfolio differ from one another in their basic layouts and arrangements of manufacturing, and all arrangements are available in the entire range of 52-800 kV. The different arrangements are as follows: 1. 2. 3. 4. 5. 6. H-arrangement. In-line longitudinal arrangement. With center-break disconnectors. Center-tower arrangement. Diagonal layout with pantograph disconnectors. Breaker-and-a-half layout.
Apart from these, wherever there is a lack of space, system operators have to rely on space saving outdoor switchgear, especially in regions where smaller-scale substations prevail and in
36 | P a g e
industrial plants. For rated voltages between 72.5 and 170kV, Siemens offers these 2 versions of a switchgear, such as:
1. SIMOBREAKER- An outdoor switchgear featuring a side break disconnector. 2. SIMOVER- An outdoor switchgear featuring a pivoting circuit breaker. The details of all the variants along with their images has been given in Annexure 2. 2. GAS-INSULATED SWITCHGEAR (GIS): GIS are manufactured for capacities ranging from 72.5 kV to 800 kV. GIS is the latest technology in the field of switchgears, and Siemens has a vast experience in it, as is shown by the figure below: Fig 18: Siemens Experience with GIS
The advantage that the Siemens GIS has over the conventional AIS, are as follows: 1: Compact and low weight design. 2: Safe encapsulation. 3: Environmental compatibility. 4: Economical transport. 5: Low operating costs. 6: High reliability and longer life.
37 | P a g e
CRITICAL SUCCESS FACTORS FOR THE COMPANY:
1. Complete range of offerings: Siemens India is a strong player in the field of electrical
and electronics engineering, and has the capability to integrate diverse products, systems and services into turnkey solutions across the life cycle of a project. Siemens provides a complete range of offerings in all the areas of its operations. In the energy sector, the companys expertise ranges from power plants to switches and in the industry sector they build airports, as well as take on contracts. In transportation, they deliver complete high-speed trains, right down to safety relays, whereas in lighting, they illuminate large stadiums and also manufacture small light bulbs. In healthcare, they execute complete solutions for hospitals, and also provide in-thecanal hearing aids. In the communication segment, they offer a complete spectrum of products from large public networks to mobile phones.
2. Exploring new business opportunities: Siemens Group is using its collective strength
to address the key industry and infrastructure segments in India. It also intends to make aggressive inroads into the Indian market by exploring new business opportunities and avenues. The Indian operation of Siemens is playing an increasingly important role in the global network. Siemens is also enhancing local skills by increased investments in training programs.
MARKET SHARE AND COMPETITORS IN INDIA:

The domestic market size for enterprise networks is approximately US$ 105 million, of which 40 percent is owned by large players. Siemens owns 23 per cent of the market share. The company has 18 per cent market share in the US$ 252 million domestic motor and drives segment. Siemens has 22 per cent market share in the US$ 250 million domestic automation market. The domestic market for power transmission and distribution (T&D) excluding towers and conductors was approximately US$ 178 million in FY 11, of which Siemens had 29 percent share. Siemens Limited derives 33 per cent of its revenues from the automation and drives division, followed by 24 per cent from the power division, 18 percent each from SISL and Healthcare/other services divisions. The fastest growing business both in terms of revenues and earnings is SISL.
38 | P a g e
Siemens faces a very tough competition from many other companies in the substation business in India. The major competitors for Siemens are ABB India Ltd., Crompton Greaves and Larsen & Toubro, and the minor competitors are NCC Transmission & Distribution, Areva T&D and Alstom Grid. ABB India Ltd. is the market leader with 29% share of the market, Siemens is in the second position with 24% share and Crompton Greaves in third with 16% share of the market. Fig 19: Siemens Ltd. competitors in India with respect to relative market share.
Siemens Ltd. Crompton Greaves L&T ABB India Ltd. NCC T&D Areva T&D Alstom Grid
ABB India Ltd. has been the market leader in this field for the past few years. It took over the leadership position from Siemens Ltd. as it was successful in capitalizing on its first movers advantage, when it started tapping the vast potential of renewable energy in India. Many industries, which needed to generate their own power for their operations, were moving to renewable sources of power generation, as it was cheaper and more environment friendly. ABB India was successful in tapping the business from these industries initially, with Siemens Ltd. lagging behind a little. Since then, ABB India has been the market leader and has grown simultaneously with the exceptional growth of the industry.
SWOT Analysis- Siemens Ltd. India:

Internal Strengths: Internal strengths are the core competencies, corporate capabilities and resources that provide the basis for a companys strategy. The strengths have to be identified and used stealthily if a larger share of such a competitive market is to be attained. The strengths of Siemens Ltd. India are as follows: 1. Diversity A success factor for Siemens. 2. Strategic focus. 3. Sustainable success through diversity.
39 | P a g e
4. 5. 6. 7. 8.
Think globally and act locally strategy. High quality and a vast range of products. Brand image and own production. Customized products and ISO certification. After sale service and online service.
Internal weakness: The internal weakness of a company is the unsuccessful application

of a competency or the non-exploitation of a critical factor that diminishes company competitiveness. Siemens Ltd. India has the following weakness: 1. Pricing of the products is high for Indian markets, hence many probable small scale clients are lost to the competitors. 2. Mixed cultures and a complex organizational culture. 3. Low employee satisfaction level and weak appraisal system. 4. Less promotion.
External Opportunities: These are the benefits that are likely to accrue from pursuing the
vision and available external opportunities, which for this company are as follows: 1. 2. 3. 4. 5. IT expansion. Technology change. Overseas projects. Market integration opening up. Strong position and growing opportunities in other countries
External Threats: These are the pitfalls and the dangers, the variations and exceptions
possible, which when occur, can prove to be harmful for the companys stock prices in the short run, and the companys market share and revenues generated in the long run. The factors which must be handled extremely carefully by Siemens in India are: 1. 2. 3. 4. Low product pricing by competitors. Slowdown in global economy. Less market share. The policies and promotional programs adopted by other brands
40 | P a g e
CHAPTER-4 PROJECT SPECIFIC ANALYSIS

The project titled Project acquisition for high-voltage sub-station has been carried out so as to increase the business opportunities for Siemens Ltd. India: high-voltage sub-station division, by tapping the vast available potential of the Indian power and energy industry. The Indian power generation industry uses different sources of energy for generating the electricity as per the demand of the country. The different sources for power generation used are either the conventional sources of energy like coal and gas, and the newly discovered sources of energy like the wind energy, solar energy, hydro energy and nuclear energy. The power industry in India has many different types of players depending on the uses of the power generated by them. A company operating a power generation unit can either supply the power for domestic purposes, for ex. to households, for commercial purposes like offices and other industries that require lots of electricity to run their operations, or such companies needing excessive power to run themselves can set up a small electricity generating unit to supply power to their operations. For a better understanding of the entire process, it has be sub-divided into three phases in which it has to be carried out. These three phase are as follows:
A: Phase 1: The phase 1 of the project involves a continuous market study, research and
electricity and new power plants and power generation units being set up across the country. The area of interest in this research is to find about the companies which are setting up small and medium scale power generation units to supply power to their own operations. Many small and medium companies, which require setting up such power units, build plants with smaller generation capacities as against some which construct huge power stations. These companies with the huge power stations sometimes provide power to the nearby domestic demand as well. However, the sub-stations installed at these plants for transmission and distribution operations is done irrespective of the capacity of the plant. Now, to analyze the power market for my project, I had to collect the information from a number of sources, the primary one of which is available on the Central Electricity Authority (CEA) website www.cea.nic.in. The Central Electricity Authority constituted under the Electricity (Supply) Act, 1948, is responsible for power planning at the national level. All decisions related to the setting up, commissioning, capacity up gradation etc. are taken as well as reviewed by this government agency. This authority has a standing committee for all regions of the country, i.e. northern, southern, eastern, western and central. These standing committees hold the meetings
41 | P a g e
for their respective regions every six months. Here, new power plants are discussed. The details of the projects which are underway are also discussed. These meetings are once every 6 months, and the entire details of the meeting, along with the agenda and all the points discussed in the meeting are available in the minutes of meeting (MOM) reports, which are uploaded regularly on the website itself. These MOM reports are the first source of the information. The second source of information was various journal and weekly magazines related to the power sector projects. Some of them are Project Alert (www.projectalert.biz/), Projects Today (www.projectstoday.com). Using the information from these sources, a database for the prospective projects for the FY2012-13 was generated. The information entered in the database included all the details like the name of the project, total planned capacity, location, the name and contact details of the person responsible for the setting up of the project as well as the contact details and address of the company. To make the job of data segregation easier at a later stage, these prospective projects were classified on the basis of the region of their location as well as the source of energy being used by them for generating electricity. The database generated has been given in Annexure 1.
B: Phase 2: Now that the database has been generated, the next step was to contact the
prospective customers in the database, gather more information from them related to the plants they are setting up, and tell them about the products and services offerings offered by Siemens Ltd. India that may be useful for them. The customers were contacted on the basis of the segregation done earlier, starting from the food processing industry in the northern region. This way, all the industries in all the regions across the country were contacted and the details related to their projects such as the expected date of commissioning of their project, details about the type of transmission and distribution set-up that they were planning to have, etc. were taken. They were informed about the solutions provided by Siemens and how they could be helpful to them for their business. They were given the information about the different types of sub-stations manufactured and installed by the company, and the services, both pre-sale and post-sale, given by the company. These details given by the customers were entered into the database, and if any customer agreed to use the use the services of Siemens for their project, their details were entered into another database. These customers were provided with the companys corporate brochure as well as the product catalogues contain the detailed product and services portfolio of the company. Also, for any query they were asked to contact the technical authorities of the company. After giving them a time of around 2 to three days depending on the company, they were followed up regularly to ask them about the progress made by them in the decision making, and also to assist them further in taking their decisions.
C: Phase 3: After the list of prospective buyers for Siemens products and services are ready,
and a separate database has been created for each industry, the next step now is to perform a risk42 | P a g e
benefit analysis of all the prospective projects that Siemens may take up in the future. In this analysis, the amount of business that may be generated from a particular company in terms of revenue, is compared with the losses that may be suffered if the project was called of in the middle after the order had been placed with Siemens. This analysis tells us the amount of risk that the company faces if the project was called of midway. If, after the analysis, it is found that the risk is sufficiently high, then all the future proceedings in the project by Siemens, including bid creation, initiating the supply chain with the vendors, etc. is also called of and the project is categorized as a no-go project. However, if the risk is found to be sustainable enough for the company, the further proceedings in that project for that particular company is initiated, bids are generated and sent to the customers, and if the bid is selected, various other processes like ordering for the raw materials from the vendors, generation of the client database in the SAP system, etc. are initiated, and the project is handed over to the execution department for all further proceedings. To make sure that the entire process of project acquisition is kept standardized throughout the company, Siemens Ltd. India has defined a process flow chart for the entire operation, which is followed everywhere across Siemens. Due to the confidentiality policy of the company, I could not follow the process for my project as it is, hence I had to make some changes in it, and thus a new process flow chart, which was a modification of the original one, was made. The project that I was working on required me to work on the first two stages of the process, which are preacquisition and project acquisition. The entire process of project acquisition, starting from evaluating the power market in the country to handing over of the projects to the execution team, has an Average Acquisition Time per project, i.e. AAT, of around 180 days, i.e. 6 months. Since the internship period of this SIP was only 3 months, the entire process could not be completed, and I could only work on the initial two stages of the process, the other stages being carried out by the company after the period of the internship. The entire process has been described further ahead in this report.
43 | P a g e
PROJECT ACQUISITION DELIVERY PROCESS:

