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EXECUTIVE SUMMARY:
More than a tag line, this is how Dell does business. From our roots as a company that values a direct relationship with our customers, employees and each other, to delivering some of the worlds most energy-efficient products, we strive to continuously meet and exceed our own expectations and those of our stakeholder, customer, employee and shareholder communities. Michael Dells letter describes our strategic initiatives and priorities across the environment and supply chain and in corporate governance for fiscal year 2008. These include our commitments to:

be the greenest technology company on the planet and the first computer company to achieve carbon-neutral operations by the end of 2008 continue leadership with our climate strategy and global recycling programs partner with our customers in energy-efficiency and climate-protection initiatives broaden our Global Citizenship commitment recommit our efforts to improve sustainability governance

The following information and associated executive summary table highlights some of the commitments we have made after listening to internal and external perspectives and how we have progressed toward meeting those commitments. Not every goal can be achieved in one year. Therefore, we will continue to report some multiyear efforts in the next several years

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OUR RESEARCH METHODS:

To accomplish the first phase of this study, we conducted field research at 106 major airports Across the nation to determine the frequency of lost or missing laptops at their locations. In addition to laptop loss frequency, we captured information about airport operating practices concerning laptop recovery, reclamation rates, and disposal procedures. We began the field research almost eight months ago. We conducted in-person and telephone interviews, speaking with airport personnel representing different departments or functional areas within the airport environment. Utilizing scripted interviews, our survey included security, baggage, facility, lost-and-found, and numerous other personnel to better understand how many laptops each week are lost or left behind within the airport ecosystem. During the course of our research, we learned that most U.S. airports do not have a consistent or centralized approach for tracking lost, missing or stolen laptop computers within passenger terminals or functional areas. Hence, our methods required us to capture data across the entire airport environment. All responses were voluntarily provided and kept confidential. As we built our field research methods and survey tools, we decided to include all instances of lost or missing laptops, rather than just those computers permanently lost or stolen. Hence, our estimate includes temporarily missing laptops that ultimately ended up in the rightful hands of their owners. Why did we make the decision to include temporary loss in the aggregated laptop loss statistic? Simply getting the laptop computer back does not guarantee that the data hasnt been wrongfully accessed and compromised. Previous studies the & Institute has conducted have focused on data breaches and we know that at least 42% of data breaches in the U.S. occur due to lost or stolen laptops and other portable data-bearing devices.

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INTRODUCTION:
Dell, Incorporated is a computer hardware manufacturer and distributor. The company is one of the world's largest computer distributors in terms of both quantity of units sold and gross income, and one of the United States' largest corporations. From 1999 until 2006 Dell delivered more complete computer systems worldwide per quarter than any other PC manufacturer. However, a bad reputation stemming from poor customer support had seen Dell's market shrink, with rival Hewlett-Packard outselling Dell for the first time in Q4 2006. Dell is now attempting to improve it's image with Linux-based desktop and laptop models, a community-driven idea generation website, and a move to less expensive AMD processors. Most of Dell's products are IBM PC-compatible desktop, laptop, and server computers using Intel or AMD processors. The company also markets a line of HTC-produced handheld computers hand, rebranded computer peripherals such as keyboards and mice, and Sonydeveloped monitors and televisions. Other Dell-branded peripherals such as scanners and printers are often designed in-house with production outsourced. Dell also distributes thirdparty hardware such as gaming consoles from Sony, Nintendo, and Microsoft. Often Dell will market via the company website third-party devices that compete with it's own products, such as the Palm Tungsten handheld that competes with Dell's own Axim line.

STRUCTURE OF DELL:
ORGANISATIONAL PROFILE:
As Irelands largest exporter and revenue generating technology company, Dell is considered one of the leading lights in the multinational technology sector that has been so important in the successful development of the Irish economy. A robust and competitive performer, Dell has demonstrated its competitive ability in a sector that over the last five years has been fraught with uncertainties. Globally, the final quarter of 2003 represented what the company called its best operating period ever, with a 24 per cent profit increase to $749m.Over the same period, the company achieved record product shipments, revenue, operating and net income, and earnings per share. In the Europe, Middle East and Africa (EMEA) region, into which
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Dells manufacturing operation provides computer products, Dell reached $8.5 billion in fullyear revenue, 23 per cent more than in fiscal 2003.Dell first established itself in Ireland in 1990,when it set up its European manufacturing base in Limerick, which currently employs around 3,000people. Two years later, it set up a call centre in Bray, CoWicklow,which subsequently expanded to encompass another site close by at Cherrywood,Co Dublin. Both
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sites collectively employ approximately 1,300 staff. The operation provides marketing, sales and support primarily to customers in the UK and Ireland. The company prides itself on running a highly productive manufacturing operation in Limerick, which is its most cost-efficient facility worldwide. Over the years, the Irish operation has evolved to feature a wide range of advanced services including EMEA Applications Solution Centre, Limerick. A "proof of concept" laboratory where corporate customers from across EMEA can simulate complex networked applications on Dell server and storage equipment in advance of purchase.

