...July 21, 2012, Maruti Suzuki India Ltd has announced an indefinite lockout at their plant at Manesar, Haryana, after a general manager was killed and several others were injured in a violent confrontation between workers and management on July 18, 2012. The company ruled out importing cars to meet domestic demand and reiterated its commitment to its Manesar facility in the backdrop of persistent rumours that Maruti would shut down the facility once their plant in Gujarat was complete. In a statement, the company said the violence broke out in the evening when a worker beat up a supervisor on the shop floor. However, the employees union said "objectionable remarks" by the supervisor against an employee triggered the violence. Workers at the plant turned violent, attacking and injuring executives and managers in the office premises. At least 40 managers and executives are injured, and have been rushed to hospital. The attackers also set fire to property and damaged facilities. The sequence of events began in the morning with a worker beating up a supervisor on the shop floor. The workers' union prevented the management from taking disciplinary action against the worker. Maruti management claimed it tried to resolve the issue politely as members of the senior management met the union. During the talks, the workers allegedly attacked the members of the senior management, executives and managers. 9595856859-rh This version was contested by the union. Sarabjeet Singh, general secretary...
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...COMPETITION COMMISSION OF INDIA A REVIEW OF THE COMPETITION ISSUES IN THE REAL ESTATE SECTOR: AN ANALYSIS OF THE POSITION POST DLF CASE INTERNSHIP REPORT DECEMBER 2012 SUBMITTED BY: Kirti Dashora, IV Year, Gujarat National Law University (GNLU), Gandhinagar A REVIEW OF THE COMPETITION ISSUES IN THE REAL ESTATE SECTOR: AN ANALYSIS OF THE POSITION POST DLF CASE ACKNOWLEDGEMENTS The successful completion of this project could not have been completed without the valuable guidance and insights of many people. I would like to thank Mr. Yogender Chaudhary, Adviser (Law) for guiding me throughout my internship period. I would also like to thank Ms. Bhawna Gulati, Deputy Director (Law) for providing me helpful suggestions regarding the project. I also thank all the officers in the Commission who provided knowledge of the working of the Commission during the rotation exercise. The library staff also provided help whenever it was required. Page 2 A REVIEW OF THE COMPETITION ISSUES IN THE REAL ESTATE SECTOR: AN ANALYSIS OF THE POSITION POST DLF CASE TABLE OF CONTENTS ABSTRACT…………………………………………………………………………………5 OVERVIEW OF THE REAL ESTATE SECTOR IN INDIA…………………………..….6 Regulation of the Sector………………………………………………………..……7 The Real Estate (Regulation and Development) Bill, 2011………………………....7 ABUSE OF DOMINANCE IN THE REAL ESTATE SECTOR……………………..……9 Relevant Market…………………………………………………………………..…9 Assessment of dominance………………………………………………………..….9 Abuse of dominance……………………………………………………………...
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...Strike costs Maruti Suzuki's Manesar plant workers food and family Chanchal Pal Chauhan, ET Bureau Sep 21, 2011, 02.37am IST Tags: * Maruti Suzuki Employees' Union| * Maruti Suzuki MANESAR: For four years, Mukesh Kumar, 25, has been painting bodies of Swifts, A-Stars and SX4s at Maruti Suzuki's fourth and most modern factory at Manesar. For the past 23 days, however, Kumar has stopped doing the job he knows best. He's one among almost 2,000 workers at Maruti, including permanent, casual and apprentices, protesting their employer's condition that they sign a 'good conduct' bond to maintain smooth manufacturing operations. Kumar and his ilk are now preparing for another period of wage loss. In June, Maruti's workers at Manesar had lost 26 days of salary for striking work for 13 days - two days' salary was deducted against each day of strike. Now, they do report to work but are locked out of the factory as they have refused to sign the bond. Ads by Google * Jobs in Maruti-Suzuki.100's of Jobs at Maruti Submit Your Resume Free. Now!MonsterIndia.com * Buy TATA Winger AmbulanceSingle Stretcher Ambulance With Extra safety at an affordable pricewinger-tatamotors.com So how do Kumar and his brethren cope with such tough times? Well, for starters, they've packed off their families back home to the far-flung villages of Haryana. Kumar, for instance, has sent his wife, brother and father to Hisar, 170 km away from the industrial belt of Manesar. It makes perfect sense...
