Legrand India PVT LTD - GAUTAM.P.R

INTERNSHIP REPORT
An organizational study At LEGRAND INDIA Pvt. Ltd Bangalore Submitted in partial fulfillment of the requirement of the Bangalore Company for the award of degree in
Master of Business Administration Submitted by GAUTAM.P.R Reg. No. 12XQCMA050 Under the guidance of Prof. SUMITHRA.SREENATH
M. P. Birla Institute of Management Associate Bharatiya Vidya Bhavan No. 43, Race course Road, Bangalore 560001 August 2013
DECLARATION
I, GAUTAM.P.R (12XQCMA050) hereby declare that the internship report, an organizational study conducted at LEGRAND INDIA Pvt. Ltd, Bangalore, submitted in partial fulfillment of the requirements of the Bangalore Company for the award degree in Master of Business Administration is a bonafide work carried out by me under the guidance of Prof. SUMITHRA.SREENATH, MPBIM, Bangalore. This report has not been submitted earlier to any other company or institution for the award of any degree/ diploma. The contents of this report are based on the data collected by me at LEGRAND INDIA Pvt. Ltd, Bangalore under the guidance of Mr. PRAKASH HEGDE (Branch Manager).
Place: Bangalore Date: 2 September 2013
GAUTAM.P.R Reg. No. 12XQCMA050
II
COLLEGE CERTIFICATE
III
COMPANY CERTIFICATE
IV
CERTIFICATE FROM GUIDE AND COLLEGE
Certified that this internship report entitled An organizational study conducted at LEGRAND INDIA Pvt. Ltd, Bangalore submitted in partial fulfillment for the award of MBA degree of Bangalore Company was carried out by GAUTAM.P.R, 12XQCMA050 under the guidance of Prof SUMITHRA.SREENATH. To the best of my knowledge this has not been submitted earlier to any other company or institution for the award of any degree/ diploma/ certificate.
Guide
Principal
Name of the guide with initials
ACKNOWLEDGEMENT
This project is a product of valuable insights, facts and experience I had with various people. The experience was more than what was visualized.
Its my pleasure to express my deep sense of gratitude to Mr. PRAKASH HEGDE (Branch Manager) for permitting me to undergo an in-plant training in their esteemed organization and being my external guide. I thank him for his co-operation and valuable suggestions throughout the period of internship.
I am also grateful to the entire staff and professionals of LEGRAND INDIA Pvt. Ltd for their guidance and constructive co-operation in completion of this project.
I convey my heartfelt thanks to my parents and all my friends for their support, encouragement and help without which this report could not have been successfully completed.
Date: 2 September 2013 Place: BANGALORE THANKING YOU
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CONTENTS
CHAPTER No
TITLE INTRODUCTION
1.1 BACKGROUND OF THE STUDY
PAGE No 1 - 60 2-3 3 - 20 21 - 59 59 - 60
1.2 INDUSTRY PROFILE 1.3 COMPANY PROFILE 1.4 VISION, MISSION AND OBJECTIVES
ORGANIZATIONAL STRUCTURE
2.1 CORPORATE ORGANIZATION STRUCTURE
61 - 82 62 - 66 67 - 70 71 - 82
2.2 DEPARTMENTAL ORGANIZATION STRUCTURE 2.3 AUTHORITY AND RESPONSIBILITY
FUNCTIONAL AREAS
3.1 HR DEPARTMENT 3.2 MAARKETING DEPARTMENT
83 - 105 84 - 86 86 - 99 99 - 102 103 - 105
3.3 PRODUCTION AND OPERATIONS DEPARTMENT 3.4 FINANCE DEPARTMENT
VII
SWOT ANALYSIS
4.1 STRENGTH AND WEAKNESS
106 122 107 108 109 - 122
4.2 OPPORTUNITIES AND THREATS 4.3 PROBLEM IDENTIFICATION AND SOLUTION IN ANY SPECIFIC AREA
OBSERVATIONS, SUGGESTIONS AND CONCLUSION 5

5.1 MAJOR FINDINGS 5.2 SUGGESTIONS
129 - 125 124 125 125
CONCLUSION
ANNEXURE BALANCE SHEET QUESTIONNAIRE WEBILIOGRAPHY
126 - 138 127 - 130 131 - 132 133
VIII
TABLES
Table No 1.3.1 1.3.2 1.3.3 1.3.4 4.3.5 4.3.6 4.3.7 4.3.8 4.3.9 4.3.10 4.3.11
Table name Legrand share price in real time Statistics at previous closing World presence Presence in India Dealers dealing with Legrand products Time Period of selling Legrand Products Business Volume accounted from Legrand Products Prices of Legrand with compare to the price of other brands Satisfaction of Margins provided to retailers by Legrand satisfaction of the schemes offered to retailers by Legrand Reasons because of which end consumers by the Product satisfaction of the Delivery service of Legrand with comparison to other brands satisfaction of the Replacement Procedure of Legrand Balance sheet, Annual data Balance sheet, Quarterly Data
Page No 48 49 51 - 53 54 110 111 112 113 114 115 116
4.3.12
117
4.3.13 5.4.14 5.4.15
118 127 - 129 129 - 130
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GRAPHS
Graph No 1.3.1 4.3.2 4.3.3
Graph Name Dividend per share in Deals in Legrand Duration of selling Legrand Products by retailers Volume of Business accounted from Legrand Prices for the Products of Legrand Margins Provided by Legrand Schemes offered by Legrand Reasons because of which end consumers by the Product Delivery Service of Legrand Satisfactory Replacement Procedure?
Page No 49 110 111
4.3.4 4.3.5 4.3.6 4.3.7 4.3.8
112 113 114 115 116
4.3.9 4.3.10
117 118
ABBREVIATIONS
AC Alternate Current APDRP Accelerated Power Development and Reform Program ATS Automatic Transfer Switch BBC British Broadcasting bn billion CAC Circuit Administration Center CD Credit Default CENVAT Central Value Added Tax CEO Chief Executive Officer CFL Compact Fluorescent Lamp CFO Chief Financial Officer CLL Compagnie Legrand Limoges Co Company CPU Central Processing Unit CPWD Central Public Works Department CSR Corporate Social Responsibility DB Distribution Boards DJSI DOW Jones STOXX Sustainability Index DRP Deutsches Reichspatent DSP Digital Signal Processor EE Electric Equipment XI
emf Electromotive Force ENA Ecole Nationale dAdministration GE General Electric IEEMA Indian Electrical & Electronics Manufacturers Association ISO International Standardization Organization KHz Kilo Hertz KKR Kohlberg Kravis Roberts KV - Kilo Volt KWh Kilo Watt hour L&T Larsen and Toubro MAPICS Manufacturing Accounting Production Information Control System MCB Miniature Circuit Breakers MCCB Miniature Circuit Breakers MCU Multipoint Control Unit MES Military Engineering Services MVA Mega Volt Ampere MW Mega Watt NEC National Electric Code OTP One Time Programmable PIR Pyroelectric(Passive) Infrared Sensor PWD Public Works Department R&D Research and Development RAM Random Access Memory XII
RCBO Residual Current Breaker with Overcurrent Protection RCD Residual Current Devices RJ 45 Registered Jack 45 ROM Read Only Memory T&D Transmission and Distribution UK United Kingdom UPS Uninterrupted Power Supply VDI Voice Data Imaging VSP Vertical Seismic Profile Wi-Fi Wireless Fidelity
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ORGANISATIONAL STUDY
CHAPTER 1
INTRODUCTION
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1.1
BACKGROUND OF THE STUDY
Primary objective The main objective of the study is to have a practical knowledge about the functioning of the organisation. Secondary Objective To understand the organisation structure. To study various functional areas of the organisation. To understand how theory matches with practice. To understand the duties and responsibilities of various department heads. To identify the strengths, weakness, opportunities and threats of the organisation.
METHODOLOGY OF STUDY
The organisation study has been conducted by using qualitative form of analysis. But enough attention is given for careful and complete observation of organisation and its functions. Sources of data collection The main sources of primary data are: 1. Discussions and interviews with managers and employees of Legrand India Pvt Ltd. 2. Observation method. Secondary Data The major source of secondary data includes company manual brochures circulars, annual report and various other internal documents. In addition to this related Articles from journals, books, magazines, internet were referred.
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PERIOD OF STUDY
This study has been conducted at Legrand India Pvt Ltd, during the period 1st August 2013 to 1st September 2013
SCOPE OF STUDY
The study is confined to gain some knowledge about the culture and structure of the organization and the functions of departments of Legrand India Pvt Ltd, Bangalore.
LIMITATIONS
The main constraints or limitations for the study were Limited time available for the study. Authorities of all the departments had a busy schedule and hence there was no scope for detailed interviews or interaction with them.
1.2
INDUSTRY PROFILE
Electrical equipment includes any machine powered by electricity. They usually consist of an enclosure, a variety of electrical components, and often a power switch. Examples of these include: MAJOR APPLIANCES A major appliance, or domestic appliance, is usually defined as a large machine which accomplishes some routine housekeeping task, which includes purposes such as cooking, or food preservation, whether in a household, institutional, commercial or industrial setting. An appliance is differentiated from a plumbing fixture because it uses an energy input for its operation other than water, generally using electricity or natural gas/propane. An object run by a
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watermill would also be considered an appliance. The term white goods or white ware is also used for these items, primarily where British English is spoken, although definitions for the term "white goods" can differ. In the United States, the term white goods more commonly refer to linens rather than appliances. Major appliances have become more technically complex from the control side recently with the introduction of the various Energy Labeling rules across the world. This has meant that the appliances have been forced to become more and more efficient leading to more accurate controllers in order to meet the regulations. Major appliances are differentiated from small appliances because they are large, difficult to move, and generally fixed in place to some extent. They are often considered fixtures and part of real estate and as such they are often supplied to tenants as part of otherwise unfurnished rental properties. Another frequent characteristic of major appliances is that they may have substantial electricity requirements that necessitate special electrical wiring to supply higher current and/or voltage than standard electrical outlets can deliver. This limits where they can be placed in a home.
MICROCONTROLLER A microcontroller (sometimes abbreviated C, uC or MCU) is a small computer on a single integrated circuit containing a processor core, memory, and programmable input/output peripherals. Program memory in the form of NOR flash or OTP ROM is also often included on chip, as well as a typically small amount of RAM. Microcontrollers are designed for embedded applications, in contrast to the microprocessors used in personal computers or other general purpose applications. Microcontrollers are used in automatically controlled products and devices, such as automobile engine control systems, implantable medical devices, remote controls, office machines, appliances, power tools, toys and other embedded systems. By reducing the size and cost compared to a design that uses a separate microprocessor, memory, and input/output devices, microcontrollers make it economical to digitally control even more devices and processes. Mixed
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signal microcontrollers are common, integrating analog components needed to control nondigital electronic systems. Some microcontrollers may use four-bit words and operate at clock rate frequencies as low as 4 kHz, for low power consumption (single-digit mill watts or microwatts). They will generally have the ability to retain functionality while waiting for an event such as a button press or other interrupt; power consumption while sleeping (CPU clock and most peripherals off) may be just Nano watts, making many of them well suited for long lasting battery applications. Other microcontrollers may serve performance-critical roles, where they may need to act more like a digital signal processor (DSP), with higher clock speeds and power consumption.
POWER TOOL A power tool is a tool that is actuated by an additional power source and mechanism other than the solely manual labor used with hand tools. The most common types of power tools use electric motors. Internal combustion engines and compressed air are also commonly used. Other power sources include steam engines, direct burning of fuels and propellants, or even natural power sources like wind or moving water. Tools directly driven by animal power are not generally considered power tools. Power tools are used in industry, in construction, in the garden, for housework tasks such as cooking, cleaning, and around the house for purposes of driving (fasteners), drilling, cutting, shaping, sanding, grinding, routing, polishing, painting, heating and more. Power tools are classified as either stationary or portable, where portable means hand-held. Portable power tools have obvious advantages in mobility. Stationary power tools however often have advantages in speed and accuracy, and some stationary power tools can produce objects that cannot be made in any other way. Stationary power tools for metalworking are usually called machine tools. The term machine tool is not usually applied to stationary power tools for woodworking, although such usage is occasionally heard, and in some cases, such as drill presses and bench grinders, exactly the same tool is used for both woodworking and metalworking.
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SMALL APPLIANCES Small appliances, Small domestic appliances, or brown goods (from the color of the wooden and Bakelite cases once used) are portable or semi-portable machines, generally used on table-tops, counter-tops, or other platforms, to accomplish a household task. Examples of brown goods are: television and wireless sets; microwave ovens; coffee makers; and personal computers. In contrast, major appliances, or white goods (from their at one time common, white enameled metal exteriors), cannot be easily moved and are generally placed on the floor. Major appliances include the dishwasher, refrigerator, stove, washing machine, and dryer. All appliances are intended to perform, enable, or assist in performing a job or changing a status, such as the humidity of a room. In this way, they can be differentiated from other portable electrical items that provide entertainment. Some items not typically considered appliances, such as lamps, can be used as appliances if they are used to cook or warm food. More specifically, often electrical equipment refers only to components part of the electrical distribution system such as:
ELECTRIC POWER DISTRIBUTION Electricity distribution is the final stage in the delivery of electricity to end users. A distribution system's network carries electricity from the transmission system and delivers it to consumers. Typically, the network would include medium-voltage (1kV to 72.5kV) power lines, substations and pole-mounted transformers, low-voltage (less than 1 kV) distribution wiring and sometimes meters.
ELECTRIC SWITCH BOARDS An electric switchboard is a device that directs electricity from one source to another. It is an assembly of panels, each of which contains switches that allow electricity to be redirected. The U.S. National Electrical Code (NEC) defines a switchboard as a large single panel, frame, or assembly of panels on which are mounted, on the face, back, or both, switches, overcurrent and
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other protective devices, buses, and usually instruments. The role of a switchboard is to divide the main current provided to the switchboard into smaller currents for further distribution and to provide switching, current protection and metering for these various currents. In general, switchboards distribute power to transformers, panel boards, control equipment, and ultimately to system loads. The operator is protected from electrocution by safety switches and fuses. There can also be controls for the supply of electricity to the switchboard, coming from a generator or bank of electrical generators, especially frequency control of AC power and load sharing controls, plus gauges showing frequency and perhaps a synchroscope. The amount of power going into a switchboard must always equal to the power going out to the loads. Inside the switchboard there is a bank of busbars, flat strips of copper or aluminum, to which the switchgear is connected. These carry large currents through the switchboard, and are supported by insulators. Bare busbars are common, but many types are now manufactured with an insulating cover on the bars, leaving only connection points exposed. Modern switchboards are metal enclosed and of "dead front" construction; no energized parts are accessible when the covers and panels are closed. Formerly, open switchboards were made with switches and other devices were mounted on panels made of slate, granite, or ebony asbestos board. The metal enclosure of the switchboard is bonded to earth ground for protection of personnel. Large switchboards may be free-standing floor-mounted enclosures with provision for incoming connections at either the top or bottom of the enclosure. A switchboard may have incoming bus bars or bus duct for the source connection, and also for large circuits fed from the board. A switchboard may include a metering or control compartment separated from the power distribution conductors.
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DISTRIBUTION BOARDS A distribution board (or panel board) is a component of an electricity supply system which divides an electrical power feed into subsidiary circuits, while providing a protective fuse or circuit breaker for each circuit, in a common enclosure. Normally, a main switch, and in recent boards, one or more Residual-current devices (RCD) or Residual Current Breakers with Overcurrent protection (RCBO), will also be incorporated.
CIRCUIT BREAKERS AND DISCONNECTS A circuit breaker is an automatically operated electrical switch designed to protect an electrical circuit from damage caused by overload or short circuit. Its basic function is to detect a fault condition and interrupt current flow. Unlike a fuse, which operates once and then must be replaced, a circuit breaker can be reset (either manually or automatically) to resume normal operation. Circuit breakers are made in varying sizes, from small devices that protect an individual household appliance up to large switchgear designed to protect high-voltage circuits feeding an entire city.
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ORIGIN An early form of circuit breaker was described by Thomas Edison in an 1879 patent application, although his commercial power distribution system used fuses. Its purpose was to protect lighting circuit wiring from accidental short-circuits and overloads. A modern miniature circuit breaker similar to the ones now in use was patented by Brown, Boveri&Cie in 1924. Hugo Stotz, an engineer who had sold his company, to BBC, was credited as the inventor on DRP (DeutschesReichspatent). Stotz's invention was the forerunner of the modern thermal-magnetic breaker commonly used in household load centers to this day. Interconnection of multiple generator sources into an electrical grid required development of circuit breakers with increasing voltage ratings and increased ability to safely interrupt the increasing short circuit currents produced by networks. Simple air-break manual switches produced hazardous arcs when interrupting high currents; these gave way to oil-enclosed contacts, and various forms using directed flow of pressurized air, or of pressurized oil, to cool and interrupt the arc. By 1935, the specially constructed circuit breakers used at the Boulder Dam project use eight series breaks and pressurized oil flow to interrupt faults of up to 2500 MVA, in three cycles of the AC power frequency.
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ELECTRIC METERS An electricity meter or energy meter is a device that measures the amount of electric energy consumed by a residence, business, or an electrically powered device. Electricity meters are typically calibrated in billing units, the most common one being the kilowatt hour [kWh]. A periodic reading of electric meters establishes billing cycles and energy used during a cycle. In settings when energy savings during certain periods are desired, meters may measure demand, the maximum use of power in some interval. "Time of day" metering allows electric rates to be changed during a day, to record usage during peak high-cost periods and off-peak, lower-cost, periods. Also, in some areas meters have relays for demand response shedding of loads during peak load periods.
TRANSFORMERS A transformer is a static electrical device that transfers energy by inductive coupling between its winding circuits. A varying current in the primary winding creates a varying magnetic flux in the transformer's core and thus a varying magnetic flux through the secondary winding. This varying magnetic flux induces a varying electromotive force (emf) or voltage in the secondary winding. Transformers are thus used to vary the relative voltage of circuits, which, in some cases, also isolates them. Transformers range in size from thumbnail-sized used in microphones to units weighing hundreds of tons interconnecting the power grid. A wide range of transformer designs are used in electronic and electric power applications. Transformers are essential for the transmission, distribution, and utilization of electrical energy. The world electrical equipment sector has a market worth of $202 billion. The industry recorded almost 4.5% growth in 2011, having witnessed 1% yearly growth for the four preceding years. Power cable sales represented the leading market segment in 2011, generating revenue of almost
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$63 billion and accounting for more than 30% of the overall market in terms of value. Overall, industry performance is expected to accelerate to almost a yearly rate of almost 5% between 2011 and 2016 to bring the market to just less than $255 billion. Players in the global electrical equipment industry manufacture power, distribution transformers, industrial controls, generators, electric motors, switchgear, switchboard tools, and relays.
KEY MARKET SEGMENTS

