The Silver League by Nadimidoddi Prasad

SEPTEMBER - 2009

WHEN 25 IS THE BEGINNING THE SILVER JUBILEE HAS A SILVER LINING. IT’S NOT ADULTHOOD BUT PERHAPS AN EVEN MORE IMPORTANT MOMENT IN THE LIFECYCLE

– IT IS THE

COMING OF AGE AND MATURITY. IT IS A TIME TO REFLECT ON ALL WORK THAT HAS BEEN, AND TO CHART THE FUTURE COURSE

PAGE NO:4

TOUCHING MILE 25 INDIAN COMPANIES WHICH LASTED TO TOUCH 25 YEARS HAVE A RARE PERSONA BUILT ON STRONG IDEALS & FOCUSED GOALS. BUT THEN THERE ARE THE FIRST GENERATION ENTREPRENEURS ALSO, LOOKING AT MILE MUCH EAGERNESS

PAGE NO:8

25 WITH

APMDC: SILVER SUCCESS

EUREKA FORBES: SILVER WATERS

ANDHRA PRADESH MINERAL DEVELOPMENT CORPORATION WAS INCORPORATED IN THE YEAR 1961 AS A WHOLLY OWNED UNDERTAKING OF THE GOVERNMENT OF ANDHRA PRADESH. THE CORPORATION

THEN IT NEVER TURNED BACK.

THE STORY OF EUREKA FORBES BEGAN 1982 AS A JOINT VENTURE BETWEEN THE FORBES GROUP AND ELECTROLUX OF SWEDEN. TODAY THE COMPANY IS RS 11,000 MILLION MULTI-PRODUCT, MULTI-CHANNEL CORPORATION PART OF THE PRESTIGIOUS SHAPOORJI PALLONJI GROUP.

PAGE NO:18

PAGE NO:32

STARTED TREADING THE PATH OF PROFITS FROM THE YEAR

1991-1992 AND SINCE

CHAIRMAN OF THE BOARD : VIVECK GOENKA, VICE PRESIDENT & HEAD- B P D : SANDEEP KHOSLA, GENERAL MANAGER : BIJU MATHEWS, DY. CHIEF MANAGER : ANTHONY DANIEL, SR. MANAGER : Y. S. VENKAT SWAMY, MANAGERS : L. FRANCIS FARIAS, A.K. SHUKLA, DY. MANAGER : VIJAY KULKARNI, EDITORIAL: CHIEF OF BUREAU : VYAS SIVANAND, REPORTERS : AMAL TEWARI, AMGUTH RAJU, DESIGN & LAYOUT : N. PRASAD, PRODUCTION & CIRCULATION : M.E.A. MUJAHID SUPPORT & CO-ORDINATION : M. NARENDER, B. NARESH, IT SUPPORT : M. HEMANT KUMAR, R. SUMAN KUMAR

SEPTEMBER - 2009

KMML: SILVER SEAS

MANGALORE UNIVERSITY: SILVER EDUCATION

MANUFACTURING TITANIUM DIOXIDE KERALA MINERALS & METALS LTD (KMML)

VENKY’S: SILVER EGGS

MANGALORE UNIVERSITY HAS GROWN

POULTRY FARMING, PLAYS A VITAL ROLE

THROUGH THE CHLORIDE ROUTE,

IMPRESSIVELY SINCE ITS INCEPTION WITH

IN RURAL EMPLOYMENT GENERATION,

162 AFFILIATED COLLEGES, TWO THE UNIVERSITY HAS ESTABLISHED A POST GRADUATE CENTRE AT MADIKERI, KODAGU DISTRICT WHERE POSTGRADUATE COURSES IN MICROBIOLOGY AND BIOCHEMISTRY ARE OFFERED.

COMBATING MALNUTRITION AND

PRODUCES VERY PURE RUTILE GRADE

CONSTITUENT COLLEGES.

TITANIUM DIOXIDE PIGMENT. THE DIFFERENT GRADES CHURNED OUT BY

KMML HAS A READY MARKET WHICH ASKS FOR MORE.

PAGE NO:48

PAGE NO:54

EMPOWERMENT OF WOMEN.

AND

EVERY SINGLE INNOVATIVE STEP TOWARDS THE TRANSFORMATION OF POULTRY INDUSTRY, WAS TAKEN BY VENKATESHWARA HATCHERIES GROUP.

PAGE NO: 64

VISAKA INDUSTRIES: SILVER RISING

KELTRON: SILVERTRONICS

CMC: SILVER SPECTRUM

VISAKA INDUSTRIES WAS ESTABLISHED

THE FIRST STATE PUBLIC SECTOR CORPORATION TO DEAL ENTIRELY

CMC LIMITED, INCORPORATED ON DECEMBER 26, 1975, AS THE ‘COMPUTER MAINTENANCE CORPORATION PRIVATE LIMITED’ IS WORLD’S LEADING IT SOLUTIONS & BUSINESS

TO MANUFACTURE CORRUGATED CEMENT FIBER SHEETS.

THE INITIAL PRODUCTION 36,000 TONS PER

CAPACITY WAS OF YEAR.

THE COMPANY THEN DIVERSIFIED

WITH ELECTRONICS IN THE COUNTRY, KELTRON WAS THE FIRST IN INDIA TO DESIGN, DEVELOP AND

INTO TEXTILE YARN MANUFACTURING.

MANUFACTURE A MICRO PROCESSOR

PROCESS OUTSOURCING ORGANISATIONS

SINCE THEN THERE HAS BEEN NO LOOKING BACK.

BASED

CARD ATTENDANCE SYSTEM AND IMPULSE CLOCK SYSTEM.

AND A SUBSIDIARY OF

PAGE NO:70

PAGE NO:74

PAGE NO:80

TATA CONSULTANCY SERVICES LIMITED (TCS LTD).

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SEPTEMBER - 2009

When 25 is the Beginning THE SILVER JUBILEE HAS A SILVER LINING. IT’S NOT ADULTHOOD

based pharmaceutical formulations

BUT PERHAPS AN EVEN MORE IMPORTANT MOMENT IN THE

company founded in 1981.

LIFECYCLE

– IT IS THE COMING OF AGE AND MATURITY. IT IS A

TIME TO PAUSE AND REFLECT ON ALL THE GOOD WORK THAT HAS BEEN, AND TO CHART THE FUTURE COURSE THE COMPANY

Strategies of the Sterling Enterprises

25 YEARS OF SUCCESS. THE FEEL IS MAGICAL, AND THE FUTURE FULL OF HOPE. IT IS A TIME

across sectors and rapid evolution of tech-

WHEN THE BUBBLY FEELING SETS IN AND THE APPEARANCE

nology and applications will significantly

CHANGES FROM DIMPLED SHYNESS TO THAT OF ‘WE MEAN

drive growth of many of the companies.

SHOULD TAKE FOR ANOTHER

BUSINESS’.

Technology adoption by companies

Most of the companies who have

crossed 25 years have been expanding nation’s future and its ability to compete in the glo

bal market depend greatly on how it generates new ideas, innovates and sustains. Today India stands

erect to face the global financial crunch with many advantages and strengths.

service offerings and entering newer geographies to strengthen their business model, reduce dependency on single location and offer end-to-end solution to their clients.

One of the key advantages is of course the fact that India is not exposed to the new and innovative financial instruments that triggered the meltdown. Key strength is the plethora of companies with solid foundations and concrete experience. India has a huge number of companies who have a robust financial record over the years; some since 100 years. Then there are companies who are celebrating their platinum jubilee and those who are celebrating their Golden. And there is the ‘young’ bunch of enthusiastic companies who are on the threshold of entering the dynamic phase of their existence. That of the passage of 25 years. These are the companies that India will have to look at carefully, while of course the people running these organizations have to be increasingly careful with their short term and long term strategies and approaches. These are the companies which face big challenges, huge expectations in trying times. “These days, it is not very difficult for a company to think of crossing 25 years, but when you look at 50 years…75 years…100 years, then it surely seems a tough task,” said Rajeev Nannapaneni, Director & COO, NATCO Pharma, a Hyderabad

SEPTEMBER - 2009

“Keltron as a company has restructured itself to be robust

According to Ashok Sinha, Chairman, Bharat Petroleum, which

enough for the next fifty years. We are in a comfortable posi-

has completed 32 years, “Bharat Petroleum realises that, in the

tion right now and with the pioneering venture like Intelligent

long run, success can only come with a total reorientation and

Traffic System which involves multiple domains and its integra-

change in approach with the customer as the focal point. To-

tion, we are sure that the next 25 years is well planned in a fu-

day, Bharat Petroleum is restructured into a Corporate Centre,

turistic approach. We are also into the defense business with a

Strategic Business Units (SBUs) and Shared Services and Enti-

Rs 60 crore deal of 300 mines with the Indian Navy which is

ties. We need to grow because the economy is growing and so

scalable to Rs 80 crores. We are also working with DRDO. We

is energy demand. We want Bharat Petroleum to get into new

are venturing into a promising future and into those technolo-

businesses and grow. In every sphere of the energy business

gies with huge potential. We are entering into Security & Sur-

there is demand, there are growth prospects.’’

veillance and we find that it is a promising future for us. We have

For GAIL (India) Limited, India’s flagship Natural Gas company

asked Ernest & Young to provide us with a thorough report on

which completed its 25th year on August 16th this year, the aim

our capabilities in the next years of becoming a Rs 1000 crore

is to further expand its core business of Natural Gas Transmis-

company. Right now we are at Rs 165 crores of which Rs 133

sion & Marketing, to capture larger share of the growing mar-

crores was till last year. We are sure to touch Rs 200 crores plus

ket.

this year,” said Captain Om Prakash Dua, Managing Director, KELTRON, which has completed 36 years. The future growth strategy for most companies would be to take the inorganic growth path.

The company wishes to move upstream to secure gas supplies for the core transmission business. Additionally, investments in petrochemicals and city gas distribution are being planned to enhance margins and increase sources of revenue.

Mergers and acquisitions will continue to remain the most

Further, the company is exploring and investing in international

preferred strategy among the companies for the near future as

opportunities with a strategic rationale of gaining international

this would be the fastest way to increase clientele, enter/ex-

presence.

pand into new geographies, increase product/service offerings and gain specialisation.

Brijmohan Lall Munjal, the Chairman, Hero Honda Motors, which completed 26 years, succinctly points out, “We pioneered

While sharing his business mantra at the company’s 36th AGM,

India’s motorcycle industry, and it’s our responsibility now to

Onkar S Kanwar, Chairman, Apollo Tyres Limited said, “Our com-

take the industry to the next level. We’ll do all it takes to reach

mitment continues to remain on three key principles in good

there. In the new millennium, we stand committed to innova-

times and downturns. One: a clear focus on marketing a healthy

tion, to change, to achieving breakthroughs… to moving for-

top and bottom-line by concentrating on profitable growth.

ward in the new century, while retaining the values that have

Growth at any cost is not the company’s way of doing busi-

been like a beacon in this journey thus far.”

ness. Mere growth is neither healthy, nor sustainable for an en-

Maruti Suzuki India Limited has, over the years strengthened

terprise. And to ensure a comfortable bottom-line, the com-

the existing practices and experimented with many new initia-

pany focuses on price and product leadership, the right prod-

tives by way of kaizens (continuous improvements) to delight

uct mix and continuous brand investment. Two: nurturing and

its customers. These initiatives ranged from product design and

adding domestic markets. For the company, India is its largest

quality to network expansion, and included new service pro-

domestic market. But the base needs to be expanded continu-

grams to meet unsaid needs of customers. The company has

ally to allow for profitable growth and guard against stagnation

retained its competitive edge by offering high quality products.

and complacency. Three years back we added South Africa and the African continent as our second domestic market. This year, we have added Europe through our acquisition of Vredestein. We will continue to expand from this base of three key domes-

SILVER JUBILEE CAN ILLUSTRATE HOW MUCH MORE NEEDS TO BE DONE

tic markets. And the third component of our business model has been an unwavering focus on cost and quality. The

In the field, the products are supported by rapidly expanding

company’s continuing attention on increasing efficiencies across

networks. The company has diverse networks for new cars,

the board and re-aligning costs to protect margins has paid divi-

spares, service, pre owned cars and so on, and all of them were

dends over the past year,”

in expansion mode last year to enable the company to get closer to the customer.

SEPTEMBER - 2009

According to R.S. Sharma, Chairman & Managing Director, NTPC, which is now 34 years old, all efforts are geared towards

Another challenge which most of these companies face is that of future competition and not getting complacent.

maximizing shareholders’ wealth in line with the best corpo-

“Any institution which starts is short of funds and has its own

rate governance practices, including sensitivity to the environ-

challenges to face. It is in phases that we build a strong enter-

ment and the society. “Optimization of cost should be integral

prise. Once that falls into place then most of what has to be

to our working. The company is participating in the entire value

conquered has been. Then it is all about sustainability and the

chain of power development to contribute to the Government’s

main challenge remains of competition. This is what happens

commitment of providing power for all by 2012. The policy and

after 25 years. Till 25, you can take shelter but after which you

legal framework in the power sector provides a platform for

are in the open. Human resource issues, adept knowledge of

growth to all the power players. We are confident that the ap-

strengths & weaknesses, contemporariness, etc are main fac-

propriate policies and guidelines shall continue to encourage in-

tors to be considered. Apart from these it is very crucial that an

vestment in the sector. The Company will also develop green field sites, expand capacity in its existing units, will add capacity through subsidiaries

SILVER JUBILEE IS WHEN THE TORCH IS PASSED TO TAIMUR RAHMAN

ANOTHER GENERATION-

and joint ventures and will also take-over viable stations to become 75,000 MW Company by 2017, thereby achieving CAGR

organisation follows a modern management method. Compe-

of 10.6 per cent whereas national CAGR works out to 9.6 per

tition too can be conquered then,” said Prof. K. M. Kaveriappa,

cent,” he said.

Vice Chancellor, Mangalore University which has completed 29

Challenges Availability of skilled human resource remains a key concern for companies. Factors impacting employee cost include demand-supply gap and high attrition rate.

years.

Innovation Strategy for the Silver league enterprises will now be to focus more on innovation and Research & Development.

Companies need to control cost by hiring freshers and train-

The drive to develop core R&D skills was, in large part,

ing them in-house, which also takes care of quality issues. Train-

prompted by the threats and opportunities presented by

ing and development will remain the key to developing skilled

globalisation. There were other reasons too like improvements

human resources for companies. Managing employee cost will

in product quality and processes, but the prime mover was the

remain a key challenge for the companies.

realisation that having innovation capabilities leading to world

Other than human resource, other challenges which neces-

class products was essential for companies to go global.

sarily affect every company, however old it may be, will be of improving governance, reducing corruption, upgrading education, checking environmental degradation and water scarcity. On an overall basis, it is integral to analyze the conditions in the fields like role of micro financing in eradicating problems of poverty and unemployment, the problems and prospects of knowledge economy, chances and challenges of outsourcing in service sector, role of insurance companies in making the future brighter and safer, aggressive retailing and millions of retailers, impact of future trading in commodities on smaller traders, reforms and changing pattern of lending and borrowing and challenges before the public sector banks. For most companies which have crossed the silver jubilee period the future course is unanimous as sounded by Anuradha J. Desai, Chairperson, Venkateshwara Hatcheries Pvt. Ltd., which has completed 38 years, “We look at the past with satisfaction and look at the future with awareness of the challenges, and try our best to meet the challenges of the future.”

SEPTEMBER - 2009

Having been around for more than 25 years, it is time for these companies to now invest in R&D. Indian companies have long been criticised for their low level

Indian companies that focus on future, rather than past, will have a chance to emerge as global leaders. To make this leap, companies have to consciously focus on

of investment in R&D, both in India and other parts of the world. This fact has prevented them from becoming serious players in global markets. Most companies spend a fraction of their sales, less than 1%, on R&D. As a result, India has often been viewed as a third-

A SILVER JUBILEE IS A TIME TO LOOK BACK AND THANK EVERY PERSON WHO HAS CONTRIBUTED

- FR

JOSEPH CARTER

world country that stumbles along by copying western products, aided by lax patent policies. The long-term objective has to be to optimally foster greater global competitiveness for Indian industry as well as to ensure faster innovation, wealth creation and overall development. Innovation is a process to achieve measurable value enhancement in any commercial activity, through introduction of new or improved goods, services, operational and organisational processes. It is a significant factor in facilitating competitiveness, improvement in market share and quality as well as reduction in costs. What began with R&D and strategy has moved to the third,

the future, than merely managing the present. Companies must evaluate what percentage of their projects is about managing the current environment and what percentage is about creating future. They must focus on creating the future, while selectively forgetting the past. Apart from facing the challenges and not being complacent, these companies will now have to focus a lot more on innovation and R&D, which are factors that will shape the future course of the country as well as the route to reach the golden, platinum and centennial phases. These companies which have already understood the value of growth with time will now have to focus more on inorganic growth. Mergers, acquisitions will be the norm and spreading

A SILVER JUBILEE IS A TIME TO PAUSE AND REFLECT ON ALL THE GOOD WORK DONE - - DENIS J. HART

boundaries will play a vital role in establishing their future. Overall, the companies that have turned 25 or have already seen 25 and are moving ahead to touch 50 will have a great responsibility of branding Indiaâ&#x20AC;&#x2122;s business in the global world

and probably the most important phase in the history of innovation in the Indian business setup. However, the most effective combination of products, R&D and strategy would bring out the best in innovation from India. The enterprises in the silver league have already set new benchmarks in services and delivery. But, the focus now has to be on innovation. These companies have indeed been innovative, but unfortunately in most cases, they have not been able to showcase this innovative trait to the world. Innovation is the path to growth and sustenance and these companies are now strongly treading that path.

Conclusion The constraints that Indian companies which have crossed the 25 year mark face are a blessing in disguise, and meeting these challenges will ensure that they become global leaders of tomorrow.

and create the countryâ&#x20AC;&#x2122;s image as a consistent and robust business platform for the world. It is a journey that is now beginning and companies who have already proven their might have a tougher challenge....to prove it again a second tenure and this time it just might be tougher, considering the expectation of the market, the economy world over, the expectations of consumers as well as that of the employees and above all the main challenge will be for the young guns to prove their might in an exceedingly demanding atmosphere of business. Only time will tell as to how many of these in the silver league will be able to touch the golden sphere, but it is certain that many of these enterprises surely have a direction of business both in the long term as well as in the short term. When companies are closing every other day due to varied global implications, these sterling enterprises have proved to be on firm ground and it surely is making the country drive in top gear in terms of growth, recognition and above all trust. â?&#x2018;

With demographic & technological changes sweeping the world, the future of business will be very different from the past.

SEPTEMBER - 2009

INDIAN COMPANIES WHICH LASTED TO TOUCH 25 YEARS HAVE A RARE PERSONA. THEY ARE COMPANIES BUILT ON STRONG IDEALS, FOCUSED GOALS, AND ROBUST VISION. BUT THEN THERE ARE THE FIRST GENERATION ENTREPRENEURS ALSO, WHO ARE TWO TO FIVE YEARS OLD AND LOOKING AT MILE 25 WITH MUCH EAGERNESS, STUDYING MARKET DYNAMICS AND STRESSING ON STRATEGIC PLANNING. THIS BUNCH OF ENTREPRENEURS, WHO HAVE COME TO FORE WITH AN IDEA, HAVE ENOUGH EXAMPLES TO LOOK AT – WITHIN AND ABROAD, BUT THE CHALLENGES ARE APLENTY AND WHILE 25 YEARS SEEM TOO LONG A TIME, THEY ARE STRUCTURING THEIR IDEALS, VISIONS AND GOALS TO LAST THAT LONG.

Today, despite all the difficulties of doing business in the country, India has become a fertile ground for breeding new entrepreneurs. The country is still holding its ground in the midst of the current global financial crisis and technological developments keep throwing up new opportunities. Investor sentiment in India has improved significantly in the first quarter of 2009, according to a survey conducted by Dutch financial services firm ING. With foreign assets growing by more than 100 per cent annually in recent years, Indian multinational enterprises (MNEs) have become significant investors in global business markets and India is rapidly staking a claim to being a true global business power, according to a survey by the Indian School of Business and the Vale Columbia Center on Sustain-

ntrepreneurs with fire in their bellies don’t last only be

able International Investment.

cause of an idea but it is when they strike the right

The skill to identify, face and solve problems is critical for all

balance between their ideas as well as the market

entrepreneurs, new and existing. In developing first-generation

needs. It is one voyage where the thrill is as much in the ride as

entrepreneurs, providing business opportunity guidance is very

in reaching the destination. One needs to build an understand-

critical. Many first -generation entrepreneurs do not have suf-

ing of the industry, a mental map of the players, recording de-

ficient knowledge and skills to identify and assess the entre-

velopments and the trends in the marketplace. Achieving pre-

preneurial opportunity. “I strongly believe that a successful com-

set goals is not just about outwitting competitors but thinking

pany is a combination of the right people and the knowledge.

in the right direction and the flexibility to change with the busi-

To hit our targets we need to keep innovating and bring in the

ness scenario.

right people to sustain and manage innovation. I believe in nur-

SEPTEMBER - 2009

turing young innovative ideas alongside experienced manage-

pigments.” Another aspect that many companies attribute their

ment who can take the concepts and turn them into fruitful

successful 25 years to, is relationship. Eureka Forbes Limited

projects,” says Raj Anand, Founder/Operations Director, Kwiqq,

(EFL)is one such example.

a social website builder, who won Europe’s Young Entrepre-

It was able to reach out to its customers in their homes, trans-

neur 2007 award by BusinessWeek.

forming the way they purify their drinking water, clean their

The Veterans

homes and the air they breathe, and secure their families so that they lead happier, healthier lives. Known to be an aggressive

25 Years represent a significant milestone in the Life of an

sales organization that brought a new way of making purchase

organisation. It is not that many organisations live to see 25,

decisions at home, Eureka Forbes pioneered the concept of

given the current economic scenarios and possibilities. There

Direct Sales in India. “We attribute our success to our most valu-

are many stakeholders - Customers, Vendors, Employees, Em-

able asset, our People, who we call Eurochamps. They have been

ployers and share holders who would be re-

and continue to be the cornerstone of our

sponsible for the Milestone 25 for an

success story.

organisation.

When Eureka Forbes started out in 1982

Says G. Saroja Vivekanand, Joint MD, Visaka

concepts like Vacuum Cleaning and Water

Industries, which has completed 25 years,

Purification were unheard of. For it to suc-

“For the last 25 years, Visaka Industries has

ceed EFL had to ensure that it reached out

been steadily growing and consistently pay-

to customers and demonstrate the prod-

ing dividends to its shareholders. Visaka has been prompt in repaying its debts to all the banks. The founder, Dr.G.Vivekanand’s vision of serving the society is met by prompt payments to its suppliers, good quality, price and service to its customers, prompt servicing of its financial obligations to its lenders, consistent dividend to its shareholders, and a company working environment along with opportunities of growth to its employees. These factors have played a vital role in the journey of Visaka.” For companies which have already crossed the 25 year mark, the going was not always smooth. The beginning of the journey has always been tough and patch in between is usually a routine affair.

ucts and explain the concepts in a manner Anant R Koppar of KTwo

that would bring out the customer’s latent

MARKET CONDITIONS SUCH AS RECESSION, COMPETITION,

need. This led to the introduction of Direct

ECONOMIC AND SOCIAL

looked back,” says Suresh L Goklaney, VC

CONDITIONS OF THE REGION

& MD, Eureka Forbes.

OR COUNTRY ADD TO THE

Long Way to Go

NORMAL HURDLES AND CHALLENGES THAT A COMPANY FACES DURING ITS JOURNEY.

GROWTH, COMPLACENCE AND SUSTAINING THE LONG TERM VISION ARE VERY IMPORTANT QUESTIONS THAT COME UP DURING THE

JOURNEY.

The role of an Entrepreneur is key to a company’s success and how they are able to live & breathe the Vision, Mission and Goals set out. Whether 25 years is a milestone is really a tough call to make due to the varied challenges of business and the complexities of the company management. Other than that, today’s young entrepreneurs really don’t think 25 years due to the numerous business possibilities that come

But the survival depends on the compe-

up during the first couple of years of the

tency of the management which is an important factor. Says K.S.Sreenivas I.A.S, Managing Director, Kerala Mineral & Met-

Selling in India and since then EFL has never

Industry incubation.

als Limited, which has also completed 25 years, “During the ini-

“Market conditions such as recession, competition, economic

tial phase of production, 1984 when the plant was commis-

and social conditions of the region or country add to the nor-

sioned to produce Titanium Dioxide Pigment, when the com-

mal hurdles and challenges that a company faces during its jour-

pany was trying to achieve full capacity, it went through some

ney. Growth, complacence and sustaining the long term vision

teething troubles. These problems, continued right into the

are some of the very important questions that come up during

1990s; but undeterred by these problems, the experienced

the 25 journey. Many times the initial team that starts the ven-

management of the company, with its own expertise from in-

ture may not be equipped with skills to run the company when

side, achieved a major breakthrough in Financial, Production,

it becomes big. The initial team often struggles to unleash and

Maintenance, and HR management. Production increased

allow others to take it forward. Every five years, the team has

gradually and the company began to develop newer grades of

to revise / revisit the strategy to adjust to the changed environ-

SEPTEMBER - 2009

ment and business situation. Any organisation has to keep re-

ership are creating a stable environment for business to grow.

inventing itself both in terms of products and services it offers.

“The potential of coming out with innovative products and the

I believe that innovation holds the key to success. It is needless

fundamentals are strong today as a macro factor. The main idea

to say that the team involved needs to be continuously moti-

has to be that products impact the common man’s life in terms

vated and passionate about the company and its objectives,”

of continuous value addition. While there is ease of getting in-

says Anant R Koppar, Chairman & CEO, KTwo Technology Solu-

formation it is important that the information is leveraged too.

tions.

While the challenge lies in low consideration of ethics in terms of enterprise, I am sure it will change with time,” he says.

India’s Growth & Inspirations

Makhija is inspired by Victor Kiam an American entrepreneur

Inspite of all possible real or imaginary odds, India today stands

who first made his fortune as the President and CEO of

as a great example of hard work, dedication, commitment, fu-

Remington Products, which he famously purchased after his

turistic thinking, by all the people involved. This exuberance has resulted in innumer-

wife bought him his first electric shaver. He once said, “Entrepreneurs are risk takers, will-

able business opportunities for entrepreneurs

I STRONGLY BELIEVE THAT A

and individuals to excel.

SUCCESSFUL COMPANY IS A

tation on the line in support of an idea or en-

COMBINATION OF THE RIGHT

terprise. They willingly assume responsibility

“When I travelled 20 years back, foreigners did not recognise or did not care about Indians. The scenario is completely changed now – there is lot of respect for us as intellec-

ing to roll the dice with their money or repu-

PEOPLE AND THE KNOWLEDGE.

TO HIT OUR TARGETS WE NEED

for the success or failure of a venture and are answerable for all its facets.”

TO KEEP INNOVATING AND

Worthy Partners

tual people. After few successful ventures I

BRING IN THE RIGHT PEOPLE.

started KTwo, a products company for de-

BELIEVE IN NURTURING YOUNG

signing and developing innovative Indian

INNOVATIVE IDEAS ALONGSIDE

in companies crossing hurdles and reaching

made products. KTwo’s Vision is to basically

EXPERIENCED MANAGEMENT

where they are, is the partners with whom

enhance the quality of Life by Building world

WHO CAN TAKE THE CONCEPTS

they worked in the initial stages.

class products and solutions through innova-

AND TURN THEM INTO FRUITFUL

tive application of Technology. We are cur-

PROJECTS

Another factor that has played a vital role

The bigger the brand one is associated with, the more robust the signature of a company becomes.

rently 2 years old with a big dream to make this company the largest products company

According to Sanjay Salil, Founder,

in India in the next 25 years,” says Koppar.

MediaGuru, a specialist consultancy vertical

The growth that India has witnessed in the

that provides a complete gamut of services

last decade or so has played a significant role

for setting up Television, Radio and other

in taking many companies to the mile 25. En-

media channels, 25 years is a long period for

trepreneurs like Koppar have drawn inspira-

a start up. “I started MediaGuru 5 years ago.

tion from successful brands like Maruti Suzuki,

Ujwal Makhija of Phonon

which has grown with India’s growth. Maruti, the pioneer of the Indian Automotive Indus-

The vision at that time was to create a new segment in the media industry, which was undergoing rapid expansion, specially in the

try has been in existence for the past 26 years. In the words of

electronic sector, to meet the prevalent need gap. We have

Managing Director Shinzo Nakanishi, 61, ‘In 1983, it was diffi-

been very fortunate to work with some of the biggest names

cult to even call home. When I got through I had to shout as the

of the industry. They have helped us gain experience as well as

line was bad. Today, Business is tough. Life is easier. Competi-

domain knowledge and we have worked as partners with them

tion is stiff and selling cars is no longer easy. Infrastructure has

rather than as clients. Through this experience we have reached

improved. Sprawling malls make shopping easier. The telecom

where we are today, as the leading media consulting firm in

network is world class. That’s the speed at which India has

Asia Pacific and among the most known globally. In 25 years

grown and that’s what it has taken for Maruti to really get where

we want to become one of the largest media houses on this

they are today.’

side of the world,” he says.

