ZTEAs one of the first Chinese telecoms equipment provider to pursue business in overseas markets, ZTE now has about 50,000 employees and 8,000 of them are working in about 100 representative offices around the world.
Since 1996, the company has provided products and services to 135 countries and regions, serving major telecoms operators in Asia Pacific, South Asia, North America, Europe, Latin America, Africa and the Commonwealth of Independent States. Through a combination of strategic marketing, product differentiation, cost advantage improvement, human resources optimization and intellectual property management, ZTE has established firm commercial partnerships with over 500 operators around the world.
With more than 33% of its workforce dedicated to R&D and with 10% of its annual revenues channeled to this field, ZTE has established 16 R&D centers and Institutes across North America, Europe and Asia.
International standards such as CMM and CMMI are strictly applied across all ZTE R&D management processes. Using these scientific management mechanisms and shared technology platforms, ZTE has standardized its R&D processes, shortened R&D periods, reduced costs, optimized design flows and guaranteed the performance of new products.
The company's commitment to innovation ensures that its products stay at the leading edge of modern communications technology.
By the end of 2007, ZTE had applied for around 12,000 national or international patents, 90% out of which were innovation patents with associated intellectual property rights.
In 2000, ZTE launched the world's first CDMA mobile phone with detachable SIM card. In 2004, the company launched the world's first CDMA-based digital trunking technology - GoTa (Global open Trunking architecture system) which included many technologies based on ZTE-owned intellectual property.
As a leading global provider of telecommunications equipment and network solutions, ZTE plays an important role in the international telecoms community. The company is an active member of more than 50 international standardization organizations and forums.
ZTE holds the position of Co-chairman in two ITU-T working groups and Editor of ITU-T standards including NGN, optical transmission and network security. As a member of 3GPP, ZTE has edited three standards involving 3G radio access networks and terminal systems. The company is also a board member of the WiMAX Forum.
ZTE has established strategic cooperation agreements with leading telecoms giants such as Portugal Telecom, France Telecom, Alcatel, Ericsson and Nortel in NGN and mobile systems, with Hutchison in 3G, and with Marconi in optical transmission systems.
The company has also established joint laboratory partnerships with Texas Instruments, Intel, Agere Systems, HHNEC, IBM, Microsoft (China), Qualcomm, Huahong NEC and Tsinghua University. The company has undertaken technological research alliance projects with 50 academic institutions throughout China, where ZTE is also a fully fledged member of the China Communications Standardization Association (CCSA).
ZTE corporate headquarters are located in Nanshan Hi-Tech Industrial Park, Shenzhen, Guandong Province, with domestic R&D centers operating in LianTang/Shenzhen, Shanghai (GSM), Nanjin, Xi' an, Chongqing, Chengdu, and Beijing (total fourteen worldwide R&D facilities). ZTE University is located in Damaisa, approximately 1.5 hours east of ZTE HQ, and provides training for both staff and clients from around the world. Latest figures (Q4 '06) estimate over 30,000 employees (Chinese & foreign); approximately 20,000 of these employees are inside China. ZTE established a United States presence in 1998. The U.S. headquarters are located in Dallas Texa.
ZTE Corporation's full range of network products cover wireless, data, optical transport, switching, video conferencing, power supply, monitoring, etc. ZTE also provides solutions in narrowband, broadband, wired and wireless products, including a ZTE branded line of mobile handsets. ZTE operates in mainland China, Bangladesh, Hong kong, the Philippines, Norway, Sweden, Portugal, Brazil, Romania, pekistan
With its independent and creative R&D capability and customer-oriented and market-driven strategy, ZTE is capable of developing and producing market-leading, first-class technologies in wireless, switching, access, optical transmission, data, handsets and telecommunications software. ZTE uses this expertise to provide end-to-end solutions tailored to the specific needs of customers around the world.
ZTE is expanding overseas. A PSTN project in Bangladesh was its first overseas project. ZTE undertook ADSL broadband access projects at 16 venues and press centers for the Olympic Games in Athens 2004. ZTE was awarded a contract from Viet Nam Railways valued at VND 1 trillion (62.5 million USD) to upgrade and modernize the railway's signal and telecommunications systems. The multi-million dollar project, with planning started in 2001, includes upgrades on three lines out of Hanoi as well as several Junctions within and around Hanoi. ZTE made headway in the international telecom market in 2006 and took 40% new global orders for CDMA networks and topped the world CDMA equipment market in 2006 by number of shipments. ZTE is installing its ZTE Class 5 soft switch system in Global e Networks' Londons Dockland telecoms hub for IP-based communications between the UK and European markets.
On March 13, 2007, Reuters reported that ZTE had received the go-ahead to sell equipment based on 3G in China from the Chinese Ministry of Information Industry.
ZTE manufacture several models of 3G mobile phone which are rebranded by Telstra for use on their NextG network in Australia. Spanish telecom company will jointly manufacture and distribute 3G mobile handsets with ZTE (and now distributes ZTE MF620). Telus Of Canada is currently offering the ZTE D90 cellphone with the innovative FastapTM keypad.