The global smart meter market is expected to generate revenue of $7 billion before the end of 2012. Meters using AMR technology represent almost 33% of North Americas electricity, water and gas meters, and 3% of European meters. Smarter metering is being increasingly acknowledged as the way forward for efficient energy and utility usage. Countries such as Sweden and Italy are in the energy metering market with more than 90% smart meter implementation in 2011. Compared with countries such as the UK and Germany where smart meter implementation remains under 5%, the sectors vast potential is obvious. Heavy electrical equipment represented a $95 billion industry in 2010, after maintaining almost 6% yearly growth for the four preceding years. Wind turbines represent the leading market segment, generating $40 billion in 2010 and accounting for 42% of the overall market in terms of value. Industry performance is expected to slow to a yearly rate of just less than 5% between 2010 and 2015. The global heavy electrical equipment market has a predicted worth of $121 billion in 2015. The global prepaid electric metering industry continues to enjoy strong growth, particularly with respect to the widespread penetration of smart meters worldwide. With utilities set to introduce new prepaid programs and expand their current range of prepaid services, software, hardware and service vendors are reacting quickly to snap up market share. Customer and utility benefits of cost savings and energy efficiency are fuelling the prepaid electric metering market. The increasing adoption of smart
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grid technology to support prepaid systems with smart prepaid meters deployment is also helping drive industry growth. The worldwide installed base of prepaid electric meters was estimated at more than 20 million in 2011, and is predicted to exceed 23 million in 2012. Yearly growth in excess of 9% for the seven-year period ending 2017 is expected to see the installed base climb to almost 34 million meters worldwide in 2017. Demand for software and services to support prepaid systems are expected to see the prepaid software market account for $210 million of the $263 million prepaid services market before the end of 2012. The global flexible alternating current transmission sector is forecast to reach $1.7 billion by 2015, according to research from Global Industry Analysts. The AsiaPacific region dominates the market, followed by the EU, which is the worlds second-fastest growing market for flexible AC transmission equipment fixed compensation equipment.
REGIONAL MARKET SHARE

US electrical equipment sales have fallen since 2007 due to declining domestic demand and imports encroaching on domestic market share. In part, moving production capacity from the US to less-expensive regions has driven import penetration.
INDUSTRY LEADERS
Alstom American Superconductor Corporation General Electric Siemens Power Transmission and Distribution
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Legrand Schneider Electric Mitsubishi Electric Power Products Eaton ABB Havells
MARKET OUTLOOK
The demand for energy-efficient electrical equipment will climb over the coming years in tandem with electricity demand. The rising cost of electricity coupled with aging electrical infrastructure will also fuel demand. Companies investing in research and development and working toward technological innovation will be able to offer the most energy-efficient electrical equipment, helping them to stay ahead of competitors in the industry.
LEADING INDUSTRY ASSOCIATION

Electrical Equipment Representatives Association National Electrical Manufacturers Association Electrical Equipment Manufacturers Association of Canada Indian Electrical and Electronics Manufacturers Association
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CHALLENGES
The following themes have been identified to enhance and sustain growth and improve Competitiveness of the Indian electrical equipment industry: Enhance EE industry competitiveness Enhancing competitiveness of the domestic industry is vital to achieving the Mission Plan. The Indian EE industry should be so equipped that it is naturally able to thwart any competition in the domestic as well as export markets. The following are the strategic initiatives that are part of this theme: Upgrade technology levels to bring it at par with global benchmarks Develop manpower skills to support industrys future requirements Secure supplies of critical input materials Enhance customer centricity Introduce policy changes to provide a level-playing field to Indian EE Manufacturers Develop and strengthen support infrastructure Increase market share in export markets India currently accounts for less than 1% of global trade in EE exports. With the demand from developed countries stagnating and that from developing nations seeing significant increase, there exists significant potential for India to tap the export markets. To increase the share of exports, specific actions need to be taken by the Indian government and EE manufacturers. The following are the strategic initiatives that are part of this theme: Identify target markets and develop country-specific export strategies Introduce policy changes to support EE exporters Use the support of Indian embassies and IEEMA to promote EE exports and Brand India Convert latent demand for EE products into real demand Significant latent demand for EE products exists in India, but the same is not getting converted into real demand. Specific initiatives are suggested, which needs to be Undertaken to create demand in a wholesome manner, which would play an important Role in the development of the industry. The following are the strategic initiatives that are part of this theme Improve fund availability to power sector
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Provide fuel linkages and faster regulatory clearance for timely power projects Set ups Accelerate Renovation & Modernization activities Accelerate deployment of rural electrification schemes Implement best-in-class procurement policies Over the next few months, specific recommendations need to be developed for each strategic initiative that has been identified across the three themes. Working groups need to be formed and these will need to drive each strategic initiative. Indian EE industry is on a critical path of growth. It is imperative that the all stakeholders work towards development of this industry, which serves the strategic power sector. Right policy initiatives and actions by all stakeholders will give the industry the momentum to achieve the desired vision. The electrical equipment industry faces several challenges which require concerted action by all the stakeholders and policy interventions of the central and state governments. It is estimated that the size of the domestic market for T&D equipment will grow to $7075 billion. Therefore, all stakeholders, government, manufacturers, policy makers, and think tanks need to proactively collaborate and take concerted and coordinated action so that the industry can further accelerate its growth process and contribute significantly to reducing the power demand-supply gap in the country. High inflation, high interest costs, credit squeeze etc. is having a significant adverse effect on the bottom line of the industry; Prices of key inputs / raw material, especially which are imported in large quantities, are on an upward trend. Stiff competition in the domestic market from foreign suppliers and also in global markets is eroding the price competitiveness of Indian manufacturers. Chinese and Korean firms are competing with their Indian counterparts in the electrical and equipment sector, which is facing a slowdown in domestic capital expenditure
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CURRENT SCENERIO
The current scenario in the electrical equipment sector is a potential portent for huge growth as the demand for technologically better solutions in this sector is growing. Even during the ongoing global slowdown, the overall performance of the industry has so far been good. The industry is investing heavily in upgrading technologies and making improvements in quality systems to cater to the emerging demand. There have been some initiatives by the government that have helped the industry to grow. Some of them are listed below: No roll back on the Central Excise Duties, which was reduced earlier to combat economic recession, which will be surely very encouraging. A lot of investment is being made through APDRP (Accelerated Power Development & Reform Program). Sanctioning of pending power projects. Increase in the budget expenditure levels by about 36 percent, which will provide a boost to consumption. The Ministry of Power has taken a number of legislative and policy initiatives to expedite power sector development. These initiatives provide loads of investment opportunities to FIIs and other investors. The power sector reforms, if implemented as scheduled, will create large business prospects for the power sector equipment manufacturers and service providers. We can expect continued growth for this sector for at least another five to ten years. Yet another important contributor to the current growth trend of the electrical equipment industry is the spurt in real estate development. It is not only the major metros that have witnessed large scale real estate development, but also the tier-1 and tier-2 cities that fast emerge as centers of business and industry in the country. Further, the lowering of home loan interest rates by banks has fuelled the demand for real estate. Nowadays, real estate developers and contractors demand world class lighting and other electrical products as they intend to offer complete and ready-tomove-in homes to their buyers.
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On an optimistic note, the generation of total electricity is going to increase, which in turn will lead to more consumption and overall growth of the electrical equipment manufacturers. The large nuclear power projects now nearing completion in different parts of the country will start producing power in the next one or two years and, initially, about 4,000 MW of power will start flowing into the national grid. Energy and Infrastructure have a key role to play in building an economy. The development in the construction and infrastructure leads to higher demand and growth for the electrical industry since they form the essence of any development. Also, with the awareness level of the consumers going up, the market share of organized market is expected to expand both horizontally and vertically. Product innovations will also help to boost demand, although pricing competition in the industry will remain intense.
WORLD SCENARIO
Electrical Hardware includes an extensive range of electrical hardware products, components and accessories that are used for the distribution, supply and usage of electricity. It includes everything from electrical cable, wire and meters to lighting fixtures, bulbs and fans. Electrical Hardware Products Some of the important electrical hardware products types are listed below: Electrical cable, Electrical socket, Electrical Wire, Electric Cord, Switch Gears,
EarthingAccessories,Cable&WireFittings,ElectricalPlug,Adapters,Busbars,ElectricMeters, Lighting Fixtures, Electrical box, Light bulbs, Electric Fans. World electric transmission and distribution equipment demand will raise 4.4percent annually through 2011.The industrial and commercial sector will see the strongest gains as cogeneration proliferates and products such as high voltage transformers become more common outside of the utility sector. Electrical Hardware Products Applications Electrical hardware products have found uses in a variety of industrial applications, including
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Electric power distribution and supply Vehicle systems Production and manufacturing Communication systems Large scale transportation and equipment
Electrical Hardware Industry The electrical industry provides an important service to modern life. It provides people with the most prevailing form of energy known to mankind-electricity. Electrical industry supports the economic-growth and productivity, promotes business development and expansion and generates vast employment opportunities for people across the world. The industry includes establishments primarily engaged in the manufacturing, supply trade and retaining of electric hardware products.
Electrical Industry The electrical industry uses a number of applications of petrochemicals to help the industry perform better and improve manufacturing processes. These petrochemical products are very essential for the manufacturing of several of the electrical equipments as it helps in insulation, prevention of loss of energy and safety.
Electrical Industry Trends Increasing construction activity driving the demand for electrical hardware products According to the recent market studies, the office construction in 2007 had an advanced growth and this trend will continue till 2010.In the long run growth in the office construction market is expected between 6% and 7% annually till 2011 and it will reach $75.1billion by then.
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This forecast could prove to be profitable for electrical fittings and cable industry worldwide. The demand for automation solutions will only continue to grow as industry continues to seek the most flexible and efficient power and control devices to increase system. Increased employment In recent times, employment in the electrical hardware industry has gone up globally.
INDIAN SCENARIO
The Indian Electrical industry is now finding a good response for its products in the international markets. What has brought this about? The industry has invested in upgrading technology and improvements in quality systems so that it is able to offer products/systems contemporaneous to what the developed countries make at much lower price. Electricity has become an inseparable part of our daily life. In homes, offices, industries and hospitals they are myriad systems, equipment and sophisticated appliances that depend on electrical energy. Electrical equipment such as motors, transformers, switchgears etc. is used by all sectors of the Indian economy. Some major areas where these are used are the multi-crore projects for power generation including nuclear power stations, petrochemical complexes, chemical plants, integrated steel plants, non-ferrous metal units etc.
INDIAN ELECTRICAL INDUSTRY

a. Prospects of the Indian Electric Industry Like every other industrial sector in India, the Indian Electrical Industry too is slowly emerging from out of its protective cover. Since the last decade, India has witnessed what global players have achieved and what they are capable of achieving. We are becoming aware of competition on our turf. Many organisations in this industry are looking overseas to develop the export markets owing to reduced demand at home.
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b. Future Prospects The domestic market in India is itself large, and one must firstly satisfy this market with products that meet international quality standards. With increasing globalisation, every international player is now operating in India, providing goods and services complying with international quality. The Electrical Industry in India is growing to its full potential in the coming years and no doubt India will soon come to be recognised for quality products and services which in turn, will bring this industry to a position of true leadership.
FACTORS GOVERNING THE GROWTH OF THIS INDUSTRY