For Ujwal Makhija of Phonon, which provides telecom tech-

Koppar sites the example of Hewlett Packard (HP). “HP started

nology platforms to enterprises & content creators, India is a

many decades ago and has now become the Numero Uno even

developing and futuristic market where bureaucracy and lead-

beating IBM to the number one position. From making PC’s to

SEPTEMBER - 2009

Servers, they morphed themselves well into

men which is necessary for any start-up. Not

the Professional Services space and have now

just that, it is a balance that will see them

emerged as the biggest amongst the IT Gi-

through in the long run too.

ants. In this process of reaching a 100 Billion

These are entrepreneurs who will face the

$ Goal, they have successfully acquired many

test of time armed with not just ideas, but

companies such as Compaq, EDS, etc and

strong market understanding, flexibility, re-

have merged all the entities. The challenge

sources and partnerships. But what remains

we could see has been that many of these businesses were competitors and working on the same space and areas, but with the mergers redundant businesses were either removed or merged and presented as one entity,” he says.

to be seen in a practical view of today’s sceRaj Anand of Kwiqq

nario is that will these entrepreneurs be able

THE POTENTIAL OF COMING OUT WITH INNOVATIVE PRODUCTS AND THE FUNDAMENTALS ARE STRONG TODAY

Rural Success There are many successful entrepreneurs

AS A MACRO FACTOR.

THE

MAIN IDEA HAS TO BE THAT

in the rural market also and these are the

PRODUCTS IMPACT THE

companies which have innovative means and

COMMON MAN’S LIFE IN

ideas to sustain in a market which has not yet

TERMS OF CONTINUOUS

been tapped by others. It is in this part of In-

VALUE ADDITION.

dia where there is enough scope for expansion as the market potential and size is huge. Amith Agarwal of StarAgri, an end-to-end solution provider in

to keep up with this rare balance of two vivid aspects of living in this fast paced world with competitive elements all around. The very thought of touching the mile 25 could possibly take a lot of sheen from the balanced mindset of many, but at the end of the mile, it will be this very mix of ideas and acumen that they will have to finally thank. People, who go along with this balance will, by all means remain an integral part of the milestone. For most of the companies touching mile 25 is a dream and we surely hope that

they are well equipped. ❑

Warehousing, Procurement, Collateral Management of AgriCommodities is one such entrepreneur who has understood the rural empowerment mantra and the potential it holds if given the proper treatment. He feels that maximising customer satisfaction and earning profits on satisfactory grounds will drive them for long. They were the winner of TATA NEN Hottest Startup in 2008. “By tapping on the service aspect in the Agricultural sector and by organising this highly unorganised sector, we are making profits. Secondly we focus on building customer relationships and their satisfaction, which also helps us grow. With a very good physical network and partnerships across industry our vision is ‘Empowering Rural India’. We want to establish a brand to be expanded nationally and uplift rural India where every participant will have shining future prospects and satisfactory growth,” he says.

Conclusion While it will take another 15-20 years for most of these entrepreneurs to test the fire-in-their-bellies, one aspect surely comes to fore – that of an emergence of first generation entrepreneurs who know their business and who are ready to evolve from the conservative approach of a 9-6 job. These are people who have improvised on innovative ideas and have not relied on anybody to take it further. These are entrepreneurs who have both the innovative mind along with an equally balanced business acu-

SEPTEMBER - 2009

Silver Wheels Apollo Tyres’ has launched a cross ply commercial tyre, especially for Indian roads and vehicles, which gives customers the mileage and benefits of a radial tyre.

APOLLO TYRES LTD., FOUNDED IN 1975, WAS A PIONEER IN THE IMPLEMENTATION OF ‘SIX SIGMA’ AMONG ALL THE TYRE COMPANIES IN INDIA AND IS IN THE LIST OF TOP 15 TYRE MANUFACTURERS OF THE WORLD IN TERMS OF REVENUES. Apollo Tyres Ltd is a leading tyre manu-

pany focuses on price and product lead-

ers in India and the African and European

facturer with consolidated 1st quarter rev-

ership, the right product mix and continu-

continents. “Being able to operate on mul-

enues - taking into account Apollo Tyres’

ous brand investment,” said Kanwar.

tiple geographies seamlessly also provides

Indian and International Operations – that

Apollo Tyres’ second key principle has

the company with the financial and prod-

grew by 24% to reach a net sales of Rs

been in nurturing and adding domestic

uct flexibility that is required in a global

16.3 billion (Rs 1635 crores) from the pre-

market. For the company, India is its larg-

world,” said Kanwar.

vious year’s Rs 13.2 billion (Rs 1322 crores).

est domestic market, but the base needs

The third component in the company’s

“Our company’s continuing attention to

to be expanded continually to allow for

principle is the unwavering focus on cost

increasing efficiencies across the board

profitable growth and guard against stag-

and quality. The company’s continuing at-

and re-aligning costs to protect margins

nation and complacency. “Three years

tention on increasing efficiencies across

have paid high dividends … this has as-

back we added South Africa and the Afri-

the board and re-aligning costs to protect

sisted us in improving margins and en-

can continent as our second domestic

margins have paid high dividends over the

abled our company to remain competi-

market. This year, we have added Europe

past year.

tive,” Onkar S Kanwar, Chairman, Apollo

through our acquisition of Vredestein. For

This year, Apollo Tyres’ has launched a

Tyres had said at the AGM.

the company, this is one of the biggest

cross ply commercial tyre, especially for

challenges it has taken on. Europe is the

Indian roads and vehicles, which gives cus-

world’s most demanding and evolved tyre

tomers the mileage and benefits of a ra-

market, and to gain a foothold here will

dial tyre. The company has also entered

be a creditable achievement,” said

into partnerships with organizations like

Kanwar.

cement maker Holcim and government

Apollo Tyres’ commitment remains on three key principles; A clear focus on maintaining a healthy top and bottom-line by concentrating on profitable growth. “Growth at any cost is not the company’s way of doing busi-

The company plans to continue its ex-

agencies in Gujarat and Tamil Nadu to fur-

ness. Mere growth is neither healthy, nor

pansion from the base of these markets,

ther promote HIV-AIDS awareness and

sustainable for an enterprise. And to en-

to fully leverage its strength across geo-

community health. ❑

sure a comfortable bottom-line, the com-

graphical boundaries, benefiting custom-

SEPTEMBER - 2009

Silver Touch The biggest achievement of the Apollo Group has been of touching 10 million lives and giving hope to an entire segment of the Indian population who did not have an option.

APOLLO HOSPITALS STARTED AS A 150 BED HOSPITAL IN CHENNAI IN 1983. AND IT HAS TO BE SAID, AMIDST MUCH SCEPTICISM. INDIA IN THE EARLY 80’S WAS NOT THE EASIEST PLACE FOR PRIVATE ENTERPRISE. MOREOVER PRIVATE HEALTHCARE INSTITUTIONS WERE UNKNOWN AND THEY WERE NOT DOING CUTTING EDGE WORK.

25 YEARS LATER IT IS AN AMAZING STORY OF SUCCESS, ACHIEVEMENT AND MOST IMPORTANTLY, DREAMS REALIZED.

SEPTEMBER - 2009

As Apollo Hospitals has made colossal strides to reach where it is, more and more

training programmes & research services

establish about 100 such hospitals in the

and a host of not- for- profit projects.

next 10-15 years, in a phased manner. It already has three hospitals in Kakinada,

facets of the founding vision have turned

“At Apollo, we are ver y concerned

to reality. Today Apollo Hospitals is not just

about these growing demands, we are

one of the country’s premier healthcare

constantly planning and implementing

Apollo Hospitals has tied up with Inter-

providers but has also played a pioneer-

measures that will take care of the health

national Finance Corporation, Washing-

ing role in helping India become a center-

of tomorrow’s India. We are focusing our

ton, the private funding arm of the World

of-excellence in global healthcare.

efforts and investing our resources to-

Bank, to fund Apollo Reach Hospitals and

Madurai and Karur

The Apollo Hospitals group today in-

wards educating people on the impor-

other expansion programs of the com-

cludes over 8065 beds across 45 hospitals

tance of awareness, prevention and early

pany.

in India and overseas, neighbourhood di-

detection. We believe that this is the best

Currently, planning is in progress for

agnostic clinics, an extensive chain of

and the only enduring way to build a

Apollo Reach Hospitals at Karaikudi,

Apollo Pharmacies, medical BPO and

healthy India of tomorrow,” said Dr.

Nashik Tiruchirapalli, Nellore, and Chennai

health insurance services and clinical re-

Prathap C Reddy, the founder Chairman

in Ayanambakkam (outskirts of Chennai

search divisions that are working on the

of Apollo Hospitals at the 28th Annual

Metropolitan Area).

cutting edge of medical science.

General Meeting.

However the biggest achievement of

The projects are awaiting statutory ap-

Financials

provals for commencement of construc-

Standalone Performance

tion. These hospitals will become func-

• Turnover has gone up from Rs. 1152

tional within the next 12-18 months.

breadth of India. Of touching 10 million lives and giving hope to an entire segment

crores to Rs. 1480 crores, representing

of the Indian population who did not have

a healthy growth of 29%

the Apollo Group has been to take quality healthcare to across the length and

an option beyond limited medical infra-

•

Net profit (before extraordinary item) has gone up to Rs.122 crores from

structure.

Rs.102 crores, representing a growth of

Apollo has succeeded in being more

20%.

than just a quality healthcare provider. It has been a major player in scripting the

• Net profit (after extraordinary item) has

medical landscape of the nation. This is

gone up from Rs.102 crores to Rs.118

primarily because the group has continu-

crores, representing a growth of 16%.

ously been at the helm of several gamechanging innovations in Indian healthcare. By the start of the new millennium, Apollo Hospitals Group had become an

•

Apollo Reach Hospitals are being designed to incorporate green building concepts. These hospitals will follow Apollo standard operating protocols, thereby be fully functional from day one. Apollo Hospitals is also planning to provide effective and efficient hospital information systems combined with advanced digital technologies such as PACS, Tele radiology, Appointment of Scheduler,

The EPS increased from Rs 18.61 to Rs

Claims Xchange, Clinic Connect, Smart

19.80, representing a growth of 6%.

Card Related services, Digitization/Stor-

Apollo Reach Hospitals

age/Managing Patient health records or medical records.

integrated healthcare organization with

Apollo Hospitals has embarked upon a

owned and managed hospitals, diagnos-

new concept for taking healthcare deliv-

tic clinics, dispensing pharmacies and

ery to semi-urban and rural areas of all the

consultancy services.

states in India, under the new brand name

implementing

“Apollo Reach Hospitals” for serving the

Bhubaneswar, Vizag, Mumbai and many

increasingly health conscious populace.

other places.

In addition, the group’s service offerings include healthcare at the patient’s

New Projects Apollo Hospitals is in the process of new

projects

doorstep, clinical & diagnostic services,

Hospitals under this new brand are pro-

A project management agreement has

medical business process outsourcing,

posed to have a capacity of 100-200 beds

been signed with Ashok Birla Apollo Hos-

third party administration ser vices and

focusing on critical care and with capabil-

pital Enterprise Limited for setting up a

heath insurance. To enhance performance

ity to perform cardiac surgeries as well.

225-bed tertiary care hospital at Thane.

and service to customers, the company

The first such hospital has commenced

To enhance patient comfort, a fully au-

also makes available the services to sup-

at Karimnagar, Andhra Pradesh and is ex-

tomatic Multi Level Car Parking (MLCP) fa-

port the business of healthcare;

ceeding the expectations of the local

cility is under implementation near Apollo

telemedicine ser vices, education and

community. Apollo Hospitals is planning to

Main Hospital, Chennai.

SEPTEMBER - 2009

APOLLO HOSPITALS FEATURED AMONG THE TOP

5 IN INDIA’S MOST CARING

HOSPITALS SURVEY BY INDIA

TODAY

APOLLO HOSPITALS, CHENNAI; APOLLO called Vishwas, which caters to the

Touching lives is at the heart of the

needs of special children.

Apollo Hospitals mission. The Apollo Hospitals Group has been committed to the well being of not just patients, but society as a whole. The ultimate aim is to provide quality healthcare to all those who need it. This is the reason why the hospital has developed a sound and highly transparent management model that takes the interests of our customers, shareholders, investors, business partners, employees, communities and government bodies into account to maintain the best in corporate governance, risk management, corporate ethics and compliance. Towards this end, the Apollo Hospitals Group has started several initiatives. Initiatives like SACH, SAHI, CURE and DISHA aim to reach out and provide healthcare measures to the economically backward.

HOSPITALS, HYDERABAD AND

Corporate Social Responsibility

SACH

INDRAPRASTHA APOLLO HOSPITAL, DELHI WERE RE-ACCREDITED BY JOINT COMMISSION INTERNATIONAL (JCI),

The SAVE A CHILD’S HEART

USA IN 2009

programme was conceptualized by Apollo Hospitals with the objective of

APOLLO HOSPITALS, BENGALURU AND

providing surgical treatment to eco-

APOLLO GLENEAGLES HOSPITAL,

nomically deprived children with con-

KOLKATA WERE ACCREDITED BY JOINT

genital and other forms of pediatric

COMMISSION INTERNATIONAL, USA

heart diseases. SACH was established in 2003 at

APOLLO HOSPITALS, GREAMS ROAD,

Hyderabad, and today SACH is the larg-

CHENNAI WAS RE-ACCREDITED BY

est voluntary organization in Asia that

NABL

provides care and treatment to underprivileged children suffering from pediatric heart diseases. This initiative has touched the lives of over 50,000 children so far.

APOLLO HOSPITALS, MADURAI WAS GRANTED

ACCREDITATION BOARD FOR HOSPITALS AND

HEALTHCARE PROVIDERS) ACCREDITATION

The SACH programme commenced at Chennai in November 2006, and already, several complex surgeries have been performed, which transformed

NABH (NATIONAL

APOLLO GLENEAGLES HOSPITAL LIMITED WAS RATED

“BEST HOSPITAL” IN THE

the lives of several children with heart

EASTERN REGION OF INDIA BY “THE

ailments. More than 550 children have

WEEK” MAGAZINE SURVEY 2008.

There are a few other initiatives that

been screened and 225 surgeries have

have been undertaken by Apollo Hos-

been completed successfully here so

pitals like the free medical camp ser-

far, of which 113 surgeries were done

vice provided by the doctors from the

during the Financial Year ended on 31st

group, in association with an NGO

March 2009.

APOLLO HOSPITALS GROUP WAS AWARDED THE

“READER’S DIGEST

TRUSTED BRAND” FOR THE YEAR 2009 IN THE

HOSPITAL SERVICES CATEGORY.

SEPTEMBER - 2009

Another Joint Venture has been formed

320 Slice CT Scanner: India’s first 320

30th July 2009 by Oscar Award Winner,

with Lavasa Corporation Limited to estab-

Slice CT Scanner, the world’s most ad-

A. R.Rahman. The Apollo Children’s Hos-

lish a healthcare city at Lavasa, a hill sta-

vanced technology in diagnostic imaging.

pital is one of the finest in the country,

tion near Pune. During the past year, Apollo Hospitals has seen increased activity in executing and managing international projects despite the global economic slowdown. Some key projects are also being handled in Vienna, the Middle East, Africa and Asia.

Unique Ids for treating patients

New Initiatives Inauguration of Apollo Bramwell Hospital in Mauritius The Prime Minister of the Republic of Mauritius in Moka, Mauritius inaugurated Apollo Bramwell Hospital, a state of the art multi specialty hospital on the 19th of August 2009. This is a Joint Venture Agreement bet ween AHEL and the British

Apollo Hospitals are poised to setting

American Hospitals Enterprises Limited

another landmark, as it will be the first to

along with BAI Medical Centres Ltd., a sub-

use the government’s Unique Identifica-

sidiar y of British American Investment

tion card to maintain medical records of

Company (Mauritius) Ltd., to open Apollo

patients.

Bramwell Hospital in Mauritius. The Apollo

New Technology

Bramwell is a 200-bed setup with a scope

Over the years, Apollo Hospitals has brought into the country the best that the world has to offer in terms of technology.

complete with an NICU (Neonatal intensive-care unit), Isolation ward, three operation theatres, general ward, cheerful private rooms and tasteful suites. It has some of the most advanced technology, and other cutting-edge equipment in cardiac and neuro diagnostics. With the best possible experience drawn from the stateof-the-art Apollo Centre of Excellence for Pediatrics, this hospital is bound to take pediatric care to the next frontier in India. It has already achieved an average occupancy of 65% and it expected to break even within the next 12 months.

Pharmacies

to expand this to 350 beds. It will be tar-

During the year, 261 new pharmacies

geting patients from Madagascar,

were added to the already existing 661

Seychelles and African countries

pharmacies, making Apollo the pioneers

Apollo Dialysis Clinics

In its continuous endeavour to serve the

Apollo Dialysis Clinics, India’s premier

patients better and to bring healthcare of

out-of-hospital dialysis clinic, provides

international standards within the reach of

high-end dialysis services and is designed

every individual, it has introduced the lat-

to address specific issues that affect dialy-

est technology in its hospitals.

of India’s largest pharmacy chain with 922 pharmacies. ❑

sis care in India today. Apollo Dialysis Clin-

“AT APOLLO, WE ARE VERY

Cyber Knife System: Cyber Knife System

ics bring together the cumulative experi-

CONCERNED ABOUT THESE GROWING

is the only robotic frame free radio surgery

ence of Apollo Hospitals, which has been

DEMANDS, WE ARE CONSTANTLY

system for treatment of tumors in any part

a pioneer in offering quality dialysis to its

PLANNING AND IMPLEMENTING

of the body with sub-millimeter accuracy

patients. For over 25 years, Apollo Hospi-

MEASURES THAT WILL TAKE CARE OF

and precision.

tals has been the preferred hospital pro-

THE HEALTH OF TOMORROW’S INDIA.

viding dialysis services at over 20 hospi-

WE ARE FOCUSING OUR EFFORTS

tals in India with close to 150 machines

AND INVESTING OUR RESOURCES

Patient convenience was the paramount consideration in endorsing this system. It has been installed in February 2009

serving over 2,000 patients per year. It has

and is doing very well. So far over a 100

one of the largest teams of nephrologists

patients from India and across the world

in India – with a cumulative experience of

have benefited from Asia Pacific’s most

over 400 years in the fields of Clinical

advanced CyberKnife installed at Apollo

Nephrology, Dialysis and Transplantation.

Apollo Children’s Hospital

Speciality Cancer Hospital. Novalis Radio Surgery System: Novalis Radio Surgery system, the first of its kind in India, is one of the most powerful and versatile platforms for non-invasive, image-guided radiosurgery. It is planned in the

Apollo

Hyderabad.

Speciality

Hospitals,

Apollo Hospitals Group has stepped into the area of providing exclusive quality pediatric care in the form of Apollo Children’s Hospital. The Apollo Children’s Hospital is

TOWARDS EDUCATING PEOPLE ON THE IMPORTANCE OF AWARENESS, PREVENTION AND EARLY DETECTION.

WE BELIEVE THAT THIS IS THE BEST AND THE ONLY ENDURING WAY TO BUILD A HEALTHY INDIA OF TOMORROW,” SAID

DR. PRATHAP C REDDY, THE FOUNDER CHAIRMAN OF APOLLO HOSPITALS

a 100-bed facility situated in the vicinity of the flagship Apollo Hospitals on Greams Road, Chennai, and was inaugurated on

SEPTEMBER - 2009

Silver Success The biggest achievement of the Apollo Group has been of touching 10 million lives and giving hope to an entire segment of the Indian population who did not have an option.

THE ANDHRA PRADESH MINERAL DEVELOPMENT CORPORATION (APMDC) WAS INCORPORATED IN THE YEAR 1961 AS A WHOLLY OWNED UNDERTAKING OF THE GOVERNMENT OF ANDHRA PRADESH. THE CORPORATION FACED DIFFICULT FINANCIAL SITUATIONS UPTO 1990. THE CORPORATION STARTED TREADING ON THE PATH OF PROFITS FROM THE YEAR 1991-1992 AND SINCE THEN IT NEVER TURNED BACK. 18

SEPTEMBER - 2009

•

Identification of Best Technology and

coal block at Nuagoan Telisahi in Orissa.

dowed with rich mineral resources and

Investment for Development of Mineral

Several other projects, alliances, tie-ups

occupies 2nd place in Mineral Value Pro-

Resources.

are on the anvil and the corporation seems

duction in the Country.

The Corporation is dealing with various

to be taking new strides, on every new

The State of Andhra Pradesh is en-

The Andhra Pradesh Mineral Development Corporation Ltd., was incorporated on 24th Feb., 1961 and registered under the Companies Act 1956 with an

vendors, and the important one being the Mangampet Barytes Deposits.

On Going Projects

turn of the journey. Few of the ongoing project s that APMDC has embarked on include:

Mangampet Barytes Project

authorised capital of Rs.50 lakhs with full

Andhra Pradesh Mineral Development

The Total Reserves of Barytes is 74 Mil-

participation by Government of Andhra

Corporation Limited (APMDC) has strate-

lion Tonnes. Till now, the extraction of

Pradesh. The Authorised capital is in-

gically planned several projects for exploit-

Barytes Ore is 10 Million Tonnes. The left

creased, from time to time, to Rs. 10

ing mineral resources in various pockets of

over Barytes is 64 Million Tonnes.

Crores. The paid up capital is Rs. 630.62

Andhra Pradesh. There are several major

Lakhs. It is one of the very few state gov-

and minor works going on across, and the

ernment corporations, who have been

corporation is fully equipped for the future

paying the dividend to the Govt. every

requirements through these projects.

year.

Dwaraka Tirumala Ball Clay Project The Corporation is having Mining leases for Ball Clay in Dwaraka Tirumala village, near Bhimadole in West Godawari District.

Ever eager into entering new avenues,

The total extent of area is 36.25 acres. The

The objectives of the Corporation are:

APMDC, last year took up coal mining ac-

lease is given for working on contract ba-

•

Development of Mineral Resources in-

tivity, an area open only to the Singareni

sis.

cluding Exploration, Exploitation, and

Collieries Company Limited so far. A new

Beneficiation.

polic y, allowing this facility for the

• Development of Mineral Industries with Private Participation.

APMDC, was approved by the State Cabinet and the corporation has already se-

In Jan-2004, the minimum consideration is Rs.7 lakhs per annum with a minimum targeted production of 70,000 MTs of Clay per annum. The Clay washing plant is situ-

cured allotment of a 15-square km virgin

SEPTEMBER - 2009

Exploitation of Calcite Deposit

ated there and was given on lease basis

There has always been some or the

at a consideration of Rs.2,25,000 per an-

other activity going on with Andhra

The Corporation holds leases for Calcite

Pradesh Mineral Development Corpora-

in Visakhapatnam district. The Corpora-

Piduguralla Limestone Project

tion Ltd. While ongoing projects are tak-

tion has already initiated action to exploit

Govt. of A.P. has taken decision to grant

ing shape, the corporation has already

the deposit in Nimmalapadu by itself and

temporary permission to the APMDC to

embarked on its journey towards new

expects to produce about 24,000 MTs

arrest the illicit mining operation in

beginnings. Several new projects have

with profit of 30%.

Piduguralla area.

been envisaged by APMDC and the cor-

num.

In the process, APMDC is getting a nominal amount of Rs.3/- per MT as consideration amount.

Black Granite Project

poration is looking ahead to exploiting the

Road metal quarries

vast potential in various prominent areas

APMDC Ltd has applied for 15 quarry

within and outside the state. The new

leases for Road Metal in Ranga Reddy dis-

projects include;

trict covering a total extent of 6921 Hect-

Exploitation of Bauxite Deposits

ares. The government of AP, recognising

Government of Andhra Pradesh,

the problems related to Environment,

through a government order had reserved

Safety and pollution and also to end use

Bauxite bearing areas in Visakhapatnam

availability of material for construction in-

and East Godavari districts for exclusive

dustry, conceptualised creation of Mining

exploitation in the public sector, on 25th

zones in Rangareddy District by canceling

October 1975. All these areas fall in sched-

the Quarry lease of the private owners,

uled and forest areas. Reserves in Araku

who are not paying much attention to the

group over 2.69 sq.km consist of 54.47

safety norms. The government has

million tonnes and Chintapalli group over

granted 271.33 hectares (670.29acres) of

28.71 sq.kms consist of 491.89 million

Quarr y lease for Road Metal in mining

tonnes of metallurgical grade Bauxite. To-

zone area of Bandaravir yala, Hayath

tal reserves in both groups over an area

Nagar, Ranga Reddy and allotted the same

of 31.40 sq.kms work out to 546.36 mil-

to APMDC Ltd. The efforts are in progress

lion tonnes. The Corporation filed 25 ML

for developing the mining zone as per the

applications covering 4,775 ha.

present stipulations of the Government. The rest of the areas are yet to be granted.

on Global basis for development of Black

Exploitation of Heav y Mineral Beach Sands

Galaxy Granite Deposits over an extent of

The Corporation has already filed appli-

102.104 hectares by dividing the area into

The Corporation is having two leases for Black Granite, one is in ChoutPalli, Waradannapet, Warangal over an extent of 3.44 hectares and the second one is in Venkatrampuram, Kodur, Nalgonda over an extent of 9.90 hectares. The ChoutPalli and Venkatrampuram Quarries are being operated on contract basis.

Black Galaxy Granite The Corporation acquired leasehold right s of 286 Acres in R.L.Puram , CheemaKurthi, Prakasam. The leasehold rights were taken from Animal Husbandry Department by paying a compensation of Rs.2.56 Crores. APMDC invited Expressions of Interest

Financials

cations for grant of MLs in Visakhapatnam,

Andhra Pradesh Mineral Development

4 blocks and also for establishment of a

Vizianagaram and Srikakulam districts

Corporation Ltd (APMDC) recorded a turn-

100% Export oriented cutting and polish-

covering 156.59 sq.kms. M/s Bothli Trade

over of Rs 150 crore with a net profit of

ing unit under joint venture. The produc-

AG, Switzerland based company evinced

Rs 45 crore during 2008-2009. While the

tion envisaged is 400 CBM per hector per

interest to establish Titanium Sponge and

revenue increased significantly up from Rs

annum.

Titanium Metal Industry with an invest-

90.33 crore last fiscal, the net profit was

Devapur Limestone Mine

ment of about Rs. 4,500 crore. The GoAP

marginally higher as against the previous

As per the directions and approval of

entered into an MoU with M/s Bothli Trade

year’s Rs 43 crore.

the Government, Orient Cement trans-

AG on 18th April 2006 covering an extent

The Vice-Chairman and Managing Di-

ferred the Mining leases for Limestone

of 82.37 sq. kms and consequently the

rector of the State-owned APMDC, V.D.

over an extent of 809.38 hectares in Ralli

Corporation entered into an agreement on

Raja Gopal, in a statement said that the

Reserve Forest of Mancherial Division.

24 August 2006 with M/s Bothli. The Cor-

corporation achieved all time high barytes

The corporation in turn obtained re-

poration proposes to consider additional

production of 16.39 lakh tonnes during

newal of the mining lease over an extent

area of an extent of 33.33 sq.km subject

2008-2009. He said the corporation’s

of 210 hectares after obtaining necessary

to approval of GoAP.

profit, which was Rs.3.38 crore in 1999-

approvals under Forest and Environmen-

2000, has gone up to Rs 45 crore last fis-

tal Laws.

cal. ❑

SEPTEMBER - 2009

Silver Gifts Archies has single handedly led India’s social expression revolution. Despite the changing socio-economic sentiment and technology, Archies continues to be a link which fits every emotion related space.

BEING IN THE BUSINESS OF EMOTIONS LIKE NO ONE ELSE ARCHIES HAS BEEN MANUFACTURING AND SELLING GREETING CARDS AND OTHER SOCIAL EXPRESSION PRODUCTS LIKE GIFTS, POSTERS ETC SINCE 1979. HAVING VIRTUALLY CREATED THIS INDUSTRY ARCHIES HAS TODAY CHANGED THE WAY INDIANS EXPRESS THEMSELVES. It was in 1979 that a dream was born

changed the misconception that India was

the company issued its first public issue

when Anil Moolchandani, Chairman cum

a slow and traditional market; Archies Ex-

that was oversubscribed by four times. In

MD, Archies Limited, introduced the first

plosion at Taj Palace, New Delhi drew over

1997 the company saw another first for

range of products like songbooks, post-

10,000 people. In 1986 Archies entered

the company’s music division. In 1998

ers and leather patches.

into its first major tie up with Paramount

Archies rode high on publicity by sponsor-

cards.

ing popular programmes on MT V. This

Archies has been recognized as the strongest brand in it s categor y by

In 1987 the dream of creating an exclu-

year the company was listed on the Na-

Superbrands, an independent body com-

sive chain of Archies Gallery was realized.

tional Stock Exchange and Bombay Stock

posed of legendary advertising, market-

In 1988 the company introduced a new

Exchange.

ing, research and media professionals

chain of everyday cards that covered all

In 1999 the company’s share price with

mandated to recognize excellence in

possible occasions such as Thinking of

an original offering of Rs 70 touched a

branding and promote the discipline of

You, Thank You etc. The same year the

meteoric Rs 1400. In 2000 Archies entered

branding itself.

company also introduced the now mas-

into an association with Cry. Also in 2000,

During a visit to South East Asia, Anil

sively popular Valentine’s Day. In 1989

Archies went online. And over the last

was impressed with the exclusive greet-

Archies fulfilled its social responsibility by

three years Archies has been growing

ing card shops offering good ambience

entering into a tie up with Helpage India.

from strength to strength maintaining its

and soft backdrop music. He said, “The

In 1990 Archies became a private limited

leadership position in the social expression

card shops there were like a Raymond or

company.

industry.