Telekom 's lowest priced phone on their new 3G-UMTS network, the XT network, is a rebranded ZTE mobile, the Telecom R6, and is compatible with both Telecom XT and Vodafone New Zealand's GSM/UMTS network.
The Philippines National Broadband Network controversy is a political affair that centers upon allegations of corruction regarding the proposed government-managed National Broadband Network (NBN) for the Philippines and the awarding of its construction to ZTE.
Norwegian telecominicasion giant Telanor, the world’s 7th largest mobile operator, banned ZTE Corp. from October 13 until March 3, 2009 from "participating in tenders and new business opportunities because of an alleged breach of its code of conduct in a procurement proceeding.”
The Federal Ethics and Anti-Corruption Commission (FEACC) of Ethiopia probed to uncover what is alleged to be a shady deal between an officer at the state-owned Ethiopian Telecomunication Corporation (ETC) and an unidentified representative of ZTE. It was recorded soliciting a two per cent kickback from the unknown ZTE staff member. In 2006,ZTE signed an agreement to provide US$1.5 billion worth of network equipment and related engineering services to Ethiopian Telecommunication Corp.
Ia dibina di atas bukit berhampiran Sungai Sarawak dengan panorama Astana Sarawak di sebelah kiri dan Kota Ford Margherita di sebelah kanannya
Menara Berkembar PETRONAS
(menurut ejaan rasmi) di
Syarikat minyak nasional
Kejadian pertama menggunakan puncak (spire) untuk meningkatkan tinggi diwartakan sesebuah bangunan adalah apabila Bangunan Chryler didirikan. Puncak tersebut dibina secara rahsia bagi membolehkan Bangunan Chrysler berdiri lebih tinggi berbanding Bangunan Bank Mahattan.
PembinaanMenara Berkembar PETRONAS dibina diatas tapak seluas 40 hektar di kawasan Segi Tiga Emas Kuala Lumpur Ia direka oleh arkitek Cesar Pelli dan disiapkan pada Mac1996.
Menara kaca dankeluli tahan karat setinggi 88-tingkat, merupakan imbasan warisan Muslim Mlaysia. Struktur asas merupakan rekabentuk yang dimajukan dari bangunan
Untuk membuat tapak Menara Berkembar PETRONAS, bumi digali sedalam 117 meter, iaitu setinggi bangunan
Menara ini mempunyai ciri-ciri keselamatan yang unik dan pertama kali digunakan di
Terdapat 12 biji lanpu disekeliling menara ini yang berkelip-kelip 24 jam sehari. Setiap satunya berharga RM15,000. Jumlah kos pembinaan Menara Berkembar PETRONAS RM270 juta
KemudahanMenara Berkembar PETRONAS
Di bawah Menara Berkembar PETRONAS merupakan kompleks membeli-belah popular, dikenali sebagai Suria KLCC
Di luar bangunan terdapat sebuah taman yang di reka bentuk oleh Pasukan Pembangunan Taman, Projek Pusat Bandar Kuala Lumpur KLCC). Di taman ini terdapat kolam air pancut, taman permainan kanak-kanak, pondok rehat galeri seni ukir dan mural.
Terdapat juga sebuah Surau yang dibina untuk kegunaan orang ramai. Surau ini didirikan berasaskan seni bina Islam dan mampu menampung sehingga 6,000 jemaah. Terdapat juga Masjid Asy-syakirin Klcc yang terletak bersebelahan dengan bangunan KLCC.
Menara Berkembar PETRONAS mempunyai laluan angkasa antara kedua menara pada tingkat 41 dan 42. Ia setinggi 170 meter dan sepanjang 58 meter. Tingkat yang sama dikenali sebagai podium kerana pelawat yang ingin pergi lebih tinggi perlu singgah untuk bertukar lif. Jambatan angkasa terbuka kepada semua tetapi perlu mengambil pas pelawat.
Pusat Konvensyen Kuala LumpurPusat Konvensyen Kuala Lumpur adalah pusat pameran dan konvensyen utama di
Maklumat Lokasi Kuala Lumpur
Status Siap dibina
Tempoh pembinaan 1992 - 1998
Kegunaan Pejabat Dibuka 31 Ogos 1999
Musnah - Ketinggian Antena/Puncak 452.0 m (1,482.9 ka)
Bumbung 378.6 m (1,242.1 ka)
Tingkat atas 375.0 m (1,230.3 ka)
Maklumat teknikal Bilangan tingkat 88 Keluasan tingkat 395,000 m²
(4,252,000 sq ft)
(1 & 2) Bilangan lif 78 (1 & 2) Kos
Syarikat-syarikat Arkitek Cesar pelli
Jurutera Thornton Tomasetti dan Ranhill Bersekutu Sdn Bhd
Kontraktor Hazama Corporation (Menara 1), Samsung Constructions dan Kukdong Engineering & Construction (Menara 2)
Antoni Gaudí
The Brooke Raj was a remarkable achievement. James Brooke had acquired the status of an independent ruler. 