Research and development played an important role to the increased productivity and higher-value added electrical products. Foreign investments accelerated growth in production and export as well. Global industries like medical, telecommunication, etc. have been cordially supported by electrical industry. Increase in income changed living standards of the common mass. As a result, it increased the demand of electronics. Asia pacific region is emerging as the most spinning place for the consumer electronics industry.
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1.3
COMPANY PROFILE
Legrand is a French industrial group historically based in Limoges in the Limousin region. In terms of sales, the firm is a world leader in products and systems for electrical installations and information networks. In 2011, Legrand was the largest globally for switches and sockets, with 20% of the global market, and it was also globally largest in cable management (15% of the global market), generating 75% of its turnover internationally. The company is market leader in at least one of its main areas of business in 27 countries. It ranks second in India for sales of switches and sockets, and ranks first for miniature circuit breakers (MCBs) and distribution boards (DBs). The Group is also expanding its product range with regards to sustainable development and energy saving technologies, and also has developed new products for photovoltaic installations and lighting control.
History
The company's origins date back to 1860, when a Limoges porcelain workshop was set up on the route de Lyon in Limoges (in France's Limousin region), originally making porcelain dishes. 1865 The origins The origins of Legrand go back to 1865, when a porcelain tableware workshop was set up wood merchants Henri Barjaud de Lafond and Lonard Clidasson along Route de Lyon (now called Avenue du Marchal de Lattre de Tassigny) in Limoges, where the Group's head office is still located today. The factory was built on the banks of the Vienne River so that wood could easily be brought to fuel the kilns in which the porcelain was fired. It was operated in turn by Ernest Duchatelet (1865), Mr. Lobon (1871), Paul Lacroix (1876) and Henri Barjaud de Lafond (1877).
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Porcelain workshop - porcelain kiln
Tumbler switch with porcelain housing
In 1966, Legrand acquired its first subsidiary outside France, in Belgium. This date marks the beginning of its policy of self-financed, carefully targeted acquisitions. Find out more about Legrand's acquisition policy.
STOCK MARKET FLOTATION AND SCHNEIDER/LEGRAND EPISODE In 1970, on the strength of its economic performance, Legrand was listed on the Paris Stock Exchange. In January 2001, Schneider Electric launched a friendly securities exchange takeover bid aimed at controlling all of Legrands capital. But the European Commission eventually opposed the merger on competition grounds.
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In 2002, the ensuing demerger process was completed in December 2002. After an agreement with Schneider Electric was reached, 98% of the Legrand Group's capital was acquired by a Consortium consisting mainly of WendelInvestissement and KKR. In 2003, following the above operation, Legrand shares are withdrawn from the Paris stock exchange in October 2003. LEGRAND LOOKS TO THE FUTURE From 2006 to 2013 Legrand returns to the stock market, listed on Euronext. In 2011, Legrand becomes part of the CAC 40. For more than 60 years, Legrand has been supplying integrated solutions for lighting, heating, energy, and network and access management in buildings. The Group's business is to design, develop, and market electrical and digital systems that are both simple and innovative. Systems for better communication, tighter security, and improved comfort and convenience in buildings Since then, Legrand has made 120 targeted acquisitions all around the world, thus becoming a large, diversified maker of electrical wiring devices with more than 150,000 product items. As of 2006, it has bases in 70 countries and sales in 180 countries.
SIGNIFICANT EVENTS
1966 1970 1977 1984 1989 First subsidiary outside France: in Belgium. Legrand is listed on the Paris Bourse (Stock Exchange). First site outside Europe: in Brazil. Pass and Seymour, first subsidiary in North America. Acquisition of BTicino, the No. 1 in Italy. Sales outside France account for 57% of the Group's total sales.
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1992: Acquisition of Baco (France) and Tenby (United Kingdom). 1995 1996 RTGamma (Italy) joins the Group. Acquisition of The Watt Stopper (United States), FAEL (Poland), Luminex (Colombia) and MDS (India) - Launch of LEXIC, a range of protection products for the European market. 1997 Acquisition of the Emergency Lighting and Alarm Systems Division of Saft (France, Spain, Australia). 1998 Acquisition of Ortronics (United States), specialist in prewiring for data, telephone and video networks. 1999 Ceb (Italy) and Anam (South Koread) join the Group. European launches new ranges of wiring accessories conforming to German standards in Spain, Turkey, Greece, Portugal, Hungary and Austria. 2000 Acquisition of Quintela and Tegui (Spain), TheWiremold Company and Horton Controls (United States), and Lorenzetti (Brazil). 2001 Launch of a friendly public offer of exchange by Schneider Electric for the entire share capital of Legrand. In October 2001, opposition of the Commission in Brussels was the planned merger. 2002 The demerger process is completed. Legrand is acquired by a consortium whose main members are WendelInvestissement and KKR 2004 2005 Acquisition of Van Geel (Netherlands). Acquisition of the Zucchini Group (Italy), acquisition of OnQ (United States), and ICM Group (France). Acquisition of TCL International Electrical and TCL Building Technology divisions (China). 2006 Legrand returns to the stock exchange with listing on Euronext. Acquisition of Shidean (China), acquisition of Cemar (Brazil), RMKabelbaner (Denmark) and Vantage (United States)
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2007
Acquisition of HPM (Australia), UStec (United States), Kontaktor (Russia), Macse (Mexico), TCL Wuxi (China) and AlpesTechnologie (France).
2008
Acquisition of PW Industries (United States), Estap (Turkey), HDL (Brazil) and Electrak (United Kingdom).
2010
Acquisition of Inform (Turkey), IndoAsian Switchgear (India), Metasystem Energy (Italy).
2011
Legrand enters the CAC 40 stock market index. Acquisition of Electrorack (United States), Intervox (France), SMS (Brazil), Middle Atlantic Products Inc. (United States), Megapower (Malaysia) and Numeric UPS (India).
2012
Acquisition of Aegide (Netherlands), Daneva (Brazil) and NuVo Technologies (United States).
Tomorrow
Legrand intends to accelerate its new product launches. Continue seizing opportunities for external growth.
Stock market:
1970 to 1990 Legrand goes public 1970 1987 2001 Legrand is introduced onto the Paris Stock Exchange Legrand was part of the CAC 40 from the start on December 31st, 1987 Schneider Electric launches a friendly securities exchange takeover bid aimed at controlling all of Legrands capital. But the European Commission eventually opposes the merger on competition grounds. As the share exchange process has taken place, Schneider is forced to divest itself of the entire share capital of Legrand. 2002 / 2003 Completion of the demerger process: after an agreement with Schneider Electric is reached, the capital of the Legrand Group is acquired by a Consortium
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consisting mainly of investment funds WendelInvestissement and KKR, and Legrand is delisted. Back to the stock market 2006 Legrand returns to the stock market and is listed on Euronext Paris in April. Kohlberg Kravis Roberts (KKR) and WendelInvestissement remain majority shareholders with a 30% share each, with 19% free float, 16% held by minority shareholders and 5% by management and staff. At the end of 2006 Minority shareholders (banks and funds) sell their shares via an accelerated private institutional placement, thereby taking traded shares to 35% of the capital and increasing stock liquidity. 2011 Part of the CAC 40 index KKR and WendelInvestissement strongly reduce their shareholdings in Legrand, which are brought down to 6% each.
Gilles Schnepp, Chairman and CEO, rings the ceremonial bell that signals the opening of trading at the stock exchange. In December 2011, the combined effect of its share price trend, an increase in free float and the rising volume of traded shares leads to Legrand's inclusion in the CAC 40 index. Gilles Schnepp commenting on the return to the CAC 40 index "Legrands return to the CAC 40 is good news, not only for the 32,000 Legrand employees, who are proud of this accomplishment, but also for the company, whose profile will be raised, and of course for the shareholders."
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LOGOS OF LEGRAND
The porcelain tableware logo This logo was used between 1870 and 1949 on porcelain tableware. It shows a star encompassed by two half-moons, bearing the inscriptions 'Limoges' and 'France'.
On the back of plates, this logo was often combined with the name 'F. Legrand&Cie Limoges France'.
The electrical devices logo
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Made up of the letters CLL, for 'CompagnieLegrand Limoges', this logo was used from 1925 until 1967. During this period, it was to be found on packaging, catalogues and the faade of the head office building.
Logo displayed on the Legrand factory building in 1955
Logo on the catalogue front page in 1934 1955 From 1955 on, the "CLL" logo is used in combination with a cartoon of an electrical installer in action, whose cap bears the logo. This figure ceased to be used in 1968.
Installateur figuring on the front cover of the 1963 catalogue
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Light-switch type logo Before the creation of the version we are currently familiar with, the logo was redesigned through reassembly of the two capital 'L's in the "CLL" logo, placed facing each other head-tofoot in combination with two lines to represent a switch with its incoming and outgoing wires. The name "Legrand" was placed in small lettering to the right of this visual.
This logo was used for 6 years between 1968 and 1973. This logo in black was also frequently combined with the name "Legrand" written in larger-scale lettering, and in several colors.
Logo in the 1971 catalogue
Logo in an addendum to the 1972 catalogue
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The current logo Still in use today, this logo was first used in 1974 in certain applications. It comprises the two black 'L's facing each other head-to-foot in combination with two lines to represent a switch with its incoming and outgoing wires, as well as a red "Legrand" of the same size as the square that suggests a switch.
Extended to all-purpose use as of 1976, this logo is a registered trademark to protect against counterfeit and copy.
NATURE OF BUSINESS
Legrand is a global specialist in electrical and digital building infrastructure, with Euro 3.9 billion turnover, headquartered at Limoges, France. The Group designs and manufactures over 98 product families comprising of 1, 78,000 products. The group offers complete solutions for all buildings, which includes more than 100 ranges of wiring devices, management of electrical installations and smart buildings, distribution and power products up to 4000 A, structured cabling products, cable management and safety and security products for residential and commercial buildings Legrand is the global specialist in electrical and digital building infrastructures. Be it residential, commercial or industrial building, we propose a complete solution for every project. Their geographical reach, access across market segments and their ability to cater to new requirements of the customer with smart solutions makes us a multipolar group.
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A COMPREHENSIVE OFFER FOR COMMERCIAL, INDUSTRIAL AND RESIDENTIAL MARKETS With products and solutions tailored to commercial, industrial and residential markets, Legrand is a worldwide benchmark. From control and command devices to cable management, power distribution and voice-data-image (VDI) systems, Legrand provides many solutions designed to manage lighting, heating, energy, networks and building access. The Legrand catalog features nearly 200,000 products in some 78 product familiesa wide choice by any measure.
An insight into the breadth and depth of Legrand solutions. Today, Legrand has over 1, 78,000 products that help meet the diverse needs of professionals and end users alike across 180 countries. From the simplest to the most sophisticated products, its repertoire comprises an extensive range from energy distribution, wiring devices, safety and security to multimedia networks. Thus its in a position to offer end-to-end solutions across residential, commercial and industrial buildings. Its wide services from technical dossier to product standard regulations help customers choose and specify the right solutions.
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Energy Distribution Legrand is a market leader with its comprehensive range of products and systems for distributing energy and protecting people and property. Products include Cabinets, enclosures, and circuitbreakers. Control and Command Legrand provides all interfaces between the user and their installation for communication, safety and comfort. These products include switches and sockets, communication and security management, and installation control. Voice, Data & Image Distribution These solutions enable the circulation of voice, data and image across the entire premises. Products include RJ 45 sockets, Wi-Fi access points, cabinets and cable connectors. Cable Management These are systems required for routing power and data cables throughout the building. The products include trunking and mini-trunking, cable trays, busbars, floor boxes and technical floors, and mini-columns. Globally, they are the leaders in wiring devices and cable management with a market share of 20% and 14% respectively. Legrand also enjoys leadership positions in at least one of its major business areas in a number of countries including India. Discover Legrandsmultipolarity and its ability to leverage its global knowledge to customize its offerings locally and providing end-toend solutions across categories and sectors. Choosing Legrand means the assurance of benefiting from its global expertise and local reach.
THE LEADERSHIP ADVANTAGE Operating globally, Legrand holds leading positions in at least one business area in key markets that include France, the United States, Italy, Brazil, India, Russia, China, Turkey and Mexico.
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These strong national positions give Legrand major competitive advantages, including the ability To sell products that are suitable for most national marketswhere installer work practices and consumer tastes can vary enormously, and where products, their operation and their installation must comply with specific standards. To offer virtually all of the products needed for an electrical installationoften as an integrated systemfrom circuit protection panels to the connection of low-current socket outlets. Solutions like these help customers avoid the costs, risks and delays associated with buying products from different suppliers. To build on the familiarity and trust generated by its market-leading products among consumers, installers and distributors, thus strengthening the position of products that are still challengers and growing its business.
LEGRAND - KEY FACTS AND FIGURES