Bata showroom here. If we had to retail,

In 1992 the company entered into col-

According to analysts, Archies’ franchi-

laboration with the oldest greeting card

see model contributed a great deal to its

In 1980 the company introduced greet-

company in USA, Gibson Greetings Inc. In

success. To tackle the E-Greetings threat

ing cards. In 1984 the company procured

1995 the company became a public lim-

and the increasing popularity of SMS

its first ever foreign license from Walt

ited company and came to be known as

greetings,

Disney, USA. In 1985 the company

Archies Greetings & Gifts Limited. In 1996

Archiesonline.com. ❑

we had to have a proper shop.”

Archies

launched

SEPTEMBER - 2009

Silver Fuel Bharat Petroleum is the first Public Sector Oil Company to implement Enterprisewide Resource Planning (ERP) solutions - SAP.

THE CORE STRENGTH OF BHARAT PETROLEUM CORPORATION LIMITED HAS ALWAYS BEEN THE ARDENT PURSUIT OF QUALITATIVE EXCELLENCE FOR MAXIMISATION OF CUSTOMER SATISFACTION.

THUS BHARAT PETROLEUM, THE

BURMAH SHELL, HAS TODAY BECOME ONE OF THE MOST FORMIDABLE NAMES IN THE PETROLEUM INDUSTRY. ERSTWHILE

SEPTEMBER - 2009

Burmah Shell Refineries Limited was incorporated as a private limited company

of additional capacities in the region in

become imperative to own dominant

refining and marketing.

brands. The Brand Management team at

under the Indian Companies Act on 3rd

In 1996, Bharat Petroleum went through

Bharat Petroleum endeavours to build and

November 1952, and work began on the

a process of visioning, involving people at

manage a strong brand image reflecting

marshland of Trombay at Bombay. The re-

all levels, which evolved a shared vision

Bharat Petroleum’s core values of being

finery on 454 acres of land at village Mahul

and a set of shared values. Based on this,

‘INCARE’, viz. INnovative, CAring and

went on-stream on 30th January 1955,

the company restructured itself, in a pro-

REliable. Emphasis is laid on continuously

one year ahead of schedule. Dr. S.

active move to adapt to the emerging

understanding customer behaviour, track-

Radakrishnan, Vice President of India, de-

competitive scenario. The function-based

ing their changing needs and expecta-

clared the 2.2 MMTPA (Million Metric

structure was carefully dismantled and re-

tions, and meeting these needs in the

Tonnes Per Annum) Refinery open on 17th

placed with a process-based one. This

most cost-effective manner.

March 1955. It was then the largest refin-

made the company more responsive to its

ery in India.

customer needs.

Research and Development

With this infrastructure, free India moved one step closer to self-reliance.

Bharat Petroleum realises that, in the long run, success can only come with a

On 24th January 1976, the Burmah Shell

total reorientation and change in ap-

Group of Companies was taken over by

proach with the customer as the focal

the Government of India to form Bharat

point. Today, Bharat Petroleum is restruc-

Refineries Limited. On 1st August 1977, it

tured into a Corporate Centre, Strategic

was renamed Bharat Petroleum Corpora-

Business Units (SBUs) and Shared Services

tion Limited. It was also the first refinery

and Entities. The organisational design

to process newly found indigenous crude

comprising of five customers facing SBUs,

(Bombay High), in the country.

viz. Aviation, Industrial and Commercial,

Bharat Petroleum produces a diverse

LPG, Lubricants and Retail and one asset

range of products, from petrochemicals

based SBU, viz. Refinery, is based on the

and solvents to aircraft fuel and speciality

philosophy of greater customer focus.

lubricants and markets them through its

Strategy Development

wide network of Petrol Stations, Kerosene Dealers, LPG Distributors, Lube Shoppes,

Bharat Petroleum recognises that all

besides supplying fuel directly to hundreds

strategic initiatives must conform to the

of industries, and several international and

overall vision of the Corporation and im-

domestic airlines.

prove the economic value. The Strategy

Following Nationalisation in 1976, Bharat Petroleum changed gears and embarked upon a rapid growth path. Turnover, profitability and financial reser ves grew by leaps and bounds. Massive expansion and modernisation provided a tremendous boost to the company’s per formance. Large-scale recruitment and training became critically important to meet the demands of expansion. Opening up of the Indian economy in the nineties brought with it more compe-

Development effort at the corporate level achieves better focus in the new organisational structure, besides facilitating the SBUs in developing their respective strategies that lead to an integrated Corporate Strategy. A Business Planning process has been put in place that not only provides opportunities for the SBUs to pursue their visionary goals in consonance with the Corporate Vision, but also continuously monitors trends and identifies strategic opportunities for the Corporation.

tition and challenges, kindled by the phased dismantling of the Administered Pricing Mechanism (APM) and emergence

Brand Management In the highly competitive scenario, it has

Always on the forefront to innovate, Bharat Petroleum is making distinct efforts towards Research and Development (R&D). Besides the R&D facilities at the Refinery and the Product Application Development Centre in Sewree in Mumbai, a new state-of-the-art R&D Centre is being set up near Delhi. The R&D Centre is being organised around three core groups - Process and Technology Development, Product Application Development and Environmental Engineering.

Technological Edge Bharat Petroleum is the first Public Sector

Oil

Company

implement

Enterprisewide Resource Planning (ERP) solutions - SAP. The implementation project

known

ENTRANS

(Enterprisewide Transformation) has been awarded the ‘SAP Star Implementation Award’, with Bharat Petroleum having the distinction of executing the largest and the most ambitious SAP project in India. The challenge of SAP implementation was to ensure that all the integrated elements (of the complex multi-modular integrated solutions that impact the entire workflow of the organisation) work seamlessly across the length and breadth of the country, including the remote locations. Providing online connectivity in these remote locations, given the full-fledged IT network infrastructure, was in itself a daunting task.

SEPTEMBER - 2009

Bharat Petroleum is reaping the benefits of the integrated system in many areas of its operations. The early gains of implementation are in the areas of tracking customer-receivables, monitoring creditmanagement, inventory management, besides easing the operations in a large number of areas. Furthermore, Bharat Petroleum has also set up one of the biggest ‘Centres of Excellence’ in Asia to provide online support to the end users and also work towards continuous improvement in business processes and handle product upgrades and new generation products. With SAP as the IT backbone, Bharat BPCL believes that it is equally important to give back to society. Which is

Petroleum plans to take advantage of the

why, the company believes that some of its finest achievements aren’t those

Internet based capabilities along the en-

found in its balance sheets but those, in small towns and villages spread across

tire value chain with a Customer Relation-

India. Its involvement in sharing this wider responsibility dates way back to 1984,

ship Management solution. A large data

when in pursuance with its philosophy “to give back to the society/community

warehouse project has also been imple-

our best”, the company aimed to help the people enrich their lives, be it its

mented, which facilitates access to real-

employees or their families.

time accurate information on key perfor-

BPCL initially started working in Mahul, the village located in the neighbourhood of its Mumbai refinery in 1986, with the sole reason of their

mance indicators at all Bharat Petroleum locations. ❑

social uplift. The residents of Mahul, essentially from the fishing community, were rich because they possessed marine wealth but as far as education, health, etc was concerned, they needed direction and help. BPCL volunteered and the initial success brought such gratification that immediately it adopted another village (this time an interior one) called Karjat. Developments with selfless intentions helped introspect about the future role BPCL should adopt in its aim to contribute to this effort. There after there was no looking back. As a corporate responsibility, BPCL has today adopted about 37 villages across India. This adoption included, making substantial investments for nearly a decade and a half in them to make them fully self reliant, providing them fresh drinking water, sanitation facilities, medical facilities, enhancing their income standards by imparting vocational training and agricultural innovations. However, BPCL also firmly believes that the only vehicle for raising the villagers from their present state is by educating the young and the old, a focus on providing grants for opening schools and opening adult literacy camps as well. A Herculean task indeed, which BPCL recognized and thus even sought assistance from NGO’s working around these centers in fulfilling its dream, which to many of BPCL employee’s still remains incomplete, on account of the large magnitude of work necessary in completion.

BHARAT PETROLEUM REALISES THAT, IN THE LONG RUN, SUCCESS CAN ONLY COME WITH A TOTAL REORIENTATION AND CHANGE IN APPROACH WITH THE CUSTOMER AS THE FOCAL POINT.

TODAY, BHARAT PETROLEUM IS RESTRUCTURED INTO A CORPORATE CENTRE, STRATEGIC BUSINESS UNITS (SBUS) AND SHARED SERVICES AND ENTITIES. THE ORGANISATIONAL DESIGN COMPRISING OF FIVE CUSTOMERS FACING SBUS, VIZ. AVIATION, INDUSTRIAL AND COMMERCIAL, LPG, LUBRICANTS AND RETAIL AND ONE ASSET BASED SBU, VIZ. REFINERY, IS BASED ON THE PHILOSOPHY OF GREATER CUSTOMER FOCUS.

SEPTEMBER - 2009

Silver Drive Coal India was one of the largest tax payers (Corporate Tax Rs.35.75 billion) in 2007-08 and has paid dividend of Rs17.054 Billion to the government of India in the same year.

WITH EIGHT WHOLLY OWNED SUBSIDIARY COMPANIES, OPERATING IN AS MANY STATES, CIL’S ACTIVITIES COMPREHENSIVELY COVER A TO Z IN COAL EXTRACTION, IDENTIFICATION OF COAL RESERVES, DETAILED EXPLORATION FOLLOWED BY PROJECTISATION, DESIGN AND IMPLEMENTATION OF PROJECTS AND OPTIMIZING OPERATIONS IN 465 EXISTING UNDERGROUND AND OPEN CAST MINES, 17 BENEFICIATION PLANTS AND ONE COAL CARBONIZATION PLANT ARE SOME IN CIL’S RANGE OF ACTIVITIES. Contributing around 85% of coal pro-

Indian coal at the pithead is the cheap-

duction in India, the 3rd largest coal pro-

est coal in the world. With low sulphur

ducing country, Coal India is the largest

content, Indian coal is eco-friendly. CIL’s

COAL INDIA LIMITED FORMED AS HOLDING COMPANY

company in the world in terms of produc-

business plan therefore aims primarily to

1975

tion. Employing nearly 4.25 Lakh persons

translate these strong economic funda-

it is the largest corporate employer in the

mentals of coal into prosperity for the

country and is one of the largest Compa-

country and the company.

NORTHERN COALFIELDS LIMITED (NCL) AND SOUTH EASTERN COALFIELDS LIMITED (SECL) CARVED OUT OF CCL AND WCL

nies in the country, turnover being around

Recently, after getting the necessary

Rs. 386.31 billion in 2007-08. Coal India

approval from the coal ministry, Coal In-

was also one of the largest tax payers

dia has begun discussions with the disin-

(Corporate Tax Rs.35.75 billion) in 2007-08

vestment department of the finance min-

and has paid dividend of Rs17.054 Billion

istry to divest up to 10% of government

to the government of India in the same

stake in the company.

year. Coal India Limited was formed as a holding Company with 5 subsidiaries viz. Bharat Coking Coal Limited (BCCL), Central Coalfields Limited (CCL), Western Coalfields Limited (WCL), Eastern Coalfields Limited (ECL) and Central Mine Planning and Design Institute Limited (CMPDIL), in 1975.

The coal ministry has given approval to lower the face value of its shares from Rs1,000 a share at present to Rs10 per share. The navratna firm’s equity base thus would be expanded to 631.6 crore shares from the current 6.316 crore shares. ❑

1985 MAHANADI COALFIELDS LIMITED (MCL) FORMED OUT OF SECL TO MANAGE THE TALCHER AND IB VALLEY COALFIELDS IN ORISSA. 1992 DE-REGULATION OF COAL PRICING AND DISTRIBUTION OF COAL. 2000 COAL INDIA & FOUR OF ITS SUBSIDIARIES, VIZ., NCL, SECL, MCL, AND WCL WERE ACCORDED COVETED “MINI RATNA” STATUS 2007

SEPTEMBER - 2009

Silver Homes DHFL was the first company to launch the ‘reverse mortgage’ scheme and not a day goes by without some new idea being created to maximize the inclusiveness.

DHFL IS A HOUSING FINANCE COMPANY THAT HAS TAKEN THE ROAD LESS TRAVELLED. THE JOURNEY BEGAN ON THE 11TH OF APRIL 1984. ON THIS DAY, RAJESH KUMAR WADHAWAN BEGAN HIS MISSION TO CORRECT WHAT HAD TROUBLED HIM FOR YEARS, THE SAD TRUTH THAT MOST INDIANS COULDN’T GET A HOUSING LOAN ON FAIR TERMS. THE FOUNDER CHAIRMAN SAW THE OWNING OF A HOME AS A CRITICAL ELEMENT TO THE BUILDING OF IDENTITY AND CONFIDENCE OF EVERY INDIAN.

SEPTEMBER - 2009

DHFL was only the second housing finance company to be set up in the private sector in India.

weaker section of the society form cooperatives to meet their housing needs.

DHFL has always been customer driven; in doing so it has continually innovated &

DHFL was the first company to launch

endeavored to reach out to the vast ma-

And its stated business objective was

the ‘reverse mortgage’ scheme and not a

jority of the Low & Middle income group.

to provide access to housing finance to

day goes by without some new idea be-

DHFL has been continuously introduc-

lower and middle income Indians.

ing created to maximize the inclusiveness.

ing new products and variants for its customers.

“The most fundamental and basic

Over the years, DHFL has installed cut-

amenities are food, clothing and

ting edge IT solutions to minimise the

The Company introduced “A Non-In-

shelter...the main objective is providing

chance of a deser ving person being

come Proof Scheme called ‘Samarth’ for

long term finance for purchase/acquisition

turned away.

self employed individuals and has been

of housing accommodation by persons

It has got a purpose driven team of en-

the first company to introduce a Reverse

belonging to weaker section, low and

thusiastic people who are willing to carry

Mortgage scheme called ‘Saksham’ for

middle income groups anywhere in India,”

on the founder’s vision & transform the

the senior citizens in India.

Late Rajesh Kumar Wadhawan, Founder

housing scenario in India by providing af-

Chairman had said.

fordable housing finance.

Along with housing finance, the Company provides a free Triple Protection Plan

Most experts lauded Wadhawan’s al-

Today, DHFL with its Corporate Office

to secure the interest of its customers in

truism but shook their heads at his appar-

at Mumbai & 5 Zonal offices strives con-

case of damages due to natural causes and

ent lack of business acumen.

tinually to reach out to its customers

personal accident.

Especially as in the beginning DHFL dis-

through it s ex tensive net work of 74

DHFL in association with SBI Life, ICICI

bursed funds from its own equity contri-

Branches, 78 Services Centers, 35 Camps

Lombard & ICICI Prudential also offers

bution and had a return on equity of less

managed by 7 Regional Processing offices

unique home loan linked insurance plans

than 8% at a time when the interest rates

spread across the length and breadth of

that come at premium; it provides secu-

were about 18%.

the country. DHFL has also a tie – up with

rity to the family of the borrower in the

But that is the difference bet ween

Punjab & Sind Bank, a leading Public Sec-

unfortunate event of the death of the bor-

those who see things as they are and the

tor Bank, to provide home loans to cus-

rower.

visionaries who see things as they can be.

tomers through a Joint Venture.

Financials

25 years have passed since the

DHFL has also setup up its representa-

company’s inception, on its Silver Jubilee

tive offices at London & Dubai to serve the

DHFL reported a 59.24 per cent increase

year DHFL arguably stands strong as the

increasing NRI population in these regions.

in net profit to Rs 31 crore for the quarter

third largest housing finance company &

It has also tied – up with UAE Exchange to

ended June 30, 2009, as against Rs 20

the second largest housing finance com-

offer its home loan products through the

crore in the corresponding quarter last fi-

pany in the private sector, and is still prof-

various UAE Exchange centers in the GEC

nancial year.

itably doing what its Founder intended it

countries.

to do.

A Gross Income of INR 69359.23 lacs,

The company also reported a 50.48 per cent rise in total income to Rs 213.85 crore during the period.

DHFL is now seen as the authority in

Profit After Tax (PAT) of INR 8631.83 lacs

helping the bottom of the pyramid gain

with disbursements recorded over INR

It recorded a strong growth of 102.25

security and confidence by owning a

224,054 lacs and A sset size of INR

per cent to Rs 1,056.01 crore in loan sanc-

house.

639450.93 lacs (as on 31.03.09), it can be

tions and 63.52 per cent rise to Rs 773.94

confidently said that DHFL and its vision

crore in loan disbursals for the first quar-

did make good business sense and has

ter.

The company is regularly consulted by the government and regulatory bodies. In the international arena, DHFL has been lauded by International Union for Housing, Finance, Asian Development Bank, and other premier organisations. DHFL is continuously creating opportunities for the less privileged. It helps

contributed to changing the lives of more than 300000 customers.

The firm’s outstanding mortgage portfolio as on June 30, 2009, was Rs 6379.07

DHFL is listed on BSE & NSE and has

crore as against Rs 4489.7 crore as on

been rated AA+ (CARE), FAAA (BWR) &

June 30, 2008, a grow th of 42.08 per

P1+ (CRISIL) indicating high standards of

cent.

business management.

SEPTEMBER - 2009

SILVER CIO AWARD’08 BY - CIOL DATAQUEST ENTERPRISE CONNECT AWARDS 2008 DHFL strives to build homes and

Senior Citizen Schemes: DHFL has

works towards making this entire world

exclusive fixed deposit schemes with

a happy home for people. This belief is

additional interest to help senior citi-

ingrained in each of its employees, as

zens and armed forces personnel.

they go about making a difference, in their own special way. A loan for everyone is their motto especially for the Economically Weaker Section (EWS) of society. They have provided loan subsequent to which about 100 families were handed over keys in Cochin. States like Andhra Pradesh and Karnataka are also being offered these loans. Loans were provided in co-ordination with Nagpur Improvement Trust to over 4000 residents in Nagpur. To commemorate the birth anniversary of the Late CMD Rajesh Kumar Wadhawan, DHFL conducted a nationwide Blood Donation Drive in collaboration with the Red Cross in 25 cities. The Foundation has also committed itself to facilitating education for underprivileged children. Employee Commitment to Relief: In the unfortunate event of gigantic disasters, like the Bhuj earthquake, each employee of DHFL contributes a day’s salary totally voluntarily to help in the relief.

Joint Initiatives with Concern India: DHFL is associated with Concern India Foundation & through its association it has promoted programs like: Aarambh An integrated approach to community work forms the basis of this organization in the slums of Turbhe, Navi Mumbai. The program provides children, women and youth with education, health facilities and skills training programs. Each One Teach One Underprivileged students tend to drop out of school as they are not able to cope with academics. This program addresses this need of students in two schools in rural Palghar, thus preventing drop-outs. Paramshantidham Vriddhashram The program, based in the semi-rural area of Navi Mumbai, is a home for the poor and destitute aged. It provides for their social, medical, psychological, recreational and spiritual needs.

EXCELLENCE IN DESIGN AMONG HFI’S AT PROPERTY EXPO OCTOBER’07 BY (MAHARASHTRA CHAMBER OF HOUSING INDUSTRY) 2007 EXCELLENCE IN DESIGN AMONG HFI’S AT PROPERTY EXPO APRIL’07 BY (MAHARASHTRA CHAMBER OF HOUSING INDUSTRY) 2007 SRS REAL ESTATE & INFRASTRUCTURE AWARD FOR NATIONAL EXCELLENCE (REAL ESTATE WATCH MONTHLY) 2007 AWARD OF APPRECIATION (MAHARASHTRA CHAMBER OF HOUSING INDUSTRY) 2007 BEST CUSTOMER SERVICE HFI’S PROPERTY (5TH HOUSING AND REAL ESTATE EXHIBITION) 2004 HOUSING COMPANY OF THE YEAR 2002 YOUNG ACHIEVER AWARDS (ACCOMMODATION TIMES) 2002 RASHTRA NIRMAN RATNA AWARDS 2002 UDYOG EXCELLENCE AWARDS 1995

SEPTEMBER - 2009

Silver Medicines Dr. K Anji Reddy, Founder Chairman of Dr.Reddy’s intends to provide purified drinking water to villagers across India by 2020.

ESTABLISHED IN 1984, DR. REDDY’S LABORATORIES IS AN EMERGING GLOBAL PHARMACEUTICAL COMPANY. ITS PRODUCTS ARE MARKETED GLOBALLY, WITH A FOCUS ON INDIA, US, EUROPE AND RUSSIA. DR. REDDY’S CONDUCTS NCE RESEARCH IN THE AREAS OF METABOLIC DISORDERS, CARDIOVASCULAR INDICATIONS, ANTI-INFECTIVES AND INFLAMMATION.

SEPTEMBER - 2009

As a fully integrated pharmaceutical

Through the company’s branded and

company, its purpose is to provide afford-

unbranded Global Generics business, it

able and innovative medicines through its

fulfills its purpose of providing affordable

three core businesses:

medicines to more people around the

• Pharmaceutical Services and Active In-

world by offering lower-cost alternatives

gredients, comprising Active Pharma-

to highly-priced innovator brands both di-

ceuticals and Custom Pharmaceuticals

rectly and through key partnerships.

businesses;

•

Dr Reddy’s capabilities span the entire

Global Generics, which includes

value chain – from process development

branded and unbranded generics; and

of the active pharmaceutical ingredient

• Proprietary Products, which includes

(API) to submission of the finished dosage

New Chemical Entities (NCEs), Differentiated Formulations, and Generic Biopharmaceuticals. Dr Reddy’s strong portfolio of businesses, geographies and products gives it an edge in an increasingly competitive global market and allows it to provide affordable medication to people across the world, regardless of geographic and socioeconomic barriers. Through the company’s Pharmaceutical Ser vices and Active Ingredients (PSAI) business, which comprises the Active Pharmaceutical Ingredients (API) and Custom Pharmaceutical Services (CPS) businesses, it offers IP advantaged, speedy product development and cost-effective manufacturing services to its customers – generic companies and innovators. This allows the company to help make good medicines available to more people around the world. The core strengths of its PSAI business are the state-of-the-art infrastructure, resources and skills through which it is able to offer to its customers:

• Large and diverse product portfolio • Eight FDA-inspected plants and three technology centers

• World class chemistry expertise • Robust, large-scale manufacturing capabilities

• Intellectual Property (IP) driven product development for freedom to operate

• Total, seamless supply chain management

dossier to the regulatory agencies – giv-

NATIONAL AWARD FOR EXCELLENCE IN ENERGY MANAGEMENT 2003 2003

ing the company control over the supply chain and the ability to offer high quality products at the right time and at competitive prices. Its state-of-the-art manufacturing facilities are ISO14001 and ISO9001

APPRECIATION CERTIFICATE FROM APPCB FOR MERITORIOUS PERFORMANCE TOWARDS

ENVIRONMENT PROTECTION

certified and have an excellent record of

2003

regulator y compliance. Their generics business is supported by its integrated

NATIONAL AWARD FOR EXCELLENCE IN

Product Development Infrastructure

WATER MANAGEMENT

which is dedicated to bringing new medi-

2004

cines to the market. Today, they have a strong presence both in highly regulated markets like the

NATIONAL AWARD FOR EXCELLENCE IN ENERGY MANAGEMENT

US, UK and Germany and in emerging

2004

markets, including India, Russia, Venezuela, Romania, and CIS (Belarus, Ukraine and Kazakhstan). Moreover, they are

GREENTECH ENVIRONMENT EXCELLENCE AWARD FOR

API GLOBAL BUSINESS

steadily building their presence in other key markets. Dr Reddy’s Proprietary Products business comprises NCE research, Biologics and Differentiated Formulations. In each of these areas, they are building world-class capabilities and partnerships to accelerate the discovery and development of new and improved therapies. Within their highly advanced and integrated R&D infrastructure, scientists with

2005 NATIONAL AWARD FOR EXCELLENCE IN WATER MANAGEMENT 2005 NATIONAL AWARD FOR EXCELLENCE IN WATER MANAGEMENT 2005

diverse functional expertise seek innovative solutions to medical needs in the therapeutic areas of metabolic diseases, anti-infectives and inflammatory disease. Their scientific capabilities span a wide

APPRECIATION CERTIFICATE FROM APPCB FOR ITS BEST GREEN BELT DEVELOPMENT

2007

range of areas, such as medicinal chemistry, analytical chemistry, pharmacology, genomics, clinical development, etc.. ❑

SEPTEMBER - 2009

Silver Waters Today, Eureka Forbes is ranked among India’s Most Admired Consumer Durable Companies & also one of the Best Employers in Asia.

THE STORY OF EUREKA FORBES BEGAN IN 1982 AS A JOINT VENTURE BETWEEN GROUP AND ELECTROLUX OF SWEDEN. TODAY THE COMPANY IS RS 11,000 MILLION MULTI-PRODUCT, MULTI-CHANNEL CORPORATION PART OF THE PRESTIGIOUS SHAPOORJI PALLONJI GROUP.

THE FORBES

SEPTEMBER - 2009

Pioneers & leaders in water purification systems, vacuum cleaners & air purifiers

by Aquaguard water Purification system

backed by one of the widest service net-

in 1984.

works and over 4300 company trained

and people who introduced direct selling

“Water conditions and quality keeps

technicians who make 15,000 kitchen vis-

in India, today the company is one of

changing. As leaders in water purification,

its daily, supported by call centres, cus-

Asia’s largest direct selling organisation

Eureka Forbes has solutions for every wa-

tomer care representatives & mobile ser-

with over 7,500 strong direct sales force

ter condition and for every home. Today

vice vans make us market leaders in each

touching the lives of 1.7 million Indian

Aquaguard is India’s first Superbrand wa-

of the categories we operate in. Caring for

homes across 600 cities and towns

ter purifier that enjoys the trust of over 20

the needs of the customer has led us to a

through Direct Operations in over 130 cit-

million users. Aquaguard’s range of over

better understanding of the market. The

ies and franchised direct operations in over

20 products deploys 5 different technolo-

introduction of improved products and

470 towns. The company has expanded

gies to cater to 17 diverse water conditions

features, the entire customer ser vice

channels that reach out to customers to

across the countr y. Aquaguard’s latest

model created by us and the Eurohelpline

include a 10,000 strong dealer sales net-

SMP+ technology is the first of its kind in

(24 hour helpline for customers) are all a

work and a 58 distributor strong institu-

the world. It maintains a healthy balance

result of understanding the pulse of the

tional sales network. Today, Eureka Forbes

of the natural minerals in your water. The

customer. It’s what makes Eureka Forbes

is ranked among India’s Most Admired

water is thus rich in minerals that are es-

a true leader in customer care,” says

Consumer Durable Companies & also one

sential for the development of the Human

Goklaney.

of the Best Employers in Asia.

Body. It not only gives pure and safe drink-

Euroclean Vacuum Cleaners with over

Relationships

ing water but also gives water that is

2.5 million satisfied customers are India’s

“SWEET” tasting. Patented intell e-boil-

Largest Selling Vacuum cleaners and a

The essence of the stor y of Eureka

ing+ technology ensures that every drop

Superbrand. The superior deep cleaning

Forbes since inception has been in a single

of water is as pure and as safe as water

+ technology ensure a dust mite free

word ‘Relationships’.

boiled for 20 minutes plus more. The

home and therefore healthy living. A

Relationships have made the company

Aquaguard Total RO is ideal for areas with

range a models with the widest range of

reach out to its customers in their homes,

high TDS levels. The Aquaguard Total RO+

accessories to handle almost every clean-

transforming the way they purify their

UV models have been developed for ar-

ing need makes the Euroclean unique. Eu-

drinking water, clean their homes and the

eas with changing water quality,” said

reka Forbes also brings commercial and

air they breathe, and secure their families

Goklaney.

industrial floor care products from Nilfisk

so that they lead happier, healthier lives.

Aquaguard offers complete protection

And they have encouraged the company

not only against disease causing bacteria

The company is the first to introduce in

to provide opportunities for its people to

and virus but also dangerous new age

India the state-of-the-art Euroair Air Puri-

realize the potential of their dreams.

contaminants like Lead and Pesticides.

fiers that ensures pollution free homes

Advance.

“We attribute our success to our most

As market leaders, the company does

and today it also markets the state-of-the-

valuable asset, our People, who we call

not just focus on the top end of the mar-

art Electronic Security Systems, Eurovigil.