Rajah James had established the Raj with the aid of remarkable few European officers. He relied ultimately on the loyalty of the Sarawak Malay Datus without whom he could not have ruled. For many years the relationship was uneasy, but by his death in 1868 he was the accepted ruler and his nephew Charles Johnson Brooke who have been the factor ruler in the Rajah declining years, inherited a stable political situation. Rajah Charles continued the practice of allowing the Malays leader a key rule in the Government of the state and a leading role in the annual supreme council and the triennial Council Negeri, the major Government advisory bodies.
If effective Government depended on the Malay and European elite, the maintenance of the peace of the state and the imposition of the Rajah Government upon the people depended on the warlike prowess of the Ibans, the most numerous of the Dayaks peoples. The Ibans were at ones at most troublesome subjects and his most loyal defenders. Independently minded chiefs would rise against the encroachment of the Government while those who had accepted Brooke rule would rally to its defense when the war-spear was sent amongst them and they could satisfy their lust for the battle in legalized raid upon its enemies. Plunder, heads and the excitement of war were their rewards and Rajah Charles reliance upon his Iban allies preserves these warlike proclivities despite his professed desire to eradicate them. For the truth Rajah Charles was he and Iban war leader and never failed to be stirred by the sight of the Great War PHARUS with their hundred or more be-feathered warriors massing at the beginning of a punitive expedition.
Brooke rule was intensely personal. It was undisputable autocratic. And yet it was popularly based. The Rajah and his European officers moved amongst the people they governed with freedom and ease. In Kuching certain formalities were honored and Brooke ceremony was composite of Malay and British traditions. The symbols of power were important, but the same Rajah who walked remote austere beneath the yellow umbrella on ceremony occasions was at all other time accessible to his people.
The Rajah suffered too from some of the disabilities of any autocratic regime. The aging Charles had his favorites and jealousies and suspicions marked each succession. Rajah Vyner was slow to adapt to the changing conditions of the twentieth century so that the native peoples were ill-prepared for the post World War 2 period, but that war and the modern period could hardly have been foreseen by the Rajah and his officers of the 1930’s administrators of the state that had existed largely in isolation for almost a hundred years. Loyalty to Raj was deeply ingrained, government was minimal and the personalities of Rajah and his officers were more important than policy. Of these personalities that of Rajah Charles was the most pervasive. If James was the founder of
This article illustration tries to recapture something of the flavor of the Raj. Its presentation sets against its informality. Against the formal photographs of the uniformed officer from the source place the Ranee Margaret relaxing on the Batang Lupar and Resident hose in conference with his warriors. Much about the Raj appears slightly ridiculous to modern eyes. The people of
With the exception of Brunie town northwest
race course and people
activity at main Bazaar from Thompson Road
( Now as Known as Merdeka Padang )
esplanade and Bandstand,Kuching
Then as now the town centre around the Chinese bazaar district situated across the river from the Brooke Astana and fort, the tone of urban life was essentially Chinese, the bazaar providing the focus for commercial and social life. Most Chinese lived above their shophouses or in boarding houses in the Bazaar, only the wealthiest Chinese and the small European group live in Bungalows outside the town area.
Kuching Leader 1910
Leading Citizens
Encik Abdullah House in Kuching 1870
St Thomas School ( now only this part has been maintain near St. Joseph Schools )
Old Museum and Rock Road
The Chinese began arriving with the establishment of Brooke Government and soon became the largest urban group especially after large-scale immigration commenced after 1870. There was also a number of
Animony Worker
Santubong Outing ( kugiran santubong )
First S.G.P Sarawak Soccer Team in 1918
The population of Kuching grew from about 6’000 in 1848 to perhaps 20’000 by 1880 and close to 30’000 by the early 1900’s. Everyday life in the town was varied. For the Chinese, the ubiquitous general’s store and sundry goods store of the Bazaar were augmented by stall and shops providing an assortment of food, drinks and entertained. Occasional Chinese WAYANGS often sponsored by opium or gambling concessionaires, helped attract both TOWKAYS and worker to the gambling stall and opium dens, then and integral part of Sarawak Chinese culture. Religious processions both Christian and traditional Chinese, the yearly racing meetings, regattas and outings to Santubong on the coast, while the
Kuching was not the only town but pictures are most easily available for the capital. Bau, Simanggang, Sibu an Bintulu were also important in the early days. In these Outstations life was generally quieter. Bau was the centre of the great mining district where Chinese and European work for gold and antimony. The Bornoe Company ltd. Even had a railroad in the Bid mine. Although an important town by the mid 1880’s, Sibu only began to suggest the modern bustling urban area with the advance of the Foochows in 1901. More typical perhaps of the smaller outstations was Marudi, and then called Claudetown with Chinese general’s stores fronting the river and the various Dayaks costumers supplying the clientele for the Chinese shopkeepers. The populations of these towns seldom exceeded a few hundred.