The following is the marketing and project acquisition delivery process flow diagram, a modification of the original process flow chart used by the company. 1. Pre-Acquisition Stage:
Market study on a regular basis, looking for tender notices in papers, CEA reports, weekly power industry journals to look for upcoming projects, and database generation for the same.
Expected time of completion of this stage of the process: 20 days.
Identify and evaluate forthcoming projects and the expected business.
Establish contact with customers by phone, mail or meeting in person, analyze customer needs and requirements
2. Project Acquisition Stage:
Obtain enquiry documents and check project feasibility and fund allocation.
Take Go/No go decision after evaluation of the project.
GO
NO GO
Close the enquiry.
44 | P a g e
Evaluate the bid details, identify and evaluate the risks involved and perform a risk-benefit analysis. Decide bid/no bid with reasons.
No bid.
Bid.
Close the enquiry.
Start bid preparation.
3.BID PREPARATION:
Define contract requirements, generate commercial and technical bid data and apply for requisite approvals.
Identify items and their respective quantities, make enquiries to the vendors and receive offer from them.
Review/seek clarification from the vendor, carry out negotiations in terms of price with tender.
Generate cost sheets, decide and discuss on Guarantee/ warranty etc. Check if projects cost to company is within acceptable limits and decide about the project.
Approved
Not approved.
45 | P a g e
Bid approval, compilation of bid and submission. Customer reviews bid.
Bid selected by customer.
Bid not selected by customer
Take customer queries and provide clarification.
Close the enquiry.
4. Contract Negotiations:
Attend bid opening meeting. Negotiate/finalize scope, price, commercial terms, technical features, delivery schedules, etc. Revise bid pricing if applicable.
Record opening results. Wait for order from customer.
Order received.
Order not received.
Pre-award meeting. Release of LOA.
Analyze results of tender opening and close the offer
5. Project Handover:
46 | P a g e
Update information like cost, risk, delivery etc. in Projects status form. Expected time of completion of this stage of the process: 45 days. Handover to the execution team with the order transfer form and all other documents.
Fig 20: Marketing and project acquisition delivery process flow diagram The figure shown above is the process flow chart that is followed for project acquisition. It has 5 stages, which are as follows:
1. PRE-ACQUISITION STAGE: This stage is the first stage of the process, and deals
with the market study and the search for new and upcoming power plants and power generation projects. It involves a regular study of the Indian power sector, preparation of a database of upcoming projects along with their full details and analyzing the requirements of the particular project, which should be in tune with the core competencies of Siemens Ltd. India. The database is generated by looking for the projects in the Central Electricity Authority (CEA) standing committee minutes of meeting reports, which are available on their website www.cea.nic.in. There is a separate standing committee for every region of India, and the meeting are held every 6 months. Apart from these CEA reports, the upcoming projects are also found in a number of weekly journals on the power sector projects as well as online databases for the same. Another good source of getting projects is the tenders that are given in the newspapers by the companies. After the database creation, the next step is to contact the prospective customers in the database, gather more information from them related to the plants they are setting up, and tell them about the products and services offerings offered by Siemens Ltd. India that may be useful for them. After this is done, the customer requirements are analyzed and background checks like the financial capability of the customer, etc. are checked. If found to be acceptable, we move onto the next stage.
2. PROJECT ACQUISITION STAGE: The second stage of the process deals with
taking the details from the customers and telling them about Siemens products. Then, the enquiries from the customers are handled and a feasibility check is carried out for that project to see if the setting up of the project is possible or not. Depending on the result of the feasibility check, a decision to either go ahead with the project or to drop it, is taken. If the decision is not to go ahead with it, the enquiry is closed. If it is a go ahead ,
47 | P a g e
decision for the project, a risk-benefit analysis is carried out, and the details required for the generation of the bid are entered. If the result of the risk-benefit analysis is also positive, the preparation for generation and submission of the bid is started.
3. BID PREPARATION: This stage of the project acquisition process involves defining
the requirements of the contract that would be signed if Siemens does get the project in the future, generation of the commercial, technical and contractual parts of the bid. Apart from this, many approvals have to be taken from different departments of the management, and these approvals are applied for in this stage. Also, the vendors of the company are contacted and enquiries are made about the availability of the raw materials and their prices, and negotiations are done for the prices. Then, after making enquiries with the vendors and getting them clarified, the total cost that would be incurred by the company is calculated and the cost sheets are generated, which are then sent for review to the management. If approved by the management, the process is moved forward and the compilation and submission of the bid is carried out, else the entire process of calculating the cost and generating the cost sheets is repeated again until it is approved by the management. The bid is then sent to the customers, and their queries and doubts are clarified.
4. CONTRACT NEGOTIATIONS: This fourth step of the process involves having

technical and commercial discussions with the customer, along with the review of the cost sheet and the risk-benefit analysis. Also, negotiations are carried out sometimes with the customers, and scope, price, commercial terms, technical details, delivery schedule etc. are finalized with the customer. The bid is also reviewed by the customer in this stage, and if not selected, the offer/enquiry is closed down after analyzing the result of the tender opening. However, if it is selected, a letter of authority (LOA) is issued to the customer.
5. PROJECT HANDOVER: This is the final stage in the project acquisition process,
and involves attending the pre-award meetings with the customers, finalizing the last minute changes if any, confirming the acceptance of the order to the customer, and handing over the project to the execution department along with the order transfer form and all other documents. This entire process of acquiring the projects has an AAT, i.e. average acquisition time per project, of around 180 days, i.e. 6 months, hence completing the entire process was out of scope of this internship.
48 | P a g e
PROCESS FLOW CHART FOLLOWED DURING INTERNSHIP:

During my internship at Siemens Ltd. India, due to the shortage of time for completing the entire process, the stage of the process described above which I worked on were the first and the second stage, i.e. the pre-acquisition and the project acquisition stage. The detailed process followed to carry out the project is represented by the following diagram:
Study of reports of development in power sector for new regulations and policies.
Study of various sources of data for information gathering.
PHASE 1
Weekly journals and newspapers
CEA Reports
Online database
Database of prospective projects generated
Customers in database contacted & given information about Siemens products and services offered. Details of the projects taken from customers. Data submitted to management.
49 | P a g e
Follow up done regularly and feedback awaited.
Phase 2
Interested.
Not interested.
Discard project.
Perform financial capability and a project feasibility check. Data submitted to management.
GO decision.
NO GO decision.
PHASE 3
Discard project. Perform risk assessment. Analyze project summary. Data submitted to management.
GO decision.
NO GO decision.
Fig 21: Process flow chart followed during internship.
50 | P a g e
The process flow chart above displays the steps that I followed for the purpose of my internship project at Siemens Ltd. India. To start off, a study of the recent activities of the power authorities of the GOI were carried out. This included online and newspaper articles, reports of the CEA meetings, changes in regulations and policies to be made in the coming period of time, etc. This study proved to be extremely helpful as it revealed the GOIs plan of increasing the efficiency of use of the renewable sources of energy for power generation, hence opening up a huge market potential for Siemens Ltd. India. Next, the market study of the Indian power and energy sector was carried out and the database for the upcoming power projects was generated, which included all the details required at the pre-sale level of making a sale. After the generation of the database, the customers in the database were contacted and given the details about the products and services offerings by Siemens, and how it could be useful and profitable for their business. Also, information regarding their power projects was also taken and recorded. After this, the customers were given a time period of 2-3 days, after which they were again contacted. This follow-up was done regularly on the customers and the feedback was awaited. Now, if there was no interest shown by the customer, or the customer failed to respond to the follow-up calls, the project was discarded. However, if an interest was shown in using Siemens services, the process was carried on further and the financial capability of the customer was analyzed to see whether the customer would be able to afford the services of Siemens or not. Also, a project feasibility analysis was carried out for the project. These analyses, being out of the scope of the field of this project, were handled by a different team in the department. A decision was taken on whether to go ahead with the project or not. If it was a GO decision, the data of the projects was sent to a financial team to perform the risk-benefit analysis of the project, and check whether the company would face heavy losses if the project was called off midway by the customer. Again, a decision on whether to go ahead with the project or not rested on the results of this analysis. These were the steps taken by me in completing the project during the period of my internship.
51 | P a g e
CONCLUSION
Siemens Ltd. India ETHS division functions in a segment of the industry, which is extremely volatile and constantly changing. There is always demand for electricity in the country, and this huge demand has led us to find newer ways of generating electricity, one of which are the renewable sources of energy. This source of energy has lots of potential and is a big opportunity for Siemens to outgrow its competitors in the industry, and must be tapped with agility and intelligence. Apart from the renewable sources of energy, the business potential of the conventional sources of energy also has many green pastures to offer for the company, with more and more power generating units being set up based on these sources of energy. Thus, Siemens Ltd. India faces a great opportunity in the form of these new power projects throughout the country. It also faces a threat from its competitors in the industry, who are also running the same race to gain a larger market share in such a profitable industry. RECOMMENDATIONS The recommendations for Siemens Ltd. India, on the basis of the learning and observations from this internship project, are as follows: 1. Siemens Ltd. India is a major player in one of the most competitive markets in the Indian economy. The other major players include both domestic and international companies trying to get a higher share of the market. Siemens faces a tough competition from these players due to their strategy of pricing their products very competitively, whereas the pricing done by Siemens for its products is a little higher that the competitors. Hence, Siemens should look into their pricing strategies and must come up with a good strategy to outplay the competition. 2. Market research has been extremely for the successful implementation of this project, as lots of projects have been found out during the course of the research. Market research is already being done at Siemens regularly, and it is recommended that the company put more time and resources into searching for the upcoming power projects in the country. It would prove to be extremely profitable for the company. 3. This industry being an extremely competitive industry, the search of good talent by the major players is always on. Any person with experience in the job is paid sufficiently better salaries and remuneration by the other companies as compared to Siemens. This may lead to the leakage of good talent, and would result in the company losing out to the competitors. Hence, it is recommended that the company take a look at its remuneration policy, and hopefully revise it to meet the standards set in the industry.
52 | P a g e
OUTCOME
The initial market study and analysis led to the generation of a database of 311 prospective projects. After carrying on with the various stages of the process, including contacting the customers, trying to get them to use Siemens products and services for their projects, analyzing the project feasibility test, risk-benefit analysis, financial capability check of the customer, the final list of the prospective projects that may be handled by the company in the future, has been narrowed down to 76 projects across 24 different industries. The procedure will be continued forward on these 76 prospective projects by the respective departments of the company. These procedures include the preparation of the bid, vendor enquiries, preparation and analysis of the cost sheets, presentation of the bid to the customers etc. Hence, the outcome of the project is that it is still underway and will be completed by the company after the completion of the internship.
53 | P a g e
LEARNINGS FROM SIP