Eurochamps. They have been and con-

ket but have made water purifiers avail-

To provide health and hygiene solu-

tinue to be the cornerstone of our success

able for everyone.

story,” says Suresh L Goklaney, VC & MD, Eureka Forbes.

The Pioneers Known to be an aggressive sales organization that brought a new way of making purchase decisions at home, Eureka Forbes pioneered the concept of Direct Sales in India. Eureka Forbes Launched India’s First Vacuum Cleaner in India in 1982 followed

tions to industrial and institutional cus-

AquaSure SureBoil range of water puri-

tomers, Eureka Forbes has now formed

fiers provides safe drinking water to

two companies called “Forbes Facility

homes even without electricity and run-

Services Limited” and “Forbes Concept

ning water. To cater to the needs of Indian

Hospitality Limited” which provide

homes at different price points, the com-

housekeeping,

pany has a range of AquaSure Power Boil

Foodservice solutions. Customers have

water purifiers available on the retail shelf

benefited from increased productivity,

too.

higher morale, lesser absenteeism and

Maintenance

and

better custom in their sites services by

Customer First

these companies.

“Unique and superior quality products

SEPTEMBER - 2009

THE COMPANY HAS BEEN A TWO TIME WINNER OF BOTH THE WELL AS THE INDIA MAKING

ASIA MAKE AS

MAKE AWARDS,

EUREKA FORBES THE

KNOWLEDGE CHAMPION IN BOTH

ASIA

Mission

toring & broadcast of air and water

To build sustainable relationship

pollution levels on Pollution Watch to

with customers, as their “Friend for

create public awareness in association

Life” by satisf ying their evolving

with NDT V television network, cel-

health, hygiene, safety and lifestyle

ebration of World Environment Day

needs through….

activities including tie-ups with the

DIGEST AWARD FOR BEST COMPLETE

National Geographic & Discover y

WATER SOLUTIONS PROVIDER AND BEST

channels, and conducting free water

DOMESTIC RO WATER PURIFICATION

tests in 16 cities across India through

SYSTEM

Its people, whose entrepreneurial spirit and ambition is fuelled by the culture of pride, learning, earning and fun. Its products and services reflect innovation, become quality benchmarks, and provide real value-formoney… Its policies and practices are fair, transparent and constantly improved to

maximise

stakeholder

satisfaction…and achieve market leadership.

AND INDIA.

EUREKA FORBES WAS GIVEN THE PRESTIGIOUS

UNESCO – WATER

our Aquachek water labs,” says Goklaney The company is actively promoting

RECENTLY THE COMPANY WAS AWARDED THE PRESTIGIOUS

GOLDEN PEACOCK

Rainwater Harvesting through semi-

AWARD FOR INNOVATION. SOME OF THE

nars, talks and consultancy that urge

OTHER AWARDS BAGGED BY THE

citizens to supplement and recharge

COMPANY ARE

ground water, improving the water

AND THE

quality & raising the water table. EFIE

MERA BRAND AWARD

SMART LIVING AWARD TIMES OF INDIA

award recognizes groundbreaking research in molecular biology & eradica-

ITS FLAGSHIP BRANDS IN WATER

tion of water borne diseases. Pollution

PURIFICATION AND CLEANING CATEGO-

CSR Activities

control camps & initiatives with medi-

RIES,

“For years together Eureka Forbes

cal associations for the prevention &

has become a name synonymous

cure of respiratory diseases.

AQUAGUARD AND EUROCLEAN,

HAVE BOTH BEEN ELEVATED TO

SUPERBRAND STATUS AND HAVE

with selling but we go beyond selling.

Eureka Forbes in association with

It is our firm belief that unpolluted

Mumbai Fire Brigade have launched

water & air is the birthright of every

Jagrut Mumbaikar - - An initiative to

Indian and with this vision we set up

spread awareness on how alertness

the Eureka Forbes Institute of Environ-

amongst citizens can help counter ter-

ment (EFIE). The institute promotes

rorism, curb crime and control domes-

CUSTOMER STUDY CONDUCTED BY

awareness about conser vation &

tic violence so that one can…Be Se-

READER’S DIGEST.

management of natural water & air re-

cure for Sure.

MAINTAINED THEIR PREMIER POSITION IN THE MARKET DESPITE INTENSE COMPETITION.

AQUAGUARD WAS ALSO CHOSEN

AS A

PLATINUM BRAND IN A PAN-ASIA

sources. Our endeavors include moni-

SEPTEMBER - 2009

Joint Venture

made in India, for India,” says Goklaney.

for customers. Customers can also reach

In order to tap global opportunities,

Similarly, entire generations who grew

us through Call Centres, SMS short codes

Eureka Forbes has tied up with another

up drinking water from the Tap had to be

and our website for obtaining information

giant in the world of Direct Sales - Lux

educated on how 80% of diseases are

and logging service requests. Our prod-

International of Swit zerland - and

water borne and you need a complete

ucts are backed by a vast and efficient

formed a Joint Venture called Forbes

water purification system to keep your

ser vice net work across India,” says

Lux Group which now has a footprint

family safe from Water Borne Diseases. All

Goklaney.

across several countries in Asia, Europe,

this was done by the Eurochamp who ex-

Middle East and South America.

plained the concepts to the consumers in

Eureka Forbes Institute of Environment

Challenges When Eureka Forbes started out in 1982

his home.

•

Promotes awareness about conservation & management of natural water &

Infrastructure

air resources

•

Monitors and broadcasts air pollution

concepts like Vacuum Cleaning and Wa-

“We have built state of the Art R& D

ter Purification were unheard of. For it to

facilities that match some of the best in

levels on Pollution Watch in association

succeed EFL had to ensure that it reached

the world. The Aquadiagnostics Water

with NDTV television network to cre-

out to customers and demonstrate the

Laboratory at Bangalore is recognized by

ate public awareness

products and explain the concepts in a

Karnataka State Pollution Control Board

• World Environment Day activities includ-

manner that would bring out the

and Water Quality Association (WQA) -

ing tie-ups with the National Geo-

customer’s latent need. This led to the in-

USA and accredited by ‘National Accredi-

graphic and Discovery channels

troduction of Direct Selling in India and

tation Board for Testing and Calibrating

since then EFL has never looked back.

Laboratories’(NABL), India. We have also

“An Indian home that believed in relegating the cleaning chores to the house help was made to understand the need for deep cleaning. It was educated on the fact that every gram of dust could contain over 19000 allergy causing invisible dust mites. So while normal cleaning could be left to

set up 16 Aquachek laboratories across the country that can test water samples for biological Contamination. We

ing to supplement and recharge groundwater

age, whereby our prod-

research in molecular biology & eradi-

uct s can now be pur-

cation of water borne diseases

chased on the net,” says

• World Water Day spreads awareness of water borne diseases

Goklaney. The company’s CRM

ing, Indian homes needed a

that was

Actively promotes Rainwater Harvest-

• EFIE award recognises groundbreaking

model integrates multiple

deep cleaning+

•

have entered the internet

tools to ensure that its

Vacuum Cleaner with

ter tests in 14 cities across India

Physical, Chemical and Micro-

the maid, for a healthy livVacuum cleaner – Euroclean

• Aquachek water labs conduct free wa-

•

to check water quality samples in India

•

Customers have a unique

dedi c ated Helpline

Pollution control camps and initiatives with medical associations for the pre-

experience across all touch points. “We have a

Water-testing kits provided to UNICEF

vention & cure of respiratory diseases

•

Seminars on water related subjects sponsored; grants and scholarships for environmental research initiated

• Euro-Enviro Quiz - the first national environment-focused quiz for school children

• Painting competitions, training sessions and forums in schools & colleges

Taste of Success “One of the reasons for the success of Suresh L Goklaney, VC & MD, Eureka Forbes

the company has been its belief. The de-

SEPTEMBER - 2009

sire and the vision to provide happy,

To make safe drinking water available to

healthy and pollution free environment

consumers in the furthest corners of In-

that is built on trust and lasting relation-

dia, a rural channel has been opened to

ships with our customers. Not just direct

cater to the need of rural masses through

sales, today Eureka Forbes with a strong

stand alone as well as community water

customer base of over 10 million happy

systems. Towards this end EFL is

families is a dominant leader in each of the

partnering with World Vision India.

product categories we are present in,” says Goklaney. Pivotal to the success of the company

REACHING 25, LOOKING AT 50 “For 27 years Eureka Forbes has been on the forefront of bringing in the change in the way Indians shop. Not many of us had ever foreseen

The company has also set up the first

purchasing concepts that were new

RO Plant in Manikpuram along with World

to us viz. – Vacuum Cleaners, Water

Vision.

Purifiers and Air Purifiers. The

have been its innovative people manage-

Eureka Forbes has secured five patents

Eurochamp, the friendly man from Eu-

ment practices. It has the distinction of

and has 30 pending patent applications,

reka Forbes exposed us to them. Now

being number four in the Best Employers

38 design registrations and 216 trademark

over 10 Million families across trust the

in India list and amongst the top 10 three

applications, covering a range of tech-

brands Euroclean, Aquaguard and

times running.

nologies, products and components.

Euroair. Moving from here, we real-

“Our manufacturing capabilities have

“Our recently inaugurated Dehradun

ized that as market leaders, it is our

multiplied manifold in the last 27 years and

plant is the first ‘Green Manufacturing

duty to ensure ever y child in India

today we have manufacturing facilities are

Plant’. It has been built in accordance with

grows on pure drinking water.

strategically located at Bhimtal, Baddi,

the standards laid down by LEED, the in-

AquaSure water purifiers introduced

Dehradun, Bangalore and Meghalaya.

ternational environment audit foundation.

by us did just that and will continue to

They are state of the art facilities equipped

The plant is equipped to harness solar en-

lead this movement.

with Water Labs to check the water qual-

ergy and harvest rainwater. It has the ca-

With a mastery over understand-

ity of Aquaguard. Aquamall, a fully owned

pacity to manufacture one million water

ing water conditions and purification

subsidiary of Eureka Forbes is the first ISO

purifiers of various specifications. It also

technologies, we are a one stop shop

9001 and 14001 Certified Company in the

harbors the largest UV water purification

to all drinking water needs. The re-

business of Water Purification Systems,”

systems production capacity in the

positor y of knowledge and under-

says Goklaney.

world,” says Goklaney.

standing in house will bring in direc-

The company’s products are ISI certified

The company has tied up with GE, USA,

and meet the most stringent quality stan-

for manufacture of Home RO membranes.

dards.

This facility is one of its kind in India. Its

Eureka Forbes is taking giant leaps

RO products come equipped with Mem-

in water purification solutions ideal for

branes from this facility.

– Rural India, Point of Entry systems

Aquamall has even obtained CE Marking certification for its product, which enables the company to sell these products

tional changes to the Water Purification business.

Recently the company has signed a five-

for buildings and even solutions for

in the European Market.

year, end-to-end business transformation

masses. Our Endeavors with World

Recent Activities

and

Vision in the hinterlands of India is a

information

technology

(IT)

outsourcing agreement with IBM, the deal

step in the same direction.

“Our vision to provide happy, healthy

is based on a unique risk-reward model

Home security is a categor y na-

and pollution free environment that is built

and will help Eureka Forbes achieve

scent to India. Eureka Forbes is work-

on trust and lasting relationships with our

growth by aligning its IT to business strat-

ing towards its vision to provide a

customers continues to be our guiding

egy.

Happy, Healthy and Safe living to In-

light. In recent times we have forayed into Developing New Markets and New tech-

Financials

Not just in India but our expertise

nologies. The company is working on path

Starting with a humble turnover in 1982,

breaking technology that will make drink-

today Eureka Forbes is a Rs 11,000 million

ing water safe and affordable for villagers

enterprise and growing at a CAGR of

at 10 paise a litre,” says Goklaney.

14% .❑

dia. in our area of Business is now being recognized world over. Eureka Forbes shall consolidate its position across the globe as well,” says Goklaney.

SEPTEMBER - 2009

Silver Bytes The 3 decade old enterprise, founded in 1976, is one of India’s original IT garage start ups.

HCL IS A LEADING GLOBAL TECHNOLOGY AND IT ENTERPRISE WITH ANNUAL REVENUES OF US$ 5 BILLION. THE HCL ENTERPRISE COMPRISES TWO COMPANIES LISTED IN INDIA, HCL TECHNOLOGIES AND HCL INFOSYSTEMS. HCL’s range of offerings span R&D and

tions and innovations. Ever since HCL en-

Technology Services, Enterprise and Ap-

tered into an alliance in 1970s, partnerships

plications Consulting, Remote Infrastruc-

and HCL have been inseparable. Bonds

ture Management, BPO services, IT Hard-

have been forged with partners to co -

ware, Systems Integration and Distribution

create value. Strong inorganic growth is a

of Technology and Telecom products in

testimony to the spirit of partnerships.

India.

HCL’s in-depth knowledge of Unix led

INDIA’S MOST PREFERRED PERSONAL

The HCL team comprises 60,000 pro-

to the development of a fine grained multi-

COMPUTER BRAND BY CNBC

fessionals of diverse nationalities, operat-

processor Unix in 1988, three years ahead

AWAAZ CONSUMER AWARD 2007

ing across 26 countries including 500

of Sun and HP. Along with the swiftly

points of presence in India. HCL has glo-

growing software technology industry,

INDIA’S ‘NO. 1 PC VENDOR’

bal partnerships with several leading For-

HCL, which was hitherto known as the

CONSECUTIVELY FOR SIX YEARS.

tune 1000 firms, including several IT and

pioneer in modern computing made the

Technology majors.

advent into software development. HCL’s

HCL AMONG THE TOP 3 IT COMPANIES FOR THE LAST

3 YEARS, DQ &

The TIME magazine has referred to HCL

R&D was spun off as HCL Technologies in

as an “intellectual clean room where its

1997 to mark their advent into the soft-

IDC,BEST EMPLOYER SURVEY, ‘BEST

employees could imagine endless possibili-

ware services arena. Today, HCL sells more

EMPLOYER

ties”. The fact is, over the last thirty years

PCs in India than any other brand, runs

that HCL has been operational, the com-

Northern Ireland’s largest BPO operation,

pany has stood by its values and core phi-

and manages the network for Asia’s larg-

losophy. Fueled by the entrepreneurial

est stock exchange network apart from

FASTEST GROWING TECHNOLOGY

zeal of its founders, HCL developed the

designing zero visibility landing systems to

COMPANIES IN ASIA PACIFIC’ BY

first indigenous micro-computer in 1978,

land the world’s most popular airplane.

‘DELOITTE & TOUCHE’

at the same time as Apple. Since then, HCL

And this it does across 23 countries and

has had a 3 decade rich history of inven-

across 360 service locations in India. ❑

TOP 50 FASTEST GROWING TECHNOLOGY

COMPANIES IN INDIA & ‘TOP 500

SEPTEMBER - 2009

Silver Flares Since inception, GAIL has been the undisputed leader in the marketing, transmission and distribution of Natural Gas in India.

GAIL (INDIA) LIMITED, IS INDIA’S FLAGSHIP NATURAL GAS COMPANY, INTEGRATING ALL ASPECTS OF THE NATURAL GAS VALUE CHAIN (INCLUDING EXPLORATION & PRODUCTION, PROCESSING, TRANSMISSION, DISTRIBUTION AND MARKETING) AND ITS RELATED SERVICES.

SEPTEMBER - 2009

1.2 MMTPA of LPG and other liquid hy-

In a rapidly changing scenario, GAIL is

drocarbons

spearheading the move to a new era of clean fuel industrialisation, creating a

• North India’s only gas based integrated

quadrilateral of green energy corridors

Petrochemical complex at Pata with a

that connect major consumption centres

capacity of producing 4,10,000 TPA of

in India with major gas fields, LNG termi-

Polymers

nals and other cross border gas sourcing points. GAIL is also expanding its business

• 1,922 km of LPG Transmission pipeline network with a capacity to transport

to become a player in the International Market. Since inception, GAIL has been the undisputed leader in the marketing, transmission and distribution of Natural Gas in

3.8 MMTPA of LPG

• 27 oil and gas Exploration blocks and 3 Coal Bed Methane Blocks

•

India. As India's leading Natural Gas Major, it has been instrumental in the development

•

Currently, GAIL sells over 70% (excluding internal usage) of Natural Gas in the

It has adopted a Gas Management Sys-

• •

Today, GAIL’s Business Portfolio includes:

GAIL has been entrusted with the re-

•

CRACKER PROJECT · GAIL ACQUIRES STAKE IN

A7 MYANMAR BLOCK. GAIL’S

VIJAIPUR-KOTA PIPELINE COMMISSIONED · GAIL BRINGS INDIA’S FIRST SPOT LNG CARGO AT

DAHEJ.

2006-07

uity participation in three Egyptian com-

15 OF THE WORLD’S LARGEST LISTED GAS

panies: Fayum Gas Company SAE, Shell

UTILITIES FIRMS IN THE OIL AND GAS

CNG SAE and National Gas Company

INDUSTRY, IN TERMS OF MARKET

Stake in China Gas Holding to explore opportunities in the CNG sector in mainland China

•

ASSAM GAS

· GAIL WAS RANKED 11TH AMONG TOP

CAPITALISATION, FOR THE YEAR

2005.

· INAUGURATION OF THE NATIONAL GAS MANAGEMENT CENTRE (NGMC) OF GAIL AT NOIDA.

A wholly-owned subsidiary company

2005-06

GAIL Global (Singapore) P te Ltd in Singapore

History GAIL (India) Ltd. (erstwhile Gas Author-

trunk pipeline with a capacity to carry

ity of India Ltd), India’s principal gas trans-

148 MMSCMD of natural gas across the

mission and marketing company, was set

country

up by the Government of India in August

FORMED FOR IMPLEMENTING

City Gas sectors in Egypt through eq-

• 6,700 km of Natural Gas high pressure

• 7 LPG Gas Processing Units to produce

VENTURE COMPANY LED BY GAIL,

Established presence in the CNG and

SAE.

Rajasthan, Madhya Pradesh, Delhi,

Tripura.

CRACKER AND POLYMER LIMITED- JOINT

nal at Dabhol as well as sourcing LNG

shippers, customers, transporters and

Tamil Nadu, Andhra Pradesh, Assam, and

PANVEL PIPELINE. · BRAHMAPUTRA

sponsibility of reviving the LNG termi-

and provide a seamless interface between

Har yana, Uttar Pradesh, Maharashtra,

PATA. · COMMISSIONING OF DAHAJ-

for supplying Piped Natural Gas (PNG)

minal in Kerala

and delivery of gas in a co-mingled form

GAIL is present in 11 states, i.e., Gujarat,

TPA AT THE PETROCHEMICAL COMPLEX

Lucknow, Bhopal, Agartala and Pune,

minal and the upcoming Kochi LNG Ter-

tem to handle multiple sources of supply

suppliers.

Joint venture companies in Delhi,

• Participating stake in the Dahej LNG Ter-

est of companies to mega power and fertilizer plants.

PLANT WITH A CAPACITY OF 100,000

the transport sector

tomers across India on long-term Gas These customers range from the small-

telecom service providers

and Compressed Natural Gas (CNG) to

tor and 30% to the fertilizer sector.

Sales Agreements.

HDPE (HIGH DENSITY POLYETHYLENE)

to households and commercial users,

country. Of this, 41% is to the power sec-

Natural Gas from domestic sources to cus-

· MECHANICAL COMPLETION OF NEW

highly dependable bandwidth for

Mumbai, Hyderabad, Kanpur, Agra,

of the Natural Gas market in the country.

Totally, GAIL supplies 60 MMSCMD of

13,000 km of OFC network offering

1984 to create gas sector infrastructure for

· INCORPORATION OF GAIL GLOBAL SINGAPORE PTE. LTD. · GAS MANAGEMENT

SYSTEM COMMISSIONED FOR HVJ,

DVPL AND SGPL. · COMMISSIONING OF

SOUTH GUJARAT PIPELINE NETWORK. 2004-05

SEPTEMBER - 2009

· GAIL HAS AN INITIAL SUCCESS IN THE FORM OF SIGNIFICANT GAS FIND IN THE BLOCK

A-1 IN MYANMAR AND

DISCOVERY OF

OIL AND GAS IN THE

CAMBAY BLOCK.· GAIL SUCCESSFULLY GAIL believes that corporate responsibilities go beyond the financial, to non-financial areas such as community development and

SECURES PARTICIPATION IN COMPANIES IN

2 RETAIL GAS

EGYPT, FAYUM GAS

nation building. Conducting business responsibly is central to its phi-

COMPANY AND SHELL CNG. · VIZAG-

losophy. Community improvement, undertaken in consultation with

SECUNDERABAD LPG PIPELINE, THE 580

local groups (Gram Panchayats, Revenue Offices, Collectors, State or District authorities, school teachers and principals), is an integral part of all its corporate activities. As a national company, GAIL have given CSR its due importance with the creation of a portfolio dedi-

KM PIPELINE WITH A MAXIMUM THROUGHPUT OF

1.16 MMPTPA

COMPLETED IN JUNE

cated to funding and helping various social causes and working to-

2003.

2003-04

wards strengthening the relationship between the Government and citizens. GAIL also supports solutions for rural development and for reducing socio-economic disparities. The company has committed 1% of the company’s net Profit Af-

· GAIL PICKS UP 12% EQUITY IN GSEGS 156MW POWER PROJECT IN GUJARAT AS A STRATEGIC INVESTMENT.

ter Tax (PAT) of the previous financial year to CSR programmes. These

· MARKETING FUNCTION IS RESTRUC-

are spread across three levels National, Zonal and Work Centre.

TURED AND DECENTRALIZED AT

Whereas the National and Zonal programmes are executed by the Corporate or Zonal Offices, the Work Centre programmes are carried out at the Work Centre itself, and are allocated 75% of the overall CSR budget. Its social welfare programmes come under the

LEVELS.

ZONAL

· GAILTEL PHASE-I COMMIS-

SIONED, CREATING AN

OFC BASED

DWDM NETWORK CONNECTING DELHI-

Special Component Plan (SCP) and Tribal Sub Plan (TCP) of the Gov-

MUMBAI, DELHI-JAIPUR, DELHI-

ernment of India.

AHMEDABAD, DELHI-VIJAIPUR,

GAIL is one of the few companies that has fulfilled the reservation target for employment to Scheduled Castes / Scheduled Tribes and physically challenged persons. The major areas that it works, deal with raising awareness levels and enacting efficient measures to help empower India’s physically challenged. GAIL evaluates its performance by the triple bottom line - social, environmental, and financial success.

MEERUT-AGRA. 2001-02 · GAIL CONCEPTUALIZES A NATIONAL GAS GRID TO CONNECT THE SUPPLY AND DEMAND CENTRES WITH HIGH PRESSURE CROSS-COUNTRY PIPELINES NETWORKS.

2000-01

SEPTEMBER - 2009

• GAIL has promoted Joint Venture Com-

tribution networks, and prepare the pre-

panies in Delhi, Mumbai, Hyderabad,

liminary techno economic feasibility report

The 2800-km Hazira-Vijaipur-Jagdishpur

Kanpur, Agra, Lucknow, Bhopal, and

for infrastructure development.

(HVJ) pipeline became operational in 1991.

Pune, for supplying Piped Natural Gas

The MoU also envisages to identify in-

During 1991-93, three LPG plants were

(PNG) to households and commercial

dustrial clusters for distribution of natural

constructed and some regional pipelines

users, and Compressed Natural Gas

gas as fuel and to determine modus oper-

acquired, enabling GAIL to begin its re-

(CNG) to the transport sector

andi for setting up of joint ventures by GAIL

sustained development of the natural gas sector in the country.

gional gas distribution in various parts of

• GAIL has a participating stake in the Dahej Terminal and the upcoming Kochi

India.

Terminal in Kerala

GAIL began its city gas distribution in Delhi in 1997 by setting up nine CNG sta-

• GAIL has a participating interest in TNGCL, Tripura

tions, catering to the city’s vast public transport fleet.

• GAIL has an equity stake in GSEG Power Plant, Gujarat

In 1999, GAIL set up northern India’s only petrochemical plant at Pata.

•

in Kerala. The GAIL board has also approved laying of the 1,114-km Kochi–Kanjikkod– Mangalore-Bengaluru pipeline at an estimated investment of Rs 3,032 crore. The project would implemented in t wo phases.

GAIL’s Joint Venture with NTPC,

In Phase I, the company would lay a 94-

GAIL became the first Infrastructure

Ratnagiri Gas & Power Pv t. Limited

km pipeline from Kochi to Alwaye cover-

Provider Category II Licensee and signed

(RGGPL), seeks to revive the LNG ter-

ing Udyogmandal, Binannipuram and

the country’s first Service Level Agree-

minal at Dabhol Power Project with an

Ambalamedu at an investment of Rs

ment for leasing bandwidth in the Delhi-

equity infusion of Rs.500 crores

267.50 crore. Phase I is scheduled to be

Vijaipur sector in 2001, through its telecom

MoU

completed by 2011-12.

business GAILTEL.

GAIL (India) and Kerala State Industrial

In Phase II, it would lay a 1,018- km pipe-

In 2001, GAIL commissioned the world’s

Development Corporation Limited (KSIDC)

line from Alwaye to Kanjikkod, Kanjikkod

longest and India’s first Cross Country LPG

signed a memorandum of understanding

to Mangalore and Kanjikkod to Palakkad

Transmission Pipeline from Jamnagar to

for natural gas infrastructure and city gas

covering Thrissur, Kottakal, Kozhikode,

Loni.

distribution in Thiruvananthpuram.

Kannur, Mangalore and Palakkad.

GAIL today has reached new milestones

GAIL CMD BC Tripathi said the MoU

The project would involve laying of

with its strategic diversification into Pet-

aimed to develop natural gas infrastruc-

pipelines from Palakkad to Bengaluru cov-

rochemicals, Telecom and Liquid Hydro-

ture and city gas distribution.

ering Coimbatore and Salem. Phase II, at

carbons besides gas infrastructure.

This apart, it would develop the use of

The company has also extended its

eco-friendly fuels and promote a joint ven-

presence in Power, Liquefied Natural Gas

ture for domestic, industrial and transport

re-gasification, City Gas Distribution and

sectors in Kerala.

Exploration & Production through equity and joint ventures participations. Incorporating the new-found energy into its corporate identity, Gas Authority of India was renamed GAIL (India) Limited

The two organisations would initiate a joint exercise for immediate assessment of the demand potential of natural gas and allied products in the state. Besides, the cooperation is based on

on November 22, 2002.

the strategy of awareness, prevention and

Joint Ventures in India

implementation to work towards the goal

• GAIL with 70% equity participation is the lead promoter of BPCL(Brahmaputra Cracker and Polymer Limited),a Joint Venture Company between GAIL, Government of Assam, OIL(Oil India Limited) and NRL(Numaligarh Refinery Limited).

of green environment. GAIL would use its technical and commercial expertise to evaluate the energy demand in the state. GAIL and KSIDC would conduct technoeconomic studies based on demand po-

Rs 2,764.50 crore, is scheduled to be completed by 2012-13.

Stake in China State-run gas utility Gail India may take a stake in the $1.95-billion gas pipeline that China is building for ferrying natural gas found off the Myanmar coast. “We have received a proposal for joining the project. We are examining the prospects,” Gail CMD BC Tripathi said. China National Petroleum Corp (CNPC) is laying a 870-km pipeline in Myanmar to transport gas found in blocks A-1 and A3 to mainland China. CNPC has offered 49.9% stake to the consortium developing gas fields in blocks A-1 and A-3. ❑

tential, including pipelines and city gas dis-

SEPTEMBER - 2009

Silver Ride Hero Honda has consistently grown at double digits since inception; and today, every second motorcycle sold in the country is a Hero Honda.

THE JOINT VENTURE BETWEEN INDIA’S HERO GROUP AND HONDA MOTOR COMPANY, JAPAN HAS NOT ONLY CREATED THE WORLD’S SINGLE LARGEST TWO WHEELER COMPANY BUT ALSO ONE OF THE MOST SUCCESSFUL JOINT VENTURES WORLDWIDE.

SEPTEMBER - 2009

During the 80s, Hero Honda became

understand its customers and deliver

the first company in India to prove that it

value at different price points, but has also

was possible to drive a vehicle without

created a loyal community of brand am-

polluting the roads. The company intro-

bassadors.

duced new generation motorcycles that

Having reached an unassailable pole

set industry benchmarks for fuel thrift and

position in the Indian two wheeler mar-

low emission. A legendary ‘Fill it - Shut it -

ket, Hero Honda is constantly working

Forget it’ campaign captured the imagi-

towards consolidating its position in the

nation of commuters across India, and

market place. The company believes that

Hero Honda sold millions of bikes purely

changing demographic profile of India,

on the commitment of increased mileage.

increasing urbanization and the empow-

Over 20 million Hero Honda two wheel-

erment of rural India will add millions of

ers tread Indian roads today. These are

new families to the economic mainstream.

almost as many as the number of people

This would provide the growth ballast that

JOINT COLLABORATION AGREEMENT WITH HONDA MOTOR CO. LTD. JAPAN SIGNED

in Finland, Ireland and Sweden put to-

would sustain Hero Honda in the years to

SHAREHOLDERS AGREEMENT SIGNED

gether!

come. As Brijmohan Lall Munjal, the Chair-

1983

Hero Honda has consistently grown at

man, Hero Honda Motors succinctly

double digits since inception; and today,

points out, “We pioneered India’s motor-

every second motorcycle sold in the coun-

cycle industry, and it’s our responsibility

try is a Hero Honda. Every 30 seconds,

now to take the industry to the next level.

someone in India buys Hero Honda’s top

We’ll do all it takes to reach there.’’