Its complete offer, tailored to the commercial, industrial and residential markets, is a reference in close to 180 countries. Innovation is an essential catalyst for growth for Legrand. It is the market leader in at least one of its business areas in France, Italy, China, Russia, Poland, and Latin America - in close to thirty countries in total. In 2012 KEY FIGURES Sales: 4.5 billion 38% of sales in new economies 25% of sales in new business segments 37% of sales from new products Facilities in over 70 countries
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Products marketed in nearly180 countries 4500 active patents Over 35,000 employees Nearly 200,000 catalog items
Growth drivers
R & D 4.6 % of 2012 sales 37 % of 2012 sales were new products Over 4,000 active patents in 2012 2,100 experts dedicated to R&D in 2012 INNOVATIONONE OF LEGRAND'S TWO GROWTH ENGINES, ALONGSIDE ACQUISITIONS At Legrand, we make innovation a constant priority it's an integral part of their business culture. Innovating means creating value for everyone. Fine-tuning unique solutions. Developing new functions for customized, intelligent building management. Making devices safer, easier to install, more comfortable and more ergonomic, by offering products and solutions that can function within systems. Innovation? It's exploring new territory.
ACQUISITIONS
ONE OF LEGRAND'S TWO GROWTH ENGINES, ALONGSIDE INNOVATION Over 135 companies acquired and integrated since 1954 32 acquisitions announced since year-end 2004
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1.1 billion in annual sales with nearly 50 % in new economies and over 50 % in new business segments
MAIN RECENT ACQUISITIONS Legrand has announced 10 acquisitions since January 2011. Seico, the Saudi leader in industrial metal cable trays NuVo Technologies, spcialisteamricain de la diffusion sonorersidentiellemultipices Daneva, Brazil's leader in connection accessories (joint-venture) Aegide, Dutch market leader in VDI cabinets for data centers Numeric, India's market leader for low- and medium-power UPS Megapower, Malaysian leader in plastic cable management systems (joint venture) Middle Atlantic Products, North America's leader in audio and video enclosures SMS, Brazil's market leader in UPS Intervox, French leader in connected security systems Electrorack, US specialist in VDI cabinets for data centers Legrand strengthens its positions in promising markets such as new economies and new business segments by acquiring companies with leading positions or proven technological expertise. TARGETED, SELF-FINANCED ACQUISITIONS Legrand aims for self-financed acquisitions of small and mid-size companies in areas offering a very good fit with its own business. Candidates typically hold leading positions and have specialized technological expertise in growing markets.
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LEGRAND STEPS UP EXPANSION IN INDIA AND IN THE UPS MARKET BY ACQUIRING NUMERIC UPS
Legrand announces the acquisition2 of Numeric UPS, Indias market leader in low- and mediumpower UPS1 The acquisition reinforces Legrands positions in the new economies and in the fast-growing UPS1 market Legrand is actively pursuing its strategy of development through self-financed acquisitions of small to medium-size businesses with leading positions in their markets, and today announced the acquisition2 of Numeric UPS, the UPS division of Numeric and Indias market leader for low- and medium-power UPS1 solutions. The Numeric UPS acquisition, which follows Legrands purchase of Indo Asian Switchgear in July 2010, strengthens the groups presence in India, where it already holds strong positions in miniature circuit breakers, distribution enclosures and high-end wiring devices. Numeric UPS brings Legrand a portfolio of quality products, strong brand awareness, and an extensive sales and service network of over 1,500 employees that covers the entire nation and rounds out the groups reach in India. Legrand is thus strengthening its presence in a fast-growing market where it has recorded organic growth in sales averaging nearly 25% a year over the past decade.
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The Numeric UPS transaction comes after Legrands acquisitions of Inform, Turkeys numberone UPS provider; Meta System Energy, an Italian modular UPS specialist; and SMS, Brazils UPS leader, and continues the groups expansion into the promising UPS market a business line that offers an excellent fit with energy-distribution and energy-performance activities, two of the groups growth areas. Based mainly in Southeast India, Numeric UPS has eight production sites, a workforce of 2,500 and its sales reach nearly 80 million.
EXPERTISE AND EXPERIENCE At Legrand, growth has traditionally been fueled by innovation and the steady stream of new, high-end product launches this brings, plus acquisitions. We have bought over 135 companies since 1954, in both their core businesses and in complementary segments. And in recent years the pace has quickened: since year-end 2004, 32 acquisitions have been made, representing annual sales of 1.1 billion. Nearly 50% of the newcomers are in new economies, and over 50% are in new business segments.
SEIZING OPPORTUNITIES Legrand teams are constantly on the lookout for new acquisitions, and use their in-depth knowledge of local players to identify likely candidates in a fragmented market. This is one key to the success of their acquisition policy: staying so closely in touch with the market makes it easier to locate and assess investment opportunities. The same contacts make the acquisition process go more smoothly, and facilitate integration once a deal has been completed. A dedicated Corporate Development unit based in France and the US oversees all acquisitions, stepping in as necessary to coordinate action by their various teams.
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MANAGEMENT
Gilles Schnepp CHAIRMAN AND CHIEF EXECUTIVE OFFICER
Born on October 16, 1958, Gilles Schnepp joined Legrand in 1989 as Deputy Chief Financial Officer. He later took on the post of Company Secretary and was subsequently appointed Group Chief Financial Officer. He became Chief Operating Officer in 2000 and in 2001 became a member of the Executive Committee and a director of Legrand. He was Vice Chairman and Chief Executive of the Legrand group until 17 March 2006.
Besides Gilles Schnepp, the Executive Committee comprises the following members:
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Antoine Burel EXECUTIVE VP AND GROUP CHIEF FINANCIAL OFFICER
BenotCoquart EXECUTIVE VP STRATEGY AND DEVELOPMENTT
Xavier Couturier EXECUTIVE VP HUMAN RESOURCES
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FabrizioFabrizi EXECUTIVE VP COMMERCIAL SYSTEMS & INFRASTRUCTURES DIVISION AND ENERGY DISTRIBUTION AND INDUSTRIAL APPLICATIONS DIVISION
Xavier de Froment EXECUTIVE VP FRANCE
Paolo Perino CHIEF EXECUTIVE OFFICER BTICINO
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John Selldorff PRESIDENT AND CHIEF EXECUTIVE OFFICER LEGRAND NORTH AMERICA
Patrice SoudanDEPUTY CHIEF OPERATING OFFICER & EXECUTIVE VP WIRING DEVICES AND HOME SYSTEMS DIVISION
FrdricXerri EXECUTIVE VP EXPORT
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LEGRAND SOLUTIONS
When you choose Legrand, the world leader in electrical and digital infrastructure for the building industry, you put their powerful worldwide presence a guarantee of global expertise to work for you. And you're sure to find the solutions you need among their innovative applications in new business segments.
RESIDENTIAL SEGMENT At the core of any solution for the residential segment is a mix of functionality and sensitively styled design options which help an individual express his/her personality. Requirements could vary from as basic as wiring accessories like switches, sockets, regulators, dimmers to complete home automation solutions like scenario switches, temperature controller, clock on switches along with taking care of your security needs through door entry kits. And all through this, keeping in mind that everything should not only match the most demanding aesthetics and standards but also provide a high level of comfort and convenience.
COMMERCIAL SEGMENT Over the recent years office building designs have undergone a sea change. The reason being, change in work practices like the constant pursuit of optimized productivity and a nomadic culture.
An adaptable and flexible technical infrastructure is the need of the hour. This will help integrate electrical equipment like MCCBs, distribution boards, communication networks like structured cabling and Wi-Fi, cable management systems etc., just where you want them All in all, the need of the hour in commercial buildings is not only to operate in a way that is functionally optimal but also energy efficient and environment friendly.
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HOSPITALITY SEGMENT More often than not, customer loyalty is based on attention given to the little details. Service of the highest quality and unparalleled comfort are essential ingredients when it comes to ensuring maximum occupancy. Elements like Wi-Fi access points, bedside panels and automation systems can make a world of a difference. The purpose of electrical installation is not only to provide an aesthetic feel, but also ensure that the premises functions safely and efficiently. And power and data cable management served with wire mesh cable trays form a critical part too.
INDUSTRIAL SEGMENT Stable, high performance solutions that guarantee optimum service continuity form the backbone of manufacturing plants and production tools. Quick reconfiguration of the installation, including adding of new equipment and maintenance work will have to progress with very little or no down time at all. Above all, safety for the personnel working on the installation is of utmost priority. All of Legrands products are designed to meet these different requirements while adapting to the specific needs of each industry and varied environments, even the most extreme conditions. The product range for this segment includes P17 Tempra plugs and sockets, Hypraprisinter, P17 Tempra combined units and many more.
LEGRAND PRODUCTS
Energy distribution DPX MCCB DRX MCCB LEXIC MCB LEXIC RCD
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INDICATOR VSP TIMESWITCH EKINOXE DB ZUCCIHINI BUSBAR DPX3160 ATS DPX3250
WIRING ACCESSORIES Square white Tattoo round Switch and socket Gas detector USB Dimmer Universal dimmer Shutter control Fan regulator Skirting light with detector TV socket
HOME AUTOMATION Beside panel Scenario control Dimmer Intruder alarm Multimedia touch screen Shutter control
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Touch plate dimmer
SAFETY AND SECURITY Emergency lighting unit Movement detector Door entry phone
LIGHTING MANAGEMENT SYSTEM PIR wall mounting sensor PIR ceiling mounted sensor Ultrasonic sensor
STRUCTURED CABLING RJ 45 Fiber optic unit Patch panel Fiber optic drawer Cat 10 giga Cat 6 Wi-Fi access point Cabinets
CABLE MANAGEMENT DLP aluminum trunking Floor boxes Pop-up boxes Mini column Floor access unit
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Cablofil wire mesh cable tray
INDUSTRIAL APPLICATION P17 Tempra plugs and sockets P17 combined units Hypraprinster and hypra plugs and sockets Metallic plug and sockets Hypramultipin connector
TRAINING CENTRES
The training Centre offer dedicated training programs for electrical consultants, contractors, panel builders, system integrators, architects, stockiest and their counter sales staffs, electricians and retailers. It is Legrands belief that this will enable them to achieve complete know-how and expertise in their respective application area. The approach is of balance methodology with focus on theory and practical sessions, with live product set-up that gives participants an up-close interaction with variousproducts. Well-structured training modules are developed to address needs of specific industry and market segments.
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2013 FIRST-HALF FININCIAL RESULTS

Solid performances and 2013 targets confirmed Commercial positions in growing markets strengthened Gilles Schnepp, Chairman and CEO of Legrand, comments: Solid performances in the first half and confirmation of 2013 targets Group sales in the first half of 2013 came to nearly 2.3 billion for a total rise of 1.4%, or 2.6% excluding exchange-rate effects. The broader scope of consolidation resulting from acquisitions contributed 2.9% of the total. Organic growth in sales was -0.2% for the first half, close to the central point of their organic growth target for the full year 2013. In a generally lackluster economic environment, this good resistance was due in particular to strong relative performances in the United States (+8.0% organic growth in the United States/Canada region) and in new economies (+5.2% organic growth) over the first six months of the year. Adjusted operating income in the first half amounted to 458 million, and came to 20.7% of sales excluding acquisitions (20.3% including acquisitions). This good operating performance illustrates Legrands capacity to seize business development opportunities through investments targeting growth in buoyant markets, and also to adapt in countries affected by unfavorable economic conditions.
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FINANCING SHAREHOLDERS VALUE
LEGRAND share price in real time
Session of 08/30/2013 at 17:35:00

Last price Change in % Opening price Close price Highest day Lowest day Share volume Trade value Change since the IPO Highest since the IPO* Lowest since the IPO* 38.90 38.89 39.00 38.38 1 250 105 48 394 353 +94.30% 40.64 10.20 Table No 1.3.1 38.38 -1.32%
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Statistics at previous closing

1 month Change Legrand (%) -0.89 Change CAC40 (%) Share volume Value trading (M) -0.01 3 months +1.46 -0.25 6 months +10.75 +7.46 1 year +41.70 +17.97 Since IPO* +96.91 -23.67 the
10 766 836 44 349 436 79 648 046 168 507 914 1 301 105 176 422.94 1 666.26 2 917.88 5 669.77 31 093.43
* regard to the price of the institutional offering Table No 1.3.2
Dividend per share in

6
4 Series 1 Series 2 Series 3
0 Category 1 Category 2 Category 3 Category 4
Graph No 1.3.1
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COMPETITORS INFORMATION
Schneider Electric
Schneider Electric SA (Euronext: SU) is a France-based multinational corporation that specializes in electricity distribution, automation management and produces installation components for energy management. It is headquartered in Rueil-Malmaison, France.
ABB
ABB is a multinational corporation headquartered in Zurich, Switzerland, operating in robotics and mainly in the power and automation technology areas. It is ranked 143rd in the Forbes Ranking (2010). ABB is one of the largest engineering companies as well as one of the largest conglomerates in the world. ABB has operations in around 100 countries, with approximately 145,000 employees in June 2012, and reported global revenue of $40 billion for 2011. ABB is traded on the SIX Swiss Exchange in Zrich and the Stockholm Stock Exchange in Sweden since 1999, the New York Stock Exchange in the United States since 2001, September 2005 on London Stock Exchange and in November 2005 on the Frankfurt Stock Exchange.
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Havells
Havells India Ltd is a billion-dollar-plus electrical equipment company founded in 1958, with products ranging from industrial & domestic circuit protection switchgear, cables & wires, motors, fans, power capacitors, compact fluorescent lamps (CFL), luminaries for domestic, commercial & industrial applications, modular switches covering household, commercial and industrial electrical needs, water heater and domestic appliances. Havells owns global brands like Crabtree, Sylvania, Concord, and Luminance and has 94 branches / representative offices with over 8000 professionals in over 50 countries. As of 2013 It has 12 manufacturing plants in India located at Haridwar, Baddi, Noida, Faridabad, Alwar, Neemrana, and 6 manufacturing plants are located across Europe, Latin America & Africa and with more than 20,000 global distribution network.
WORLD PRESENCE
OPERATING ON A GLOBAL MARKET, LEGRAND HAS FACILITIES IN OVER 70 COUNTRIES AND MARKETS ITS PRODUCTS IN CLOSE TO 180 COUNTRIES. Building on local operations and a wide range of products tailored to national markets, Legrand has established a strong presence in new economies, which offer promising scope for future growth. PRESENCE IN OCEANIA Australia PRESENCE IN EUROPE Albania PRESENCE IN ASIA Afghanistan PRESENCE IN AMERICA Antigua PRESENCE IN AFRICA Algeria
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Fiji Kiribati Marshall Islands Micronesia Nauru New Zealand Palau Papua New Guinea Samoa Solomon Islands Tonga Tuvalu Vanuatu
Andorra Austria Belarus Belgium Bosnia Herze Bulgaria Croatia Cyprus Denmark Estonia Finland France Germany Greece Hungary Iceland Ireland Italy Latvia Liechtenstein Lithuania Luxembourg Macedonia Malta Moldova Netherlands Norway Poland Portugal
Armenia Azerbaijan Bahrain Bangladesh Bhutan Brunel Cambodia China Georgia India Indonesia Iran Iraq Israel Japan Jordan Kazakhstan Kuwait Kyrgyzstan Laos Lebanon Malaysia Maldives Mongolia Myanmar Nepal North Korea Omen Pakistan Philippines
Barbuda Argentina Bahamas Barbados Belize Bolivia Brazil Canada Chile Colombia Costa Rica Dominica Dominican Republic Ecuador Grenada Guatemala Guyana Haiti Honduras Jamaica Mexico Nicaragua Panama Paraguay Peru Saint Kitts Nevis Salvador Suriname
Angola Benin Botswana Burkina Faso Burundi Cameroon Cape Verde Central African Republic Chad Comoros Cote dlvoire Democratic Republic of the Congo Djibouti Egypt Equatorial Guinea Eritrea Ethiopia Gabon Gambia Ghana Guinea Guinea-Bissau Kenya Lesotho Liberia Libya Madagascar
Czech Republic Hong Kong
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Romania Russia Serbia Monte Slovakia Slovenia Spain Sweden Switzerland Turkey Ukraine United Kingdom
Qatar Saudi Arabia Singapore South Korea Sri Lanka Syria Taiwan Tajikistan Thailand Turkmenistan United Emirates Uzbekistan Vietnam Yemen Arab
Trinidad Tobago United States Uruguay Venezuela West Indies
Malawi Mali Mauritania Mauritius Morocco Mozambique Namibia Nigeria Republic of the Congo Reunion Rwanda SaoTome Principe Senegal Seychelles Sierra Leone Somalia South Africa Sudan Swaziland Tanzania Togo Tunisia Uganda Zambia Zimbabwe
Table No 1.3.3
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In India, over 25 offices spread across the country, 3 state of the art manufacturing facilities with one R&D Centre, 7 training centers and extensive network of over 6000 distribution partners, portrays Global nature. North Delhi Chandigarh Ludhiana Lucknow Dehradun Jaipur East Kolkata Guwahati Siliguri South Chennai Bangalore Kochi Coimbatore Madurai Hubli Central Hyderabad Vijayawada Vishakhapatnam Bhubaneswar Indore West Mumbai (Head office) Pune Nagpur Ahmedabad
Table No - 1.3.4
Manufacturing units Nasik, Jalgaon
Communication process at Legrand India Pvt Ltd