The learnings from doing this project at Siemens Ltd. India are that it has given me an exposure to the importance that the activities like market research, competitive pricing of products, etc. hold for an organization which exists in a healthy competitive market like the equipment manufacturing industry of India. Market research plays an extremely important role for an organization that is aiming to be a market leader with the highest market share in a competitive industry. It is the key to good reliable information that may help the organization know what it needs to do to meet the customer expectation. The importance that market research holds for a company are as follows: 1. To Make Marketing Decisions: This research helps the marketers to make a decision about the product or service. Sometimes a marketer might believe that the new product or service is useful for the customers. However, research may show that customers do not need a product or are meeting their needs with a certain competitor product and so on. Similarly good research strives to provide options for the successful introduction of new products and services. This makes the market entry of a new product or service less risky. 2. Survive the Competition: Marketing research helps in ascertaining and understanding competitor information such as their identity, marketing network, customer focus and scale of operations. This helps in surviving and in certain cases, even leaving behind the competition. Moreover, with market research you can also help understand the under-served consumer segments and consumer needs that have not been met. 3. Helps to Decide Target Markets: Research helps provide customer information in terms of their location, age, buying behavior and gender. This helps the marketers zero in on the target markets and customers for their products and services. 4. Maximize Profits: Apart from profit maximizing steps such as item optimization, customer profitability analysis, and price elasticity, marketing research allows you to find out methods that can help you maximize profits. For example, a product's price elasticity research can help you ascertain the impact of an increased price on the sales and the profits of a product. This emphasis on profitability also helps the company's focus to shift from maximizing sales to increasing the profits of a company. This helps the company survive in the long run and maximize its profits. 5. Increasing the Sales: Increasing the sales of your products or services helps a company in maximizing its profits. By understanding the customer's needs, wants and attitude towards the products and determining whether your products fit the bill, marketers can increase their sales. This helps in not only increasing the sales to the target customers and people already using the product but also converting the non-users into customers for the product. With an understanding of the customer, competitors, products and the overall industry needs, this research can equip the management with the power to make better decisions. However, the importance of marketing research is limited to just being a marketing tool that helps you make an
54 | P a g e
informed decision. So rather than basing all your management decisions on a customer survey, use this tool as a guide and supplement it with intelligent decision making. Apart from the importance of market research, it is also important that all the departments of an organization work simultaneously hand in hand, popularly known as Over the wall approach. This helps in attaining a better operational efficiency, because employees from all over the companys different departments work together and hence have a much better idea of how to go about their job so as to provide the best results to the companys collective betterment.
55 | P a g e
ANNEXURE 1 DATABASE FOR PROSPECTIVE PROJECTS- 2012-13