-selling motorcycle – Splendor. This festive

CSR

season, the company sold half a million two wheelers in a single month—a feat unparalleled in global automotive history.

pride in its stakeholder relationships, es-

its three globally benchmarked manufacturing facilities. Two of these are based at Dharuhera and Gurgaon in Haryana and the third state of the art manufacturing

RATED

1984 FIRST MOTORCYCLE “CD 100” ROLLED OUT

Hero Honda Motors takes considerable

Hero Honda bikes currently roll out from

HERO HONDA MOTORS LTD. INCORPO-

pecially ones developed at the grassroots.

1985 100,000TH MOTORCYCLE PRODUCED 1987

The Company believes it has managed to

NEW MOTORCYCLE MODEL - “SLEEK”

bring an economically and socially back-

INTRODUCED

ward region in Dharuhera, Haryana, into

1989

the national economic mainstream.

500,000TH MOTORCYCLE PRODUCED

facility was inaugurated at Haridwar,

An Integrated Rural Development Cen-

Uttrakhand in April this year. These plants

tre has been set up on 40 acres of land

together are capable of producing out 4.4

along the Delhi-Jaipur Highway. The Cen-

million units per year.

tre-complete with wide approach roads,

INTRODUCED

clean water, and education facilities for

1,000,000TH MOTORCYCLE PRODUCED

Hero Honda’s extensive sales and service network now spans over 3000 customer touch points. These comprise a mix

both adults and children-now nurtures a vibrant, educated and healthy community.

of dealerships, service and spare points,

The Foundation has adopted various

spare parts stockist and authorized rep-

villages located within vicinity of the Hero

resentatives of dealers located across dif-

Honda factory at Dharuhera for integrated

ferent geographies.

rural development. This includes:

Hero Honda values its relationship with customers. Its unique CRM initiative - Hero

• Installation of deep bore hand pumps to provide clean drinking water.

Honda Passport Program, one of the larg-

• Constructing metalled roads and con-

est programs of this kind in the world, has

necting these villages to the National

over 3 million members on its roster. The

Highway (NH -8).

program has not only helped Hero Honda

1991 NEW MOTORCYCLE MODEL - “SPLENDOR”

1994 HERO HONDA’S 2ND MANUFACTURING PLANT AT GURGAON INAUGURATED 1997 2,000,000TH MOTORCYCLE PRODUCED 1998 NEW MOTORCYCLE MODEL - “CBZ” INTRODUCED

1999

• Renovating primary school buildings and SEPTEMBER - 2009

providing hygienic water and toilet fa-

batches comprising of nearly 625 women

cilities.

have been trained in tailoring, embroidery

• Ensuring a proper drainage system at

and knitting. The Company has helped

each of these villages to prevent water-

women trained at this centre to set up a

logging.

production unit to stitch uniforms for Hero

• Promoting non-conventional sources of energy by providing a 50 per cent subsidy on biogas plants.

Other key projects taken up by the Foundation include:

Honda employees. Interestingly, most of the women are now self-employed.

Adult Literacy Mission This Scheme was launched on 21st September, 1999, covering the nearby villages

Raman Munjal Vidya Mandir

of Malpura, Kapriwas and Sidhrawali. The

The Raman Munjal Vidya Mandir began

project started with a modest enrolment

4,000,000TH MOTORCYCLE

with three classes (up to class II) and 55

of 36 adults. Hero Honda is now in the

PRODUCED

students from nearby areas. It has now

process of imparting Adult Literacy Cap-

2000

grown into a modern Senior Secondary,

sules to another 100 adults by getting vil-

CBSE affiliated co-educational school with

lage heads and other prominent villagers

NEW MOTORCYCLE MODEL - “PASSION” INTRODUCED

over 1200 students and 61 teachers. The

to motivate illiterate adults.

school has a spacious playground, an ultra-modern laboratory, a well-equipped audio visual room, an activity room, a well-stocked library and a computer centre.

Raman Munjal Memorial Hospital Multi-specialty hospital equipped with the latest diagnostic and surgical technol-

Marriages of underprivileged girls

ONE MILLION PRODUCTION IN ONE SINGLE YEAR

5,000,000TH MOTORCYCLE PRODUCED

Marriages are organized from time to time, particularly for girls from backward classes, by the Foundation by providing financial help and other support to the families.

Rural Health Care

2001 BECOMES THE FIRST INDIAN COMPANY TO CROSS THE CUMULATIVE 7 MILLION SALES MARK

SPLENDOR HAS EMERGED AS THE WORLD’S LARGEST SELLING MODEL FOR THE THIRD CALENDAR YEAR IN A ROW

ogy. The Raman Munjal Memorial Hospi-

Besides setting up a modern hospital,

tal provides healthcare to the rural popu-

the Foundation also regularly provides

2003

lation in and around Dharuhera, and also

doorstep health care services to the local

caters to accident and trauma victims driv-

community. Free health care and medical

HERO HONDA BECAME THE WORLD NO. 1 COMPANY FOR THE THIRD

ing along the Delhi-Jaipur highway.

camps are now a regular feature in the

CONSECUTIVE YEAR

Hero Group’s community outreach pro-

CROSSED SALES OF OVER 2 MILLION UNITS IN A SINGLE YEAR, A GLOBAL

Raman Munjal Sports Complex The Raman Munjal Sports Complex has

gram. ❑

RECORD

HERO HONDA’S EXTENSIVE SALES

basketball courts, volleyball courts, and

AND SERVICE NETWORK NOW

hockey and football grounds are used by

ball and basket ball, in collaboration with

3000 CUSTOMER TOUCH POINTS. THESE COMPRISE A MIX OF DEALERSHIPS, SERVICE AND SPARE POINTS, SPARE PARTS

National Sports Authority of India.

STOCKIST AND AUTHORIZED

the local villagers. In the near future, sports academies are planned for volley

Vocational Training Centre pecially women, Hero Honda has set up a

RENEWED

SPANS OVER

REPRESENTATIVES OF DEALERS LOCATED ACROSS DIFFERENT

In order to help local rural people, es-

JOINT TECHNICAL AGREEMENT

GEOGRAPHIES.

TOTAL SALES CROSSED A RECORD OF 10 MILLION MOTORCYCLES

2004 HERO HONDA IS THE WORLD NO. 1 FOR THE 5TH YEAR IN A ROW 2006

Vocational Training Centre. So far 26

SEPTEMBER - 2009

Silver Leader In December 2006, Infosys became the first Indian company to be added to the NASDAQ-100 index and became the only Indian company to be part of any of the major global indices.

INFOSYS TECHNOLOGIES LTD. (NASDAQ: INFY) WAS STARTED IN 1981 BY SEVEN PEOPLE WITH US$ 250. TODAY, THEY ARE A GLOBAL LEADER IN THE “NEXT GENERATION” OF IT AND CONSULTING WITH REVENUES OF OVER US$ 4 BILLION. Infosys defines, designs and delivers

Infosys has a global footprint with over

bal Pulse 2008. The company was listed

technology-enabled business solutions

50 offices and development centers in In-

on Forbes’ Asian Fabulous 50 for the

that help Global 2000 companies win in a

dia, China, Australia, the Czech Republic,

fourth consecutive year.

Flat World.

Poland, the UK, Canada and Japan. Infosys

Infosys is also a five-time Global MAKE

and its subsidiaries have 103,905 employ-

Winner and one of only two Indian com-

ees as on June 30, 2009.

panies amongst global leaders to have

Infosys also provides a complete range of services by leveraging their domain and business expertise and strategic alliances with leading technology providers. Infosys’ offerings span business and technology consulting, application ser-

Infosys takes pride in building strategic

won the award in 2008.

long-term client relationships. Over 97%

The company was one of the first to

of our revenues come from existing cus-

develop and deploy a global deliver y

tomers.

model and attain SEI-CMMI Level 5 certifi-

vices, systems integration, product engi-

The company’s history is marked by a

neering, custom software development,

series of firsts. It was the first Indian com-

maintenance, re-engineering, indepen-

pany to list on a US stock exchange and

It manages growth by investing in infra-

dent testing and validation services, IT in-

the first Indian company to do a POWL in

structure and by rapidly recruiting, train-

frastructure services and business process

Japan.

ing and deploying new professionals.

outsourcing.

cation on its offshore and onsite operations.

In December 2006, it became the first

Infosys has 44 global development cen-

Infosys pioneered the Global Delivery

Indian company to be added to the

ters, the majority of which are located in

Model (GDM), which emerged as a disrup-

NASDAQ-100 index and became the only

India.

tive force in the industry leading to the rise

Indian company to be part of any of the

of offshore outsourcing. The GDM is

major global indices.

based on the principle of taking work to

Infosys was recently also listed on The

the location where the best talent is avail-

Global Dow. Infosys was also ranked No.

able, where it makes the best economic

14 among the most respected companies

sense, with the least amount of accept-

in the world by Reputation Institute’s Glo-

It also has development centers in Australia, Canada, China, Japan, Mauritius, and at multiple locations in the United States and Europe. ❑

able risk.

SEPTEMBER - 2009

Silver Foundations J. K. Cement Ltd. is one of the largest cement manufacturers in Northern India. They are also the second largest white cement manufacturer in India by production capacity.

J.K. CEMENT IS AN AFFILIATE OF THE J.K. ORGANISATION, WHICH WAS FOUNDED BY LALA KAMLAPAT SINGHANIA. THE J.K. ORGANISATION IS AN ASSOCIATION OF INDUSTRIAL AND COMMERCIAL COMPANIES AND HAS OPERATIONS IN A BROAD NUMBER OF INDUSTRIES. The organisation’s cement operations

tons per annum of grey cement. Their

Karnataka within the next few months (as

commenced commercial production in

white cement plant was completed in

on Aug 2009), and expand operations to

May 1975 at their first plant at Nimbahera

1984 with a capacity of 50,000 tons. Con-

more locations. The Karnataka plant is

in the state of Rajasthan. At Nimbahera,

tinuous modifications to the plant in-

being undertaken through the company’s

the company started a single kiln with a

creased it s production capacity to

subsidiary, Jaykaycem. The company has

production capacity of 0.3 million tons. It

300,000 tons by September 30, 2005.

already begun prospecting for limestone

added a second kiln in 1979 with produc-

J. K. Cement Ltd. is one of the largest

deposits in Orissa, and Uttaranchal and

tion capacity of 0.42 million tons, and a

cement manufacturers in Northern India.

that the company was looking to expand

third kiln in 1982 with a production capac-

They are also the second largest white

outside of its home base, Rajasthan. JK

ity of 0.42 million tons. The company

cement manufacturer in India by produc-

Cement has four units in Rajasthan, three

added a precalciner with a capacity of 0.4

tion capacity. While the grey cement is

of which are grey cement units, with an

million tons in 1988, which increased its

primarily sold in the northern India mar-

aggregate capacity of 5.2 million tons per

capacity at Nimbahera to 1.54 million tons.

ket, white cement enjoys demand in the

annum, and the upcoming greenfield unit

During the years 1998 through 2003,

export market including countries like

in Karnataka has a capacity of 3.5 million

the company continued to implement

South Africa, Nigeria, Singapore, Bahrain,

tons. There is a crowding of cement units

modifications to each of their kilns, which

Bangladesh, Sri Lanka, Kenya, Tanzania,

in the north-west and central regions of

increased their aggregate capacity at

UAE and Nepal. Its access to high quality

the countr y, which has prompted the

Nimbahera to 2.8 million tons as of Sep-

limestone reserves that are suitable for

company to look at the eastern part of

tember 30, 2005. The company commis-

production of white cement provides the

the country.

sioned a second grey cement plant at their

company with a competitive advantage.

Mangrol plant in 2001, with a production capacity of 0.75 million tons. By Septem-

Today

ber 30, 2005, the company had an aggre-

JK Cement is expecting to commission

gate production capacity of 3.55 million

its grey cement plant at Bagalkot, north

For the quarter ended June 30th, 2009, the company’s net Sales /Income from operations were 42,834.54 lakhs as compared to Rs 34,352.41 during the same period last year. ❑

SEPTEMBER - 2009

Silver Seas KMML is the only fully integrated Titanium Dioxide plant in the world

MANUFACTURING TITANIUM DIOXIDE THROUGH THE CHLORIDE ROUTE, KERALA MINERALS & METALS LTD (KMML) PRODUCES VERY PURE RUTILE GRADE TITANIUM DIOXIDE PIGMENT. THE DIFFERENT GRADES CHURNED OUT BY KMML UNDER BRAND NAME KEMOX HAS A READY MARKET WHICH ASKS FOR MORE. THE COMMENDABLE WORK IN RESEARCH BY THE R&D DEPARTMENT HAS ALSO HELPED KMML TO ADD MORE COLOURS TO ITS PORTFOLIO.

SEPTEMBER - 2009

The histor y of the beaches of Sankaramangalam and nearby areas is inextricably intertwined with the history of the precious beaches and KMML. Pre-

(towards zero waste technology) for building purpose.

Growth

cious, as was discovered in 1909 by the

During the initial phase of production,

German scientist Dr. Schomberg who

as the company was trying to achieve full

found traces of monazite in the sand

capacity, it went through some teething

flakes on the imported coir from

troubles. These problems, continued right

Sankaramangalam. The beaches with a

into the 1990s, But undeterred by these

wealth of rare earth minerals became the

problems, the experienced management

centre of scientific attraction.

of the company, with its own expertise

By 1932, a visionary private entrepre-

from inside, achieved a major break-

neur established the F. X. Perira and Sons

through in Financial, Production, Mainte-

(Travancore) Pvt. Ltd, the forerunner to

nance, and HR management. Production

KMML. During the course of time, KMML

increased gradually and the company be-

changed hands three times over. In 1956

gan to develop newer grades of pigments.

CONSTRUCTION OF PLANTS STARTED AT SANKARAMANGALAM, KOLLAM 1979 R&D RECOGNITION FOR KMML LABORATORY BY DSIR

it was taken over by the state government

“In 1998, we introduced the technology

and was placed under the control of the

of supported combustion in one of the

industries department. The unit was sub-

critical plants, and several innovative ca-

COMMISSIONED WORLD’S FIRST

sequently converted as a limited company

pacity enhancement techniques in various

INTEGRATED TITANIUM DIOXIDE PIGMENT

in 1972 by the name of ‘The Kerala Miner-

associated plants in a continuous manner

PLANT

als and Metals Ltd.’

with our own R&D efforts; resulted higher

1983

1984

In 1974 a letter of Intent was obtained

capacity utilization and improved quality

from the Government of India for produc-

year by year. The company could achieve

ing 48000 MT per year of Rutile grade Ti-

the production capacity of 22,000 MT of

tanium dioxide pigment using Chloride

Titanium dioxide during 1999-2000 and

LAUNCHED FOR THE FIRST TIME IN INDIA, RUTILE GRADE TITANIUM DIOXIDE PIGMENT - KEMOX RC-822

Route Technology. Construction of Tita-

gradually increased the capacity. Remark-

1984

nium Dioxide Pigment Plant started in 1979

able changes in management practices

and the facility was commissioned in 1984.

along with innovation made KMML to

Initially the installed capacity of the Tita-

achieve the highest profit making PSU in

nium Dioxide Plant was 22000 MT per

Kerala,” said K.S.Sreenivas I.A.S, Manag-

year. KMML is the only fully integrated Ti-

ing Director, KMML.

tanium Dioxide plant in the world with

The production during 2008-09 was

Mining of Raw sand, Mineral separation,

35,518 MT of Titanium Dioxide. The turn

Ilmenite Beneficiation, Acid Regeneration,

over of the company has moved up to Rs.

Titanium Tetrachloride and Titanium Diox-

464 crore during 2008-09 and registered

ide manufacturing facility. KMML has

a quantum growth of 33% compared to

made an indelible mark in the fields of

the immediate previous year. Considering

mining, mineral processing and value ad-

the prevalent global economic crisis and

dition. The company is India’s first and

the slowing down of the market this at-

only manufacturer of Rutile grade Titanium

tains significant importance in the indus-

Dioxide by chloride route. KMML also

trial growth of Kerala.

manufactures mineral sand like Ilmenite, Natural Rutile, Zircon, and intermediate

Ongoing Projects

product like Synthetic Rutile (Beneficiated

During October, 2008 the Government

Ilmenite), Titanium tetrachloride, and con-

of Kerala sanctioned 3 major cost reduc-

verting the waste iron oxide in to bricks

tion projects for implementation viz.,

LAUNCHED ANOTHER GRADE OF TITANIUM DIOXIDE PIGMENT – KEMOX RC800 AND PLASTIC GRADE PIGMENT – KEMOX RC-800 PG 1992 WON THE FIRST NATIONAL AWARD FOR IN-HOUSE R&D EFFORTS IN INDUSTRY FOR TECHNOLOGY ABSORPTION 1992 LAUNCHED ANOTHER IMPROVED GRADE PIGMENT – KEMOX RC-822SG (RENAMED AS KEMOX RC-802) 1998 COMMERCIAL PRODUCTION OF IRON OXIDE BRICKS FROM WASTE IRON OXIDE 1998

Projects for separation of Minerals at an

SEPTEMBER - 2009

BYPASS SYSTEM IN BOTH STREAMS AND SUPPORT COMBUSTION IN OTHER STREAMS COMMISSIONED.

1999 KMML is taking all possible efforts for the health aspects of employees and there families and the local public. Efforts to meet the green house gas emission requirements as per the KYOTO protocol - a green campus campaign program is also in progress. The company is also concerned with the local people’s uplift,(as a part of social responsibility/ commitment) i.e. distribution of clean drinking water to the public, Financial assistance for Rural Electrification under Grama Jyothy program, Rural Drainage scheme, Health Care assistance, local Infrastructure Development, extended help to the neighboring schools for the purchase of Furniture, organizing Sports meet, setting up of Library ,Supply of Uniform ,and help for Computer Education to the local schools by providing computers from the company. The company also provides Construction Material and funds for building Temples, Churches, and Mosques of the locality. KMML is planning to install Magnetic Drum Separators in the nearby area and operate the same by local people and kudumbasree units. “Dredging activities in Kayamkulam will help hundreds of fishermen of that area,” said Sreenivas. GREEN (Grooming Rational approach towards Eco-friendly Enterprise and Nature) KMML, a novel green initiative to enhance a pronature consciousness among its employees was launched in the month July. This initiative aims to protect and enhance the greenery inside and outside the company. A Green KMML cell has been constituted to co-ordinate the activities.

ERECTED & COMMISSIONED ONE MORE CHLORINATOR IN CHLORINATION SECTION 1999 NEW MODERN LIME PREPARATION PLANT COMMISSIONED

2003 COMMISSIONED NEW DM PLANT AND ADDED TWO MORE DIGESTERS IN IBP 2004 WORLD CLASS QUALITY MANAGEMENT SYSTEMS LIKE ISO 14001 AND OSHAS-1800 IMPLEMENTED 2005 CAPACITY ENHANCED TO 40,000MT 2006 FOUNDATION OF TITANIUM SPONGE PLANT 2007 COMMISSIONED NEW ETP SLUDGE AND OXIDE POND AT A COST OF 22 CRORES 2008 FIRST BUILDING OF SPONGE UNIT COMMISSIONED

2009

SEPTEMBER - 2009

estimate cost of Rs. 21 crores; Capacity

same and a pilot plant is setting up for the

trend in future KMML has to move for in-

Augmentation of Synthetic Rutile Plant at

production of nano pigment,” said

cremental expansion in a continuous,

an estimate cost of Rs. 32 crores; and Fuel

Sreenivas.

rapid way. KMML’s Mineral Separation

conversion system at an estimate cost of Rs. 44 cores. The implementation of all the

The Potential Market

Division is also in continuous expansion to meet its Titanium plants raw material re-

three projects is in progress and expect-

The present global demand of TiO2 is

ing the commissioning of the first two

65 lakhs tons which is produced by 71

“Now the present project on Titanium

projects during last quarter of 2009-10.

companies around the world, out of this

Sponge is to go one step ahead - from Ti-

The feasibility study for 20 MW cogenera-

35 lakhs M/T TiO2 is produced by chloride

tanium Dioxide to Titanium Sponge. The

tion plant also is in progress along with the

route by 26 companies and the rest 30

next step would be to make Titanium as a

Fuel conversion system.

lakhs M/T produced by 45 companies un-

metal.

KMML is setting up a Titanium Sponge

der sulphate process, this itself is a clear

Plant with an installed capacity of 500 Tons

indication that in global market the chlo-

per Year (TPY) which later will be ex-

ride technology products are most de-

panded to 1000 TPY. “The plant will uti-

manding. The TiO2 is consumable item

lize technology developed by the Defense

(which is not a recyclable item); the qual-

Metallurgical Research Laborator y,

ity, quantity and competition are continu-

Hyderabad (DMRL). The plant will be first

ously increasing.

quirement.

We are right now catering to the interest of the domestic market. Understanding that Titanium Sponge has huge demand, world over, the government of Kerala is planning to setup 10,000 tons plant in association with Russia. Of course it is just in the initial stage. If the plant is

of its kind in the country and on commis-

The KMML’s TiO2 products are mar-

realized, then out of the 10,000-tons of

sioning, India will be the seventh nation

keted under the brand name KEMOX in six

sponge, about 75-80% would be ex-

attaining capability to produce Titanium

grades to suit specific application. KEMOX

ported,” said Sreenivas.

Metal. The project is expected to cost Rs.

RC 822 is a multiple application pigment,

145 crores and is fully funded by ISRO. Ti-

which is in great demand in the world

tanium, often described as the metal of

market. Now the KMML is meeting 75%

the 21st centur y is known for its high

of Rutile TiO2 demand in India

titanium bearing minerals with the high-

The Customers

est average Heavy Mineral content of 60-

strength, light weight, non-corrosive and non-reactive quality. It finds immense use

The Potential Kerala has the richest natural source of

70% comparing to other countries i.e.

in space and defense applications. Apart

KMML’s major customers are paint, Pig-

(20% Heavy mineral) and contains 60%

from this, titanium is used in surgical and

ment & Dye, paper, plastic, and ink manu-

TiO2 in its main raw material Ilmenite

orthopedic transplants, aerospace indus-

facturers. Its light absorption property and

KMML is the only integrated plant in the

tr y, atomic energy, and of late for

superior brightness, smallest Particle size

same campus in the world, the competi-

jewellery,” said Sreenivas.

adds to the quality of these products.

tors believe that in future KMML shall be a

Since TiO2 is one of the important basic

dominant factor in pricing of TiO2 in inter-

raw material for these products, M/s Asian

national market.

The construction activity of the new plant is in full swing. Orders for all major machinery have been placed. Installation of machinery commenced by mid September 2009. Commissioning trails are scheduled for Dec 2009 and the plant is scheduled to start commercial production by June 2010. Access Control Building, the centre for Operationalisation of administration of the Titanium Sponge Unit was opened in the month of August. KMML is also in the process of producing nano titanium dioxide pigment. “Our research and development department have completed preliminary work on the

Paints, Berger paints, Goodlas Nerolac paint, Shalimar paints etc are the major customers of KMML.

Expansion and Export Now the company has to deal with fierce competition in domestic and international markets. With the import duties progressively coming down every year, the sustainability in global market based on international price and economics of scale, the competition is likely to increase. Profits of KMML keeps its rank in the top with other state PSU’s .To keep up this

K.S.Sreenivas I.A.S, Managing Director, KMML.

SEPTEMBER - 2009

organisation in operating in global mar-

Thinking in the same line to achieve the

ket.

Global standards KMML introduced various training programmes for its overall

• Size of the operation compared to the

development in Human Resources Devel-

competitor is meager and is affecting

opment. KMML is an ISO 9001- 2000 cer-

the

tified company. Top priority is giving for

organisation.

grow th

prospect s

the

safety. Regular emergenc y drills conducted inside the plant and out side the

Recent Activities

plant for local public, KMML has intro-

• Mining of Mineral sands from beaches

duced Integrated Management System

(IMS) which integrates QMS as per ISO

Kayankulam belt) and providing valu-

9001:2000, EMS as per ISO1 4001:2004

able minerals such as Ilmenite, Rutile &

and OHSAS 18001:1999 and 5s. These

zircon.

management systems are helping KMML to improve its quality, environment and

• Production & sales of six different grades brand name KEMOX with a reach over

keeping performance.

“KMML has played a pivotal role in the

45 countries.

• Production & sale of Titanium tetra chloride.

•

Setting up of Zircon, Siliminate plant

we have produced 4.60 lakhs Metric Tons

of Titanium Dioxide Pigment and distrib-

to recover the valuable minerals from

uted in the country as well as in different

the tailings which is rejected at present

parts of the world.

at a cost of Rs. 20 Cr.

Challenges

The main challenge faced by KMML is

Capacity Augmentation of Synthetic

TPA

•

Mining policy of the Central and State Governments can allow small time extents to block to this sector.

• Difficulties of a State level Public Sector 52

APCJ AWARD FROM ASIA PACIFIC COATING FORUM FOR INTERNATIONAL MARKETING CAMPAIGN GLOBAL RATING AWARD FROM UK FOR QUALITY AND EFFICIENCY BHARATHIYA UDYOG RATHAN AWARD

setting up Titanium Sponge Plant (500

PROMOTION COUNCIL (CAPEXIL)

oil to coal sition of land in a sustainable manner.

•

2003-04)

CHEMICAL AND ALLIED EXPORT

tration equipment to enhance the produc-

renewal/replacement.

AND

The seventh country in the world to be

• Expansion of mining activities by acqui-

about twenty years old and will need

GOVT. OF INDIA (2002-03,

SPECIAL AWARD FOR EXPORTS FROM

is planning to install more spiral concen-

The existing plant and equipments are

FROM

• Conversion of boiler fuel from furnace

heavy minerals is another problem. KMML

•

BEST REVENUE PERFORMANCE AWARD

DMRL.

Kollam. The land acquisition in the mining

threats are:

ENERGY CONSERVATION AWARD

TPA), with participation from VSSC/

sand available in the coastal area of

tion of Ilmenite and other minerals. Other

PRODUCTIVITY AWARD

Coal Fired Boiler with accessories.

menite which is separated from the raw

area is continuing. Poor concentration of

FACT MKK NAYAR MEMORIAL

Rutile Plant from 34000 TPA to 55000

the availability of raw sand and the probmaterial of Titanium Dioxide Pigment is Il-

INDUSTRY

The following Cost reduction Projects (CRP) are being implemented

overall development of the country. So far

lems in the mining area. The main raw

NATIONAL AWARD FOR R&D EFFORTS IN

of Titanium dioxide (Tio2) pigment in the

occupational health and safety and house

KMML’s role in India’s Development

Kerala (from Neendakara to

•

Undertaking the project of Green KMML.

• R&D & Pilot plant works for Nano Pigment Production

• R&D works are in progress to become a zero effluent plant

• Implemented INTEGRATED MANAGEMENT SYSTEM for Quality, Environmen-

Financials The year 2008-09 is a golden year for KMML. The turn over of the company moved up to Rs. 464 crore and registered a quantum grow th of 33%. The profit before tax for the year is Rs. 31 crore. We have managed our operation by producing 35518 MT of pigment and marketing 38465 MT of pigment to achieve this profit. This production and sale figures are highest in the history of KMML. ❑

tal & Occupational Health & Safety. SEPTEMBER - 2009

Silver Cars More than half the number of cars sold in India wear a Maruti Suzuki badge.