ORGANISATIONAL STRUCUTRE:
The senior management team in Ireland reports to the European headquarters, located in Bracknell, England. Within its Sales and Support divisions, Dells organisational structure is quite typical of the technology sector each division has a senior manager, who oversees the work of the division with a group of team leaders, who each have responsibility for a group of employees. The workforce is dominated by Sales and Marketing staff but also includes a significant Technical Support staff, as well as personnel working in Finance, Business Operations, IT and Human Resources divisions. The workforce in Dell is nonunionized

ORGANISATIONAL CHALLENGES:
In a competitive environment, Dell continues to be a world leader in what it does. It gives much of the credit for its performance to the core ethos of the company, namely the direct model (no resellers or middle men), the focus on adapting the latest technology and tight control of its cost base. In Ireland, the widespread use of business process improvement methodology over recent years hassled to remarkable efficiencies being achieved in the manufacturing side of the business, which continues to be extended to the sales and support areas. Dells foremost challenge is to remain strategically and organizationally responsive to market conditions. It has widened its portfolio from a PC company to an IT company with expansion into new areas, including servers, storage, printers, PDAs, TVs,leasing,warranty sales and other services. These strategic decisions have implications for all staff many of whom are required to upgrade their skills set to meet the support needs of new technologies. The ability of staff in Ireland to adapt to changing circumstances and the need to move up the value chain into higher-end sales, marketing and technical support functions, is critical to the success of the Dell Sales and Marketing operation in Ireland. The focus on higher value-add activities taking place in Dell Ireland has already been evident indecent years with the setting up of a European Enterprise Expert Centre which now includes 156people and offers advanced support in 23languages, gold service client technical support for UK/Ireland customers and the centralized European Marketing Communications
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studio in Bray which produces all advertising and direct mail collateral for the European market.

BRAND COMPITITION:
As illustrated, Dell has enjoyed impressive success in meeting its competitive challenges. Employees share in the success of the company through incentive bonus schemes, which are based on a combination of company and individual performance. Dell markets its products with the promise of the Dell Advantage, which refers to a company that is easy to deal with, easy to trust, and where the customers needs are paramount, so that each customer essentially has a customized PC built according to their specifications. In this climate, excellence in Customer Service, from point of initial contact through product delivery and on to after-sales support, is one of the keys to high performance. Dell promotes and values continuous learning and has driven Business Process Improvements (BPI)into all elements of its operations in Ireland. The approach has been to educate employees to think from the customer perspective and to use methodology and toolset to improve everything they do. Lean Thinking and BPI have enabled Dell in Ireland to contribute to Dell's competitive advantage in EMEA. Cross functional teams look at end-to-end repeatable processes with a view to improving the customer experience, eliminating waste, reducing cost, increasing efficiencies and removing low or non value-added activities from employees. While the programmed has the support and involvement of senior management, the involvement of employees on the ground who use the process on a daily basis is fundamental to the success of the programmed. Through BPI and Lean, all Dell employees have the power to fundamentally change their day-to-day work processes. This results in a high degree of flexibility coupled with a team-based approach to problem solving, giving the company the capacity to respond effectively to new challenges

PACKAGING:
The Three C's of Smart Packaging Dell is implementing a plan to simplify and revolutionize computer packaging that will result in estimated savings of more than $8 million and the elimination of approximately 20 million pounds (10,000 tons) of packaging materials from 2008 through 2012. Our Dell Packaging engineering team continuously develops and reviews improved packing
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methods that use the least amount of packaging material possible, while still protecting product shipments. We want to lead the industry in this area creating a metric where one doesnt currently exist. We have a deliberate and innovative strategy to increase the sustainability of our packaging. We call it the Three C's: Cube How big is the box? Could it be smaller? Content What is the packaging made of? Could it be made of something better? Curb Is it easily recycled? In December 2008, we committed to eliminating 20 million pounds of packaging by 2012. We will do this by:

Shrinking packaging volume by 10 percent (cube) Increasing to 40 percent the amount of recycled content in packaging (content) Increasing to 75 percent the amount of materials in packaging to be curbside recyclable (curb) We have already made great progress toward our commitment. Weve reduced packaging volume by over 13 percent, surpassing the original goal of a 10 percent reduction. Thus far, we have increased the amount of recycled content in packaging by approximately 33 percent (94 percent of the way there). We have increased the amount of materials in packaging to be curbside recyclable to 57 percent. These dedicated efforts have already resulted in eliminating over 8.7 million pounds of packaging.