Sr. No. 1 Customer Chhajed Foods Pvt. Ltd. Maanasa Cottex Pvt. Ltd. Description Setting up a snack pellets unit with a capacity of 36 TPD. Setting up a cotton yarn unit with capacity of 17280 spindles at Kavur. Setting up a cotton yarn unit with a capacity of 1000 spindles. Setting up a cement unit with capacity of 3 million TPA in Gadchiroli. Setting up a copper wire rods unitwith a capacity of 10000 TPA at Shree Khatushyamji Industrial area extension, Reengus. Setting up a mild steel ingots unit with a capacity of 36000 TPA at Mukundapur. Plans to develop a hotel with a capacity of 90 rooms. Developing a commercial complex at sector-18 NOIDA, spreading over 24 lakh sq. feet. Setting up a refined sugar unit with a capacity of 4000 TPM at Bhumbli- Babri village. Planning to set up soft drinks unit with a capacity of 50 lakh cases per year at Tajpur, Nuh, Hodel road. De-bottlenecking cement grinding unit at RR Nagar. Setting up a packaging paper unit with a capacity Current Status Region Industry
Work underway Awaiting necessary approvals. Work underway. Land acquisition underway. Work commencing by June 2012. Awaiting environmental clearance.
Western
Food processing
Southern
Cotex
Gillanders Arbuthnot & Co. Ltd. Y & M Cement (I) Pvt. Ltd.
Eastern
Cotex
Western
Cement
Airen Metals Pvt. Ltd.
Planning phase.
Western
Metal smelting
Sree Metaliks Ltd. Lingaraj Infrastructure Pvt. Ltd. Wave Infratech Ltd.
Awaiting approvals. Work underway.
Southern
Iron & steel
DPR underway.
Southern
Hospiality
Work underway
Northern
Real estate
Adie Broswon Distillers and Bottlers Pvt. Ltd. Varun Beverages Ltd. Madras Cements Ltd. GVG Paper Mills Pvt. Ltd.
Work underway Land acquired. Awaiting necessary clearances from state govt. Work underway. Civil work underway. Work underway
Northern
Sugar refinery
10
Northern
Beverage
11 12
Southern Southern
Cement Paper processing
56 | P a g e
of 40000 TPA at Nallur. Setting up a 60 MW wind based energy unit. Developing an ultramodern ESIC medical educaation complex over 30.4 acres, comprising of a 500 bed hospital, medical, dental and nursing college. Develping a residential complex at Chardrapur. Expansion of capacity of cotton textile from 3432 6232 rotors at Anangoor. Planning to set up a cement unitwith a capacity of 3.5 million TPA and a 35 MW coal based captive power unit at Margole, Chittapur. Expansion of cement manufacturing capacity from 2 million TPA to 3.5 million TPA at Majhgawan. Planning to set up a cement unit with 3 million TPA capacity at Pataidih village along with a 40 MW coal based captive power unit. Planning to set up a laminated sheets unit with a capacity of 70000 units per month at Morbi. Planning to set up an iron and steel unit with a capacity of 1.2 million TPA at Barakot. Setting up a metal coating unit with a capacity of 5 lakh sq. mt. at Sanaswadi. Planning to set up a stainless steel unit at Bommsandra, Jigani Link over 2 acres. Planning to set up a 30 MW coal based power unit at Bhadravati. Awaiting necessary approvals. Land acquisition underway.
13
Karma Energy Ltd.
Western
Renweable energy
14
Employees State Insurance Corpn.
Work underway
Southern
Real estate
15 16
M K Group, Nagpur Anangoor Textiles Mills Pvt. Ltd.
35% work completed. Work underway
Western Southern
Real estate Cotex
17
JK Cement Ltd.
Work underway
Northern
Cement
18
Jaiprakash Associates Ltd.
Work underway
Northern
Cement
19
SKS Cements Ltd.
Recvd clearances from Govt. Work underway.
Western
Cement
20
Samarpan Laminates
Work underway
Western
Iron & steel
21
Ambo Steel & Power Ltd. Honeycomb Tech. Pvt. Ltd. Setting up a metal coating unit with a Minox Metal Pvt. Ltd.
Awaiting approval.
Eastern
Iron & steel
22
Work underway
Southern
Iron & steel
23
Planning phase.
Southern
Iron & steel
24
Ramsons Power Ltd.
Work underway
Western
Coal based power
57 | P a g e
25
Fortis Healthcare (INDIA) Ltd. Renaissance Tech, Pvt. Ltd.
26
27
Trident Agritech Ltd.
28
Mehta Petro Refineries Ltd.
29
Inox Air Products Ltd.
30
Crust Minechem Pvt. Ltd.
31
Shree Salasar Industries
32
Indicon Projects & Equipment Ltd.
Planning to develop a multi- speciality hospital with a capacity of 100 beds. Developing a software park at Devanahalli over 3 acres. Planning to set up a sugar unit with a capacity of 4500 TCCPD and a 25 MW cogeneration power unit at Fatehgarh Channa. Planning to set up a chemicals unit with a capacity of 500 TPD at Dahej Industrial Area over 8 acres. Planning to set up an industrial gases unit with a capacity of 40000 TPA at Jithardt. Planning to set up a cement unit with a capacity of 2 million TPA and a 30 MW coal based captive power unit. Expansion of Ferro Silicon manufacturing cpacity from 8800 TPM to 17600 TPM at Lekhi Planning to set up an industrial equipment unit with a capacity of 1000 units per day. Planning to develop a therapy centre. Contruction of an IT park at Devarabeesanahalli over 5 acres. Setting up a railway rolling stock unit with a capacity of 24000 TPM at Domjur. Setting up a cotton fabrics unit with a capacity of 20 million metres per year at Korochi in Hatkanangale. Seting up a cotton yarn unit with a capacity of 61344 spindles at Pilikarar village.
Work underway
Northern
Real estate
Work underway
Southern
Real estate
Details being worked out.
Northern
Sugar refinery
Work underway
Western
Chemical
DPR underway.
Western
Chemical
Work commencing from Aug 2012
Western
Cement
Work underway
Eastern
Metal smelting
Awaiting necessary approvals from the govt. DPR prepared. Awaiting land allotment from government. Work underway
Northern
Heavy machinery
33
Stem Cure Pvt. Ltd.
Western
Real estate
34
Deeta Constructions Pvt. Ltd. N.S. Engineering Projects Pvt. Ltd. La-Trendz Fabrica Pvt. Ltd.
Southern
Real estate
35
Work underway
Eastern
Railways
36
Work underway
Western
Cotex
37
Vardhman Textiles Ltd.
Work underway
Northern
Cotex
58 | P a g e
38
A2Z Infrastrycture Pvt. Ltd.
39
Kalpsutra Chemicals Pvt. Ltd. Scania Steels & Powers Ltd. Ganraj Steel & Power Ltd. GMR Gujarat Solar Power Pvt. Ltd. Acciona Wind Energy Pvt. Ltd. DDE Renewable Energy Ltd.
40
41
42
43
73
74
Saidham Overseas Pvt. Ltd.
75
Finehope Allied Engineering Pvt. Ltd.
76
Electromech Maritech Pvt. Ltd.
77
Vasavi Solar Power Pvt. Ltd. Azure Power (Rajasthan) Pvt. Ltd. Greentech Power Pvt. Ltd. CCCL Infrastructure Ltd. Alex Astral Power Pvt. Ltd.
78
79
80 81
Planning to set up an organic fertilizers unit with a capacity of 2.16 lakh TPA at Devguradia. Planning to set up an aromatic chemicals unit with a capacity of 10000 TPM. Planning to set up a ferro alloys unit with a capacity of 9000 TPA at Bijabahal. Planning to set up a billets unit with a capacity of 1.5 lakh TPA at Shekta road, Paithan. Planning to set up a 25 MWp solar photo-voltaic power unit. Setting up a 56 MW wind based power unit at Tuppadahalli. Planning to set up a 5 MWp solar photovoltaic power unit at Bhojas village, Khinivsar. Planning to set up a 5 MWp solar photovoltaic power unit at Bhojas village, Khinivsar. Planning to set up a 5 MWp solar photovoltaic power unit at Bhojas village, Khinivsar. Planning to set up a 5 MWp solar photovoltaic power unit at Bhojas village, Khinivsar. Planning to set up a 5 MWp solar photovoltaic power unit at Bhojas village, Khinivsar. Setting up a 5 MWp solar photovoltaic power unit at Jayal, Kathali. Setting up a 5 MWp solar photovoltaic power unit at BAP, Pholodi. Setting up a 5 MWp solar photovoltaic power unit at Kombukaranatham. Setting up a 30 MW solar based power unit.
Work underway
Northern
Fertilizer
Awaiting approval
Western
Chemical
Work underway
Southern
Metal smelting
Awaiting approvals. Awaiting environmental clearance. Work underway
Western
Iron & steel
Southern
Renweable energy
Southern
Renweable energy
Paper work under way
Northern
Renewable energy
Work underway
Northern
Renewable energy
Work underway
Northern
Renewable energy
Work underway
Western
Renewable energy
Work underway
Southern
Renewable energy
Work underway
Northern
Renewable energy
Work underway
Northern
Renewable energy
Work underway Work underway
Southern Eastern
Renewable energy Renewable energy
59 | P a g e
82
Vasantdada Shetakari SSK Ltd.
83
Bermaco Energy Systems Ltd.
84
Indian Sugar Manufacturing Co. Ltd.
85
UltraTech Cement Ltd.
86
Jalna Siddhivinayak Alloys Pvt. Ltd.
87
Kalika Maa Ispat Pvt. Ltd.
88
Jayshree Chemicals Ltd.
89
Vaayu Energy LLP
90
Shantha Steel and power Pvt. Ltd. Govt. of Bihar
91
92
Britannia Industries Ltd.
93
Micro Polypet Pvt. Ltd.
Planning to set up a 10 MW bagasse based co generation power unit at Madhavnagar. Planning to set up 36 MW(3*12 MW) rice husk based power unit at Badshahpur and Bhunehari, and one 12 MW power unit at Kaimur. Setting up a distellery of 60 KLPD at Turk-Pimpari, Barshi, also includes a 25 MW bagasse based cogeneration power unit. Expansion of ordinary portland cement capacity from 0.4TPA to 0.6 TPA at Zadgaon block. Planning to set up a mild steel ingots unit with a capacity of 45000 TPA at Additional MIDC Industrial Area Phase III, which includes a 6 MW coal based power unit. Planning to set up a mild steel billets unit with a capacity of 5.13 lakh TPA at Additional MIDC Industrial Area Phase-III. Planning to set up a 30 MW coal based captive power unit Planning to set up a wind energy turbine generators unit with a capacity of 600 per year at Jansali, Limbdi. Setting up a 10 MW coal based power unit at Hosahalli. Implementation of Metro or Monorail project on PPP basis. Setting up a biscuits unit with a capacity of 42000 TPA, which will also manufacture cakes and pastries. Setting up a pet polymer chips unit with a capacity of 219000 TPA at Munak.
Details being worked out.
Western
Bagasse based power
Land acquisition underway.
Western
Rice husk based power
Work underway
Western
Sugar refinery
Work underway
Western
Cement
Work commencing from June 2012.
Western
Iron & Steel
Work underway.
Western
Iron & Steel
Paper work under way
Eastern
Coal based power
Awaiting approvals from Govt. Work commencing soon. Details being worked out.
Western
Renewable energy
Southern
Coal based power
Eastern
Railways
Work underway.
Southern
Food processing
Work underway.
Northern
Electronics
60 | P a g e
94
Euro Pellet Co
95
Golden Sheet Glass India Pvt. Ltd. Neora Hydro Ltd. Eastern Hydro Energy Pvt. Ltd SRC Udyog Ltd.
96
97
98
99
Shri Vithal SSK Ltd. Purvanchal Machines Pvt. Ltd.
100
101
Shri Sai Priya Sugar Ltd.
102
Rain Cements Ltd.
103
Ramakrishna Power Projects Ltd.
Setting up an iron ore benefication and pelletisation unit with a capacity of 0.2 million TPA. Planning to set up a glass sheets unit with a capacity of 3.5 lakh TPA. Planning to set up a 6 MW Neora small hydel power unit (Stage II). Planning to set up a 1.2 MW small hydel power unit at Bagarasitong. Planning to set up a 1.8 MW small hydel power unit at Rongdong. Planning to set up a 40 MW bagasse based cogeneration power unit. Planning to set up a 1 MW hydel power unit at Sindibong. Planning to set up a refined sugar unit of 910800 TPA at Kallapur, Chirlakoppa, Badami, including a 30 MW cogeneration captive power unit. Planning to set up a portland cement unit with a capacity of 2.4 million TPA at Bioncheruvupalli village, Peapully. Planning to set up a 40 MW coal based captive power unit at Vallampatla, spread over 50 acres. Planning to set up a steel unit in Jharkhand. Setting up a 14 MW solar based power unit at Mangaladevi, Ner Taluka. Planning to set up a 10 MW solar based power unit at Mithapur. Planning to set up a 100 MW grid connected to the wind based power unit at akhri. Setting up a 6 MW biomass based power unit at Anta, Safidon Taluka, spreading
Work underway. Awaiting necessary clearances from the Govt. Recvd all clearances. Work commencing soon. Awaiting necessary clearances from the Govt. Awaiting pollution clearances. Awaiting necessary clearances from the Govt. Paper work under way
Eastern
Iron & Steel
Southern
Metal smelting
Eastern
Renewable energy
Eastern
Renewable energy
Eastern
Renewable energy
Western
Bagasse based power
Eastern
Renewable energy
Work underway
Southern
Sugar refinery
Work underway
Southern
Cement
Awaiting approvals from Govt. Awaiting land allotment from state govt. Details being worked out. Awaiting necessary clearances from the Govt. Planning stage.
Southern
Coal based power
104