MARUTI SUZUKI INDIA LIMITED (MSIL, FORMERLY MARUTI UDYOG LIMITED), A SUBSIDIARY OF SUZUKI MOTOR CORPORATION OF JAPAN, IS INDIA’S LARGEST PASSENGER CAR COMPANY, ACCOUNTING FOR OVER 50 PER CENT OF THE DOMESTIC CAR MARKET. Born as a government company, with

From the Japanese work culture the

It provides maintenance support to cus-

Suzuki as a minor partner, to make a

company has imbibed simple practices like

tomers through 2628 workshops spread

people’s car for middle class India, the

an open office, a common uniform and

over 1200 towns and cities. Over the last

company has been an example of how

common canteen for everyone from the

few years, the company strengthened the

sustained growth is possible irrespective

Managing Director to the workman, daily

existing practices and experimented with

of competition and an uncertain

morning exercise, and quality circle teams.

many new initiatives by way of kaizens

economy. Over the years, the company’s product range has widened, ownership has changed hands and the customer has evolved. What remains unchanged, then and now, is its mission to motorise India. The parent company, Suzuki Motor Corporation, has been a global leader in mini and compact cars for three decades. Suzuki’s technical superiority lies in its ability to pack power and performance into a compact, lightweight engine that is clean and fuel efficient. The same characteristics make Maruti Suzuki’s cars relevant to Indian customers and conditions. Right from inception,

More than half the number of cars sold

(continuous improvements) to delight its

in India wear a Maruti Suzuki badge.The

customers. These initiatives ranged from

company offers full range of cars- from

product design and quality to network

entry level Maruti 800 & Alto to stylish

expansion, and included new service pro-

hatchback Ritz, A star, Swift, Wagon R,

grams to meet unsaid needs of custom-

Estillo and sedans DZire, SX4 and Sports

ers. The company has retained its com-

Utility vehicle Grand Vitara.

petitive edge by offering high quality prod-

Since inception, the company has produced and sold over 7.5 million vehicles in

In the field, the products are supported

India and exported over 500,000 units to

by rapidly expanding networks. The com-

Europe and other countries.

pany has diverse networks for new cars,

Its turnover for the fiscal 2008-09 stood

spares, service, pre owned cars and so on,

at Rs. 203,583 Million & Profit After Tax at

and all of them were in expansion mode

Rs. 12,187 Million.

last year to enable the company get closer

Maruti brought to India, a simple yet pow-

To reach its customers, the company

erful Japanese philosophy ‘smaller, fewer,

has built a strong sales network of 600

lighter, shorter and neater’.

outlets spread over 393 towns and cities.

ucts.

to the customer. They were rated first in Customer Satisfaction Survey conducted by independent body, J.D.Power Asia Pacific, the 9th time in a row! ❑

SEPTEMBER - 2009

Silver Education Mangalore University was the first in the country to allow the constituent colleges to design their own courses "on conditional basis".

MANGALORE UNIVERSITY HAS GROWN IMPRESSIVELY SINCE ITS INCEPTION WITH 162 AFFILIATED COLLEGES AND TWO CONSTITUENT COLLEGES. THE UNIVERSITY HAS ESTABLISHED A POST GRADUATE CENTRE AT MADIKERI, KODAGU DISTRICT WHERE POSTGRADUATE COURSES IN MICROBIOLOGY AND BIOCHEMISTRY ARE OFFERED.

SEPTEMBER - 2009

Mangalore University was created

ulty members are engaged in active re-

Arts, Commerce & Business Administra-

through an amendment to the Karnataka

search along with their teaching assign-

tion and Master’s programme in English,

State Universities Act 1976 with its juris-

ments. There are 20 ongoing research

Economics, Kannada, Political Science,

diction over the colleges in the districts of

projects with a total outlay of more than

Sociology and Commerce through corre-

Dakshina Kannada, Udupi and Kodagu.

Rs.10 crores.

spondence mode of education,” said Prof. Kaveriappa.

Its main campus ‘Mangalagangothri’,

The University has received major grants

which was the Post Graduate centre of the

from the UGC, Govt. of Karnataka, De-

Since its inception, Mangalore Univer-

University of Mysore is about 20 km from

partment of Ocean Development, Depart-

sity has been fortunate in having the lead-

the Historical coastal town of Mangalore.

ment of Electronics, Department of Sci-

ership of six Vice-Chancellors. Their first

It sets the tone for the educational

ence and Technology, Department of

Vice-Chancellor was Prof. B. Sheik Ali.

endeavours of the three districts under

Space, Department of Biotechnology,

He was followed by other learned men

the jurisdiction of the University. It is a pic-

Department of Atomic Energy, World

like Late Prof. K.M. Safeeulla, Prof. M.I.

turesque campus that sprawls over 333

Bank and other agencies. All these have

Savadatti, Late Prof. S. Gopal and Prof. B.

acres, overlooking the confluence of the

given to the University a national and in-

Hanumaiah. Presently the University is

river Nethravathi with the Arabian Sea on

ternational visibility.

headed by Prof. K.M. Kaveriappa as the

the one side, and the cloud-capped Western Ghats on the other.

According to the survey undertaken by National Institute of Science Communica-

Vice-Chancellor.

Infrastructure

It grew out of a modest post-graduate

tion and Information Resources (NISCAIR),

centre of the University of Mysore to be-

New Delhi Mangalore University ranked

The University campus is self-contained

come the focal point of an independent

20th in scientific research publications

that provides all the essential basic facili-

University in 1980.

among Indian Universities in the year

ties and infrastructure for the pursuit of

2008-09.

excellence in higher education which in-

The campus, which once housed a mere three postgraduate departments,

The University has established several

cludes Administrative building, Faculty

now has 25 postgraduate departments

endowment chairs with the objective of

Buildings, Library, Hostels, Staff quarters

offering 39 courses, supported by mod-

enabling studies in areas such as Bank

and Guest Houses.

ern infrastructure and well qualified and

Management, Yoga, Ayurveda, Sanskrit

Among other facilities, mention may be

experienced faculty.

Literature, Literary Criticism, Christianity,

made of cyber café, Inflibnet, Postal and

Rural Development, Ecology and Environ-

Communication, Science Instrumentation

ment, Tulu language, Literature, Regional

Centre, Microtron Centre, Ocean & Atmo-

Culture and Visual/Fine Art s., Dr.

spheric Science and Technology Cell etc.

Ambedkar Study Centre, Kanakadasa

There is a well-equipped health centre

Adhyayana Peetha, Yakshagana Study

with a male and female doctor, shopping

Centre and Ambigara Chowdaiah Peetha.

complex, banking and ATM counter.

“The University has taken steps to respond to the changes in the Global Economic Scenario like Globalization and Privatization. Apart from conventional courses we have introduced certain joboriented Master’s programmes like MateScience,

All these endowment chairs and study

Since girl students outnumber boys,

Geoinformatics, Earth Science and Re-

centres aim towards an in-depth study of

there is more hostel accommodation for

source Management, Industrial Chemistry

the socio-economically backward people

in Science faculty and M.Com, MHRD,

including SC/ST and minority communities.

Sales and Marketing, Tourism Administra-

The endowment chairs of the University

tion, MBA and MBA in International Busi-

have helped strengthen the University’s

ness. We have also introduced certain

links with society and solve some of their

novel subjects in the existing Master’s

socio economic problems.

rials

Science,

Yogic

degree programmes under the innovative

“The University also contributes to the

scheme of the UGC,” said Prof. K M

society in enhancing the enrolment ratio

Kaveriappa, Vice Chancellor, Mangalore

of the youth in higher education by intro-

University.

ducing correspondence education in de-

About 120 scholars are pursuing their

gree and Post Graduate levels. In fact it

doctoral studies on the campus and fac-

offers Bachelor’s degree programmes in

Prof. K M Kaveriappa, Vice Chancellor, Mangalore University

SEPTEMBER - 2009

girls, including a Hostel for working

MoU

Prof. Kaveriappa.

women. In addition to the general hostel

The University has taken steps to com-

The University has agreement or MoUs

for boys there is a backward class hostel

puterize its administrative offices in order

with Universities in USA, UK, Finland, Ja-

each for boys and girls on the campus.

to speed up the administrative process. All

pan, Norway, Germany, Spain and other

The University Library has 20685 vol-

the Postgraduate departments have been

countries. A number of their faculties have

umes and subscribes for 257 journals.

provided with Computers, Internet facil-

been awarded fellowships in the past and

There are other facilities in the Library such

ity and Centrax telephones. The comput-

visited various universities to carr y out

as Reader’s Guidance, Reference, Referral,

erization of the examination section will

their postdoctoral work. They have been

Lending, Inter Library Loan, UGC-Infonet

facilitate the holding of examinations on

on research assignments with assistance

databases, CD-ROMs & DVDs, Seamless

schedule and the timely announcement of

from Commonwealth, Humboldt, Rotary,

access to e-materials, Multimedia, Re-

result s.

website

Agatha Harrison Memorial, Rockefeller

prints, Paper Clippings and Photocopying

( m an a g al o r e uni v e r s i t y . a c . in )

and MacArthur fellowships. Their faculty

etc.Indoor and Outdoor sports facilities

has been created, which holds important

is being regularly deputed to allied confer-

like gymnasium, indoor stadium and play

database of all the colleges and University

ences in India and abroad.

grounds are available.

Postgraduate departments. New develop-

University

The employees of the University

ments and announcement of admissions

through a Society have been successfully

to various courses and results of examina-

running a school upto Pre-University class

tions are also available on the University

on the campus. They also manage an em-

website.

ployees’ cooperative society catering to

Scholarships

the daily needs of the residents of the campus and students of the University.

Besides scholarship schemes for meri-

There is a modern canteen for day schol-

torious students, there are other endow-

ars, staff and visitors.

ment scholarships for the meritorious but

“For the benefit of the students of our campus a new health and accident insurance scheme has been introduced recently. A coaching centre for coaching students for ser vice examination, UGC NET examination etc. has been started for Scheduled Caste/Scheduled Tribe, backward class and minority students,” said

poor students. In addition to this, the University has introduced sports scholarships to talented sports persons who pursue degree or Post Graduate programmes in Mangalore University or its colleges. There are also scholarships to students who show exceptional talent in cultural activities.

“Mangalore University can take the credit of having introduced for the first time certain degree level programmes such as Hotel Management, Human Resource Development, Fashion Design, Interior Decoration and Yogic Sciences. All these courses have attracted students from other parts of the countr y and abroad,” said Prof. Kaveriappa. Mangalore University was the first in the country to allow the constituent colleges to design their own courses "on conditional basis". The visionar y approach of the former Vice-Chancellor, late S. Gopal, resulted in starting of "innovative courses" such as fashion designing, leather designing, interior decoration, speech, language, and hearing, hotel management, hospitality sciences, food, nutrition and dietetics, bio-technology and e-commerce at the undergraduate level at post-graduate level. The university has the distinction of getting accomplished physicists of national repute such as M.I. Savadatti, S. Gopal and Prof. B.Hanumaiah who were all nuclear scientists and teachers in their own class. The Physics Department here has its own Microtron centre that has the first nuclear accelerator in any teaching institute outside Bhabha Atomic Research Centre in the country. ❑ Advertorial

SEPTEMBER - 2009

Silver Talent National Institute of Information Technologies (NIIT) was honoured by UNESCO for achieving innovative teaching strategies , creating a large pool of highly skilled workers ready to work.

NIIT IS A LEADING GLOBAL TALENT DEVELOPMENT CORPORATION, BUILDING A SKILLED MANPOWER POOL FOR GLOBAL INDUSTRY REQUIREMENTS. THE COMPANY WHICH WAS SET UP IN 1981, TO HELP THE NASCENT IT INDUSTRY OVERCOME ITS HUMAN RESOURCE CHALLENGES, HAS TODAY GROWN TO RANK AMONG THE WORLD’S LEADING TALENT DEVELOPMENT ORGANISATIONS OFFERING LEARNING SOLUTIONS TO INDIVIDUALS, ENTERPRISES AND INSTITUTIONS ACROSS 40 COUNTRIES. NIIT, a global education and training

GlobalNet+). NIIT Imperia, Centre for Ad-

Process Excellence, a NIIT-Genpact joint

company based in New Delhi was

vanced Learning, brings Executive Man-

venture.

founded by Rajendra S. Pawar and Vijay

agement Education Programmes from

NIIT’s School Learning Solutions offer

K. Thadani in 1981. NIIT’s training solutions

premier B-schools in India, to the door-

turnkey IT integration programmes for

in IT, Business Process Outsourcing, Bank-

steps of working professionals.

schools and has provided computer-

ing, Finance and Insurance, Executive

NIIT Institute of Finance Banking & Insur-

based learning to nearly 7.8 million stu-

Management Education, and Communi-

ance (IFBI), set up by NIIT with equity par-

dents in over 9,500 Government and pri-

cation and Professional Life Skills, touch

ticipation from ICICI Bank, offers

vate schools. NIIT eGuru, a comprehensive

five million learners every year. NIIT’s ex-

programmes

and

range of learning solutions for schools is

pertise in learning content development,

corporates in the Banking, Financial Ser-

powering NIIT’s portfolio for the K-12 seg-

training delivery and education process

vices and Insurance segments.

ment. In order to address the vast popu-

management make them the most preferred training partner, worldwide. Research-based Innovation, a key driver

for

individuals

NIIT Institute of Finance Banking & Insur-

lation of underprivileged, school-aged

ance (IFBI), set up by NIIT with equity par-

children, NIIT launched the Hole-in-the-

ticipation from ICICI Bank, offers

Wall education initiative, which has been

at NIIT, has enabled them to develop

programmes

recognised and acclaimed globally.

programmes and curricula that use cut-

corporates in the Banking, Financial Ser-

ting-edge instructional design method-

vices and Insurance segments.

ologies and training delivery. NIIT’s Individual Learning Solutions include industryendorsed IT training programmes like GNIIT, Integrated programmes for Engineers (NIIT Engineers) and Infrastructure Management

programmes

(NIIT

for

individuals

and

NIIT’s Corporate Learning Solutions business offers integrated learning solutions,

NIIT Uniqua, Centre for Process Excel-

including strategic consulting, learning

lence, addresses the increasing demand

design, content development, delivery,

for skilled workers in the business and

technology, assessment and learning

technology services industry by providing

management to Fortune 500 companies,

training programmes in relevant areas. This

Universities, Technology companies, Train-

initiative is a part of the NIIT Institute of

ing corporations and Publishing houses.❑ SEPTEMBER - 2009

Silver Power NTPC ranked 317th in the ‘2009, Forbes Global 2000’ ranking of the World’s biggest companies.

NTPC, INDIA’S LARGEST POWER COMPANY, WAS SET UP IN 1975 TO ACCELERATE POWER DEVELOPMENT IN INDIA. IT HAS EMERGED AS AN ‘INTEGRATED POWER MAJOR’, WITH A SIGNIFICANT PRESENCE IN THE ENTIRE VALUE CHAIN OF POWER GENERATION BUSINESS.

SEPTEMBER - 2009

With a current generating capacity of

89.5% of the equity share capital. The rest

business with the 800 MW Koldam hy-

30,644 MW, NTPC has embarked on

is held by Institutional Investors and the

dro project in Himachal Pradesh. Two

plans to become a 75,000 MW company

Public. The issue was a resounding suc-

more projects have also been taken up

by 2017.

cess. NTPC is among the largest five com-

in Uttarakhand. A wholly owned sub-

panies in India in terms of market

sidiary, NTPC Hydro Ltd., is setting up

capitalisation.

hydro projects of capacities up to 250

India’s largest power company, NTPC was set up in 1975 to accelerate power

MW.

development in India. NTPC is emerging

At NTPC people before Plant Load Fac-

as a diversified power major with pres-

tor is the mantra that guides all HR related

• Coal Mining: In a major backward inte-

ence in the entire value chain of the power

policies. NTPC has been awarded No.1,

gration move to create fuel security,

generation business. Apart from power

Best Workplace in India among large

NTPC has ventured into coal mining

generation, which is the mainstay of the

organisations for the year 2008, by the

business with an aim to meet about

company, NTPC has already ventured into

Great Places to Work Institute, India Chap-

20% of its coal requirement from its

consultancy, power trading, ash utilisation

ter in collaboration with The Economic

captive mines by 2017. The Government

and coal mining. NTPC ranked 317th in the

Times.

of India has so far allotted 7 coal blocks

The concept of Corporate Social Re-

to NTPC, including 2 blocks to be de-

sponsibility is deeply ingrained in NTPC’s

veloped through joint venture route.

The total installed capacity of the com-

culture. Through its expansive CSR initia-

Coal Production is likely to start in 2009-

pany is 30, 644 MW (including JVs) with

tives NTPC strives to develop mutual trust

10.

15 coal based and 7 gas based stations,

with the communities that surround its

located across the country. In addition

power stations.

‘2009, Forbes Global 2000’ ranking of the World’s biggest companies.

• Power Trading: ‘NTPC Vidyut Vyapar Nigam Ltd.’ (NVVN), a wholly owned

under JVs, 3 stations are coal based & an-

Right from social to developmental

subsidiar y was created for trading

other station uses naptha/LNG as fuel. By

work of the community and welfare based

power leading to optimal utilization of

2017, the power generation portfolio is

dependence to creating greater self reli-

NTPC’s assets. It is the second largest

expected to have a diversified fuel mix

ance; the constant endeavour is to

power trading company in the country.

with coal based capacity of around 53000

institutionalise social responsibility on vari-

In order to facilitate power trading in the

MW, 10000 MW through gas, 9000 MW

ous levels.

countr y, ‘National Power Exchange Ltd.’, a JV between NTPC, NHPC, PFC

through Hydro generation, about 2000 MW from nuclear sources and around

Growth

and TCS has been formed for operating a Power Exchange.

1000 MW from Renewable Energy

NTPC’s quest for diversification started

Sources (RES). NTPC has adopted a multi-

with its foray into Hydro Power. It has,

• Ash Business: NTPC has focused on the

pronged growth strategy which includes

since then, been moving towards becom-

utilization of ash generated by its power

capacity addition through green field

ing a highly diversified company through

stations to convert the challenge of ash

projects, expansion of existing stations,

backward, forward and lateral integration.

disposal into an opportunity. Ash is be-

joint ventures, subsidiaries and takeover of

The company is well on its way to becom-

ing used as a raw material input for ce-

stations.

ing ‘an Integrated Power Major’, having

ment companies and brick manufactur-

NTPC has been operating its plants at

entered Hydro Power, Coal Mining, Power

ers. NVVN is engaged in the business

high efficiency levels. Although the com-

Trading, Equipment Manufacturing and

of Fly Ash export and sale to domestic

pany has 18.79% of the total national ca-

Power Distribution. NTPC has made long

customers. Joint ventures with cement

pacity it contributes 28.60% of total

strides in developing its Ash Utilisation

companies are being planned to set up

power generation due to its focus on high

business. In its pursuit of diversification,

cement grinding units in the vicinity of

efficiency.

NTPC has also developed strategic alli-

NTPC stations.

In October 2004, NTPC launched its Ini-

ances and joint ventures with leading na-

• Power Distribution: ‘NTPC Electric Sup-

tial Public Offering (IPO) consisting of

tional and international companies.

ply Company Ltd.’ (NESCL), a wholly

5.25% as fresh issue and 5.25% as offer

• Hydro Power: In order to give impetus to

owned subsidiary of NTPC, was set up

for sale by Government of India. NTPC

hydro power growth in the country and

for distribution of power. NESCL is ac-

thus became a listed company in Novem-

to have a balanced portfolio of power

tively engaged in ‘Rajiv Gandhi Gramin

ber 2004 with the government holding

generation, NTPC entered hydro power

Vidyutikaran Yojana’programme for ru-

SEPTEMBER - 2009

•

Facilitating primary education through adopting schools and introducing programmes

boost

it s

universalisation

• Promotion of rural culture and sports; Adult Education Centres; programmes of education for girls

• Provision of education aids and equipments, scholarships and sponsorship NTPC’s deep commitment to provide quality education systems and co-curricular activities to children of its employees and from neighbouring areas is reflected in the 48 schools being currently run in For NTPC, the journey extends

management. In November 1995,

much beyond generating power.

NTPC brought out a comprehensive

Right from its inception, the com-

document entitled ‘NTPC Environ-

pany had a well defined environ-

ment Policy and Environment Man-

ment policy. More than just gener-

agement System. Amongst the

ating power, it is committed to sus-

guiding principles adopted in the

tainable growth of power. NTPC

document are the company’s pro-

has evolved sound environment

active approach to environment,

practices.

optimum utilisation of equipment,

National Environment Policy

adoption of latest technologies and

The Ministry of Environment and

continual environment improve-

Forests and the Ministry of Power

ment. The policy also envisages ef-

and NTPC were involved in prepar-

ficient utilisation of resources,

ing the draft Environment Policy

thereby

(NEP) which was later approved by

maximising ash utilisation and ensur-

the Union Cabinet in May 2006.

ing a green belt all around the plant

Since its inception NTPC has been

minimising

waste,

for maintaining ecological balance.

NTPC power projects benefiting about 40,000 students. These schools are managed by premier academic societies like the DPS Society, the DAV Society, the Chinmaya Mission Trust, St. Joseph’s Society and the Kendriya Vidyalaya Sangathan, among others. Apart from providing infrastructural and financial support wherever required, NTPC also provides requisite support to ensure availaibility of qualified teachers and quality annual educational plans for each and every institution. NTPC also takes initiative to propagate overall personality development of students by organising quiz competitions for the children at project, regional and national levels, through Medha Pratiyogita,

at the forefront of Environment

theatre workshops through reputed institutes like NSD and SPIC MACAY, Scouts and Guides training, sports activities for children in the townships and coaching

ral electrification and also working as

Ltd. for power plant equipment manu-

‘Advisor cum Consultant’ for Ministry of

facturing. NTPC has also acquired stake

Power for implementation of Acceler-

in Transformers and Electricals Kerela

ated Power Development and Reforms

Ltd. (TELK) for manufacturing and repair

Programme(APDRP) launched by Gov-

of transformers.

ernment of India.

• Equipment Manufacturing: Enormous

camps for various sports events. The children are encouraged to actively participate in cultural meets to discover their creative potential. Students are also encouraged to be-

CSR

come ‘News Readers’ for the monthly

growth in power sector necessitates

NTPC has marked 15-20% of its CSR-

video magazines of project townships.

augmentation of power equipment

CD budget for education to individual sta-

Besides this educational films obtained

manufacturing capacity. NTPC has

tions. Among the various activities on

from Children’s Film Society (CFSI) are

formed JVs with BHEL and Bharat Forge

education are:

regularly screened. ❑

SEPTEMBER - 2009

Silver Vehicles This year, Swaraj Mazda rolled out Luxury buses and medium-duty trucks powered by Isuzu Engines from its new plant in Punjab.

ESTABLISHED IN 1983, SWARAJ MAZDA LIMITED, AN AUTOMOBILE COMPANY, IS OWNED BY THE SUMITOMO CORPORATION OF JAPAN AND PUNJAB TRACTORS LIMITED OF INDIA, WITH A TECHNICAL COLLABORATION WITH ISUZU AND MAZDA OF JAPAN. Swaraj Mazda manufactures light com-

In 2009, Swaraj Mazda started to roll out

mercial vehicles like trucks, buses, ambu-

Luxur y buses and medium-duty trucks

lances, police personnel carriers, water

tankers and special vehicles. It exports its

plant in Punjab. Plans are to build multi-axle

products to countries like Nepal, Zambia,

trucks, tractor units and refrigerated

Bangladesh, Kenya, Tanzania, Ghana,

trucks within the next three years. They

Ivory Coast, Rwanda, Seychelles, Syria and

are currently marketed under the Swaraj

Jordan.

Mazda Isuzu brand.

The company’s annual turnover for the year 1997 - 1998 exceeded Rs. 151 crores. It has a dealer network of about 128 dealers spread throughout India. Swaraj Engines and Punjab Scooters are its associate companies. In June 2006, Swaraj Mazda entered a new Technical agreement with Isuzu Motors, Japan.

In addition, Swaraj Mazda is moving to

CUMULATIVE SALES CROSSED 86,000

and combine harvesters under the Swaraj

VEHICLES

brand name before selling 64.6% to Swaraj Mazda settled a dispute over the

at Rs 157 crore versus Rs 162.7 crore. Its

two more years.

was at 6.8% versus 7.8%.

2005

Mahindra Tractors. In 2009, Mahindra and

Mazda to continue using the name for only

crore. Its operating profit margin (OPM)

1986

tors manufactured agricultural tractors

ter results in July 2009. Its net sales were

(EBIT) was at Rs 8.8 crore versus Rs 12

COMMERCIAL OPERATIONS START.

Former associate company Punjab Trac-

use of the Swaraj name, allowing Swaraj

6.1 crore. Its earnings before interest tax

1983

offer the Isuzu D-Max pickup.

Swaraj Mazda announced its first quar-

net profit was at Rs 2.1 crore versus Rs

SWARAJ VEHICLES LTD. INCORPORATED

Sumitomo upped its stake in the company in 2009 by purchasing all of Punjab

HIGHEST-EVER PROFITS IN THE HISTORY OF THE

COMPANY 2008

SUMITOMO RAISED ITS STAKE IN THE COMPANY TO 53.5%

Tractors remaining shares, raising their stake to 53.5%. ❑

2009

SEPTEMBER - 2009

Silver Solutions As industry leaders, the Patni Computer Systems Ltd. introduced offshore development centers, pioneered “follow the sun” development and support frameworks, ensuring compressed delivery timeframes.

FOR OVER A QUARTER OF A CENTURY, PATNI HAS BEEN PROVIDING WORLD-CLASS IT CONSULTING AND SOFTWARE SERVICES TO GLOBAL 2000 COMPANIES. THE COMPANY DELIVERS SIGNIFICANT ROI THROUGH END-TO-END SOLUTIONS LEVERAGING DECADES OF OUTSOURCING EXPERIENCE, DEEP DOMAIN KNOWLEDGE AND A MATURE GLOBAL DELIVERY MODEL.

SEPTEMBER - 2009

Patni Computer Systems Ltd. is a lead-

Patni Computer Systems announced its

ing global providers of Information Tech-

financial results for the second quarter

nology services and business solutions.

ended 30th June 2009 with revenues for

Over 14,500 professionals service cli-

the quarter at US$ 161.9 million

ents across diverse industries, from 27

(Rs.7,729.1 million) up 3.3% QoQ from

sales offices across the Americas, Europe

US$ 156.7 million (Rs.7,969.1 million) and

and Asia-Pacific, and 22 Global Delivery

down 11.3 % YoY from US$ 182.6 million

Centers in strategic locations across the

(Rs. 7,837.1 million). The contribution

world.

from top customer remained unchanged

With a vision to achieve global IT services leadership in providing value-added

as compared to previous quarter and was at 12.3% for the quarter.

• LISTED AS A ‘NEOIT 2008 GLOBAL SERVICES 100 COMPANY’.

high quality IT solutions to its clients in se-

The company’s future outlook for Q3

lected horizontal and vertical segments

CY2009 is to touch revenues of US$ 163

• LISTED AS A ‘IAOP 2008 GLOBAL

the company combines technology skills,

million to US$ 165 million. It expects the

OUTSOURCING 100 COMPANY’.

domain expertise, process focus and a

net income (excluding the hedging Gain/

commitment to long-term client relation-

Loss) to be in the range of US$ 22.5 mil-

• LISTED AMONG ‘INDIA’S TOP ITES &

ships.

lion to US$ 23.5 million.

BPO COMPANIES – 2008’, BY DUN &

Patni delivers high quality, reliable and cost-effective IT services to customers globally. It provides world-class technology services by constantly exploring and implementing innovative solutions that drive long-term value to its customers.

Patni Knowledge Park, Airoli, Mumbai Situated on a sprawling 50 acres of land in the lush green Navi Mumbai area, this campus will include world-class facilities for software development, training, cus-

BRADSTREET. • LISTED AMONG TOP 10 IN ‘F&A BPO COMPETITIVE LANDSCAPE OF UPAND-COMING

PLAYERS – 2008’, BY

GARTNER.

tomer care, employee recreation, among

Its services portfolio include Application

others. The Patni Knowledge Park can

• RECEIVED THE ‘2008 MARKETING

Development, application maintenance,

easily accommodate 17,000 professionals.

EXCELLENCE – DIAMOND AWARD’ BY

infrastructure management services, customer interaction services & business, process outsourcing, enterprise application solutions, engineering design & embedded systems, verification & validation, business intelligence, enterprise application integration, system integration, process consulting, and business & technology consulting. As industry leaders, the company introduced offshore development centers, pioneered “follow the sun” development and support frameworks, ensuring compressed delivery timeframes.

Green IT-BPO centre in Noida The state-of-the-art environmentfriendly facility, set up with an investment of R s. 175 crores, complements the organization’s green initiatives around ef-

ITSMA. • RECEIVED THE ‘SMART WORKPLACE AWARD 2008’ INSTITUTED BY ECONOMIC TIMES IN ASSOCIATION WITH

ficient utilization and conservation of en-

INTEL AND ACER.

ergy, water and natural resources. Devel-

• PATNI KNOWLEDGE CENTER, NOIDA

oped on Green Architecture, the centre is spread over 5 acres and has a seating capacity of over 3500. Christened, Patni Knowledge Centre,

WAS AWARDED THE

LEED PLATINUM

RATING BY THE INDIAN

GREEN BUILDING

COUNCIL IN OCT 2008.

this facility is designed and constructed as

• LISTED IN THE ‘BLACK BOOK OF

per the guidelines of LEED (Leadership in

OUTSOURCING – 2008’:

Energy and Environmental Design) India

Today, its solutions provide strategic

Green Building Rating System for New

advantage to several most-admired orga-

Construction. The centre is currently un-

nizations in the world.

der certification process and is jointly au-

Patni today has about 294 Customers

dited by the Indian Green Building Council

across 28 countries. It has strategic alli-

(IGBC) and US Green Building Council

ances with leading technology and soft-

(USGBC). ❑

RANKED AMONG TOP 5 ‘HEALTH INSURANCE BPO PROVIDERS’ RANKED AMONG TOP 10 ‘TOTAL BENEFITS ADMINISTRATION PROVIDERS’ RANKED AMONG TOP 15 ‘INSURANCE

ware providers.