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...TRAINING AT MARUTI SUZUKI INDIA LTD. All the employees of MARUTI SUZUKI LTD. (irrespective of their department) are given training, covering the following contents:- 1. Team building 2. Business Communication 3. Corporate and business etiquettes 4. Interview 5. 7 QC tools (Quality tools in management) 6. World class 7. Statistics process control 8. Logistic process control 9. Risk management 10. Information security awareness 11. Internal customer centric approach 12. Leadership 13. Finance for non-finance people 14. Yoga Training programmes are conducted according to the needs of different departments and this is just a small list of areas covered under training. How do you do it in Maruti? It is not a single factor theory. It is a kind of policy perspective on which a whole lot of initiatives have come into play. One most important thing we do when we do on campus recruit is to make sure we offer a relationship. This is a relationship that is built on confidence and a way that signifies that we care. In our case, the induction phase is the most critical. We do several things to make them feel special. We even pick them up from railway stations or airports, from wherever they are coming in. There will be very senior people to receive them at these places. That is the first touch. Secondly, most people find it difficult to find a place to stay. They will be put up in a hostel for a year supported by the company. They should have all the facilities, including...
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...INTRODUCTION If you’ve gone from here to there or just about anywhere in India, chances are you’ve driven with MARUTI SUZUKI, as their slogan says “Way of Life”. Maruti Suzuki India Limited, commonly referred to as Maruti and formerly known as Maruti Udyog Limited, is an automobile manufacturer in India. It is a subsidiary of Japanese automobile and motorcycle manufacturer Suzuki. For over 3 decades now, they have been going places with India. Its manufacturing facilities are located at two facilities Gurgaon and Manesar in Haryana, south of Delhi. In 1982, little did this quiet suburb of New Delhi know that it was to become the seat of India’s automobile revolution, at the Maruti Suzuki factory? In 1982, India turned out just 40,000 cars every year. The Maruti 800 rolled out and a new chapter began. Their story was an obsession with customer delight*, unheard of until then. It was about a commitment to create value of innovation, quality, creativity, partnerships, openness and learning. It was a new story of leadership. Today, Maruti Suzuki alone makes 1.5 million cars every year. That’s one car every 12 seconds. It was also the story of motoring revolution-cars that delivered great performance, efficiency and environment friendliness with low cost of ownership. A story built on Suzuki’s belief in small cars for a big future one that enabled millions of Indians to make driving a way of life. Indians, and India, got into the driver’s seat, and they were happy to drive with...
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...was established in 1984 as the Hero Honda Motors Limited At Dharuhera India. Munjal family and Honda group both own 26% stake in the Company. In 2010, it was reported that Honda planned to sell its stake in the venture to the Munjal family. During the 1980s, the company introduced motorcycles that were popular in India for their fuel economy and low cost. A popular advertising campaign based on the slogan 'Fill it - Shut it - Forget it' that emphasised the motorcycle's fuel efficiency helped the company grow at a double-digit pace since inception. The technology in the bikes of Hero Honda for almost 26 years (1984–2010) has come from the Japanese counterpart Honda [11] Hero MotoCorp has three manufacturing facilities based at Dharuhera, Gurgaon in Haryana and at Haridwar in Uttarakhand. These plants together are capable of churning out 3 million bikes per year.[12] Hero MotoCorp has a large sales and service network with over 3,000 dealerships and service points across India. Hero Honda has a customer loyalty program since 2000,[13] called the Hero Honda Passport Program. The company has a stated aim of achieving revenues of $10 billion and volumes of 10 million two-wheelers by 2016-17. This in conjunction with new countries where they can now market their two-wheelers following the disengagement from Honda, Hero MotoCorp hopes to achieve 10 per cent of their revenues from international markets, and they expected to launch sales in Nigeria by end-2011 or early-2012. In addition...
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...The Manesar (Haryana) plant of Maruti Suzuki India Ltd, a subsidiary of Suzuki Corporation of Japan and the largest car maker in the country, has been in the news for almost a year. And for all the wrong reasons – the ongoing labour trouble which finally culminated in arson, rioting and the horrifying killing of a senior manager on July 18. 40% of the Maruti Manesar workforce are contract or casual workers with a take-home of around Rs 6,000, and no paid leave (Infochange News & Features) The mainstream media is packed with analysis on the causes of the unrest and advice for Maruti and other companies, but three important points have not received the attention they deserve. 1. The realities of Japanese management The first is the fabled Japanese management. Not too long ago it was assumed that the Japanese have all the wisdom in manufacturing and management and if only we could learn from them we would find the answer to our woes. Business schools worldwide teach special courses on ‘Japanese management’ and such offerings are highly subscribed; books on the subject are bestsellers. But descriptions over the last one year of operations at Manesar demonstrate that essentially the Japanese trick to success is not so different from the rest: the principle followed is to get more work out of a worker, while at the same time paying less. Accounts of Manesar tell of workers being forced to steal rest breaks, docking of pay for minor infringements, almost no paid holidays...