PRICING:

Dell Laptops for Home Users Dell Inspiron 14 Price 39,500/- Intel Core 2 duo Processor T6500, Vista home premium, 3GB DDR2 RAM, 320GB HDD, 14inch HD Display Dell Inspiron 15 Price 29,900/- Intel Core duo Processor T4200, Vista Home basic, 2GB DDR2, 250GB HDD Dell Inspiron 15 Price 36,900/- Intel Core 2 duo Processor T6500, Vista home premium, 3GB DDR2 RAM, 320GB HDD Dell Studio 15 Price 40,900/- Intel Centrino 2 Processor P8600, Vista home premium, 3GB DDR2 RAM, 320GB HDD, 15.6 720p WLED (1366768) TrueLife Display, Integrated Intel Graphics Media Accelerator 4500MHD Dell Studio 17 Price 57,900/- Intel Centrino 2 Processor P8600, Vista home premium, 4GB DDR2 RAM, 320GB HDD, 17.0 Widescreen WXGA+ (1440900) CCFL Display with TrueLife, 512MB ATI Mobility Radeon HD 3650 Dell Studio XPS 13 Price 61,900/- Intel Centrino 2 Processor P8600, Vista home premium, 4GB DDR2 RAM, 320GB HDD, 13.3 Widescreen WXGA (1280800) CCFL TFT Display, Integrated NVIDIA GeForce 9400M graphics

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Dell Studio XPS 16 Price 67,900/- Intel Centrino 2 Processor P8600, Vista home premium, 4GB DDR2 RAM, 320GB HDD, 15.6 1080p WUXGA (19201080) WLED Full HD Display, 512MB ATI Mobility Radeon HD 3670 Dell Laptops For Small Businesses Dell Vostro A840 31,500/Dell Vostro 1520 36,750/Dell Vostro 1320 39,150/Dell Vostro 1220 44,250/Dell Vostro 1200 37,250/Dell Vostro 1710 45,150/Dell Vostro A860 30,500/Dell Vostro A840 29,000/-

DEMAND GENERATION:
GLOBALLY:
Dell said today year-over-year demand for its information-technology products appears to have stabilized, and that it expects to report a slight sequential revenue increase in its fiscal second-quarter 2010, which ends July 31. The company also anticipates a modest decline in Q2 gross margins, the result of higher component costs, a competitive pricing environment, and an unfavorable mix of product and business-segment demand. Speaking in advance of a Tuesday meeting in Austin with securities and industry analysts, Brian Gladden, the companys chief financial officer, said that while demand for Dells products and services seems to have stabilized, it varies significantly by customer segment and geography. He added that Dell remains focused on optimizing liquidity, profitability and growth in the midst of a still-challenging operating environment, and is on course to reduce annual costs by more than $4 billion by the end of fiscal 2011. Reductions are coming from a combination of greater efficiencies in design and procurement, optimization of manufacturing and supply chain logistics, and ongoing reductions in operating expenses.
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The company stated that, over a longer time horizon, it will be targeting 5 to 7 percent compounded annual sales growth, operating income at or above 7 percent of revenue, and cash flow from operations exceeding net income. However, such results are dependent on

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broad global economic improvement accompanied by higher worldwide IT spending, including a sustained double-digit growth rate in demand for computer systems. We continue to believe that customers are deferring IT purchases, and that we will see demand return to more typical levels at some point, Mr. Gladden said. In the meantime, we continue focusing our energy and resources on the operating initiatives that will improve the company, and position us for future success. One of our strengths is understanding customer needs and meeting them with great technology and services. To do that best were investing to expand on existing capabilities and extend into new areas, while smartly and efficiently managing our costs and assets.