SKS Cements Ltd. Maharashtra State Power Generation Co. Ltd. Tata BP Solar India Ltd. Maharashtra State Power Generation Co. Ltd. Deswal Energy Pvt. Ltd.
Western
Iron & Steel
105
Western
Renewable energy
106
Western
Renewable energy
107
Western
Renewable energy
108
Work underway
Northern
Biomass based power
61 | P a g e
over 8 acres.
109
Konaseema Gas Power Ltd. Green Brilliance Energy Pvt. Ltd. Haryana Liquors Ltd.
110
111
112
Phillips Carbon Black Ltd.
113
Rahul Graphites Ltd.
113
M S Mining & Consultancy Pvt. Ltd.
114
Ramky Infrastructure Ltd
115
116
117
CLP Power India Pvt. Ltd.
118
Shiga Energy Pvt. Ltd. Himachal Pradesh State Electricity Board Himachal Pradesh State Electricity Board
119
120
Planning to set up a 750 MW gas based power unit at Behrampur. Setting up a 50 MWp solar photovoltaic power unit over 450 acres. Bagasse based power unit of 20 MW at Sandla in Karnal. Carbon black manufacturing unit at Thervoy Kandigai, Tiruvallur, Tamil Nadu. Setting up a Captive power unit with a capacity of 20 MW at Bhusawal, Jalgaon, Maharashtra. Setting up a Ferro manganese production unit with a capacity of 1000 TPM. Setting up a Gas Based Captive power unit with a capacity of 100 MW at Latur. Setting up a Gas Based Captive power unit with a capacity of 250 MW at Vishakhapatnam. Setting up a Gas Based Captive power unit with a capacity of 150 MW in Chhattisgarh. Setting up a Gas based power unit with a capacity of 545 MW at Bharuch, Gujarat Setting up a Hydel Based Power unit, Hydel power unit I of 48.5 MW & Hydel power unit II of 48.5 MW in West Sikkim. Setting up a Substation for Power Distribution. Turnkey project Setting up a Transmission line at Nahan, Sirmaur, Himachal Pradesh.
Land acquisition underway. Work underway
Southern
Gas based power
Western
Renewable energy
Nascent stage
Northern
Bagasse based power
Planning stage.
Eastern
Phase I to be implemented soon
Western
Energy
Work underway
Northern
Metal smelting
Planning stage.
Southern
Gas based power
Planning stage.
Southern
Gas based power
Planning stage.
Southern
Gas based power
Planning stage.
Western
Gas based power
Planning stage.
Northern
Renewable energy
Planning stage.
Northern
Energy
Planning stage.
Northern
Energy
62 | P a g e
121
Punjab State Transmission Corporation Ltd.
122
Rashmi Metaliks Pvt. Ltd.
123
BVR Malls Pvt. Ltd.
124
Nayaagarh Sugar Complex Ltd.
125
Magnum Spinning Mills India Pvt. Ltd.
126
Shiva Cement Ltd.
127
Hager Electro Pvt. Ltd.
128
Jay Bhavani Metals Pvt. Ltd.
129
Sravanthi Infratech Pvt. Ltd.
130
Steel Authority of India Ltd.
Setting up a Substation for Power Distribution at Rajpura, Patiala, Punjab. Turnkey project Setting up a Sponge iron production unit with a capacity of 400 TPD, which includes a Coal based power unit of capacity of 18 MW at Gokulpur, Midnapore, West Bengal Setting up a Shopping mall and a Multiplex at Vijayawada, Andhra Pradesh Setting up a Sugar refining unit with a capaciti of 2500 TCCPD, along with an alcohol distellery unit with a capacity of 13 KLPD and a Bagasse based power unit of 30 MW at Churchunda, Orissa. Setting up a Polyester viscose yarn manufacturing unit with a capacity of 12950 spindles at Varuthampatti, Salem, Tamil Nadu. Expansion of cement producing capacity to 0.87 Million TPA at Kutra, Orissa, and 1.6 million TPA at Jaipur, Orissa. Setting up a Power equipments manugacturing unit with a capacity of 90 lakh per annum at Sanaswadi, Pune, Maharashtra. Setting up a Steel ingots and billets manufacturing unit with acapacity of 6000 TPA at Abitghar, Thane. Setting up a Gas based power unit, with a capacity of 450 MW at Dehri-OnSone in Bihar. Setting up an iron ore benefication plant with a capacity of 4.2 million TPA at Budha Buru in Jharkhand, and 1.2 million
Planning stage.
Northern
Energy
Work underway.
Eastern
Iron & Steel
Work underway.
Southern
Real estate
Planning stage.
Southern
Sugar refinery
Work underway.
Southern
Cotex
Planning stage.
Southern
Cement
Planning stage.
Western
Heavy machinery
Planning stage.
Western
Iron & Steel
Planning stage.
Northern
Gas based power
Planning stage.
Northern
Iron & Steel
63 | P a g e
TPA at Dalli-Rajhara Complex in Chhattisgarh.
131
Modest Infrastructure Pvt. Ltd. Paschimanchal Vidyut Vitran Nigam Ltd.
Setting up a Shipbuilding yard at Bhavnagar, Gujarat. Setting up a Substation for Power Distribution at Muzaffarnagar, UP. Turnkey project Setting up sub stations at the following locations for power distribution: Jorhat, Bordubi in Tinsukia, Bilasipara in Bongaigaon, Matia in Goalpara, Hailakandi and Kamakhya Kamrup. All locations in Assam. Setting up a cement grinding unit with a capacity of 0.07 million TPA, along with a captive power unit with a capacity of 4.8 MW. Setting up a Fibre cement products producing unit with a capacity of 1 lakh TPA in Orissa. Setting up 2 Hydel Based Power units at Ferozepur, Punjab. Hydel power unit 1 of 1 MW and Hydel power unit 2 of 1 MW. Turnkey project. Setting up an Iron ore benefication unit at Anantapur, AP. Setting up a Transmission line for power distribution of length 37.21 KMS at Surendranagar, Gujarat. Turnkey project. Setting up a Transmission line for power distribution of length 24.37 KMS at Surendranagar, Gujarat. Turnkey project. Setting up a Transmission line for power distribution at Kacchh, Gujarat. Turnkey project.
Planning stage.
Western
132
Planning stage.
Northern
Energy
133
Assam Electricity Grid Corpn. Ltd.
Planning stage.
Eastern
Energy
134
KIC Metaliks Ltd.
Work underway
Eastern
Cement
135
Everest Industries Ltd.
Pre-planning stage.
Western
Cement
136
Punjab Genco Ltd.
Planning stage.
Northern
Renewable energy
137
Daataa Shree Metals & Minerals Ltd. Gujarat Energy Transmission Corpn. Ltd.
Planning stage.
Southern
Iron & Steel
138
Planning stage.
Western
Energy
139
Gujarat Energy Transmission Corpn. Ltd. Gujarat Energy Transmission Corpn. Ltd.
Work underway
Western
Energy
140
Planning stage.
Western
Energy
64 | P a g e
141
Gujarat Energy Transmission Corpn. Ltd.
142
Gujarat Energy Transmission Corpn. Ltd.
143
Gujarat Energy Transmission Corpn. Ltd. J K Tyre & Industries Ltd. CLP Power India Pvt. Ltd.
144
145
146
Greenko Group
147 Jaiprakash Power Ventures
148
NTPC
Setting up a Transmission line for power distribution of length 94.26 KMS at Bhavnagar, Gujarat. Turnkey project. Setting up a Transmission line for power distribution of length 118.37 KMS at Jamnagar, Gujarat. Turnkey project. Setting up a Transmission line for power distribution of length 55.94 KMS at Jamnagar, Gujarat. Turnkey project. Setting up a thermal based power unit with a capacity of 1360 MW at Katni, MP. Setting up a wind based power unit with a capacity of 50.4 MW at Nalgonda, AP. Setting up a wind based power unit with a capacity of 300 MW at Bangalore, Kranataka. Setting up of a power plant with a capacity of 1320 MW (2*660 MW) power plant. Turnkey project. Location- Sidhi district of Madhya Pradesh. Design, engineering, supply, erection & commissioning of RO plant and repair / strengthening of platform at NDCT-2 for Kawas Gas Power Project in Surat district of Gujarat. Setting up an aluminium smeltering unit in Indonesia, along with a 1,250 MW power plant. Another smelter of the same size will be built in Western Orissa in two phases, with 1,260 MW power plant. Setting up an alumina refinery of capacity 1.4 million tonne in Andhra Pradesh along with a 1,000-
Work underway
Western
Energy
Work underway
Western
Energy
Planning stage.
Western
Energy
Pre-planning stage.
Northern
Thermal power
Work underway
Western
Renewable energy
Planning stage.
Southern
Renewable energy
Planning stage.
Northern
Energy
Bids invited. Tendering stage.
Northern
Gas based power
149
Planning stage.
Western
Aluminium smelting
NALCO 150 NALCO
Planning stage.
Western
Aluminium smelting
65 | P a g e
MW power plant as independent power producer. 151 Power generation in Orissa Maa Durga Power Company Total capacity- 7050 MW. Setting up two 60 MW units at Cuttack by July 2012. Will be commissioning four units of 350 MW at Kamalanga by November 2012 Setiing up a 1,360 MW power plant at Sahajbahal near Jharsuguda by December 2013. 1800 MW power station at Derang near Angul Setting up a 1,050 MW (2x525) station at Nisha near Angul Setting up a power station in Orissa, with the first 660 MW unit by July 2013 and another unit of similar capacity by October 2013. Setting up of 2.5 million tpa capacity cement plant in Kachchh district of Gujarat. Setting up a cement plant with a capacity of two million tpa at Ganapur, in Gulburga district of Karnataka. Setting up a cement plant with a capacity of 3 million tpa in Gulburga district of Karnataka, along with a Coal based power unit of capacity 50 MW. Enhancing the production capacity & setting up of a 2.2-million-tonne clinkerisation unit at Nagaur in Rajasthan. Eastern Energy
151.A
151.B
GMR Kamalanga Energy
Energy Southern Energy
151.C 151.D
Ind-Barath Energy (Utkal) Jindal India Thermal Power Monnet Power Company
Northern
Energy Energy
151.E
Eastern
Energy Northern
151.F
Lanco Babandh Power
152
Gujarat Mineral Devp. Corpn. Ltd.
EoI invited.
Western
Cement
153
India Cements Ltd.
Planning stage.
Southern
Cement
154
Zuari Cement
Planning stage.
Southern
Cement
155
Ambuja Cements
Planning stage.
Western
Cement
66 | P a g e
156
Zynergy Projects
157
UIC Udyog Ltd.
158
Maharashtra State Electricity Distribution Co. Ltd.
159
BMK Projects & Industries Pvt. Ltd.
160
SKS Power Generation (Madhya Pradesh) Ltd.
161
Aashritha Power Pvt. Ltd.
162
NKG Infrapower Ltd.
163
CSR Energy Ventures (India) Pvt. Ltd. Rajanagaram Gas Power Pvt. Ltd.
164
Setting up manufacturing facilities to manufacture crystalline silicon modules with a capacity of 25 MW at Sriperumbdur, near Chennai, along with setting up of solar farms, which can generate 350 MW by 2017. Setting up of a Steel wire manufacturing unit with a capacity of 1.8 lakh TPA at Jhagadia, Bharuch in Gujarat. Setting up a Wind based power unit with a capacity of 12 MW at Deogad, Sindhudurg, Maharashtra. Turnkey project. Setting up a TMT bars manufacturing unit with a capacity of 1.05 Lakh TPA at Bhagabandh, Purulia, WB. Setting up a Coal/Lignite Based Power unit at Rahiwada, Chhindwara, Madhya Pradesh. 2 units will be set up: Coal based power unit 1 with capacity of 660 MW and Coal based power unit 2 with capacity of 660 MW. Setting up a Coal based power unit with a capacity of 350 MW at Eruru, Nellore, Andhra Pradesh. Setting up a Coal based power unit with a capacity of 660 MW at Rajgarh, Madhya Pradesh Setting up a Coal/Lignite Based Power unit at Achalapur, Adilabad, Andhra Pradesh. 2 units will be set up: Coal based power unit 1 with capacity of 60 MW and Coal based power unit 2 with capacity of 60 MW. Setting up a Gas based power unit with a capacity of 400 MW at Mukinada,
Planning stage.
Southern
Metal smelting
Planning stage.
Eastern
Iron & Steel
Planning stage.
Western
Renewable energy
Planning stage.
Eastern
Iron & Steel
Planning stage.
Northern
Coal based power
Planning stage.
Southern
Coal based power
Planning stage.
Northern
Coal based power
Planning stage.
Southern
Coal based power
Planning stage.
Southern
Gas based power
67 | P a g e
East Godavari, Andhra Pradesh. Setting up a Solar photovoltaic modules manufacturing unit, each with a capacity of 65 MW, at Wargal, Medak, Andhra Pradesh. Construction of residential villas, a total of 328 villas to be constructed, at Hyderabad, Andhra Pradesh Setting up stage II of Mouda super thermal power project with a capacity of 2 * 660 MW Setting up Solapur super thermal power project with a capacity of 2 * 660 MW
165
Sresh Estelle Pvt. Ltd.
Work underway.
Southern
Renewable energy
166
Pragati Group
Work underway.
Southern
Real estate
167
NTPC
Machinery acquisition underway Machinery acquisition underway
Western
Thermal power
168
NTPC
Western
Thermal power
169
NTPC
Setting up Nabinagar super thermal power project with a capacity of 3 * 660 MW
Machinery acquisition underway
Eastern
Thermal power
170
NTPC
Setting up Meja thermal power project with a capacity of 2 * 660 MW 50 MW solar based power plant at Naukh, Jaisalmer, Rajasthan 15 MW Solar Based power plant at Wadgam, Anand, Gujarat 250 MW wind based power plant
Machinery acquisition underway
Northern
Thermal power
195
Godawari Green Energy Ltd. Acme Solar Technologies (Gujarat) Pvt. Ltd. Suryachakra Power Corpn. Ltd.