SEPTEMBER - 2009

Silver Eggs In the Indian market, together with its Franchisees, VH Group have over 85% of the layer day-old chick market, and 75% of the broiler day-old chick market.

POULTRY FARMING, AN INTEGRAL PART OF OUR AGRICULTURAL ECONOMY, PLAYS A VITAL ROLE IN RURAL EMPLOYMENT GENERATION, COMBATING MALNUTRITION AND EMPOWERMENT OF WOMEN. AND EVERY SINGLE INNOVATIVE STEP TOWARDS THE TRANSFORMATION OF INDIA’S POULTRY INDUSTRY FROM A BACKYARD ACTIVITY CONFINED TO RURAL POOR HOUSEHOLDS INTO A SCIENTIFIC, TECHNOLOGY-DRIVEN INDUSTRY, WAS TAKEN BY VENKATESHWARA HATCHERIES GROUP.

SEPTEMBER - 2009

Venkateshwara Hatcheries Group (VH

farmers’ organizations like NECC &

Group), established in 1971 by the late

Bromark, and also by creating facilities for

Padmashri Dr. B.V. Rao, is a pioneering

exports, value-addition, like poultry pro-

organization which has been in the fore-

cessing and egg processing; creating a

front of the growth and modernization of

nation-wide network of retail distribution

the Indian Poultry Industry for nearly four

outlets,” said Anuradha J. Desai, Chairper-

decades. The Group plays an important

son, Venkateshwara Hatcheries Pvt. Ltd.

role in our national effort to achieve “Nutrition Security for all” through its chosen field of poultry farming.

India Presence In the Indian market, together with its

It is impossible to narrate the story of

Franchisees, VH Group have over 85% of

Venkateshwara Hatcheries without men-

the layer day-old chick market, and 75%

tioning the significance of poultry farm-

of the broiler day-old chick market. On the

ing for our rural economy, and, the path

export front, VH Group exports Egg Pow-

of the industry’s growth and moderniza-

der to various European, Middle-East and

tion – for, these two are closely inter-

Far Eastern countries. “We are also export-

linked, complementary to each other, and

ing Hatching eggs to Middle East and a few

almost synonymous.

African countries,” said Desai.

In fact, every single innovative step towards the transformation of our poultry industry from a backyard activity confined to rural poor households into a modern, scientific, technology-driven industry, capable of competing with the industries in the advanced countries, was taken by Venkateshwara Hatcheries Group. With a mission to provide to the farmers, the best quality products and aftersales services and give total customer satisfaction in terms of quality, pricing & relationship and to make India the No.1 country in poultry, at least in the layer seg-

ESTABLISHMENT OF VENKATESHWARA HATCHERIES PVT. LTD. 1971 ESTABLISHMENT OF VACCINE PRODUCTION FACILITIES

Dr. B.V. Rao – the man who dared to dream In the ‘60s and ‘70s chicken was costly; there was no concept of Broiler bird for

1978 ESTABLISHMENT OF VENKATESHWARA RESEARCH AND BREEDING

meat consumption. At that time chicken

1980

was more costlier than mutton, or fish, and was a rare item. It was even said to be costing between Rs 150 to Rs 200 also.

ESTABLISHMENT OF POULTRY DIAGNOSTIC AND

RESEARCH CENTER

Mutton prices were around Rs 30 a kilo. 35 years back India had only backyard

1980

poultry. Today the country is the 3rd larg-

ESTABLISHMENT OF NATIONAL EGG

est producer of Broiler birds in the world

COORDINATION COMMITTEE

ie.for meat purpose and are 2nd in the

1981

ment – both quantitatively and qualitatively, the group is focused on its mission

ESTABLISHMENT OF SPECIFIC PATHOGEN-

set by its founder Dr. B.V. Rao – fondly

FREE (SPF) EGG PRODUCTION FACILITIES

remembered by poultry farmers as Father

(TECHNICAL COLLABORATION WITH SPAFAS

of Indian Poultry Industry.

INC. USA)

“The role of VH Group is two-fold – one as a facilitator of growth by providing to

1982

the farmers, every essential input required

ESTABLISHMENT OF VENKY’S POULTRY

for successful poultry farming, matching

PROCESSING PLANT

the best international quality standards

1985

and technical services round-the-clock, all under one umbrella, at the farmers’ door steps. Secondly, we intend to unify and empower the farmers to get a remunerative price for their produce, by supporting

Dr. B.V. Rao, Founder, VH Group

SEPTEMBER - 2009

ESTABLISHMENT OF INSTITUTE OF POULTRY MANAGEMENT (DR. B.V. RAO INSTITUTE OF POULTRY MANAGEMENT The mission is to provide to the farmers, the best quality products and

AND

after-sales services. Customer satisfaction in terms of quality, pricing and

1987

relationship, is paramount, and everything comes only next. This has always been the philosophy of Venkateshwara Hatcheries’ Founder Chairman Dr. B.V. Rao, and the company is committed to carry on his legacy – in letter and in spirit. “Our vision for the poultry industry is to turn Dr. Rao’s dream into a reality – i.e. to make India the No.1 country in poultry, atleast

ESTABLISHMENT OF VJ EQUIPMENT LTD – FOR MANUFACTURE OF

guts to dream, I think we should atleast try to fulfill his dream of making India No 1,” said Anuradha.

CSR “Our Poultry Diagnostic and Research Center and its Regional/Satellite

1988 ESTABLISHMENT OF VR EQUIPMENT (JOINT VENTURE WITH ROXELL NV, BELGIUM) FOR MANUFACTURE OF POULTRY FARM AUTOMATION EQUIPMENT

Laboratories and the Technical Service Centers at over 100 locations across the country, extend free, round-the-clock assistance to the farmers. Also,

1993

through our support to NECC and Bromark, we help the farmers to realize a remunerative price for eggs and broilers. And we have 300 Vets in the market serving our customers i.e. the farmers,” said Anuradha

HATCHERY

AUTOMATION EQUIPMENT

in the layer segment, ,in the world – both quantitatively and qualitatively. we shall try to achieve, and fulfill his dreams, as a VH group, if he had the

TECHNOLOGY)

ESTABLISHMENT EGG PROCESSING PLANT (100% EXPORT ORIENTED UNIT) 1994 ORGANIZATION OF XX WORLD’S POULTRY CONGRESS AND INTERNATIONAL

POULTRY EXHIBITION AT NEW

DELHI (THE EVENT WAS ORGANIZED BY THE

WORLD’S POULTRY SCIENCE

ASSOCIATION – INDIA BRANCH, SUPPORTED FINANCIALLY AND TRATIVELY, BY THE

ADMINIS-

VH GROUP)

1996

SEPTEMBER - 2009

world for egg production. And this was

try, and in the process, brought hope,

providing technical services and guidance

achieved in the 70s when the Broiler

light and prosperity into the lives of mil-

to the farmers round-the-clock, free of

chicken was introduced in India at a com-

lions of poultry farmers and others depen-

charge.

mercial level by Dr. B.V. Rao, and today

dant on poultry industry in our country.

This combination of modern production

the country produces millions of broilers

Under the dynamic leadership of Dr.

technologies, world-class health care and

across the country. And, so much so, that

Rao, VH group went about systematically

technical services and scientific training in

more than 80% of the meat consumed in

acquiring, assimilating and adapting the

farm management, have enabled our in-

our country is chicken, which is growing

latest Production technologies, laying a

dustry to achieve high productivity levels,

in double digits every year, because of his

strong foundation for indigenous R & D,

matching and often surpassing the best in

efforts, a white revolution in our country

expanding the markets, and unifying the

the world.

has happened in both eggs, and chicken.

farmers.

Today eggs and chicken are the cheapest source of protein, and also because eggs and chicken are available in plenty across the nook, and corner of the countr y, hence the consumption has grown

The Institute

Thanks to the vision, meticulous plan-

One of the major gifts of Dr. B. V. Rao

ning and un-tiring efforts of Dr. B.V. Rao,

and the VH Group, to the Indian Poultry

spanning a period of over three decades,

industry is the Institute of Poultry Man-

India has emerged as the only country in

agement – now renamed as “Dr. B. V. Rao

the world, other than USA, which has the

Institute of Poultr y Management and

The tremendous growth of our poultry

technologies and capabilities to produce

Technology”.

industry during the past four decades has

every essential input required for success-

The institute, equipped with its own

not come about by a mere chance. Al-

ful poultry farming – such as, Pure line Re-

layer and broiler farms, feed mill, class

though the Indian Red Jungle Fowl is the

search and Breeding farms, manufacture

rooms, hostel, and a faculty of highly emi-

acknowledged ancestor of many modern

of a wide range of vaccines and medicines,

nent scientists and experts in various as-

day hybrid chickens, organized poultry

Specific Pathogen Free eggs, equipment

pects of poultry management, has so far

farming, as a commercial activity was in-

for farm and hatchery automation, egg

trained over 5000 persons from all over

troduced only in early ‘60’s. However,

processing and poultr y processing, a

India, Nepal, Bangladesh, Indonesia, Viet-

growth was slow, due to various reasons,

unique institute for imparting theoretical

nam, UAE etc., including several students

like inadequate health care facilities, low

and practical, hands-on-the-job training to

sponsored by FAO. The institute also con-

productivity, lack of organized marketing

entrepreneurs in poultry industry (Dr. B.V.

ducts research on various aspects of prac-

etc.

Rao Institute of Poultry Management and

tical poultry management – and is recog-

But for the initiative of Late Padmashri

Technology) and a nation-wide network

nized as an R & D establishment by the

Dr. B.V. Rao, poultr y farming in India

of regional/satellite laboratories and tech-

Department of Science and Technology,

would have continued to remain the “dark

nical service centers, located at more than

Government of India.

continent” of our agricultural sector till

100 poultry pockets all over the country,

NECC

today Few people dare to dream: fewer trust their dreams: fewer still have the will to pursue the dreams: only a handful of them demonstrate the courage of conviction to pursue and turn their dream into a reality against all odds. Dr. B.V. Rao was one of such rare and great persons. At a time when poultry farming was considered a lack-luster activity, fit only for the backyards of rural poor, he dreamed to make India the No.1 country in poultry in the world. With his vision, planning and commitment, he changed the face of Indian Poultry Indus-

SEPTEMBER - 2009

The National Egg Co-ordination Com-

Price, My life” had a tremendous impact

awards, including

mittee (NECC) is by far, the most impor-

on the farmers and brought them under

• Honorar y Doctorate of Science by

tant / outstanding contribution of Dr. B.

the united umbrella of National Egg Coor-

Kakatiya University, in Andhra Pradesh

V. Rao to the Indian poultry industry – and

dination Committee (NECC).

(Sept-1992).

particularly to the layer farmers.

XX World’s Poultry Congress

The egg trade in India was – and to

In the long and chequered career of Dr.

some extent, still is – dominated by a

B. V. Rao, hosting the XX World’s Poultry

handful of traders / middlemen, who used

Congress and International Poultry Exhi-

to determine the selling price of eggs. The

bition in September 1996 at New Delhi, is

price fixed by them was invariably, un-re-

an unparalleled milestone.

munerative, eroding the economic viabil-

It is a well known fact that at the XVIII

ity of the farmers. In early ’81, thousands

WPC at Nagoya in 1988, India had won

of small / marginal farmers, unable to with-

the opportunity to host the X X WPC

stand the impact of rising input costs and

mainly because of the single handed ef-

un-remunerative egg prices, had to close

forts of Dr. B. V. Rao.

down the farms. The very survival of the industry was threatened.

• “Padmashree” award (1990) • National Productivity Awards consecutively for nine years by Government of India for Best Productivity in Poultry Sector.

• Annual Egg Marketing & Publicity Award from International Egg Commission during the year 1989.

• National Citizen Award for Rural Development during 1988.

He made out a strong case for India saying that if WPSA is serious about the poul-

• National Awards for R&D efforts by Ministry of Science and Technology Govt. Of India during 1990.

Dr. Rao took upon himself the challenge

tr y industries in the developing world,

of changing this age old domination of the

mere lip sympathy is not enough: they

• Agriculture Products Export Develop-

traders – and empowering the farmers to

should show it in action and enable the

ment Authority Award for Research and

shape their own destiny. He called upon

farmers in developing countries to access

Development in Exports during 1991.

the farmers to unite under one banner and

the latest technologies and information by

• Recognizing the phenomenal contribu-

defy the system of traders deciding the

holding the Congress in a developing

tion made by Dr. B. V. Rao, for the

price. He traveled to every nook and cor-

country, because the small and poor farm-

growth, development and Moderniza-

ner of India, addressed more than three

ers in such countries like India cannot af-

tion of the Indian Poultry Industry, the

ford to visit the conferences and exhibi-

World’s Poultry Science Association in-

tions held in developed countries.

cluded him, posthumously, in the “In-

The competition for the opportu-

ternational Poultry Hall of Fame” in the

hundred meetings attended by over one lakh farmers, and urged them to

nity to host the congress was

shake off the

stiff, and India won the op-

stranglehold of

portunity by a majority of

the trade, and

just one vote.

year 2004.

Challenges “As far as egg promotion is concerned,

henceforth sell

Facilitation

the vast area is not a problem: with the

the eggs only

For his yeomen ser-

help of print and electronic media, which

at the rates

vices to the Indian

penetrates ever y nook and corner, we

declared by

poultr y industr y he

have been able to bring about a reason-

the farmers

was conferred upon

ably good level of consumer awareness.

themselves.

several national and

But, we do face some challenges in con-

His clarion

international

vincing the authorities about the desirabil-

call “My Egg,

ity of implementing various measures,

M y

such as, including eggs in the Mid-day Meal Program, which can go a long way, not only in increasing the egg consumption, but also improves the children’s nutritional levels. Banning the forward trading and export of maize and soya meal so

Anuradha J. Desai, Chairperson, Venkateshwara Hatcheries Pvt. Ltd.

as to make them available to the farmers

SEPTEMBER - 2009

in adequate quantities at affordable prices,

Poultry Diagnostic and Research Centre

Establishing Avian-Influenza –free Zones/

are the only ones of their kind in India.

Compartments to facilitate exports, etc,” said Anuradha.

Achievements

It has highly trained skilled R&D staff, engineering support staff to meet the requirement of clients.

Recent Developments “Expansion of production facilities is an

Performance

on-going process. As the consumption

During the financial year 2009-10, the

The most important achievement has

goes up and demand increases, we ex-

per formance of all three segments of

been the enhancement of productivity

pand the production to match the de-

Venky’s, viz. poultry & poultry products,

levels of both layer and broiler birds – in

mand and to retain/enhance our market

animal health products and solvent extrac-

terms of livability, feed conversion ratios,

share. As for new initiatives, we have es-

tion is expected to improve as compared

reduction in number of days to attain the

tablished a unit for production of human

to the previous year, barring unforeseen

desired body weight in broilers etc, which

bio-pharmaceuticals, and, the production

circumstances.

enabled the farmers to remain in business

will start before the end of this year,” said

in spite of higher input costs and fluctuat-

Anuradha.

net sales/income from operations was Rs

Presence

16,961 lakhs as compared to Rs 14,137

ing market conditions. Other achievements are establishment

For the Quarter ended 30th June 2009,

Lakhs during the same period last year.

of a nation-wide network of disease di-

In the Indian market, together with its

The Profit from operations before other

agnostic and technical service centers,

Franchisees, Venkateshwara Hatcheries

income, interest and exceptional items

and the Institute of Poultry Management,

has over 85% of the layer day-old chick

were Rs 1,507 lakhs as compared to Rs

which helped thousands of entrepreneurs

market, and 75% of the broiler day-old

1,195 lakhs during the same period last

to manage their farms scientifically, and

chick market. On the export front, it ex-

year. ❑

providing the best technology in every

ports Egg Powder to various European,

aspect of poultr y to the door steps of

Middle-East and Far Eastern countries.

poultry farmers in India.

Venkateshwara Hatcheries is also export-

Major Milestones of the VH Group The group has been first in the country to Start pureline research and development in India

• Use Specific Pathogen Free eggs in the manufacture of poultry vaccines

• Produce Specific Pathogen Free eggs in India

• Introduce the concept of combined and inactivated (killed) vaccines

• Introduce processing of chicken and eggs

• Manufacture automated poultry equipment

• Initiate poultry education through the Dr. BV Rao Institute of Poultr y Management and Technology

• Start sophisticated disease diagnostic, surveillance and monitoring laboratories

ing Hatching eggs to Middle East and a few African countries.

B V Biologicals For little over four decades VH group has established itself as leader in the manufacture of biologicals. Its presence spread wide across south East Asia to Middle East. Recently VH group has established

separate

division

“B.V.Biologicals” mainly dedicated to the manufacture of biotherapeutics for human beings. Based on its strength in the manufacture of cell culture based biotherapeutics, B.V. Biologicals mainly focusing on Mabs, Vaccines, poietins, interferons and con-

ASSIMILATING AND ADAPTING THE LATEST

PRODUCTION TECHNOLOGIES,

LAYING A STRONG FOUNDATION FOR INDIGENOUS

R & D, EXPANDING THE

MARKETS, AND UNIFYING THE FARMERS.IT WAS HIS METICULOUS PLANNING AND UN-TIRING EFFORTS THAT INDIA HAS EMERGED AS THE ONLY COUNTRY IN THE WORLD, OTHER THAN

USA, WHICH HAS THE

tract manufacturing for external partners.

TECHNOLOGIES AND CAPABILITIES TO

B.V.Biologicals products are at various

PRODUCE EVERY ESSENTIAL INPUT

stages of the development.

REQUIRED FOR SUCCESSFUL POULTRY

Apart from taking manufacturing of in

Dr. BV Rao Institute of Poultry Manage-

house products, B.V. Biologicals is also

ment and Technology, the Specific Patho-

interested in providing Contract Manufac-

gen Free egg production facility, and the

turing services to interested clients.

UNDER THE DYNAMIC LEADERSHIP OF DR. RAO, VH GROUP WENT ABOUT SYSTEMATICALLY ACQUIRING,

FARMING.

SEPTEMBER - 2009

Silver Rising Visaka Industries currently operates in 15 states in terms of sales and about 6 states in terms of manufacturing presence

VISAKA INDUSTRIES WAS ESTABLISHED IN 1981 TO MANUFACTURE CORRUGATED CEMENT FIBER SHEETS. WITH THE INITIAL PRODUCTION CAPACITY OF 36,000 TONS PER YEAR, THE FIRST FACTORY IN PATANCHERU, ANDHRA PRADESH COMMENCED THE COMMERCIAL PRODUCTION OF THE CEMENT SHEETS IN 1985. THE COMPANY DIVERSIFIED INTO TEXTILE YARN MANUFACTURING IN 1992. SINCE THEN THERE HAS BEEN NO LOOKING BACK. 70

SEPTEMBER - 2009

Incorporated as Visaka Asbestos Ce-

ness and the company name had to ad-

ment Products Limited in the year 1981,

equately reflect that we were not just in

Dr.G.Vivekanand, an MBBS graduate was

Asbestos, but were in other businesses

clear in his pursuit. Understanding his lack

also,” said Saroja.

of experience in the business and he fo-

When the company entered spinning,

cused on getting the most proficient pro-

it did not go for the conventional ring spin-

fessionals in the field onboard.

ning model, but went for the latest tech-

“He got in various professionals in dif-

nology, and at that time in India nobody

ferent disciplines based on their experi-

had entered into Twin Air Jet technology.

ence. He remained the Joint Managing

The company entered the twin air jet tech-

Director of the company while a profes-

nology and all the machines were im-

sional head was the MD initially,” says G.

ported from Japan. 1992-93 was the first

PRODUCTIVITY AWARD FROM THE ANDHRA

Saroja Vivekanand, Joint MD, Visaka In-

full year of operation spinning and that was

PRADESH FEDERATION OF CHAMBER OF

dustries.

the only year when they made a loss due

The company started as an asbestos

to devaluation of currency in 1991. 1992-

cement sheet company. The first plant

93 and the subsequent year was the only

commenced production on 1st April 1985,

time when they could not declare divi-

and the first full year of production was

dends, but after these two years, the

January 1986 to December 1986, the cal-

company has been continuously declaring

endar year at that time. In the first full year

dividends.

of production, the company made profits and declared dividend.

Diverse Growth At a time when Andhra Pradesh’s repu-

Visaka took the unknown Airjet spin-

COMMERCE 1987 BEST MANAGEMENT AWARD FROM THE GOVERNMENT OF

ANDHRA PRADESH IN

1987 AWARD FROM COUNCIL FOR INDUSTRIAL

ning technology as a challenge & success-

DEVELOPMENT

fully established the factory in Nagpur to

1985

produce about 2000 tons of man-made fibre yarns per annum.

COUNCIL FOR INDUSTRIAL DEVELOPMENT

tation among banks was that of a bad

“In 1997, we got one more license and

paymaster as many companies took loans,

then we imported a second hand machine

floated companies and then went sick,

from Italy and we implemented that unit

few companies were successful. “It was

in TN and it started with profits from the

mainly because of Dr Vivekanand’s fore-

very first year of operation. In 1999-2000,

sight and his seriousness towards running

we took over an Asbestos Cement sheet

the company on a long terms basis that

plant in Pune named Shakti Roofings. It

- BEST PERFORMANCE IN LARGE AND

Visaka could successfully wade through

was maintained as a separate company. In

MEDIUM SCALE

the storm. In due course of time, he got a

2002, we went into a high capacity plant

hang of the business and became the MD

in Midnapur, West Bengal where most of

in 1989. But unfortunately at that time fur-

the machinery was according to our re-

AP DISTINGUISHED INDUSTRIAL AWARD

ther license for future expansion was dif-

quirement. So this was the year when we

FROM

ficult as the industry was not giving new

designed our own plant with the help of

licenses. So we had to look for other al-

fabricators and small vendors. We could

ternatives. In the quest for further growth,

contain the capital cost and produce high

Cement was too big to handle as our turn-

AWARENESS CENTRE OF ENVIRONMENT-

quality machines. This plant produces 1,

over was about Rs 10-15 crores. The other

WORLD ENVIRONMENT DAY

10, 000 tonnes per annum compared to

core sector that looked prospective was

70-80,000 tonnes by other plants. So by

yarn. In 1990, the company changed its

that time we could absorb the technology

name from Visaka A sbestos Cement

of fabrication machinery though not a fab-

Products Limited to Visaka Industries be-

rication division,” said Saroja.

& TRADE - INDUSTRIAL PROMOTION GOLD MEDAL AWARD 1990 ALL INDIA MANUFACTURERS ASSOCIATION

2001

EXHIBITION SOCIETY IN THE YEAR 2003

2006

cause we were getting into the yarn busi-

SEPTEMBER - 2009

to attain crystalline structure which imparts dimensional stability to the Vborad. The cement component makes it durable & the cellulose component makes it more workable. The Yarn segment has a range of products including Melange Yarns, High Twist Yarn and specialty yarns with different blend styles. Visaka has earned recognition as the largest Unit in the world with MTS installation. We have achieved acclaim for the highest productivity and highest efficiencies, bench-marking quality and productivity standards of excellence for the world to follow. Visaka’s dedicated employees with commitment continue to shoulder

Its adherence to stringent quality con-

the successful operations of the company. The company is driven by estab-

trol earned it the prestigious ISO certifi-

lished processes & systems. “There is no compromise on quality at any

cation in 1995 and Star Export House Sta-

point of time. Our continuing customers since the day of company’s incep-

tus in 2004. Visaka has also earned ac-

tion are the testimony for Visaka’s commitment to customers,” said Saroja.

claim for its consistency in quality, on-time

Dr.G.Vivekanand’s vision of serving society is met by prompt payments

delivery and friendly service in domestic

to its suppliers, good quality, price and service to its customers, prompt

as well as international markets.

servicing of its financial obligations to its lenders, consistent dividend to

Visaka’s yarns are environmental

its shareholders, and a company working environment along with oppor-

friendly and are OEKO-TEX Certified from

tunities of growth to its employees. The company is also conscious of en-

July 2008.

vironmental pollution and implements strict controls in its factories. Visaka Charitable Trust Visaka Industries Limited as a responsible corporate citizen has the view that corporates who benefit from the society must give back something to the society; that an organisation with the power to affect human lives must use the power wisely, and not abuse it.. With this as its central philosophy, the Visaka Charitable Trust set up in the year 2000, has donated over US$ 1 million for social causes like education and clean drinking water to the poor in various parts of the country. It continues to do outstanding work, touch-

Plants Galore In 2004, the company setup a plant in Tumkur, Karnataka and in 2005 it went to Rae Barelli. In 2006 it setup a plant in Miryalaguda, Vijayawada and in 2007, the company started a non-asbestos cement sheet plant in Miryalaguda. “So as we have grown we have improved on machinery and technology has

ing thousands of lives everyday.

been improved so that the energy cost could come down, the productivity goes

Products Visaka's high-tech Fibre Cement plant is a fully automated factory incorporating the latest and most sophisticated technol-

facturing Vboard since march 2009 with

up, the labour component comes down,

HPSC technology conforming to IS 14862-

and capital cost could come down by set-

2000. The production facility is in

ting up so many plants over the years,”

Miryalaguda in Andhra Pradesh.

said Saroja. In 2007-08, the company got

ogy. Resulting in consistency in physical

Vboard is resistant to Fire, Water & Ter-

a study done by AC Nielson regarding the

properties and strength, which far ex-

mite. Vboards are manufactured from

marketability of non-asbestos Cement

ceeds the standards prescribed by I.S.I.

special grade cellulose fiber and inorganic

sheet and found that there were few

binders of silica base. The matrix made to

other players in the market with slight

the required thickness is cured at high tem-

deviation in manufacturing and inputs. So

perature and high pressure in autoclaves

we set up a non-asbestos Flat sheet plant

Vboard is a non-asbestos product in par with the standards of the International fiber cement sheets. Visaka started manu-

in Mir yalaguda used for false roofing, SEPTEMBER - 2009

mezzanine floors, wall paneling, internal

Har yana,

Kerala,

Maharashtra,

quired, it has good acoustic properties,

walls etc.

Chattisgarh, Assam, Orissa apart from

good heat insulation, better A/C effect

“The idea behind setting up so many

others) in terms of sales and about 6 states

and it is fire resistant and being a cement

plants in so many places is that the prod-

in terms of manufacturing presence viz.,

based product unlike wood, there is no

uct is ver y bulky and brittle. Therefore

Andhra Pradesh, Maharashtra, Tamil

termite, no wear and tear. We just started

transportation is a risky element and the

Nadu, Karnataka, West Bengal and Uttar

production and the current capacity is 500

market is mostly the rural market. In 1985,

Pradesh producing about 650,000 tons of

panels about a day,” said Saroja.

the market segmentation was; govern-

corrugated cement sheets per year.

Financials

ment used to be 30-40%, industry used

“The idea is that if you put up a plant,

to be 60-70% and the rural market was

you should be able to sell its production

The turnover in 1985 which was the first

negligible, but since late 90s the segmen-

within a radius of 300-500 kms because

year of operation was 9 crores. In 1988,

tation changed; now government is neg-

the transportation cost in terms of per-

the turnover touched Rs 10 crores. Today

ligible, the industry is about 20% and the

centage of turnover constitute about 10%

the company is operating at Rs 550 crores

rest is the rural market. The moment we

of the turnover. So if you make 1 rupee of

and it has plans to touch Rs 600 crores in

realized the potential, we started work-

sale, the transport cost will be 10 paise.

2009-10. Last year the company made a

ing towards this market. In 1985-86, we

So it becomes a key element,” said Saroja.

profit over tax of Rs 36 crores and this

were number 7 in the industry in terms of

Now at Miryalaguda plant the company

overall capacity; today we are 2nd after

also started a value added product in tech-

Hyderabad industries,” said Saroja.

nical tie-up with an Australian technocrat

Current operations

to produce panels, which can be used for internal walls, mezzanine floor etc. “The

The company currently operates in 15

advantage is that construction is fast, you

states (Jharkhand, Bihar, Uttar Pradesh,

increase the floor space, no curing re-

year, in the first quarter itself, the profit over tax was Rs 26 crores.

Achievements

• More than 4,000 authorised stockists • 2000 + Sales Counters • Rs 600 crores annual turnover • The company has many firsts to its credit. Best quality, highest productivity, largest twin airjet spinner in the world, ISO 9002 accreditation, winner of many awards are some of its achievements. ❑

“IN 1985, THE MARKET SEGMENTATION WAS; GOVERNMENT USED TO BE 30-40%, INDUSTRY USED TO BE 60-70% AND THE RURAL MARKET WAS NEGLIGIBLE, BUT SINCE LATE 90S THE SEGMENTATION CHANGED; NOW GOVERNMENT IS NEGLIGIBLE, THE INDUSTRY IS ABOUT 20% AND THE REST IS THE RURAL MARKET. THE MOMENT WE REALIZED THE POTENTIAL, WE STARTED WORKING TOWARDS THIS MARKET. IN NUMBER

1985-86, WE WERE

7 IN THE INDUSTRY IN

TERMS OF OVERALL CAPACITY;

2ND AFTER INDUSTRIES”

TODAY WE ARE G. Saroja Vivekanand, Joint MD, Visaka Industries

HYDERABAD

SEPTEMBER - 2009

SilverTronics With its strong partnerships and expertise, KELTRON is well positioned to quickly understand and introduce new technologies, customizing them to suit the specific needs of its customers.