Communication network of the company is same as the organizational chart. The flow of information is from top level to the bottom level. In Legrand the management follows the traditional hierarchal communication pattern, wherein if a worker needs to communicate to the manager, he has to follow his hierarchal path. But at the same time the manager has opened his doors whereby anyone can walk in to communicate with him
Downward Communication Downward communication in Legrand India Pvt Ltd moves from the top to the bottom authority. Downward channels are used for passing on managerial decisions, policies and programmes to subordinates down the line of their understanding and implication.
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Top management communicates with the lower levels through Circulars, meetings, seminars, monthly conferences, mails etc.
Upward Communication Upward communication in the company is when it flows from the subordinates to top management. Upward communication is used by subordinates for transmitting information, ideas, views and request to their superiors on relating to their jobs, responsibilities etc. Workers communicate with superiors through regular mails, telephones, meetings etc
Horizontal Communication Horizontal communication at Legrand is when the workers of the same position communicate each other. It is mainly done through telephone, through mails and direct interaction.
CSR
LEGRAND HAS BEEN CONFIRMED FOR INCLUSION IN THE ETHIBEL PIONEER AND ETHIBEL EXCELLENCE INVESTMENT REGISTERS. Legrand has been selected for inclusion in the Ethibel PIONEER and Ethibel EXCELLENCE Investment Registers. This selection indicates that the company can be qualified as a sector leader in terms of Corporate Social Responsibility (CSR). This provides recognition of the importance which the Legrand Group attaches to growing its business in compliance with non-financial criteria of corporate social and environmental responsibility, thereby placing human development and the environment at the Centre of its strategy.
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Besides ETHIBEL Sustainability, Legrand is also present in 5 other CSR index: FTSE4Good, Dow Jones STOXX Sustainability Index (DJSI), ASPI Eurozone, ECPI Ethical EMU Equity and Oekom Research.
AWARDS
LEGRAND CROWNED AT THE PURCHASING AWARDS 2009 LEGRAND DISTINGUISHED AT THE CAC 40 AGM AWARDS 2012 LEGRAND SWIFTS CABLE TRAY TOOL A PRIZE-WINNER AT THE 2012 ELECTRICAL INDUSTRY AWARDS Legrand's Swifts cable tray universal bracket won the prizes for "Best Commercial / Industrial Innovation" and for "Overall Innovative Product of the Year" at the 2012 Electrical Industry Awards. LEGRAND RECEIVES THE "ALLIANCE" PRIZE AS PART OF THE FRENCH BUSINESS IN CHINA AWARDS LEGRAND GROUP AND INTERVOX RECEIVE THE JURY PRIZE AT THE TROPHE DU GRAND AGE AWARDS 2011 LEGRAND WINS THE AWARD FOR EXCELLENCE IN SUSTAINABLE DESIGN IN AUSTRALIA LEGRAND: PRIZE-WINNER AT THE 2010 OLD AGE AWARDS LEGRAND'S FINANCE DEPARTMENT WINS A PRIZE AT THE FINANCE LEADERS AWARDS
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LEGRAND WINS THE INNOVATION PRIZE AT THE 9TH EDITION OF THE BOURSOSCAN AWARDS SHIDEAN-LEGRAND PROCLAIMED TOP SUPPLIER OF VIDEO DOOR ENTRY SYSTEMS
CORE VALUES
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Customer awareness, Innovation, Resource enhancement and Ethical behavior are the four core values that support their corporate culture today. They shape the groups identity and are crucial for lastingly profitable development.
LEGRANDS COMMITMENTS
Management of the supplier panel Suppliers are listed according to their know-how, their competitiveness, their capacity for innovation, and their compliance with their quality requirements and their sustainable development commitments. Purchases are globalized with a panel of preferred suppliers who are major players in their market and Legrands key partners on its international projects. Monitoring of their performance is regularly communicated to suppliers as part of a controlled and responsible relationship based on continued improvement. Management of supplier risks is achieved through a structured, evolving approach which is deployed at a worldwide level. Resource management By fostering accountability, and developing the skills of all players of the purchasing function, we will contribute to achieving their goals.
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LEGRANDS PHILOSOPHY
1.4
VISION, MISSION AND OBJECTIVES
MISSION
The Legrand Group has committed to a progressive approach to ensure the profitable, lasting, and responsible growth of its operations. To meet these commitments, and in line with the Groups quality policy, we must: Be a key partner to their internal clients (Divisions, corporate functions, and countries) in order to supply them, within the shortest lead times possible, with economical, reliable and innovative purchasing solutions, including in terms of eco-design. Ensure that long-term, balanced, and mutually beneficial relationships are established and developed with their suppliers as part of a clearly defined relationship, while at the same time respecting the Groups sustainable development commitments. Ensure the continuation of Legrand Groups purchasing performance worldwide by using all external resources.
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VISION
Vision name: MANTHAN Legrand India Pvt Ltd is having a vision by reaching Rs.1700 crores plus by 2015 December By incorporating their passion for the principles of good design across all their divisions, we create products that make the lives of all we touch better. Legrand provides the right level of technology for the job, efficient installation, exceptional fit and finish and outstanding customer service.
OBJECTIVES
Customer awareness Innovation Resource enhancement Ethical behaviors Employ satisfaction
Staff development
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CHAPTER 2 ORGANIZATIONAL STRUCTURE
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2.1
CORPORATE ORGANIZATION STRUCTURE
CHAIRMAN
JOINT MD
DIRECTOR
OPERATIONS/ PRODUCTIONS HUMAN RESOURCE FINANCE
MARKETING
PRESIDENT
PRESIDENT
COMMERCIAL & ADMINISTRATI
PRESIDENT
VICE PRESIDENT
VICE PRESIDENT
VICE PRESIDENT Asst. GENERAL

REGIONAL MANAGER
GENERAL MANAGER
GENERAL MANGER
Asst. GENERAL MANAGER
COMMERCIAL & ADMINISTRATIO N HEAD
BRANCH MANAGER SALES MANAGER Asst. SALES MANGER
EXECUTIVES
1 OFFICERS EXECUTI VE
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1
2
COMMERCIAL ADMINISTRATI ON
MANUFACTURI NG HEAD ENGINEERS
PURCHASE HEAD
ENGINEERS
CREDIT CONTROL RECEIVABLE
ACCOUNTS
COMMERCIAL
C&F
CLERICAL STAFF
SUPERVISORS
CLERICAL STAFF
CLERICAL STAFF
WORKERS
CLERICAL STAFF SALES PURCHASE
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LINE ORGANIZATION
This is the oldest form of organization. This is known by different names, i.e. military, vertical, scalar, departmental, organization. All other types of organization structure have mostly been either modifications of this organization. The concept of line organization holds that in any organization derived from a scalar process, there must be a single head who commands it. Although an executive can delegate authority, he has ultimate responsibility for results. According to McFarland, "Line structure consists of the direct vertical relationships which connect the positions and tasks of each level with those above and below it." According to Allen, "Organizationally, the line is the chain of command that extends from the board of directors through the various delegations and relegation of authority and responsibility to the point where the primary activities of the enterprise are performed." Following is the chart showing line organization Features of line organization 1.There are many levels of management depending upon the scale of business and decision-making ability of managers. Each level of management has equal rights. 2. There is vertical flow of authority and responsibility. The lower positions derive authority from the positions above them. 3. There is unity of command. Every person is accountable to only one person (his immediate boss) and none else. A person receives orders only from his immediate boss. 4. There is scalar chain in line organization. The flow of orders, communication of suggestions and complaints etc. are made as it is in the case of a ladder. One cannot defy the claim. 5. There is limit on subordinates under one manager. A manager has control only over the subordinates of his department.
MERITS
Simplicity It is the simplest of all types of organizations. It can be easily established and easily understood by the workers. Clear-cut division of authority and responsibility
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The authority and responsibility of every person is clearly defined. Everyone knows as to whom he can issue orders and to whom he is accountable. Further it is easier to fix up the responsibility if there is any lapse anywhere in the performance of activities. Strong Discipline Because of direct authority & responsibility relationships, discipline can be maintained more effectively. Direct supervision and control also helps in maintaining strong discipline among the workers. Unified control Since the orders are given by one superior, there is no confusion among the subordinates. This ensures better understanding and quick action. Prompt Decisions As the superiors enjoy full authority, quick decisions are taken by them. Such decisions are executed promptly also. Flexibility Since each departmental head has sole responsibility for his department, he can easily adjust the organization to changes in business situation.
DEMERITS
Heavy Burden of work Since the departmental head has to look after all the activities of his department, he is over burdened with work. He may neglect some of the duties and there may be inefficiency in management. Concentration of Authority It is dictatorial in nature as all important powers are concentrated in the hands of a few top executives. If they are not able the enterprise will not be successful. Lack of specialization Line organization suffers from lack of specialized skill of experts. It is extremely difficult for one person to handle activities of diverse nature. It is not possible to achieve the advantages of specialization in all fields.
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Lack of communication There is failure to get correct information and to act upon it due to lack of communication. Although there is communication from top to bottom there is usually no communication from the lower ranks to higher ranks and executives. They are not provided with an opportunity to put forward their view point or problems or suggestions to persons at the top level. Thus, they lose their capacity for independence thinking. Scope for favoritism Since the departmental head is almost all-in-all for the activities of his department. There is scope for favoritism. There may be a good deal of nepotism and jobbery and personal prejudices. The executive may appoint and promote his own men in various positions ignoring the claim of efficient persons.
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2.2 DEPARTMENTAL ORGANIZATION STRUCTURE HUMAN RESOURCE DEPARTMENT HUMAN RESOURCE HEIRARCHY
V.P
GENERAL MANAGER
Asst. GENERAL MANAGERS
COMMERCIAL & ADMINISTRATION HEAD EXECUTIVES
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SALES / MARKETING DEPARTMENT MARKETING HEIRARCHY V.P
Asst. GENERAL MANAGER
REGIONAL MANAGER
BRANCH MANAGER
SALES MANAGER
Asst. SALES MANAGER
EXECUTIVES & OFFICERS
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OPERATIONS / PRODUCTION DEPARTMENT OPERATING HIERARCHY V.P
GENERAL MANAGER
COMMERCIAL ADMINISTRATION HEAD
MANUFACTURING HEAD
PURCHASE HEAD
CLERICAL STAFF
ENGINEERS
ENGINEERS
SUPERVISORS
CLERICAL STAFF
WORKERS
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FINANCE DEPARTMENT
FINANCE HEIRARCHY COMMERCIAL & ADMINISTRATION HEAD
CREDIT CONTROL DEPT
ACCOUNTS
COMMERCIAL
C&F
CLERICAL STAFF
CLERICAL STAFF
SALES/PURCHASE
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2.3
AUTHORITY AND RESPONSIBILITY RELATIONSHIP
VICE PRESIDENT OF HUMAN RESOURCE

Provide overall strategic human resource leadership to the organization. Oversee the development and implementation of human resource policies, programs and services, including employee relations; employment practices; compensation and benefits; recruitment and orientation; training and development; retention; legal compliance and procedures; and employee communications. The Vice President of Human Resources engages in the strategic plan process by supporting the execution of business unit strategies and plans through the implementation of HR strategies and solutions that support short and long-term business objectives. The incumbent selects, develops, evaluates and leads a department of professionals with a goal of earning a high level of credibility as an effective and responsive resource in the organization. He/she strives to foster a workplace environment consistent with the values and mission outlined by senior executives and the board of directors.
VICE PRESIDENT OF SALES /MARKETING

Direct and coordinate company sales and marketing functions. Develop and coordinate sales selling cycle and methodology. Direct and oversee the company marketing function to identify and develop new customers for products and services. Research and develop strategies and plans which identify marketing opportunities, direct marketing, and new project development. Analyze and evaluate the effectiveness of sales, methods, costs, and results. Develop and manage sales and marketing budgets, and oversee the development and management of internal operating budgets.
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Plan and coordinate public affairs, and communications efforts, to include public relations and community outreach. Directly manage major and critical developing client accounts, and coordinate the management of all other accounts. Participate in the development of new project proposals. Establish and implement short- and long-range goals, objectives, policies, and operating procedures. Supervise the planning and development of company marketing and communications materials. Represent the company at various community and/or business meetings to promote the company. Supervise the preparation, issuance, and delivery of sales materials, exhibits, and promotion programs. Promote positive relations with partners, vendors, and distributors. Recommend and administer policies and procedures to enhance operations. Work with department managers and corporate staff to develop five year and ten year business plans for the company. Establish and implement short- and long-range departmental goals, objectives, policies, and operating procedures. Serve on planning and policy-making committees.
VICE PRESIDENT OF PRODUCTION AND OPERATION MANAGEMENT

The V.P. directs manages and coordinates all activities associated with manufacturing, manufacturing engineering, maintenance and materials management of their broadly patented renewable energy technology. This position is responsible for efficient and economical manufacturing of company products in conformance with established goals and objectives. The V.P. of Manufacturing is directly accountable to lead the manufacturing organization to a level of performance identifiable with World Class organizations, utilizing lean production and continual improvement techniques. This position is responsible for formulation and adherence to
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annual budgets for above departments. Reporting directly to the CEO, the Vice President of Manufacturing will have responsibility for all aspects of their hardware manufacturing from concept to GA and through the entire Product Life Cycle. The Vice President of Manufacturing will work with leaders from teams across the company, from Product Management and Engineering to Product Marketing and Sales to execute on the product roadmap. Finally, as the head of Manufacturing, the Vice President of Manufacturing is expected to hire and develop personnel to help ensure the efficient operation of all aspects of hardware manufacturing. Responsibilities Participate in formulating and administering company policies and developing long range goals and objectives. This includes the direction, focus, and visualization of activities in responsible departments to further the overall progressive goals and objectives and monitor their progress. Direct the company's manufacturing activities to ensure maximum effectiveness is obtained for the production of quality products within specified time and budgetary guidelines. Accountable to ensure products meet or exceed customer quality standards and required delivery schedules are met. Formulate processes to enable ISO9001 certification. Interface with Development Engineering and Sales/Marketing to coordinate the production process for the introduction of new products. Directs manufacturing engineering efforts to ensure company facilities and equipment are adequately designed, built and maintained. The emphasis will be on robust equipment/processes utilizing poke yoke techniques and quick change over. Likewise, create strategies to reduce labor cost, reduce scrap, and ensure a product free of defects. Oversee companywide procurement activities and direct the negotiations of major procurement contracts to provide proper cost, delivery and quality commitments. The emphasis will be on furthering the world wide supply base to remain competitive. A strong working knowledge and background in sourcing products from Asia is a major plus. Ability to mentor and develop existing procurement employees also desired.
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VICE PRESIDENT OF FINANCE