Western
Renewable energy
196
Western
Renewable energy
197
Southern
Renewable energy
68 | P a g e
198
Kohinoor Minerals & Minning Pvt. Ltd.
18 MW coal based power unit at Meghnagar industrial growth centre, MP
Northern
Coal based power
199
Reghuvir Ferro Alloy Pvt. Ltd.
50 MW Coal based power unit at MP.
Telphone no. has been changed.
Northern
Coal based power
200
Special Blast Ltd. Sea Sky Cargo & Travels Pvt. Ltd.
201
50 MW Coal based power unit at MP. 10 MW coal based captive power unit at Ajnala, Amritsar, Punjab.
Not picking up the phone
Northern
Coal based power
Northern Land is to be acquired. All clearances has been taken. Contact Person: - Mr. Kartikk 9177440090. kosti@oreva.com, project is planning to come in next 2-3 months.. contect no 9824016458
Coal based power
202
Rajratna Energy Holdings Pvt. Ltd.
270 MW independent coal based power unit at Bideipur, Bhadrak, Orissa.
Southern
Coal based power
203
Ajanta Energy Pvt. Ltd. BIOP Steel & Power Pvt. Ltd. Noble Tech Industries Pvt. Ltd.
05 MW solar based at Mahesana, Gujarat. 12 MW coal based power unit at Anantpur, AP. 80 MW coal based power unit at Melpakkam village. 20 MW coal based power unit at Bhusawal. 9.95 MW biomass based power unit at Sugariya, Anjar, Kutchh Gujarat. 30 MW co - generation power unit, Nowrangpur, Orissa
Western
Renewable energy
204
Need to call Need to call tomorrow. Today hoilday. Project is expected to come in next 2-3 months. Enquiry shall be floated in next 2-3 months. 66kV Swtichyard is there. Alam Khan is absent today.
Southern
Coal based power
205
Southern
Coal based power
206
Rahul Graphites Ltd.
Western
Coal based power
207
Abellon Cleanenergy Ltd. Nayaagrah Suger Complex Ltd.
Western
Renewable energy
208
Southern
Coal based power
209
Bhairavnath Sugar Work Ltd.
244 245
Bhilwara Energy Ltd. Bhilwara Energy Ltd.
12 MW co - generation power unit, Maharashtra. 200MW Hydel Based Power Plant at Kangra, Himachal Pradesh. 140MW Hydel Based Power Plant at Kinnaur,
Call at 01:30 PM today.
Western
Coal based power
Under Planning Stage Under Planning Stage
Northern Northern
Renewable energy Renewable energy
69 | P a g e
Himachal Pradesh. 50 MW Solar based power at Cuddapah, Andhra Pradesh. 1980 MW Coal based power plant at Morma, Nalanda, Bihar. 750 MW Gas Based power unit at Kalagarh, Kendrapada, Orissa 490 MW Coal Based Power at Mhasla, Raigarh, Maharashtra. 56 MW Wind Based Power unit at Tuppadahalli, Chitradurga, Karnataka 3 X 150 MW Thermal Based Power at Haldia, Purulia, West Bengal. 1800 MW (4 X 450 MW) gas based thermal power unit at Krishnapuram. 15 MW biomass based power unit at Bundeli, Janjgir - Champa, Chhattisgarh. 1320 MW Coal Based Power Unit at Devaranpadu, Ongole, Prakasam, Andhra Pradesh. 18MW Thermal Power plant at Vadamugam, Kangeyenpalayam, Erode, Tami Nadu. Mr. Shailender Shivate: 09323911712.
246
Birla Urja Ltd. Moser Baer Power & Infrastructures Ltd. Orissa Power Consortium Ltd. Swiss Merchandise Infrastructure Pvt. Ltd. Acciona Wind Energy Pvt. Ltd. Indian Petrochemicals Corporation Ltd. Amedha Power Pvt. Ltd.
Southern
Renewable energy
247
Eastern
Coal based power
248
Southern
Gas based power
249
Western
Coal based power
250
Southern
Renewable energy
251
Eastern
Thermal power
252
Southern
Gas based power
253
Sona Power Pvt. Ltd.
Eastern
Renewable energy
254
Costal Sirohi Power Ltd.
Southern 1) Project in planning stage. Expected to come up in the next two(2) years. 1)Project is in planning stage. The customer is waiting for the environmental clearance. 1)Project in planning stage. 2)The customer has applied for getting the approvals.
Coal based power
255
ETL Infrastructure Services Ltd
Southern
Thermal power
256
TamilNadu Petroproducts Ltd
257
Neyveli Lignite Corp
43MW thermal power plant at Manali, Tamil Nadu. 1600MW Thermal Power plant at Udayarpalayam, Perambubalur district, Tamil Nadu 820MW Thermal Power Plant at Devarapalli, East Godavari district
Southern
Thermal power
Southern
Thermal power
258
Konaseema Gas Power
1)Project in planning stage.
Southern
Thermal power
70 | P a g e
259
Gautami Power
1050MW Thermal Power plant at Peddapuram, East Godavari district
260
Simhapuri Energy
261
Adani Power Aryan Coal Benefications Pvt. Ltd
1320MW Thermal Power plant at Thamminipatnam, Nellore district 1320MW Thermal Power plant at Chaunsara, Chhindwara district
1)Project in planning stage. 1)Project in planning stage. DCPL is appointed consultant for pre tendering activities. The customer is yet to get the environment clearances. 1)Project in Planning stage. 1)Project on hold due to unavailibilty of coal linkage
Southern
Thermal power
Southern
Thermal power
Western
Thermal power
262
1200MW Musamudhi, Bhumka-Siddhi district
Northern
Thermal power
263
KVK Nilachal Power
600MW Thermal Power plant at Gurudijhatia, Cuttak district 1400MW Thermal Power plant Kanderei, Cuttak district 15MW Thermal power plant at Pandloi, Sambalpur district 1440MW Thermal Power plant at Khamhar, Bhojpur in Raigarh district
1)Project in planning stage.Project on hold.
Southern
Thermal power
264
KVK Nilachal Power
1)Project in planning stage.Project on hold. 1)Project in planning stage. 1)Project in planning stage. Waiting for approvals. 1) The project is under planning stage. The customer has applied for getting the approvals. The consultant DCPL is assisting the customer in getting the approvals. 1)Project in Planning Stage
Southern
Thermal power
265
Shyam DRI AES Chhattisgarh Energy
Eastern
Thermal power
266
Eastern
Thermal power
267
Jain Energy Jindal India Thermal Power
1200MW Thermal Power plant at Balpur, Korba 1320MW Thermal Power plant at Lohakhan, Raigarh district
Eastern
Thermal power
268
Eastern
Thermal power
71 | P a g e
269
Jindal Steel & Power
270
Patni Power Projects
300MW Thermal Power plant at Dongamahua, Raigarh 540MW Thermal Power Plant at Gorra, Raigarh district
1)Project in Planning Stage 1)Project in planning stage.Project on hold. 1) The project is in planning stage. It is expected to come up in the financial year 2012. 1)Project awarded to Jaypee.
Eastern
Thermal power
Eastern
Thermal power
271
Suryachakra Power Corporation Sangam Power Generation Co. Ltd
600MW Thermal Power plant at Sapos, JanjgirChampa district 1320 MW Thermal Power Plant at Karchana, Allahabad district
Eastern
Thermal power
272
Northern
Thermal power
273
Rama Paper Mills
6MW Thermal Power Plant at Kiratpur, Bijnore district 1320MW Thermal Power Plant at Nada/Devla, Bharuch district
1)Project in planning stage. At present project on hold.
Northern
Thermal power
274
Sterling Energy
275
Neyveli Lignite Corporation
1000MW Thermal power plant at Bhaga, Surat 9MW Thermal Power Plant Dharampur, Porbander district
1)Project is in planning stage. 1)Project in planning stage. 2)The customer has applied for getting the approvals. 1)Project in planning stage. At present project on hold.
Northern
Thermal power
Western
Thermal power
276
Orient Abrasives
Western
Thermal power
277
Sanghi Industries
1200MW Thermal Power Plant at Sanghipuram, Kutch district 3300MW Thermal Power Plant at Bhadreshwar, Mundra, Kutch district
278
Kutch Power Generation
1)Project under planning stage. The approvals have been obtained. This company is a subsidary of Adani Power. Project in planning stage.
Western
Thermal power
Western
Thermal power
72 | P a g e
279
Adani Power
990MW Thermal Power plant at Tunda, Kutch district
Project in planning stage.
Western
Thermal power
280
Adani Power
281
Adani Power
2640MW Thermal Power plant at Suva, Gujarat 1320MW Thermal Power plant at Chaunsara, Chhindwara district
Project in planning stage. Project in planning stage.
Western
Thermal power
Western
Thermal power
282
Indian Metals & Ferro Alloys Ltd.
1320 MW coal based power unit at Orissa. 1000 MW Gas based power unit at Nellore, Andhra Pradesh. 10 MW conventional energy unit at Beanuti, Mayurbhanj, Orissa. 10 MW conventional energy unit at Takhatpur in Bilaspur, Chhattisgarh. 15 MW Coal Based captive power unit at kahalgaon, Bhagalpur, Bihar
DPR Prepared.
Southern
Coal based power
283
Ars Metals Ltd Vision Infra Engineering Services Pvt. Ltd. Karmic Energy Pvt. Ltd.
284
Work Underway Land Acquired. Awaiting Necessary Approvals from State Government. Awaiting environmental clearnaces
Southern
Gas based power
Southern
Coal based power
285
Eastern
Coal based power
286
Gulshan Polyols Ltd.
Eastern
Coal based power
287
Geenko Group
280 MW Wind Based Power unit at Rajasthan Land Acquired. MOU signed with Orissa Renewable Energy Development Agency (OREDA) and PPA with GRIDCO. Work to commence by September 2011. Land Acquisition Underway. DPR Underway.
Western
Renewable energy
288
Octant Industries Ltd.
10 MW biomass based power unit at Orissa. 825 MW Coal Based Power Unit at Kandalgaon Budruk, Mangaon, Raigarh, Maharashtra.
Southern
Renewable energy
289
AES Mangaon Power Pvt. Ltd.
Western
Coal based power
73 | P a g e
290
PNC Infratech Ltd. Luna Chemicals Pvt. Ltd.
660 MW coal based power unit at Madhya Pradesh 850 MW gas based power unit at Uttrakhand.
Applied for necessary approval. Land Acquired. Work to commence by June 2011.
Northern
Coal based power
291
Northern
Gas based power
292
Jayaswals Neco Industries Ltd.
110MW Coal Based Power Unit at Cement Plant.
293
Majalgaon SSK Ltd. Adhunik Metalliks Ltd. Welspun Energy Madhya Pradesh Ltd. Bhuvana Bio Energy Ltd.
22 MW Bagasse based power unit at Bid, Maharashtra 1320 MW (2 X 660 MW) Coal Based power unit at Badwara. 1980 MW Coal based power plant at Barahi, Katni Madhya Pradesh 12 MW Small hydel power unit at Champikota Village, Rayagada, Orissa. 28 MW Bagasse and imported coal based captive power unit at Darbhanga, Bihar 30 MW Co - generation captive power unit at Bagalkot, Karnataka
Applied for necessary approval. Received all necessary clearance for power plant. Work to commence in end January Land identification underway. Land Acquisition Underway. DPR Prepared. Awaiting Necessary Clearances from state government. DPR prepared. Work to commence by october 2011 Work to commence by Sep 2011 State Government has assured land and water. Exact site and source of water after techno-feasibility study. Work to commence by Sep 2011
Western
Coal based power
Western
Bagasse based power
294
Eastern
Coal based power
295
Western
Coal based power
296
Southern
Renewable energy
297
Trihut Industries Ltd. Shri Sai Priya Sugar Ltd.
Eastern
Bagasse and coal based pow
298
Southern
Coal based power
299
Videocon Industries Ltd. Jagmitra Sugar Mills Pvt. Ltd.
1000 MW Coal Based Power Unit at Orissa. 20 MW bagasse based power unit at Bid Maharashtra,
Southern
Coal based power
300
Western
Bagasse based power
301
Trident Agritech Ltd.
25 MW Co - generation power unit at Fatehgarh Channa, Sangrur, Punjab
Northern
Coal based power
74 | P a g e
302
Kalika Sponge & Power Pvt. Ltd. Mahlaxmi TMT Pvt. Ltd.
10 MW Coal Based Captive Power Unit at Chandrapur, Maharashtra 61.5 MW Captive Power Plant at Chikni, Wardh, Maharasthra. 25 MW Coal based power unit, Wajvana, Banswara, Rajasthan. 35 MW Captive Power Plant at Margole, Gulbarga, Karnataka. 40 MW Captive power unit at Pataidih, Bilaspur (CHHAT), Chhattisgarh. 35 MW Captive power unit at Majhgawan, Sidhi, Maharashtra.
Western
Coal based power
303
Under Planning Stage.
Western
Coal based power
304
Trinetra Cement Ltd.
IEM Filed
Western
Coal based power
305
J. K. Cement Ltd.
IEM Filed
Southern
Coal based power
306
SKS Cements Ltd. Jaiprakash Associates Ltd.
Under Planning Stage.
Eastern
Coal based power
307
Under Execution.
Western
Coal based power
308
CVL Power Projects Pvt. Ltd.
309
Energy Devp. Co. Ltd.
120 MW Coal Based Power Unit at Vemagiri, East Godavari, Andhra Predesh. 84 MW Hydel Based Power Plant at Upper Leyak, East Kemang, Arunachal Preadesh. 60 MW Hydel Based Power Plant at Upper Leyak, East Kemang, Arunachal Preadesh.
Planning Stage
Southern
Coal based power
Planning Stage
Eastern
Renewable energy
310
Energy Devp. Co. Ltd.
Planning Stage
Eastern
Renewable energy
311
Roha Dyechem Pvt. Ltd.
25 MW Solar based power unit at Charanka, Patan, Gujarat.
Western
Renewable energy
The contact details and addresses of the customers and companies in the database have been removed due to the confidentiality policy of the company.
75 | P a g e
ANNEXURE 2 TYPES OF SUB-STATIONS