THE FIRST STATE PUBLIC SECTOR CORPORATION TO DEAL ENTIRELY WITH ELECTRONICS IN THE COUNTRY, KELTRON (KERALA STATE ELECTRONICS DEVELOPMENT CORPORATION LIMITED) WAS THE FIRST IN INDIA TO DESIGN, DEVELOP AND MANUFACTURE A MICRO PROCESSOR BASED CARD ATTENDANCE SYSTEM AND IMPULSE CLOCK SYSTEM FOR FACTORIES AND OFFICES. IT HAS BEEN A COMPANY SUSTAINING THROUGH SHEER INNOVATION AND FUTURISTIC TECHNOLOGIES.

SEPTEMBER - 2009

KELTRON was formed in 1972-73 with

The following are examples of practical

a specific commitment to build up elec-

realization of this concept. Keltron Crys-

tronics industry in the state of Kerala. The

tals Ltd in Cannanore, Keltron Power De-

objectives were to stimulate and promote

vices Ltd and Keltron Rectifiers Ltd in

electronic industrial projects in general;

Trichur, Keltron Ferrites (P) Ltd in Quilon,

render technical, promotional and finan-

DielectroMagnetics Ltd in Malappuram

cial assistance to intending entrepreneurs

(Present KECL, Kuttippuram)

for establishment of electronic industrial

Keltron Branch offices were established

projects; establish, manage and control

in major cities in India. Then in 1978, the

projects for manufacture of such electron-

Corporation signed an agreement with

ics products as may be thought fit; set up

Controle Bailey of France for the manufac-

facility for research and development, in-

ture of Control & Instrumentation for Ther-

spection, quality control, proto-type de-

mal Power Plants and Process Industries.

CSIR, GOVT. OF INDIA

velopment and other specialized services

The project was established in Aroor in the

required by electronic industry; set up a

* SCIENCE & TECHNOLOGY AWARD -

backward district of Alleppey with an in-

strong and dynamic marketing organiza-

vestment of Rs. 8 Cr as Keltron Controls

tion and to set up industries in different

Division.

districts of Kerala with emphasis on backward districts in order to create employment opportunities equitably and effect industrial development uniformly. Starting operations with an R&D unit which was later enlarged into a full fledged autonomous Electronic Research and Development Centre (ER & DC) in order to play a pivotal role in the development of electronics, the first project undertaken by Keltron was manufacturing of B&W TV (EC TV) sets on behalf of M/s Electronics Corporation Of India Ltd. This was the first ever such agreement between Central and state PSUs.

The ER & DC and Materials Develop-

* REPUBLIC DAY AWARD - 1973 BY INVENTION PROMOTION BOARD OF

KERALA 1978 BY GOVT. OF KERALA * FICCI - 1983 AWARD IN RECOGNITION OF INSTITUTIONAL INITIATIVE IN

ment Centres were established in 1980.

RESEARCH IN SCIENCE & TECHNOLOGY

The Cybernetics Division was established

in 1986 for the manufacture of Comput-

ELECTRONIC RESEARCH & DEVELOPMENT

ers & Communication products. “Keltron has aided the overall development of electronics industry in the countr y by providing horizontal transfer of

CENTRE AT TRIVANDRUM

ELCINA AWARD - 1983 TO ER & DC, TRIVANDRUM TOWARDS R&D CONTRIBUTION IN

technology to other states; J & K, Bihar,

ELECTRONICS.

ACHIEVEMENTS

Pondicherr y and Manipur. Keltron has paved the way for forming Electronics

* KELTRON IS THE FIRST STATE PUBLIC

Development Corporations in other states

SECTOR CORPORATION TO DEAL ENTIRELY

like Uttar Pradesh – UPTRON, Andhra Pradesh - APTRON (APEL), Karnataka –

WITH ELECTRONICS IN THE COUNTRY.

Keonics, Tamil Nadu – ELCOT, West Ben-

* FIRST IN INDIA TO DESIGN, DEVELOP

Keltron Equipments Complex was es-

gal – WEBEL, Maharashtra – MELTRON,

AND MANUFACTURE A MICRO PROCESSOR

tablished in Karakulam, Trivandrum. In ad-

MP– OPTEL, Gujarat – GECL, , Rajasthan –

dition to T V Production unit, Industrial

REIL, Har yana – HARTRON, Punjab –

Electronics Products division, Mass Com-

PUNWIRE,” said Captain Om Prakash Dua,

munication Division and Special Products

MD, KELTRON.

Divisions were established subsequently. Keltron Component Complex was estab-

Challenges

BASED

CARD ATTENDANCE SYSTEM

AND IMPULSE

CLOCK SYSTEM.

* FIRST IN THE COUNTRY TO DESIGN AND MANUFACTURE A

90 KVA UPS

SYSTEM AND INSTALLED AT

REACTOR

lished in 1974 and started manufacture of

There were no entrepreneurs willing to

Electroly tic Capacitors with a technical

invest in the electronics industry at the

collaboration with Sprague Electromag,

time when Keltron started. Then the Cor-

* FIRST IN INDIA TO DEVELOP A 100HP

Belgium. This unit was started with public

poration itself implemented selected

AC AND MANUFACTURE A 650 HP

participation in equity and public issue.

projects after obtaining the necessar y

MICRO COMPUTER BASED

Simultaneously, a new technocrat sec-

permission from GoI.

tor was conceived in the place of the nor-

Financial setback during the 90s when

mal joint sector which is basically financial.

the GoI introduced the liberal policy and

RESEARCH CENTRE KALPAKKAM

WHICH IS INSTALLED AT

DC DRIVE

GAS TURBINE

RESEARCH CENTRE, BANGALORE

SEPTEMBER - 2009

* FIRST IN INDIA TO DEVELOP MICRO COMPUTER BASED

MASS DISPLAY

SYSTEMS WHICH WERE INSTALLED IN MAJOR

Stringent Service Levels and a Responsive Service Culture They believe that the most important function of a Service Level Agreement is to ensure that everyone is on the same platform with respect to various aspects of the network, delivery and response. Service delivery is core to their business and they are driven by a service culture that is responsive and adheres to customised pre and post sales Service Level Agreements. Their experienced professionals are committed to providing customers with the swift response they deserve for “everyday” requests. While they have access to the Systems Engineering team, and are able to engage their services as required, the Support team assists with the following customer requirements for additions and changes; New equipment orders; Basic system and software upgrades; Requests for assistance and Programming of system features. KELTRON’s success over the years can be attributed to its approach of working in partnership with customers to fully understand their core business val-

AIRPORTS OF INDIA

* FIRST TO DEVELOP AN INDIGENOUSLY DESIGNED

LSI BASED WINDOW

ANNUNCIATION SYSTEM FOR POWER PLANTS AND PROCESS INDUSTRIES * DESIGNED, ENGINEERED, AND MANUFACTURED THE

PTI NEWS SCAN

FOR VISUAL DISPLAY OF NEWS HITHERTO TRANSMITTED THROUGH TELEPRINTERS WITHIN A RECORD TIME OF

3 MONTHS

* FIRST TO DESIGN AND DEVELOP MICROPROCESSOR BASED PROGRAMMABLE LOGIC

ues as well as technological needs and environments. This ensures the most

CONTROLLER (PLC) FOR

PROCESS AUTOMATION

strategic, cost-effective and successful technological solution is implemented

* FIRST TO DESIGN AN ELECTRONICALLY

for the individual customer.

ASSISTED

Strategic Vision To be a world class, growth-oriented electronics corporation specialized in providing quality, market focused products, services and cost-effective system solutions to a large clientele. To attain leadership position in the knowledge industry by training and utilizing the rich knowledge capital available in Kerala, and creating a wide technology horizon for the development of knowl-

FOR

TEXT COMPOSITION SYSTEM MALAYALAM LANGUAGE

* FIRST TO BRING OUT A MODULAR MICROPROCESSOR BASED SYSTEM FOR INDUSTRIAL CONTROL WHICH IS THE FOREFATHER OF INDIA’S

edge wares and intelligent systems.-

SUPER COMPUTER

“PARAM” BROUGHT OUT BY C-DAC. * FIRST TO ENGINEER AND MANUFACTURE Indian Market was opened up to MNCs.

Recent Activities

ECHO INJECTOR PROCEDURE TEACHER,

This was overcome by restructuring the di-

• CGRAPS – AN INTEGRATED SOLUTION TO

DRIVER HELD SONAR, SONAR SIMULA-

visions into SBUs, reducing the operation cost, and Product / operations diversifications

PUNE MUNICIPAL CORPORATION consisting of Critical Public Place Surveillance System, Garbage/ Octroi Vehicle

TORS,

SHIP CONTROL UNIT AND AIR

DISPLAY

PLOT FOR THE DEFENCE.

Management System, Red Light Viola-

SEPTEMBER - 2009

tion Detection System, Area Traffic Con-

tem has been conferred with the ISO 9001

tems etc and Keltron’s Security Systems

trol System, Passenger Information Sys-

accreditation by M/s KPMG.

Group is manufacturing these products.

tem for BRTS Corridor (PIS) and Speed

Information Technology

The group had a wide range of custom-

Limit Violation Detection System

“We are dealing in Computer Hardware,

ers from all over India like AIR,

• E- Governance projects of GoK, ICT In-

standard Software and associated Periph-

Doordarshan, International Airports,

frastructure supply to Schools, ICT In-

erals. Our Software Group offers custom-

TELCO, Hindustan Motors, Ordinance Fac-

frastructure to LSGIs

ized software solutions to Government

tories, Parliament House, PM’s Residence,

departments, Local self Government In-

ONGC Platforms etc.

• ICT Infrastructure to Kerala Police, ICT Infrastructure to KSEB, ICT Infrastructure to Commercial Taxes department.

• ICT Infrastructure and Application software to Law Department

Business Domain Components Keltron Component Complex Limited markets its products under the brand name “KELTRON” of its parent Company. It has a state of the art manufacturing facility with sophisticated automatic machines from Japan and Europe. It has the capability to produce all types of Aluminium Electrolytic Capacitors which conform to national and international standards. The manufacturing technology is constantly upgraded by R&D Centre of the Company which has the recognition of the Department of Scientific & Industrial Research, Ministry of Science & Technology, Govt. of India. The Company’s Quality sys-

stitutions, Co-operative banks, and vari-

ID CARD Solutions

ous other Customers. We also offer IT

Solutions using various types of ID Cards

Training, Network Services, Web services

(SMART Cards, RFID Cards, Bar Coded

etc. Having expertise in all the functional

PIONEERS IN:

domains (Hardware, Software, Web Services, Networking etc) the Government of

State-of-the-art technology for -

Kerala has recognized KELTRON as a Total

• Electronic components manufactur-

IT Solution Provider in the year 2002,” said Captain Dua.

Strategic Electronics Strategic (Defence) Electronic Products as well as Space Electronics Products fall under this categor y. Special Product Group caters to the requirements of Defence sector mainly Indian Navy. The space electronics section of the unit has a dedicated setup to meet the specialised and

ing – Carbon & Metal film resistors, Aluminium Electroly tic Capacitors, Peizo Electric Crystals, Power Transistors, Rectifiers, Ferrites, Ceramic Capacitors

• Industrial UPS, Rectifier Equipment, Inverters & Converters, Variable speed Drives, AC & DC Motors

• B & W and Colour Television sets, Radio and other entertainment systems

sophisticated requirements of ISRO in Elec-

• CCTV systems, Information Display

tronic assembly and testing for their

systems, Satellite Communication Equip-

projects PSLV, GSLV and Satellites INSATs,

ments

GSATs, Etc

Security Systems

• Mini & Micro Computers, Office Automation Equipments

The products under this category are

• Control & Instrumentation system;

Surveillance Systems, Access Control Sys-

Data acquisition system of Hitachi-Japan,

tems, Attendance Data Management sys-

DDC & MIS of Hitachi-Japan and Brown Boveri Kent - UK

• Automatic Fair Collection & Passenger Control system to Calcutta Metro with the Technical Collaboration of M/s ESD, France.

• The ER & DC and Materials development Centre have contributed to substantial saving of foreign exchange by innovating productionable, marketable and maintainable products as import substitution.

• Established the Printed Circuit Board manufacturing facility in Kerala

SEPTEMBER - 2009

Cards etc) for different applications (Vot-

age solutions for road traffic manage-

nance free traffic signaling systems. We

ers’ Identity, Employee Identity, Traders

ment. KELTRON Traffic Controllers are in-

have successfully developed Solar Pow-

Identity, Beneficiary Identity, Vehicle De-

stalled all over India in places ranging from

ered Road Warning Blinker and Signal Sys-

tection & Identification, Driving License,

Srinagar to Trivandrum and Gandhinagar

tem. We also offer GPS based controllers

Electronic Number Plate for vehicles, Ra-

to Imphal. KELTRON thus has the largest

by which co-ordination of signals are made

tion Cards) are offered by the ID Card

installation base of road Traffic Signals

easy without inter connecting controllers.

Project (IDCP) Group of Keltron. It is the

within the country. Some of the major cit-

Our Digital Count Down Clocks are retro-

State Level Agency (SLA) for Election De-

ies covered by KELTRON system besides

fit to any type of fixed time controllers,”

partment in Kerala.

Delhi are Ahmedabad, Bhopal, Jaipur,

said Captain Dua.

Power Electronics

Nagpur, Bangalore, Mangalore, the twin

Keltron is in the Power Electronics Sec-

cities of Hyderabad & Secunderabad,

tor and manufactures Battery chargers,

Gorakhpur, Kanpur, Chennai and

In India, their customers enjoy its sup-

Inverters and UPS system with technology

Calcutta. The division has entered into a

port across the length and breadth of In-

developed by in-house R&D as well as

Transfer of Technology agreement with

dia with direct office presence in major

with technology outsourced from M/s

CDAC (T) for Area Traffic Control System

cities namely, New Delhi, Kolkata,

ABB Switzerland and C-DAC Trivandrum.

(ATCS).

Chennai, Bangalore, Hyderabad, Mumbai,

KELTRON’s National Presence

Ahmedabad, Calicut, Cochin, and

The Power Electronics Group of KELTRON

“We have introduced advanced version

was the first in the country to design and

of Fixed Time Controller and also devel-

Trivandrum.

develop 500KVA & 600 KVA UPS qualify-

oped Traffic responsive controller (Vehicle

ing seismic parameters.

Actuated) using loop detectors for iso-

Strategic Partnerships

Traffic Signals

lated intersections, which are fully auto-

The Traffic Signals Division of KELTRON,

matic and self-optimizing in nature. Our

which has been in existence for more than

LED stacked signal display units are a vi-

two decades, is qualified to offer state of

able solution to the energy crisis in the

the art traffic controllers and offer pack-

form of low power consuming, mainte-

KELTRON finds itself at the vanguard of the changing business scenario. With its strong partnerships and expertise, KELTRON is well positioned to quickly understand and introduce new technologies, customizing them to suit the specific needs of its customers. They have a broad range of products and solutions from their partnerships and strategic alliances with Cisco, Nortel, Linksys, Zyxel, ATL, Allied Telesys for networking products, IBM and Acer for computers in addition to Keltron brand PCs, Wipro, Samsung, Epson, for peripherals and Vikon, Sony and Arteco for Surveillance systems. ❑

“WE HAVE INTRODUCED ADVANCED VERSION OF FIXED

TIME CONTROLLER AND ALSO TRAFFIC RESPONSIVE CONTROLLER (VEHICLE ACTUATED) USING LOOP

DEVELOPED

DETECTORS FOR ISOLATED INTERSECTIONS, WHICH ARE FULLY AUTOMATIC AND SELFOPTIMIZING IN NATURE.” Captain Om Prakash Dua, MD, KELTRON

SEPTEMBER - 2009

G.Venugopala Krishna, MD, Vamsi Art Printers Pvt. Ltd.

Silver Press Vamsi Art Printers, Hyderabad has grown at a time when comparable players failed to measure up to the formidable challenges posed by emerging technologies, growing competition and changing business landscapes.

WHEN G.VENUGOPALA KRISHNA TOOK A DECISION OF ACQUIRING THE SUMERI Q SETTER CTP FROM ALTIZEN IN 2001, IT VAMSI INTO THE BIG LEAGUE OF THE PRINTING TERRITORY WHICH WAS LARGELY DOMINATED BY AN UNORGANIZED SEGMENT OF SMALL TIME PLAYERS. TODAY, IN THE BUSINESS OF PRINTING, VAMSI IS A NAME TO RECKON WITH.

FACILITATED

With a turnover

the press stood out in the intensely com-

computer-to-plate process to the next

of a modest R s

petitive market for the sheer quality of its

level on a CTP 800 III Quantum. It has two

12.00 crores and a

deliverables, reliability of its methods and

each of 6-colour sheet fed offset, 4-colour

550 strong client

its fidelity to customer specifications.

sheet-fed offset and 1-colour offset ma-

list that spans 36

Past masters, including those with over

chines that come from the world’s best

districts in 4 states

three decades of experience in the print-

known names such as Heidelberg, Komori

of India, Vamsi has made a mark in the

ing industry, constitute the core team at

Lithron, Fuzi and Ryobi.

printing arena.

Vamsi.

Presently, Vamsi prints about 60 jobs

The cream of its offerings in the pre-

While offering the gamut of pre-press,

per day and is directly imaging 240 plates

press, press and post-press segments ap-

press and post-press solutions under one

per day. They are in the process of increas-

peal to hard-nosed printing professionals

roof; Vamsi has grown by leaps and

ing the number of jobs to 100 and the plate

and technocrats in India and abroad.

bounds at a time when comparable play-

count to 400 plates per day.

It was in 1977 when Venugopala

ers failed to measure up to the formidable

The promoters have already set in mo-

Krishna, fondly called Venu, assumed reins

challenges posed by emerging technolo-

tion certain in-house modifications to

of a small unit in Lakdikapul, Hyderabad

gies, growing competition and changing

reach their goals. Venu also has plans to

with the blessings of his father G

business landscapes.

visit China for ushering the latest one in

Neelakanteswara Rao. Within a few years,

Taking everything in its stride, Vamsi has

the process of digitization and offer instant

the father-son duo transformed the mod-

assiduously built up commendable facili-

solutions to the publications segment. He

est unit into a vibrant powerhouse in the

ties with state-of-the-art equipment. It has

seeks methods by which he can produce

printing landscape of Andhra Pradesh.

a sober designing studio with professional

and deliver books with fewer copies in a

Venu steered Vamsi to articulate its pro-

graphic designers who love to take the

matter of minutes. ❑

moters’ mission and vision in action and

SEPTEMBER - 2009

Silver Services CMC has proven expertise in a wide array of applications, including real-time systems, online systems, embedded systems, process control, transaction processing, image processing, data communications, networking, parallel architectures, e-commerce technologies and e-governance applications.

CMC LIMITED IS A LEADING IT SOLUTIONS COMPANY AND A SUBSIDIARY OF TATA CONSULTANCY SERVICES LIMITED (TCS LTD), ONE OF THE WORLD’S LEADING INFORMATION TECHNOLOGY CONSULTING, SERVICES AND BUSINESS PROCESS OUTSOURCING ORGANISATIONS. IT IS A PART OF THE TATA GROUP, INDIA’S BEST-KNOWN BUSINESS CONGLOMERATE. 80

SEPTEMBER - 2009

With 18 offices, 150 service locations, 520 non-resident locations and over 3,600

work consulting; and IT-enabled process-

compared to Rs. 58.23 in the previous

ing services.

year. In view of increased profits, the

employees worldwide, CMC provides a

The company has proven expertise in a

board has recommended an increase in

wide spectrum of unique Information

wide array of applications, including real-

dividend rate to 150% compared to 110%

Technology solutions and services to a cli-

time systems, online systems, embedded

in the previous year.

entele of premier organisations in the gov-

systems, process control, transaction pro-

The company continued to work to-

ernment and private sectors.

cessing, image processing, data commu-

wards generating cash, increased its cash

CMC Americas, its subsidiary, services

nications, networking, parallel architec-

balance from Rs. 119 crore to Rs. 154 crore

clients in the US, while its branch offices

tures, e-commerce technologies and e-

and continued to enhance its operational

in the UK and Dubai market its products

governance applications. Its competitive

efficiency.

and services in Europe, Africa and the

edge comes from combining technology

Middle East.

competencies with its understanding of

Diversification

Since its incorporation in 1975, CMC has

verticals, straddling a range of sectors

The Company is diversifying its market

an enviable record of successfully building

from banking and insurance, power, min-

presence globally. The Company made

IT solutions for massive and complex in-

ing and defence to education.

strategic entry in Japanese and European

frastructure and market projects.

Major projects

In the domestic market, the company

Markets apart from strengthening its

has established an extensive services net-

presence in American and Indian Markets.

work penetrating the remotest geo-

The Company has also worked closely

• A passenger ticketing and reservations

graphical locations. This gives it an un-

with TCS business units across markets

system for Indian Railways, which runs

matched advantage in servicing custom-

and verticals to optimize the synergistic

6,000 passenger trains carrying over 10

ers with an all-India presence, such as the

benefits available. The company earned

million passengers a day, on a 90,000-

railways, banks, government entities and

new businesses in the areas of Ports and

km railway network covering around

other organisations with countr ywide

Cargo in Europe, Embedded Systems in

8,000 railway stations.

operations.

Japan and Europe, e-Governance in India,

• A comprehensive online real time cargo

CMC’s grow th strategy focuses on

and deepened its relationship with key cli-

handling system to integrate all complex

capitalising on its unique skill sets and le-

ents in Embedded Systems and ITES areas

and varied activities of container termi-

veraging the synergies with TCS and other

in America during the year.

nals. This system has been imple-

Tata group companies, for growth in rev-

mented for several Indian and Interna-

enue and profitability of its operations.

tional ports.

• An online transaction processing system

Financial Performance

This success has been endorsed by Credit Rating Agency, who have re-affirmed A1+ rating - indicating the highestcredit-quality for short term debt instru-

for the Bombay Stock Exchange, which

Led by a capable management team,

ments – and a LAA rating, indicating high-

handles millions of securities trading

the Company further improved its busi-

credit-quality for long term exposure for

transactions every day.

ness mix as well as its operating profitabil-

both fund based as well as non-fund

ity and delivered all round improvement

based exposure.

End-to-end solutions capability

in financial performance during the finan-

“The global economic situation only

cial year 2008-09. Profit after Tax, PAT on

worsened during the second half of 2008-

CMC manages turnkey projects, and

standalone basis crossed the Rs. 100 crore

09, with the malaise spreading to other

have built, managed and supported its

mark for the first time in the history of the

developed markets and to other industries

customers’ IT systems across the value

Company. The company recorded Profit

beyond the banking sector to impact ver-

chain - infrastructure, applications and

After Tax of Rs. 105.57 crore, registering a

ticals like manufacturing, hi-tech and

business processes. That is because the

growth of 20% over the last year. On a

telecom. A large number of companies

company’s capabilities span the entire IT

consolidated basis, PAT grew 26% to Rs.

reduced their IT spend either by delaying

spectrum: IT architecture; hardware; soft-

116.14 crore.

the decision or by putting on hold some

ware (including systems and application

Improvement in profitability resulted in

discretionary spending on new IT projects,

software, development or implementa-

a significant increase in earning per share,

especially in the US. The slower pace of

tion, maintenance, and frameworks); net-

EPS, which stood at Rs. 69.68 in 2008-09,

economic activity also resulted in a signifi-

SEPTEMBER - 2009

cant reduction in the growth rate of the Indian IT industry to almost half of what was witnessed in the preceding 4 to 5 years. The changed business environment necessitated greater rigor, focus and diligence from ever y CMCite. Customers were also feeling the rippling effect of the recession, so the company worked towards enhancing value addition and deepened the engagement through greater collaboration. At such times customers look to improve their efficiencies and seek better return on investment. The company addressed this by working towards creating innovative solutions to meet their needs. This helped the company in retainAs part of the Tata group, the Com-

tiatives that bring people together in

pany has a strong commitment to the

non-work related forums, are encour-

community and has participated in

aged.

several Tata group level initiatives to help under-privileged and physically challenged children.

Training “The Company is in the knowledge

ing its key customers and continued expansion in the relationships,” said R Ramanan, MD & CEO, CMC Limited. Despite a strong slowdown in the US, the business of the Company in the US grew by 15% in dollar terms during the year. As a result, the Americas accounted for

During the year, the company has

business and its success is driven by

helped disaster hit areas by providing

the determination, passion and skills

relief for flood victims of Bihar and

of its people. Therefore, learning and

Midnapore. It has independently con-

development of people is the key to

tributed to better health ser vices

providing your Company with a pool

“The Company also consolidated its

available through a range of activities

of highly skilled staff in key technol-

position as a dominant player in the Indian

from organizing eye camps to cultural

ogy and domain areas who can deliver

General Insurance vertical, resulting in

events for Hospices.

complex and innovative solutions.

over 30% growth in its overall domestic

There was a renewed focus on train-

software and solutions business. While

ing and one key success achieved last

the turmoil in global economy impacted

year is the definite increase in learn-

emerging growth economies like China

ing opportunities for every employee.

and India initially, the bounce-back in these

Thanks to new software, CMCites can

markets has been quicker. India and China

now avail of on-line training and certi-

are still expected to remain among the

fication opportunities, which has

fastest growing economies in the world,”

helped enhance employee morale and

said Ramanan.

performance. There has also been a

Joint-Go-to-Market with TCS

The Company leverages its own expertise in IT education and training towards bringing in greater social equity. It has adopted a policy on affirmative action for Scheduled Castes and Scheduled Tribes Communities, including increasing their employability through training. Towards reinforcing the CMC family feeling, employee engagement platforms like Maitree and other ini-

around 25% of total consolidated operating revenue of the company during 2008-09.

visible improvement in employee productivity as well as attrition during the year 2008-09,” said Ramanan.

CMC has been focused on leveraging synergies with TCS and creating a JointGo-to-Market approach for various solutions, verticals and markets. This approach to business strategy has immensely benefited the company over the years. During 2008-09, the Company earned almost 46% of its consolidated operating rev-

SEPTEMBER - 2009

enue through such synergy and Joint- Goto-Market transactions. In 2008-09, these synergies with TCS were leveraged to together win a large mission mode project,

R&D to the market,” said Ramanan.

Business Excellence and Quality Initiatives

porting will be some of the other drivers of IT spend in the private sector. “In the Government sector, the company can visualize opportunities emerging

e-Passport Seva, from the Government of

The Tata Business Excellence Model,

from the increased focus on environment

India’s Ministry of External Affairs. Joint

TBEM, which was adopted by the Com-

and requirement of enhanced infrastruc-

capabilities of TCS and CMC and its past

pany five years back, provides a platform

ture to deliver citizens’ services more ef-

track-record of delivering large projects

for continuous improvement for the en-

fectively as well as mission critical e-Gov-

like MCA21 were successfully showcased

tire organization. During the year, the

ernance programs that help increase gov-

to demonstrate the compelling value

Company’s STP at Kolkata was certified for

ernment efficiencies will continue to drive

proposition.

ISO 27001 for its information security man-

IT spend in this sector. The company on

agement system. Its Hyderabad Center

its own and by collaborating with TCS is

was recertified for ISO 9000:2000 for

well poised to exploit these opportunities

Software Ser vices and Embedded Sys-

as they emerge,” said Ramanan. CMC

tems services.

foresees large IT investments by Govern-

The Way Ahead

ment departments such as Railways, De-

Innovation “In a competitive environment, innovation is the only way to stay ahead. One form of innovation is in enhancement of portfolio of products and services. The

fence and Finance with a view to improve

company’s dedicated R&D team has suc-

The management of the company be-

infrastructure and e-Governance. The

cessfully built complex solutions in areas

lieves that IT spends in the private sector

Company is thus gearing itself to tap all

like Real-time ticketing systems, Biomet-

globally will seek improvement in opera-

these opportunities.

ric solutions, SCADA and Mobile Comput-

tional efficiency, cost savings and better

ing. Such intellectual assets are being le-

return on investment. Increased regula-

veraged fully by establishing a clear

tions in many markets leading to more

roadmap of progressing products from

enterprise regulations, security and re-

“The cost imperative will drive a gradual shift away from traditional labor intensive outsourcing models to asset or framework-centric ser vices. Deliver y models based on newer technologies such as cloud computing, SaaS and virtualization will become a reality. The company already has a rich portfolio of industry specific assets which allows delivery of cost effective solutions,” said Ramanan. With pressure on investment in additional hardware, the focus of CMC is now on niche targeted services and maintenance services to maximize the returns from investment already made. The company has an established maintenance portfolio which is being enhanced further through service offerings like Remote Infrastructure Management. “Increasing demand for productivity and efficiency improvement is likely to lead to larger investment in training of IT workforce. The Education and Training SBU of the company will offer courses to meet these requirements and tap the emerging opportunities. The company is well poised

R Ramanan, MD & CEO, CMC Limited

to leverage these opportunities in the market,” said Ramanan. ❑

SEPTEMBER - 2009