Collaborates with the President and works with members of Presidents Executive to ensure that the business and operations of the Company are aligned with the Company Mandate Statement and the priorities identified within the Company Strategic Plan; As Chief Financial Officer for the Company, ensures the current and longterm effectiveness of all financial functions of the Company including: accounting; asset and debt management; financial statements; insurance; risk and safety management; operating and capital budgeting; Company payments; administrative information systems, supply management chain; and audit; Oversees the development of financial, human resource and administrative systems with comprehensive policies and procedures that function in accordance with applicable laws and regulations and provide efficient services to the Company community; Oversees In the preparation, with management the senior and monitoring of the consolidated good Company's operating and capital budgets; collaboration administrative team maintains working relationships with the provincial government to sustain the overall efficacy of the Company; Working with the senior administrative team, administers risk identification and management, proactively assesses enterprise-wide risk in the Companys financial and administrative policies, processes and procedures. Oversees the development and maintenance of company-wide administrative policies and procedures; Is the chief conduit for the external auditor and supports the provision of independent, objective internal auditing services designed to add value and improve Company operations; Ensures the Company Community has a safe place to disclose suspected fraudulent, irregular, discriminatory or harassing activities. Where appropriate, supports the investigation/ examination of suspect activities; Provides leadership in the area of pension and benefit design, maintenance and administration for all staff categories. Acts as the Board of Governors' sponsor representative for the Universities Academic Pension Plan (UAPP);
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As the Vice-President with the primary responsibility for non-academic human resources, oversees all matters with respect to non-academic affairs, including contract management and negotiations; Assists the President and the senior administrative team in the Companys external relations, fund-raising, and ceremonial activities; Plays an active role in the local, provincial, and national government relations program, works with other members of the leadership team to identify key policy and funding issues of strategic importance to the Company; Ensures institutional, financial and human resource reporting capabilities that provide timely and relevant information for management decision-making across campus; Creates an atmosphere within his/her portfolio which motivates staff members to contribute to the financial stability, human resource achievements and administrative excellence of the institution; Builds a senior team within his/her portfolio committed to fulfilling the vision, goals and priorities necessary to ensure the long-term success of the portfolio and the Company; Participates as an active member of the Presidents Executive team to establish institutional vision and goals, and to effectively communicate and organize to achieve those goals; Maintains a professional reputation which preserves the values and standing of the Company and permits him or her to effectively represent the many achievements of the Company both internally and externally; As a member of senior administration and as directed by the President, provides support to the Board of Governors and its committees in the fulfillment of its governance responsibilities; Encourages open and consultative dialogue on Company plans, within and outside of the Company; Is a strong advocate for partnerships for the Company; Chairs Executive Directors' Council; and
Carries out other responsibilities as set out in policies and procedures
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CLERICAL STAFF
Phone Calls Clerical staff members are in charge of answering, directing and making phone calls. They must conduct these calls in a professional manner and be able to transfer calls and route callers to the proper voicemail box if the person is not there or is on another call. They also must be familiar with the roles of every employee so calls can be transferred correctly. They also must be familiar with what calls are necessary to transfer, and what calls, such as telemarketers, take a lower priority. Mail Clerical staff is responsible for both incoming and outgoing mail. Incoming mail needs to be sorted and delivered to the intended recipients, or opened by the clerical staff to determine the nature of the mailing, such as a customer complaint, and send it to the proper place. Outgoing mail must be organized, addressed and stamped. In addition, the clerical staff will coordinate with shipping services such as Federal Express for package delivery and pick-up. Document Control The responsibility of managing internal documents also falls largely to the clerical staff. Clerical staff members are responsible for typing, photocopying, distributing and filing or destroying all internal documents. They maintain a filing system in proper alphabetical order, and track sensitive documents that must be destroyed after a certain time. In addition, any large amounts of photocopying will be delegated to a staff member. Event Coordination Clerical staff members are often expected to coordinate company events. They arrange for food to be delivered at the correct time, and that any handouts will be copied and available. They will also help design any PowerPoint presentations or
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other multimedia elements that may be presented, and ensure that the conference room itself is in proper order before the event begins. Supply Ordering and Petty Cash Clerical staff members are often in charge of ordering office supplies as needed and distributing petty cash to other members of the office for necessities such as cab rides or urgently needed supplies. Clerical staffs generally perform a supply order once a week and other orders as needs come up.
REGIONAL MANAGER
Drive Sales, Profitability and Gross Margin Growth Responsible to drive area sales and profit plans to budget through successful leadership, organizational plans, customer service, and outstanding execution of all field operations strategies, consistently across all stores. Know and manage the business by effectively using sales reports, assessing departmental results, and developing specific actions directly related to business development and growth, consistently across all stores. Lead and direct the development of department level sales goals and action plans for store teams directly tied into measurable results and timely and consistent execution. Know their customer by interacting with the customer on the sales floor and observing shopping behaviors, and associate/customer experience. Responsible to ensure that all associates are current and up to date with product knowledge, product use, and related product market basket application through a commitment to formalized training and development within prescribed time lines and standards. Accountable to ensure that trends of underperformance are formally addressed, with clear and documented performance improvement plans.
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Customer Engagement Customer engagement must be a point of differentiation aimed at quality, ideas, acknowledgment and inspiration, which leads to an emotional and loyal brand/customer attachment. Ensure that all store associates greet, engage, demonstrate, inspire, and manage the floor and customer flow towards an outstanding in store customer experience. Set high expectations for excellent customer service and hold the management team accountable to the measurable results associated. Responsible to manage all stores consistently towards acceptable customer service scores, feedback, and conversion results.
Merchandise Presentation The store merchandising environment must be a point of differentiation aimed at getting a customer excited about the uniqueness of the offering, the possibilities that may exist, bringing product to life, inspiring a recipe of need, leading to a WOW marketing benefit. Their windows must represent a great first impression with clear, creative messages related to the brand offering. Consistently implement the company visual presentation and merchandising standards to guidance, inclusive of product presentation, sampling, signing, and lighting. Ensure stores are closing to open and that throughout the day, clear and defined associate floor zoning and management occurs to maintain visual/merchandising standards, coupled with an outstanding customer engagement culture. Manage Store Inventory Ensure that each store associate is trained and compliant with all basic inventory management/movement/receiving processes. Consistently execute quality inventory practices with receiving, restocking, transfers, and managing inventory discrepancies.
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Inspect and take action on out of stocks and negative reporting. Comply with prescribed in store/product cycle counts on a timely and accurate basis. Manage store receiving (door to floor in 4) consistently across all store teams.
Recruitment/Hiring/Training and Retention of Top Talent Ensure the overall people plan of the area reflects high standards, bench and succession planning, coupled with consistent mentoring and people development. Manage stores to work within labor scheduling budget/models, both hours and FT/PT ratio as well as AHR. Direct a standard with store schedules that reflects a store staffing approach that meets the customer needs. Ensure stores have bench strength for future management needs both in existing and new store markets. Responsible to maintain a current career path/associate assessment overview of each store team, and the Area as an operating unit.
Operations Manager store management teams towards acceptable Store Operations/Human Resource audit compliance scores. Conduct training/inspection audits quarterly in each store. Understand and administer the HR policies and procedures and ensure compliance with them, consistently between stores.
Communication Responsible to consistently and effectively communicate the company objectives to all store management teams through organized and scheduled conference calls and email communication.
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Establish a process to ensure that stores have accountability to expectations on a consistent and timely basis.
BRANCH MANAGER
The branch manager exercises complete responsible for developing and managing a business operation that increases sales, profitability, market share, and customer and employee satisfaction by directing, coordinating and monitoring all sales, branch operation and personnel development activities. Assess local market conditions, identify current and prospective sales opportunities and develop forecasts, financial objectives and business plans for the branch Develop and implement sales and profitability plans according to account management principles that ensure the development and maintenance of account plans Direct all operational aspects of the branch to include distribution operations, customer service, human resources, administration and sales in a manner that supports reaching the profitability goals. Ensure that all areas of work performance or departments are properly staffed and directed Provide training, coaching, development and motivation to bring out the best in each distribution team member Take on the responsibility for the orientation of all new employees Take on the responsibility for evaluation of all employees Oversee branch financial management Recommend desirable changes in the policies and goals of the branch and the organization Assist general manager in developing branch and organizational objectives, and also in formulating policies and budgets Communicate effectively with other branches and senior managers by sharing information on effective practices, competitive intelligence, business opportunities and needs
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Address customer and employee satisfaction issues promptly Cooperate fully with the Credit Department in extending and enforcing credit policy Manage the branch honestly, follow high ethical standards, and comply with all government regulations Ensure the safekeeping of company assets, including structures, equipment, inventory and cash Maintain and enforce personnel policy Select, promote and discharge employees within the branch in accordance with basic personnel policy Evaluate regularly the effectiveness of the branch operation, to see that policies are being observed and that goals are being attained Take prompt corrective action as needed Participate actively in community, business and industry organizations to build a network of contacts that improve the presence and reputation of the branch and company in the local area Achieve the profitability goals/objectives of the division/branch and organization Maintain proficiency in computerized systems and other technologies as required Increase personal knowledge and expertise in business, appropriate technology, etc. Follow company policies and procedures Other duties as assigned
SALES EXECUTIVE
Sales executives are responsible for the maximization of sales for a companys products. They help in the turnover of sales and provide datas regarding changes required in the product to meet customer standards. They are people who reach towards the customer directly.
Maintain and develop good relationship with customers through personal contact or meetings or via telephone etc. Must act as a bridge between the company and its current market and future markets.
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Display efficiency in gathering market and customer info to enable negotiations regarding variations in prices, delivery and customer specifications to their managers. Help management in forthcoming products and discuss on special promotions. Review their own performance and aim at exceeding their targets. Record sales and order information and report the same to the sales department. Provide accurate feedback on future buying trends to their respective employers.
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CHAPTER 3 FUNCTIONAL AREAS
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3.1
H R DEPART MENT
The Human Resource department in Legrand India Ltd is headed by the V.P Human resource. Legrand considers its human resource as a valuable tool with emphasis on enhancing their productive capacity. Human resource covers everything from wellness, safety and benefits of employees to their administration, motivation and communication. Nearly 1000 professionals are employed in Legrand India Pvt Ltd. The total employee strength of Legrand is 33000 staff members throughout the world.
Functions of Human Resource Department

Recruitment and Selection Training and Development Performance Appraisal Compensation Grievance Handling Employee Safety
Recruitment
In Legrand India Pvt Ltd. recruitment is done through internal and external sources. The internal source of recruitment is done by the company itself in form of direct recruitment from colleges. In this case maximum 4 candidates are selected. The external source of recruitment is done through consultancies
Selection Process
In case of selection of candidates for top level position, the applicants have to go through interviews with the Directors. In case the selection is for the employee of middle level management he or she will be interviewed by the department heads. The candidates have to do a presentation before the heads after collecting the relevant information about the products of the company.
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The qualification should be an Engineer and MBA from premier business school. While selection, preferences are given to candidates who have work experience in any of company which deals with electrical equipment. If recruitment is for any managerial position more importance is given to their background, educational qualifications, talent, communication skill, experience etc.
Training and Development

Once the candidates are selected, orientation and induction classes are given to the candidates. Both On the Job and Off the Job training are given to the employees. Each employee is given training as per the job requirement and it is given by the respected branch itself
Performance Appraisal
In Legrand India Ltd the performance appraisal is being done on a yearly and half yearly basis. A questionnaire is given to the employees and they have to fill it and return it back. Its a 3 level process and the employees are evaluated after completing all these levels. The employees are judged by their performance. Every department is assigned with a target and the members in that department have to reach the target within the time prescribed. If they achieve their targets then they are rewarded with the points and finally these points are calculated to evaluate the performance of the employees and to provide the incentives.
Employees Safety
A top priority of every employer should be to take the time and initiative to help and protect their employees. If an employee becomes injured at work, the business may suffer. In Legrand India Pvt Ltd. all employees are covered by insurance and also the company has its med claim policy for its employees. Employees are provided with:
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Sick Leave (15 days) Earn Leave (15 days)
Compensation and Grievance Handling

In Legrand India Pvt Ltd the matters regarding compensation will be decided by the branches itself. Compensations are provided after the enquiry. Legrand repair or replace products at their discretion, if the products are found to be defective, solely as a result of faulty material and or workmanship, within 10 years from the date of purchase.
3.2
SALES/MARKETING DEPARTMENT
For every sales oriented institution sales department has its own significant role to play. As a sales oriented company this department is very important department in Legrand India Pvt Ltd. All other departments are directly or indirectly depend upon the entire sales team. The sales and marketing functions of Legrand India Pvt Ltd are under the control of General Manager (Sales and Marketing).
SALES OPERATIONS The sales operation consists of the processes like marketing, procurement and delivery. For marketing of a product a thorough knowledge of the market should be known. For this purpose a market analysis should be done. Optimized method of procurement and delivery helps in customer satisfaction, which in turn helps in their retention. A satisfied customer is an asset to the organization, who will pass through a process cycle of recommendation, revisit and repurchase. Legrand India Pvt Ltd. has pioneered itself in the manufacturing and exporting of electrical products over the last decades. The company has already established their presence by marketing
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products in India, they have over 25 offices spread across the country, 3 state of the art manufacturing facilities with one R&D Centre, 7 training centers and extensive network of over 6000 distribution partners, portrays their Global nature.countries with 1000 employees.
MARKETING OPERATIONS The company does not sell their products directly to customers, but through dealers. Major marketing activities are concentrated towards big clients such as institutions; hospitals etc., so that sales can be made in bulk. A normal customer can purchase the companys product from dealers of the products. A marketing team is formed within the company within each branch so that specific targets are made and is seen that maximum sales is accomplished. Every marketing executive is assigned with monthly targets, which is the amount of sales that he must acquire within a period. For that the executives contact the dealers and new clients. The Marketing Team is headed by the Marketing/Sales manager of each branch. The manager sets out the target sales that should be accomplished monthly in accordance with guidelines from the head-office.
PROFESSIONAL SEGMENT
A sales executive approaches the builders and explains about the Legrand products according to the requirements of the builders, catalogues and price list are provided along with the sample product. The sales executive will prepare a quotation and hand it over to the builders. Legrand is working with 280 builders in Karnataka and following are the top builders in Bangalore Adarsh developers Brigade group Mantri developers Prestige group
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RMZ Vaswani group Nitesh group Raheja Purvankara projects DLF All these builders will buy Legrand protection devices and wiring accessories directly or through electrical contractors or through panel builders
COMMERCIAL SEGMENT
Legrand is working for all commercial building and these commercial building will be constructed by the top builders. Government segment,Legrand is working with all government departments like CPWD, PWD, MES, Banks, College and institutions. Legrand is offering complete solutions for the high end hotels and successfully executing Shangrila, Sheraton, ITC, Hilton, Frazer suit, and other hotels Legrand is working with major industries like JSW (Jindal Steel Works), Grashing industries, Toyota, Honda, Kirloskar and small scale industries.
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NEW ECONOMIES
38 % of 2012 sales + 13.5 % total sales growth in 2012 + 13 % total average annual growth in sales from 2002 to 2012
MARKETS WITH HIGH POTENTIAL

New economies including China, India, Russia, Brazil, Mexico and Chile offer high growth potential, with fast-growing GDP, booming demographics, an expanding middle class and rising investment. Growth in all these areas fuels strong demand for innovative infrastructures for housing and other buildings and that means significant medium and long term growth potential for Legrand.
PRIORITY MARKETS FOR LEGRAND

Over the past ten years, the Group has more than doubled its exposure to these markets of tomorrow, which accounted for 38% of consolidated sales in 2012.
FUELING GROWTH WITH INNOVATION AND ACQUISITIONS

Legrand's business model relies on two growth engines to gain ground in new economies: organic growth, buoyed by innovative new-product launches, and acquisitions.
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INNOVATION DRIVES GROWTH IN THE NEW ECONOMIES

Arteor a hit in China
Arteor a premium range of wiring devices for the home and hotel markets is packed with innovation. It appeals to Chinese customers for its wide variety of applications, its design and materials, as well as a distinctly international profile. Puissance 3 Still gaining ground in Brazil
A comprehensive range of products that optimize the performance of electrical enclosures at every stage, Puissance 3 was rolled out successfully in Brazil. With its cutting-edge, easy-to-use technology, Puissance 3 delivers effective protection and keeps systems running. New Modus A new range of wiring devices for Latin America
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Launched in 2012, the New Modus range has updated Legrand's Latin American wiring device offer with a more ergonomic design and new features.
ACQUISITIONS IN MARKETS WITH HIGH POTENTIAL

Legrand is also expanding in new economies by pursuing its strategy of targeted, self-financed acquisitions of small and mid-size companies with strong positions in promising markets. Businesses in new economies have accounted for nearly 50% of acquired sales since 2004.
NEW BUSINESS SEGMENTS

25 % of 2012 sales + 14 % average annual growth in sales from 2002 to 2012 4 FAST-GROWING BUSINESS SEGMENTS: Digital infrastructures Energy efficiency Home systems Wire-mesh cable management
MAJOR GROWTH OPPORTUNITIES FOR LEGRAND IN NEW BUSINESS SEGMENTS
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Spurred by technological breakthroughs, social change and the emergence of new needs, new business segments digital infrastructures, energy efficiency, home systems and wire-mesh cable management are expanding. In 2012 they accounted for 25% of Group sales.
FUELED BY LONG-TERM SOCIAL AND TECHNOLOGICAL CHANGE