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...Introduction Gurgaon looking back thirty years ago was an economic wasteland, whose main resource was blue cows. What happened next was a modernization wave like no other that spurred rapid urbanization within the city borders. Over the last two decades, skyscrapers started to rise, shopping malls and golf courses started to pop up, and fancy cars can be seen every street corner. Today, Gurgaon has the highest number of professionals per square inch of the country, generating the third highest per capita income. Even with the major economic success, all the chrome buildings and neon signs cannot hide the main issues the city is facing, which is a lack of water. The Transformation of Gurgaon The state of Haryana in 1979 spilt an area outside of New Delhi into two new districts. One being Faridabad, which had an active city, government and infrastructure. The other half was Gurgaon, which had blue cows, rocky soil, and no infrastructure. Little did everyone know, that Gurgaon would surpass Faridabad as the economic epi-center of the region. In the late 1980’s and the early 1990’s multinational corporations began arriving to take advantage of India’s emerging outsourcing industry. What outsourcing required was space and room to grow. New Delhi, being the countries capital and having the largest population was the first choice. As New Delhi, began to become overpopulated and rent prices started to sky rocket, the city of Gurgaon started to get attention. Located...
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...the largest commercial real estate developer in India. It was founded by Raghuvendra Singh in 1946 and is based in New Delhi, India. DLF developed residential colonies in Delhi such as Shivaji Park (their first development), Rajouri Garden, Krishna Nagar, South Extension, Greater Kailash, Kailash Colony, and Hauz Khas. DLF builds residential, office, and retail properties. With the passage of Delhi Development Act in 1957, the local government assumed control of real estate development in Delhi and banned private real estate developers. As a result DLF began acquiring land at relatively low cost outside the area controlled by the Delhi Development Authority, in the district of Gurgaon, in the adjacent state of Haryana. In the mid-1970s, the company started developing their DLF City project at Gurgaon. Its plans include hotels, infrastructure and special economic zones-related development projects. The company is headed by Indian billionaire Kushal Pal Singh. Kushal Pal Singh, according to the Forbes listing of richest billionaires in 2009, was the 98th richest man in the world and the world's richest property developer. The company's US$ 2 billion IPO in July, 2007 was India's biggest IPO in history. In its first quarter results for the period ending 30 June 2007, the company reported a turnover of Rs. 3,120.98 Crore and profits after taxes of Rs. 1,515.48 Crore. As of March 31, 2012, the Company had 1.38 thousand square feet...
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...MEN & MORALS - Don’t turn Gurgaon into a Faridabad GURCHARAN DAS – TOI, 12th August, 2012 It was the same question on everyone’s lips. Aggrieved Suparna Prasad Dev asked, “If 50 policemen were at the scene, why didn’t they act when a hundred Maruti workers brutally attacked managers and killed my husband?” When the police did finally act, it was too late. The factory was in flames, almost a hundred managers were bleeding, many injured seriously. Awanish Kumar Dev, head of human relations, was dead. There are many lessons in the recent tragedy at the Maruti-Suzuki factory at Manesar in Gurgaon district. One of them is that labour trouble is not only a management’s or a union’s problem but a vital concern of the state. Haryana has not learned this lesson. It destroyed the vibrant industrial town of Faridabad more than a generation ago due to poor industrial relations. It is now bent on scaring industry away from Gurgaon as well. Last year’s unrest at Maruti resulted in Rs 2,500 crore loss. This is a shockingly high figure—half a billion dollars—for any company to lose anywhere in the world from industrial trouble. For Suzuki, whose Indian operation brings in half its global profit, it is appalling. For a Japanese company to be continuously in the news for labour unrest is extraordinary when Japan has taught teamwork and industrial harmony to the world. Suzuki should ask itself if it has the right persons in charge. The role of the state is less obvious. In the 1970s...