Various types of sub-stations are manufactured and installed across the country by Siemens Ltd. India ETHS division. Primarily, they can be classified into Air- insulated sub-station (AIS) and Gas-insulated sub-station (GIS). They are sub-divided into various types in each of these categories on the basis of their arrangements. The different types of sub-stations are as follows:
AIR-INSULATED SUB-STATION: These can be classified into the following types:

1. H-arrangement: Two lines are connected to two transformers and interlinked by a double bus sectionalizer. With this arrangement each of the feeders and devices of the switchyard can be maintained without an outage of the other feeders. The H-arrangement is mainly used for supplying power to industrial consumers as well as for distribution and transformer substations. With only one bus bar and a minimum of equipment, it is an economical solution to serve your needs.
Fig 22: AIS H-arrangement installed in Germany
76 | P a g e
2. In-line longitudinal arrangement: (Kiellinie) with center-break disconnectors. The bus bar disconnectors are arranged one behind the other (in line) and in parallel to the longitudinal axis of the bus bar. It is possible to use either wire-type or tubular busbars. In case of tubular bus bars, gantries are required only for the outgoing overhead lines. The system design requires only two conductor levels, which results in a very clear layout. Because of the disconnectors in-line arrangement, the bay is wide, but quite short.
Fig 23: AIS in-line longitudinal arrangement. 3. Center tower arrangement: The name of the arrangement is derived from the center tower between two busbar systems. The busbar disconnecting switches are arranged side by side and in parallel to the longitudinal axis of the feeder. Busbars are usually designed with stranded conductors. It is necessary to run the conductors over the circuit breakers, which results in a reduced bay width as compared to the in-line arrangement. The system layout is clearly structured and straightforward. A more complex double-busbar scheme provides higher flexibility and increased operational availability and reliability of the substation. Therefore, such systems are typically used at network nodes and other essential substations of the power grid. The load flow can be controlled by using the busbars independently for separate net sections and switching load feeders from one busbar to the other as required for a proper load split. As busbar disconnectors are not capable of switching the rated current of the feeder, a short interruption of the power flow is necessary during switch-over. For a load transfer without disruption, a bus coupler bay is required for temporary coupling the two busbar sections during switch-over.
77 | P a g e
Fig 24: AIS center tower arrangement at Egypt.
4. Diagonal layout with pantograph disconnectors: The pantograph disconnectors are placed diagonally to the axis of the busbars and feeders, which results in a very clear arrangement with minimal space requirement as compared to other conventional AIS arrangements. Wire and tubular conductors are customary. The busbars can be placed above or below the feeder conductors. For important grid stations at transmission network nodes of higher voltage levels, the 3-busbar scheme can be used.
Fig 25: AIS diagonal layout arrangement at Germany.
78 | P a g e
5. Breaker-and-a-half layout: The breaker-and-a-half arrangement assures the highest degree of availability and reliability. As expressed in this layouts name, this high degree is achieved with an extra half circuit breaker per outgoing feeder. Therefore, the expenditure for high-voltage devices is quite high. The busbar disconnectors are of the pantograph, rotary, or vertical-break type. Verticalbreak disconnectors are preferred for the diameters. The extremely short connections between the highvoltage devices that help dealing with even very high short-circuit currents (even with multiple conductors) are a great advantage. As it provides such a high degree of availability and reliability, the breaker-and-a-half layout is preferred for major network nodes at the highest voltage levels. Even in case of a complete busbar failure or during service work in the substation, the power feeders are not interrupted, which makes for added reliability and flexibility.
Fig 26: AIS beaker and half layout arrangement in Indonesia. 6. AIS COMPACT SPACE SAVING SOLUTIONS: Wherever conventional substation design exceeds the limits of available space or the extension of a fully developed substation is required, space-saving and powerful alternatives are needed. Apart from the complete encapsulated design (GIS), customers also rely on mixed-technology outdoor solutions and on space-saving AIS compact solutions. Especially regions where smallscale transformer substations prevail, where wind parks are to be connected to the network, or industrial plants benefit from Siemens AIS compact solutions. These are as follows:
SIMOBREAKER everythings integrated:
With SIMOBREAKER, which is available for rated voltages of up to 170 kV, the side-break disconnecting switch is located on the pivoting post insulator. It establishes the connection between the circuit breaker and the transformer. As all components, i.e., the circuit breaker, the disconnecting switch, the earthing switch, and the current transformer are integrated in SIMOBREAKER, neither complex connections with cables and pipes nor separate foundations, steel, or earthing terminals for individual devices are required. The customer gets a cost79 | P a g e
effective, standardized overall concept from a single source with no need to provide any additional items. Coordination work is substantially reduced and interface problems do not even arise. SIMOBREAKER can also be used as an indoor switchgear bay. Installation inside a building ensures protection against environmental conditions, which is beneficial particularly in regions with extreme climates but also for industrial installations exposed to excessive pollution. SIMOVER successful in operation, cost-effective and reliable:
Developed for substations with single busbars, the compact SIMOVER switchgear for rated voltages of up to 145 kV with a pivoting circuit breaker has proved its value for over 30 years of operation. Particularly in small transformer sub-stations, such as those of wind farms or other small plants where available space is restricted, the use of SIMOVER is recommended. This space-saving solution from Siemens integrates all components of a high-voltage bay in just one device. The cabling is simple, the switching status is clear, and the drive unit weatherproof. Moreover, preassembled components reduce installation times. All components of a high-voltage outdoor switchgear bay, including the isolating distances, are integrated in one unit. The instrument transformers and the local control cubicle are part of this substation concept. The concept of SIMOVER is based on customary type-tested standard components, which ensures high reliability. The customer receives all components needed for the full function scope of the movable circuit breaker from a single source. There is no need for customer-provided items, coordination work is greatly reduced, and interface problems do not arise.
Fig 27: AIS COMPACT SOLUTIONS. Left- SIMOBREAKER Module. Right- SIMOVER Module
80 | P a g e
GAS-INSULATED SUB-STATION: The various GIS installed and manufactured by