Digital convergence and the digital economy are revolutionizing today's lifestyles. As barriers between telephony, television and internet technology crumble, "intelligent building" solutions are emerging truly interactive new infrastructures that can manage rising volumes of data.
At the same time, consumers are responding to concerns about the environment, climate change and energy resources by becoming more and more energy-conscious, making the quest for energy-efficient buildings timelier than ever.
INNOVATIVE SOLUTIONS
To meet these new needs, Legrand is developing innovative solutions for buildings.
DIGITAL INFRASTRUCTURES
Legrand develops products and systems to equip buildings with smart digital infrastructures that can manage data flows from the internet, intranet systems, and email as well as equipment ranging from protection and access systems to energy sensors and lighting management. LCS: performance first
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With Legrand's LCS VDI structured cabling systems, data networks can deliver top performance, enabling users to create seamless, efficient infrastructure solutions from wiring closet to workstation.
ENERGY EFFICIENCY
Legrand designs products and systems for better power management and lower consumption, reducing the environmental impact of residential and commercial buildings. Solutions include presence detectors and power-measurement tools such as smart meters and display screens.
Lighting management
ECO 2 switch sensors
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Lighting accounts for 30% of energy consumption in commercial buildings. With Legrand's lighting management systems and presence detectors, users can trim their power bills by as much as 55%.
HOME SYSTEMS
Today's home systems are light-years beyond yesterday's electrical circuits. Designed with a new concept of home in mind, they can manage and coordinate every function in your home, tracking consumption, adjusting temperature, controlling security and audio systems, and more.
My Home: premium technology
With My Home by Legrand, users can control all of their home's electrical systems whether they're at home or away and now they can access My Home from their smartphone or tablet.
WIRE-MESH CABLE MANAGEMENT
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The world leader in wire-mesh cable management, Legrand is revolutionizing power- and telecom-cable distribution in buildings and particularly in data centers, thanks to the dedicated Cablofil range.
MARKETS WITH STRONG MEDIUM- AND LONG-TERM POTENTIAL

Looking to the future, Legrand is staking out positions in new markets with strong medium- and long-term potential, from assistance for independent living, charging stations for electric vehicles and smart grids.
TECHNOLOGY INNOVATION
&
MARKETING
WINNING
TEAM
DRIVING
Innovation doesn't stop with technology it's a state of mind, backed by the entire group. Which means production, sales, development and marketing all have a role to play, with marketing, design and development teams working closely together to create new products. New Sfera: a new range of door-entry systems
In 2012 Legrand continued to innovate with New Sfera, a new offering of audio and video doorentry systems that combines striking modern design with advanced functions. This new line was rolled out in Italy first, and then deployed internationally.
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Adorne: a first for the US market
Adorne is the first high-end, modular wiring device range targeting the North American residential segment. Launched in the second half of 2012, it goes beyond traditional functions, merging sleek design and new functions for advanced solutions.
BREAKING NEW GROUND

Each year Legrand spends an average 4-5% of sales on R&D, opening doors into uncharted territory. We track markets and technology constantly, launching innovative products in new business segments energy efficiency, digital infrastructures, home systems, and more. Building on this momentum and their capacity to anticipate needs, we are also positioning thselves in the markets of tomorrow. With awareness of environmental issues on the rise, we are moving into smart grids and plugs and charging stations for electric vehicles. Looking ahead to the needs of an aging population, Legrand is also developing products that help seniors stay independent.
Green'up: plugs and charging stations for electric vehicles
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Green'up is a comprehensive range of plugs and charging stations for both electric and hybrid vehicles. The latest addition is Green'up Premium, designed for both residential and commercial users. It delivers power to all types of vehicle and gives drivers a choice of recharging speeds. Smart grids: intelligent power networks
An EMDX3 measuring gauge linked to a MyHome energy management display. Legrand builds smart features into wiring devices and components for buildings, and then puts them to work for better energy sharing and consumption. Assisting independent living
From lighted paths and communications systems to "living scenarios"programmable home environmentsLegrand designs and develops innovative solutions that help seniors live at home longer.
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Clients Electricians House owners Builders Architects Institutions (schools, colleges, hospitals) Projects (hotels, offices, complexes) Contractors Electrical consultants Interior designers Legrand has its own clients not only in terms of domestic market but also in international markets over 180 countries.
Competitors
Havells ABB Finolex Seimens Schneider
Pricing strategy
Pricing is an important strategic issue because it is related to product positioning. Furthermore, pricing affects other marketing mix elements such as product features, channel decisions and promotion.
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The pricing strategy used in Legrand India Pvt Ltd. is Product- based pricing. Legrand sets price based upon the quality of the product, purely not on the basis of competitive products. Market conditions are also taken into consideration while setting the price for the product.
Promotional strategy
The company has been promoting its brand through sponsorships. The company has also taken the initiative to reach directly to the consumers through retail marketing. This is yet another initiative by Legrand targeted at end-users, architects and Consultants, to showcase Legrand products. This symbolizes Legrand innovative leadership position in the Electrical and Power Distribution equipment market. It serves to provide an array of electrical appliances and consumer products, all created to adhere to the demands of modern living. The products they offer combine the attributes of elegance, technological advancement and convenience all in one. In order to promote the product Legrand India Pvt Ltd. conduct seminars at corporate level, advertisements in televisions, magazines, In-shop displays, dealers meeting, Product catalogue.
3.3
PRODUCTION AND OPERATION DEPARTMENT
Plant Locations
Nasik Jalgaon
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Design at Legrand
Product design is rooted in an ongoing analysis of societal trends;their creativity feeds on the confrontation of decorative and Technological trends. Legrand works on systems for residential, commercial and industrial environments throughout the world.The diversity enriches their work and enables us to contribute more value to their solutions so as to better satisfy users.This motivates thei quest for innovation.
Various Projects and Contrasting

Product design at Legrand operates on a group scale, in the context of operational projects and in cooperation with all the skills related to engineering, creating products that provide the customer with functions, values, quality and style. It also provides impulses and suggestions at the preparatory stage of projects, based on observation. Prospective projects allow designers to enjoy an openness of mind thats enhanced by cooperating with outside partners. Operational-Arteor, globalrange: innovative design to create a universal aesthetic language
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Manufacturing Plants
Manufacturing units have complete in- house facilities equipped with state of the art machines for conducting short circuit tests and mechanical tests. Manufacturing units are ISO 9001-2000 certified & products boast of quality certifications from various international quality bodies for taking protection to a new level.
Production Planning & Scheduling

In Legrand production is mainly based on its monthly sales, plans and the budgets. Legrand has its own warehouses in all its plants and also in its branch offices. Legrand has a warehouse. In Chennai, Mumbai, New Delhi, Kolkata, Hyderabad.
Research and Development

Legrands technological strengths and its endeavour towards continuous research & development have allowed it to fulfil its responsibilities towards its customers. Legrand has its dedicated R&D facility at its head office at Mumbai. Legrand has invested in a new centre for research and innovation. The responsibility of providing its customers the best products and Zero defect services to enable them to be comfortable and secure in usage of electricity. The task of this centre is to provide the theoretical & experimental foundations for all segments of electrical engineering. The centre closely cooperates with the various departments so as to provide the best and the latest in terms of technology and design. The Group has also decided to dedicate 2% of its turn over towards R&D. Engineers are being employed to develop and upgrade products.
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3.4
FINANCE DEPARTMENT
Fund management is crucial and important for the companys growth. The financial system of the organisation is responsible for the management of funds. A team of senior management periodically review organisations funds requirement. The companys financial management has held it in good stead over the years The finance department is headed by Administration head. Every branch is a separate profit centre and maintains separate accounts. There are separate staffs for accounting in each branch. The department prepares monthly performance report which is sent to head office for analysing the operational results. There will be a performance review meeting every month to evaluate branch performance. The monthly report from branches is consolidated at the head office to know the overall result of the company. There are 3 levels of internal audit. The branches are audited by staff from the head office. There is internal audit by cluster accountants. There is internal audit by external auditors
The internal audit observations are sent to the branches for seeking the clarification and for rectification
Sources of funds Basically long term funds are required for creating financial assets and short term funds are needed for working capital purpose. There are various sources of funds. The primary one of the company is share capital. It can be in the form of owners funds and funds from the public. For floating the company, the promoters of the company invests funds in share capital and that is termed as promoters funds. For meeting further requirement of funds are collected from the public and shares are issued in lieu of that.
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The next source of fund is borrowed fund. This can be by way of working capital borrowing from banks.
Significant accounting policies of Legrand India Pvt Ltd.

The financial statements have been prepared under the historical cost convention as a going concern accrual basis in accordance with the generally accepted accounting principles and as per the companies Act 1956 Fixed assets are accounted at cost of acquisition inclusive of inward freight duties, taxes, and incidentals expenses related to acquisition and installation of the concerned assets. Fixed assets are further adjusted by the amount of CENVAT credit availed. Depreciation has been provided on Straight line method at the rate prescribed under schedule X1V in the companies act 1956. Inventories are valued on the basis of moving weighted average method. Raw materials stores, spare parts and packaging materials are valued at lower of cost or net realizable value. Transaction in foreign currency is recorded at the exchange rate prevailing at the date of transaction The revenue expenditure on Research and Development is charged as an expense in the year in which it is occurred. Current tax is determined as the amount of tax payable in respect of taxable income for the period.
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The main reports generated from the finance department are profit and loss account and balance sheet. They are taken monthly and annually
Legrand India Ltd. installed MAPICS system software, which is designed to support their complete business management. MAPICS is used in systems to handle invoice payment, production resource management and financial account
control.
The main advantage of using this software is that an employee in one branch can access the details of other branches. MAPICS works in an ON / OFF mode. In Legrand India Pvt Ltd, Mumbai branch MAPICS software is used for billing, cheque punching, entry of cheque against bill, issue of credit/debit notes.
Payback period
Legrand generally follows certain rules in payback period. If a dealer is new, then he/she has to make an advance payment. But in case of existing dealers the payback period is 45 days. If the customer pays the amount within 15 days then the company will give 3% CD. If it is within 30 days then the CD rate is 2%. And the payment is made after 45 days then no CD is provided
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CHAPTER 4 SWOT ANALYSIS
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4.1
STRENGTH AND WEEKNESS
STRENGTH
1. Strong presence and access across various market segments 2. It has invested in fast-growing emerging countries and high-potential subsectors 3. Has high operating margin, among the highest in the sector 4. High investment in R&D has helped it to deliver innovative solutions to its customers 5. Leader in the sector of low-voltage electrical installations and information networks for buildings 6. Large range of products 7. Continual policy of innovation and Strong marketing campaign 8. Solid financial situation to auto finance organic and external growth
WEAKNESS
1. Poor acquisition history 2. Increase in raw materials prices 3. High financial leverage compared to peers
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4.2
OPPORTUNITIES AND THREATS
OPPORTUNITY
1. Sector entry barriers to new-comers in respect to electrical norms 2. Weak cycles of the sector 3. High-growth prospect of emerging markets 4. Globalization and reduction of costs
THREATS
1. The financial market illness and the economic deceleration, has significant effect on its revenues 2. Legrand itself may become a takeover target for large industrial groups 3. Highly regulated electrical sector 4. Environmental legislations on industrial wastes 5. Fierce competition in the sector
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4.3
PROBLEM IDENTIFICATION AND SOLUTION IN ANY SPECIFIC AREA
The project isto find out MARKET SHARE AND RETAILER SATISFACTION FOR LEGRANDIN BANGALORE and help organization to know the market share and Retailers satisfaction fortheir products.
Definition and purpose of the project

Some of the most important purpose behind this project is to: To find out the reach of Legrand products in Bangalore. To assess the present market share and suggest improvements. To find out Channel satisfaction levels and suggest measures to improve.
Scope of the project

To be used by the company for understanding their market share and take further decision to increase market share in Bangalore. To understand the Retailer satisfaction in Bangalore and take further decision to increase dealer satisfaction. The purpose of this training was to have practical experience of working within the organization, in the field of marketing and to have exposure to the important management practices in field of marketing. While writing this report the language has been keep simple and the entire Discussion has been logical.
The
main
motto
of
the
Project
work
was
MARKET
SHARE
AND
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RETAILERSATISFACTION Of LEGRAND, BANGALORE. It includes market Research for dealer (Satisfaction) responses analysis about distribution channel, service activities, price of products etc. by surveying number of dealers.
STUDY OF MARKET SHARE & RETAILER SATISFACTION FOR LEGRAND
1) Do you deal in Legrand Products?
Response Yes No Total
No. of Responses 62 8 70 (Table No. 4.3.5)
Percentage 88.57 11.42 100
Deals in Legrand
11% Yes No
89%
(Graph No. 4.3.2) This graph shows that out of 70 dealers/retailers interviewed89% of dealers are dealing with Legrand, which shows that Legrand has covered huge market.
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2) How long have you been selling Legrand Products?
Years <1 years 1-3 years 3-5 years >5 years Total
No. of Respondents 9 10 11 40 70 (Table No. - 4.3.6)
Percentage 12.85 14.28 15.71 57.14 100
How long have you been selling Legrand Products?
13% <1 years 14% 57% 16% 1-3 years 3-5 years >5 years
(Graph No. - 4.3.3)
INTERPRETATION This graph shows that more than 55% interviewed dealers have been dealing with Legrand from more than 5 years, on which most of them have been dealing from more than 15 years
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3) How much of your Business Volume is accounted from Legrand Products?
Volume <25% 25% - 50% 50% - 75% >75% Total
No. of Respondents. 43 15 4 8 70 (Table No. 4.3.7)
Percentage 61.42 21.42 5.71 11.42 100
Volume of Business accounted from Legrand
11% 6% <25% 25% - 50% 21% 62% 50% - 75% >75%
(Graph No. - 4.3.4)
INTERPRETATION This shows that more than 60% dealers are dealing with less than 25% Legrand product. It means there is scope of increase the sale of products by improving its loopholes like products quality, after sales services, dealers relationship & other loopholes.
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4) What do you think about the prices of Legrand with compare to the price of other brands?
Pricing Competitive Higher Lower Cant Say Total
No. of Respondents. 51 11 0 8 70 (Table No. 4.3.8)
Percentage 72.85 15.71 0 11.42 100
Prices for the Products of Legrand are

0% 11% Competitive Higher Lower 73% Cant Say
16%
(Graph No. - 4.3.5)
INTERPRETATION This graph shows that most of the retailers think that the price of the Legrand Product is higher when compared with other companies.
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5) Are you satisfied with the Margins provided to you by Legrand?
Responses Yes No Total
No. of Respondents 45 25 70 (Table No. 4.3.9)
Percentage 64.28 35.71 100
Margins Provided by Legrand
36% Yes No 64%
(Graph No. 4.3.6)
INTERPRETATION This graph shows that more than half of the retailers are satisfied with the margin that is provided to them and 35% of the retailers are neither satisfied nor dissatisfied.
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6) Are you satisfied with the schemes offered to you by Legrand?
Attributes Satisfied Nor satisfied nor dissatisfied Dissatisfied Total
No. of Respondents 32 21 17 70 (Table No. 4.3.10)
Percentage 45.71 30 24.28 100
Schemes offered by Legrand
24% 46%
Satisfied
Nor satisfied nor dissatisfied Dissatisfied
30%
(Graph No. 4.3.7)
INTERPRETATION This graph shows that nearly 46% retailers are satisfied with the scheme that they get from the Legrand but 30% of the retailers are neither satisfied nor dissatisfied with the scheme and around 24% of the retailers are not at all satisfied by the schemes.
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7) What are the reasons the Retailers feels because of which the end consumer buy the products? Attributes Price Availability Quality Advertisements Total No. of Respondents 12 22 30 6 70 (Table No. - 4.3. 11) Percentage 17.14 31.42 42.85 8.571 100
Reasons because of which end consumers by the Product

9% 17% Price Avail liability 43% Quality 31% Advertisement
(Graph No. 4.3.8) INTERPRETATION This graph shows that nearly 43% of end consumers buy Legrand products because of Quality, 31% consumers buy because of better availability of Stock, and rest of 9% and 17% buys because of Advertisements and price. Through this it has been showed that Quality is the main reason because of which Legrand has created better impact of it in the Market
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8) Are you satisfied with the Delivery service of Legrand with comparison to other brands?
Attributes Excellent Good Average Below Average Total
No .of Respondent. 14 38 5 13 70 (Table No. 4.3.12)
Percentage 20 54.28 7.14 18.57 100
Delivery Service of Legrand
19%
20%
Excellent Good Average Below Average 54%
7%
(Graph No. 4.3.9)
INTERPRETATION This graph shows that more than 70% of the customers are very much satisfied by Delivery Service of Legrand but around 20% of consumers are not satisfied by Delivery Service of Legrand
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9) Are you satisfied with the Replacement Procedure of Legrand?
Response Yes No Total
No. of Respondents 48 22 70 (Table No. 4.3.13)
Percentage 68.57 31.42 100
Does Legrand have a Satisfactory Replacement Procedure?
31% Yes No 69%
(Graph No. 4.3.10)
INTERPRETATION This graph shows that more than half of the retailers are satisfied with the replacement procedure that is provided to them and 31% of the retailers are not satisfied by the replacement procedure provided by Legrand.
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FINDINGS

Dealer influenced market

o
Dealer recommendation crucial Price/ margins may play a major role
Legrand not only expanded its switchgear range but also its reach into Asia-Pacific and the Middle East.
Major competitors are Schneider, Indoasian, Siemens, GE, L&T &Havells, those are catching the Legrand market.
The brand whose relations in the market with the dealers are not sound or the dealers satisfaction is not with the brand, the brand suffers in terms of Retailers negative recommendation to customers and market availability.