LOCALLY:
Dell once again leads the industry using the internet to further evolve its direct business model. Dell led commercial migration to the internet, by launching its website in 1994 and adding e-commerce capability in 1996. Today, Dell operates the highest volume internet commerce in the world based on Microsoft Corporation's Window NT operating system. The site accounts for about 50 per cent of Dell's overall revenue. Dell has served business, governments, large corporations and individuals in Asia Pacific since the early 1990s. Dell entered Asia Pacific in select markets and began investing in regional facilities, and management services and technical personnel in 1993, with its first operations in Japan and Australia. Currently it has direct sales operations in 13 markets in the region. In addition its distributors serve another 26 countries. At the heart of Dell's Asia Pacific operations is the Asia Pacific Customer Centre in Penang, Malaysia. The manufacturing facility opened in October 1995 and received ISO-9002 certification in July 1996 and ISO-14001 certification in November 1999. To keep up with demand in China, Dell established the China Customer Centre in August 1998. The Centre received ISO-9002 certification in June 1999 and ISO-14002 certification in September 2000. First year revenues (May 1984 to January 1985) were US$ 6.2 million and the revenues for the last year ending July 28, 2000 were US$ 28.5 billion. Net income for the fiscal year totaled US$ 1.9 billion up 27 per cent over the previous year. Revenue by geographic regions for the year were: Americas (73%), Europe (19%) and Asia Pacific (8%). Revenue by product line for the year were: Desktops (51%), Portables (30%) and Enterprise (19%). The policy statement of the GoP regarding development of IT in the country is very encouraging. The presence of a large number of computer literates and professionals indicates tremendous market potential. However, we are aiming the corporate clients. I would not like to commit on the numbers or volume of sales but Dell would follow the strategy of adding value and numbers will automatically increase. We have a network of
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distributors in Pakistan through which Dell is promoting its products. Any product which is launched/introduced in the US market is also made available in Pakistan simultaneously. Dell technology Consulting can provide implementation services to assist customers with technology and systems recommendations for their specific environments. Dell offers services that include planning, consulting, implementation and performance optimization, as well as training programmers designed to get customers up-and-running quickly with their Dell systems.

NATURAL DISASTER:
1. Business travelers lose more than 12,000 laptops per week in U.S. airports. Table 1 reports summary statistics about weekly lost, missing or stolen laptop computers within 106 airport locations. The average loss frequency among the largest U.S. airports is 286 laptops per week or 10,278 for all 36 Class B airports included in our study. The comparable frequency for the remaining large U.S. airports is 28 devices per week or 1,977 for all 70 Class C .airports included in our study.

2. Only 33% of laptops within the Lost and Found departments in airports are reclaimed.

The other 67% of subsequently found laptops that arrive in Lost and Found departments remain

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in the airport until they are disposed of. As a result, there are potentially millions of files containing sensitive or confidential data that may be accessible to a large number of airport employees and contractors.

3. Over 70% of business travelers feel rushed when trying to get on their flights and 60% worry that delays due to security checkpoints will cause them to miss their flight. The stress of rushing to catch a flight combined with the number of items business travelers typically carry (i.e., laptops, cell phones, PDAs, briefcases, luggage, etc.), creates a situation that is conducive to property loss. The rate of loss may be exacerbated by checkpoint security procedures that require passengers to separate from their personal property during electronic scanning or pat-down procedures. Bar Chart 3 reports business travelers state of mind at airports. Each bar reports the percentage
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of respondents who strongly agree or agree to each of the three attributions presented.

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GOVERNMENT DEVELOPMENT PROGRAMME:

American Recovery and Reinvestment Act Funding Overview State and Local Government Much of the funding that Congress approved in the American Recovery and Reinvestment Act (ARRA) of 2009 is being distributed to state and local governments, either through formulas or competitive grant competitions. In this section we focus on programs that can provide funding for technology and infrastructure improvements including:

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Broadband Deployment and Promotion Broadband Technology Opportunities Program Broadband Initiatives Program State Broadband Data and Development Program State Fiscal Stabilization Fund Government Services Fund State Unemployment Insurance Programs Department of Energy Department of Housing and Urban Development, Public Housing Capital Fund Community Development Block Grants Department of Justice

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Bond Programs including Build America Bonds, Qualified Energy Conservation Bonds, New Clean Renewable Energy Bonds and School Construction and Renovation

FACTORS CONDITIONS:
Dell haired more than 96,000 people worldwide in which 35% are highly qualified creative engineers,65% are trained workers and 10% are managing company. Dell Industry has state of the art latest machinery and technology to compete others in market. Raw material used are wafers that consist of 99.9% pure silicon, plastic, aluminum and copper.

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