Siemens are as follows: 1. Gas-Insulated Switchgear up to 145 kV, 40 kA, 3150 A, Type 8DN8: The 8D type range of gas-insulated switchgear represents a highly successful product concept. Since its introduction back in 1968, Siemens has installed more than 17,000 bays worldwide. More than 230,000 bay-years of operation have since been recorded. Intensive research work and continuous further development of the prototypes has ultimately led to todays generation of gas-insulated metal-enclosed switchgear. This switchgear is notable in particular for: Economic efficiency. High reliability. Safe encapsulation. High degree of gas tightness. Long service life. Low life cycle and maintenance costs. Good accessibility and ergonomics. High availability. Safe operation even under extreme. Environmental conditions.
Fig 28: GIS Type 8DN8

81 | P a g e
2. Gas-Insulated Switchgear up to 245 kV, 50 kA, 4000 A, Type 8DN9: The 8D range of GIS represents a highly successful product concept. Since its introduction back in 1968, Siemens has installed more that 17000 of these bays worldwide. This GIS has made Siemens a world leader in GIS in the terms of: Economic efficiency. High reliability. Safe encapsulation. Long service life. Low maintenance cost. High availability.
Fig 29: GIS Type 8DN9
82 | P a g e
3. Gas-Insulated Switchgear up to 420 kV, 50 kA, 5000 A, Type 8DQ1:
Fig 30: GIS Type 8DQ1 This is the entire product portfolio of Siemens Ltd. India. All these products are manufactured in the country at different locations, and are installed at the location of the project by the company.
83 | P a g e
REFERENCES
1. Marketing Research- An Applied Orientation, 6th Edition: By Naresh K. Malhotra & Satyabhushan Dash. 2. Principles Of Marketing, 13th Edition: By Philip Kotler, Gary Armstrong, P.Y. Agnihotri & Ehsan ul Haq. 3. www.siemens.co.in 4. www.indianpowersector.com 5. www.cea.nic.in 6. www.kseboa.org/news/ 7. www.oifc.in/Sectors/Infrastructure/Power 8. www.ibef.org/india.../India.../indian-economy-overview/ 9. en.wikipedia.org/wiki/Economy_of_India 10. timesofindia.indiatimes.com/budget 2012 11. theviewspaper.net/indias-economy-since-independence/ 12. www.mapsofindia.com/economy/ 13. http://www.marketingplaninfo.com/importance-of-market-research-to-launch-a-businessin-new-market.php 14. http://en.wikipedia.org/wiki/Indian_Economic_Growth 15. http://planningcommission.nic.in/plans/planrel/fiveyr/9th/vol2/v2c6-2-1.htm 16. http://www.siemens.co.in/en/about_us/index/ourhistory.htm 17. http://www.aiaindia.org/CMS/index.php?option=com_content&view=article&id=152:siemensltd&catid=66:starting-with-alphabet-s&Itemid=172 18. http://www.powermin.nic.in/ministry_of_power/statutory_bodies1.htm 19. http://kmindustrialcorp.com/siemens-switchgears/ 20. http://www.aistrupconsulting.com/GlossaryOfMarketingTerms.aspx 21. http://www.buzzle.com/
84 | P a g e

Power Industry - Project Aqcuisition For Sub-Stations Report

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Power Industry - Project Aqcuisition For Sub-Stations Report

Uploaded by

Copyright:

Available Formats

A REPORT ON

By: Akhilesh Dayal Gupta 11BSPHH011129 IBS Hyderabad

PROJECT ACQUISITION FOR HIGH-VOLTAGE SUB-STATION

June 2nd, 2012

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.

Page No. 9 9 10 11 11 12 13 13 21 21 27 29 29 30 30 31 33 37 39 44-47 49-50 76 77 78 78 79 80 81 82 83

Figure 1: Expected capacity additions (GW)

15 10 5 0 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015P Central State Private

Renewabl e 35% Gas 19%

1.1 BACKGROUND A Global Outlook:

(Source: International Energy Agencys World Energy Outlook 2011 report)

Figure 4: Global electrical equipment market share by region, 2012

Switchgears, 17.60% Rotating machines: Generating sets, 18.30%

(Source: ITC Report)

Thermal- coal, 55%

(Source: CEA Standing Committee Report)

Transmission & Distribution:

Developments in The Power Sector - Last 50 Years:

1.3 METHODOLOGY: PRIMARY RESEARCH:

1.4 SCOPE OF THE PROJECT:

1.4(A) LIMITATIONS OF THE PROJECT:

CHAPTER-2 ECONOMIC ANALYSIS OF THE SECTOR

Figure 10: Trend of Energy Consumption per capita in India, 1990-2007

Indian Economy-Growth Since 1947:

Economic Performance: FY 2011-12:

Indian Electrical Equipment Industry:

(Source: CEA and EY Analysis Reports)

Demand Drivers For The Industry:

Domestic capacity utilization:

Transmission and Distribution Equipment:

(Source: IEEMA Report) Figure 13: Market size (201011)

Transmission lines and conductors, 23%

(Source: IEEMA Report)

(Source: Data Monitor Report)

Domestic T&D capacities utilization:

Figure 16: Domestic T&D capacity utilization (2011)

(Source: IEEMA Report)

CHAPTER-3 COMPANY ANALYSIS

Siemens India- Business Segments:

SIEMENS LTD. INDIA: POWER TRANSMISSION & DISTRIBUTION

CRITICAL SUCCESS FACTORS FOR THE COMPANY:

MARKET SHARE AND COMPETITORS IN INDIA:

SWOT Analysis- Siemens Ltd. India:

Internal weakness: The internal weakness of a company is the unsuccessful application

CHAPTER-4 PROJECT SPECIFIC ANALYSIS

PROJECT ACQUISITION DELIVERY PROCESS:

Expected time of completion of this stage of the process: 20 days.

Identify and evaluate forthcoming projects and the expected business.

2. Project Acquisition Stage:

Take Go/No go decision after evaluation of the project.

Close the enquiry.

Expected time of completion of this stage of the process: 35 days.

Close the enquiry.

Start bid preparation.

Expected time of completion of this stage of the process: 25 days.

Bid approval, compilation of bid and submission. Customer reviews bid.

Bid selected by customer.

Bid not selected by customer

Take customer queries and provide clarification.

Close the enquiry.

Expected time of completion of this stage of the process: 55 days.

Record opening results. Wait for order from customer.