Dealers/retailers are not updated with change in price & change in product line. Some of them does not has the latest price lists
Dealers or retailers are more interested in pushing the product of the company which provides them better schemes.
Dealers are not given proper Technical support for the training of the product.
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Salient Conclusion from the work

After conducting Retailers research for Legrand Ltd, with their valuable suggestions and responses to the different questions. We can conclude that there is good market Awareness about Legrand in the market. Retailers satisfaction level of most respondents is higher for Legrand, which is provided by survey. Higher satisfaction level of Legrand was due to it provides good products at affordable prices. This conveys that the dealers are stocking more Legrand products than other companies.
About 90% of the Retailers of this Industry stocks Legrand as their running item in Bangalore.
The company has a 20% market share in wiring devices and 14% share in cable management products.
The main factors contributing in Retailers Satisfaction are high Margin provided to them.
Quality is the main factor which influences the customer in buying the products of Legrand.
According to the end consumers, the Price of Legrand Product are bit high but the Quality is also better comparatively.
Working environment of company is sound. And all the employers work with coordination
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LIMITATIONS OF THE PROJECT
For the time limitation I could not gather more information to justify exact condition. The time constraints are limiting factors.
The study is limited by the size of the sample. As the sample size is very small, geographical and regional differences could not be included.
Difficult to take an appointment with business class people. Most of the dealers and retailers could not give me enough time to fill up questionnaire. It was very difficult to cover all the areas under Bangalore.
RECOMMENDATIONS
Retailer should be appointed & sound relation should be maintained with dealers. Continuous scheme and offers should be offered to dealers.
Price of the product should be updated with the market changes. Legrand has its brand name, people rely on this company, so company should also take care of their customer, and also now competition is more, so company should always work on their loopholes.
Sales executive should meet with dealers and retailer in time of intervals, when they are free to give you time.
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Give the certificate to the Retailers, who achieve his targets.
Give the proper information and training about the new products to the dealers/retailers also.
Organize a meeting once or twice in a year among dealers to know the pros and cons about the company, that will help to know the loopholes about the company, and then company can overcome on those problems.
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CHAPTER 5 OBSERVATIONS, SUGGESTIONS AND CONCLUSION
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5.1
MAJOR FINDINGS
Legrand is global specialist in electrical and digital building infrastructure. Over 4000 active patents covering close to 1450 different systems and technologies. Legrand had Group turnover of euro 4.25 billion in 2011. Legrand has More than 70 subsidiaries and offices, sales in close to 180 countries. Legrand is World leader in wiring devices and cable management products with 20% and 14% market share. Legrand has over 2000 people working at engineering and design offices. Legrand is leader in protection business for last 4 decades with a range includes circuit breakers up to 6300A and distribution boards. Legrand has 25 offices spread across the country. Legrand has over 1000 employees in India Legrand has 3 manufacturing units i.e. in Nasik, Sinnar, Jalgaon. Legrand has 1 R&D Centre in sinnar and 7 training Centres. Legrand acquired MDS switchgear Pvt Ltd in 1996. Legrand acquired Indonesia (who were strong in retail segment) in 2010 for Rs.550 crores Legrand acquired Numeric UPS company(one of the popular brand in UPS segment) in 2011 for Rs.850 crores Legrand is having 2400 channel partners across India and 10000 retailers. Legrand has well qualified Employees and also they are well trained. A major portion of the customers use the Legrand wiring devices The company having highly equipped modern manufacturing plant Legrand strength is quality control and quality assurance There is good employee relationship in the company Committed employees and Good working environment High quality service and Presence of a good and fast settlement system No political interference in the functioning of the organization. Existence of a good management employee relationship Legrand has a good reputation and goodwill.
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5.2
SUGGESTIONS
1) More local/ regional advertisements should be there to make people aware about Legrand and its products 2) There should be more advertisement on the World Wide Web also 3) Campaigning should be done at all level. 4) Business Development Officers should contact Architects and Customers on regular basis. 5) More flexible discount schemes should be provided 9) Company should further reduce its price. 10) Fulfill all the commitments which are made by company or distributor. 12) If company backs out any scheme, then it should give some time to the retailer. 13) Provide updated information and knowledge to the retailers about the product. 14) Provide equal Price to all the retailers. 15) Company should compromise with dealer according to the circumstances.
CONCLUSION
Legrand India Pvt Ltd. is the pioneers and the most reputed and trusted name in electrical distribution products. The organization study at Legrand India Pvt Ltd had helped me to know the various aspects in the organisation. The study helped to get practical knowledge on various aspects of current industrial scenario. The organisation study at Legrand India Pvt Ltd. has helped to know the various aspects in the organisation. The study helped to know the practical knowledge in the corporate. This study was very valuable and informative for me as a management student. In all sense the study in this organisation was interesting and educative.
125 MPBIM
ANNEXURE
126 MPBIM
BALANCE SHEET
Legrand SA (LR.PA) -Paris 38.38 0.51(1.32%) 30 Aug 9:05PM
Annual data
all numbers in thousands
Period Ending Assets Current Assets Cash And Cash Equivalents Short Term Investments Net Receivables Inventory Other Current Assets Total Current Assets Long Term Investments Property Plant and Equipment Goodwill Intangible Assets Accumulated Amortization Other Assets Deferred Long Term Asset
31-Dec-2009
31-Dec-2008
31-Dec-2007
31-Dec-2006
174,000 635,000 428,000 1,000 1,251,000 7,000 1,855,000 82,000
254,000 305,000 754,000 603,000 5,000 1,940,000 13,000 1,854,000 76,000
221,000 786,000 624,000 12,000 1,662,000 22,000 1,816,000 64,000
179,000 749,000 560,000 22,000 1,529,000 16,000 1,633,000 125,000
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Charges Total Assets Liabilities Current Liabilities Accounts Payable Short/Current Long Term Debt Other Current Liabilities Total Current Liabilities Long Term Debt Other Liabilities Deferred Long Term Liability Charges Minority Interest Negative Goodwill Total Liabilities Stockholders' Equity Misc. Stocks Options Warrants Redeemable Preferred Stock Preferred Stock Common Stock Retained Earnings Treasury Stock 1,052,000 1,568,000 (232,000) 1,051,000 1,378,000 (249,000) 1,084,000 1,238,000 (194,000) 1,079,000 1,218,000 (137,000) 358,000 1,513,000 215,000 1,334,000 1,047,000 102,000 3,225,000 410,000 2,422,000 185,000 1,332,000 1,999,000 91,000 4,204,000 474,000 2,106,000 207,000 1,753,000 1,345,000 71,000 3,981,000 454,000 1,856,000 214,000 1,781,000 1,056,000 57,000 3,776,000 5,614,000 6,384,000 6,110,000 5,936,000
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Capital Surplus Other Stockholder Equity Total Stockholder Equity Net Tangible Assets
Currency in EUR
21,000 -
22,000 -
19,000 -
9,000 -
Table No 5.4.14
Legrand SA (LR.PA) -Paris 38.38 0.51(1.32%) 30 Aug 9:05PM Quarterly Data all numbers in thousands
Period Ending Assets Current Assets Cash And Cash Equivalents Short Term Investments Net Receivables Inventory Other Current Assets Total Current Assets Long Term Investments Property Plant and Equipment Goodwill Intangible Assets Accumulated Amortization Other Assets
30-Sep-2010 30-Jun-2010 31-Mar-2010
31-Dec-2009
189,000 1,000 512,000 536,000 127,000 1,365,000 228,000 1,897,000 -
206,000 629,000 529,000 6,000 1,464,000 1,000 1,944,000 -
281,000 566,000 479,000 120,000 1,445,000 1,000 1,894,000 -
174,000 635,000 428,000 1,000 1,251,000 7,000 1,855,000 -
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Deferred Long Term Asset Charges Total Assets Liabilities Current Liabilities Accounts Payable Short/Current Long Term Debt Other Current Liabilities Total Current Liabilities Long Term Debt Other Liabilities Deferred Long Term Liability Charges Minority Interest Negative Goodwill Total Liabilities Stockholders' Equity Misc. Stocks Options Warrants Redeemable Preferred Stock Preferred Stock Common Stock Retained Earnings Treasury Stock Capital Surplus Other Stockholder Equity Total Stockholder Equity Net Tangible Assets
Currency in EUR
96,000 5,965,000
98,000 5,936,000
86,000 5,848,000
82,000 5,614,000
428,000 1,495,000 592,000 1,325,000 1,191,000 3,369,000
456,000 1,504,000 238,000 1,269,000 1,252,000 106,000 3,385,000
414,000 1,541,000 502,000 1,179,000 1,279,000 3,286,000
358,000 1,513,000 215,000 1,334,000 1,047,000 102,000 3,225,000
1,053,000 1,702,000 (159,000) -
1,053,000 1,585,000 (87,000) 19,000 -
1,053,000 1,669,000 (159,000) -
1,052,000 1,568,000 (232,000) 21,000 -
Table No 5.4.15
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QUESTIONNAIRE
Dear Respondent I, GAUTAM.P.R student of MBA, MPBIM Bangalore, am working on project STUDY OF MARKET SHARE & RETAILER SATISFACTION FOR Legrand. The following questions are the main instrument of my survey. So please give your opinion up to the best of your knowledge. 1) Do you deal in Legrand Products? Yes No 2) How long have you been selling Legrand Products? Less than1 year 1-3 years 3-5 years More than5 years 3) How much of your Business Volume is accounted from Legrand Products? Less than 25% 25% - 50% 50% - 75% More than 75% 4) What do you think about the prices of Legrand with compare to the price of other brands? Competitive Higher Lower Cant Say
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5) Are you satisfied with the Margins provided to you by Legrand? Yes No 6) Are you satisfied with the schemes offered to you by Legrand? Satisfied Not neither satisfied nor dissatisfied Dissatisfied 7) What are the reasons the Retailers feels because of which the end consumer buy the products? Price Availability Quality Advertisements 8) Are you satisfied with the Delivery service of Legrand with comparison to other brands? Excellent Good Average Below Average 9) Are you satisfied with the Replacement Procedure of Legrand? Yes No
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WEBLIOGRAPHY
http://www.Legrand.co.in http://www.Legrand.com/EN/ http://en.wikipedia.org/wiki/Legrand_(company)
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Legrand India PVT LTD - GAUTAM.P.R

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INTERNSHIP REPORT

Place: Bangalore Date: 2 September 2013

GAUTAM.P.R Reg. No. 12XQCMA050

CERTIFICATE FROM GUIDE AND COLLEGE

Name of the guide with initials

Date: 2 September 2013 Place: BANGALORE THANKING YOU

2.2 DEPARTMENTAL ORGANIZATION STRUCTURE 2.3 AUTHORITY AND RESPONSIBILITY

83 - 105 84 - 86 86 - 99 99 - 102 103 - 105

3.3 PRODUCTION AND OPERATIONS DEPARTMENT 3.4 FINANCE DEPARTMENT

106 122 107 108 109 - 122

OBSERVATIONS, SUGGESTIONS AND CONCLUSION 5

129 - 125 124 125 125

ANNEXURE BALANCE SHEET QUESTIONNAIRE WEBILIOGRAPHY

126 - 138 127 - 130 131 - 132 133

Page No 48 49 51 - 53 54 110 111 112 113 114 115 116

4.3.13 5.4.14 5.4.15

118 127 - 129 129 - 130

Graph No 1.3.1 4.3.2 4.3.3

Page No 49 110 111

4.3.4 4.3.5 4.3.6 4.3.7 4.3.8

112 113 114 115 116

BACKGROUND OF THE STUDY

KEY MARKET SEGMENTS

REGIONAL MARKET SHARE

LEADING INDUSTRY ASSOCIATION

INDIAN ELECTRICAL INDUSTRY

FACTORS GOVERNING THE GROWTH OF THIS INDUSTRY

Porcelain workshop - porcelain kiln

Tumbler switch with porcelain housing

Acquisition of Inform (Turkey), IndoAsian Switchgear (India), Metasystem Energy (Italy).

The electrical devices logo

Logo displayed on the Legrand factory building in 1955

Installateur figuring on the front cover of the 1963 catalogue

Logo in the 1971 catalogue

Logo in an addendum to the 1972 catalogue

LEGRAND - KEY FACTS AND FIGURES

Gilles Schnepp CHAIRMAN AND CHIEF EXECUTIVE OFFICER

Antoine Burel EXECUTIVE VP AND GROUP CHIEF FINANCIAL OFFICER

BenotCoquart EXECUTIVE VP STRATEGY AND DEVELOPMENTT

Xavier Couturier EXECUTIVE VP HUMAN RESOURCES

Xavier de Froment EXECUTIVE VP FRANCE

Paolo Perino CHIEF EXECUTIVE OFFICER BTICINO

FrdricXerri EXECUTIVE VP EXPORT

INDICATOR VSP TIMESWITCH EKINOXE DB ZUCCIHINI BUSBAR DPX3160 ATS DPX3250

Touch plate dimmer

Cablofil wire mesh cable tray

2013 FIRST-HALF FININCIAL RESULTS

FINANCING SHAREHOLDERS VALUE

LEGRAND share price in real time

Session of 08/30/2013 at 17:35:00

Statistics at previous closing

* regard to the price of the institutional offering Table No 1.3.2

Dividend per share in

4 Series 1 Series 2 Series 3

0 Category 1 Category 2 Category 3 Category 4

Czech Republic Hong Kong

Trinidad Tobago United States Uruguay Venezuela West Indies

Manufacturing units Nasik, Jalgaon

Communication process at Legrand India Pvt Ltd

VISION, MISSION AND OBJECTIVES

CHAPTER 2 ORGANIZATIONAL STRUCTURE

CORPORATE ORGANIZATION STRUCTURE

COMMERCIAL & ADMINISTRATI