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...Chartered Sanofi UBI American Express (India) Private Ltd Vision: We work hard every day to make American Express the world’s most respected service brand Slight History – Parent company is an American multinational financial services. Founded in 1850, it is one of the 30 components of the Dow Jones Industrial Average. The company is best known for its credit card, charge card, and traveler'scheque businesses. Amex cards account for approximately 24% of the total dollar volume of credit card transactions in the US, the highest of any card issuer. American Express (India) Private Ltd. offers accounting and financial processes consolidation services to the American Express Company’s businesses. The company was founded in 1994 and is based in Gurgaon, India. American Express (India) Private Ltd. operates as a subsidiary of American Express International Inc. and American Express Limited. Basics Non-Listed, Limited Liability Company Net operating revenues increased 4.01%, (INR 812.33 to INR 844.89 tens of millions) Operating result increased 7.59% (INR 175.98 to INR 189.33 tens of millions) Net Profit Margin (Net Income/Net Sales) from 24.52% to 13.68% Employee 6158 • s Key • People Sanjay Rishi CEO India HR practices – GRIEVANCE REDRESSAL & WORKPLACE FAIRNESS AXP has a ‘Grievance Escalation Process', also known as the ‘Employee Issue Resolution' process which clearly outlines the various channels in the organisation to which an employee can reach out to, which includes the...
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...MARUTI SUZUKI INDIA LTD (MSIL) Head Office Maruti Suzuki, India Limited Nelson Mandela Road, Vasant Kunj, New Delhi-110070. Email: marutijobs.7@msn.com Helpline: 01132074966 Dear Application, REF: "MARUTI SUZUKI" DIRECT RECRUITMENT'S OFFER. Your Resume has been selected from WWW.MONSTER.COM SHINE.COM and Database for our new plant. The Company selected 62 candidates list for Senior Engineer, IT, Administration, Production, marketing and general service Departments, It is our pleasure to inform you that your Resume was selected as one of the 62 candidates shortlisted for the interview. The Company SUZUKI is the best Manufacturing Car Company in India, The Company is recruiting the candidates for our new Plants in Delhi, Bangalore, and Pune and mumbai.Your interview will be held at The Company Corporate office in New Delhi on 21st Of JANUARY 2013 at 11.30 AM, You will be pleased to know That The 62 candidates selected 55 candidates will be giving appointment, Meaning that your Application can progress to final stage. You have to come in our Company corporate office in New Delhi. Your offer letter with Air Ticket will be sent to you by courier before date of interview. The Company can offer you a salary with benefits for this post 62, 000/- to 200, 000/- P.M. + (HRA + D.A + Conveyance and other Company benefits. The designation and Job Location will be fixing by Company HRD. At time of final process. You have to come with original photo-copies of all required documents...
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...The 27-km-long Delhi-Gurgaon expressway, the country's most ambitious intra-city toll road will break even in three years, despite the fact that it has incurred 73 per cent of cost over-run, and is running two years behind schedule. The reason: starting January 2008, DS Constructions, the company building and managing this stretch, will impose a toll of Rs 15-18 (for passenger cars), Rs 18-20 (for taxis), and Rs 45-50 (for buses and trucks) per trip. It will help the company generate over Rs 250 crore of annual revenue. It will also help the company recover more than Rs 950 crore invested on the construction of this stretch within he next three years. Since it is an expressway, two-wheelers would not be allowed to commute on this stretch once it is completed, as service roads are being provided for local traffic movement, according to the company officials. The toll rates were ascertained by the National Highways Authority of India (NHAI) recently after finalising the layout of the three toll plazas, which would be put up at this stretch. These toll plazas are being set up near IGI airport, Delhi-Gurgaon border and 42nd Milestone. After much delay, the project is expected to finish by December and company officials say they would start levying toll by January next year. Ministry sources say that toll rates have been determined considering the volume of traffic on that section of the highway. The rates would be subject to periodic review on annual basis and any increase...
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...on MSIL Gujrat deal after the Board Meeting that happened on 15th March, 2014 On 31 january, two days after Maruti Suzuki India’s (MSIL) board decided to let its parent, Suzuki Motor Corporation (SMC), set up a 100 per cent subsidiary in Gujarat, a suburban five-star hotel in Mumbai witnessed a spectacle not many would associate with Indian shareholders and company officials. While it was way short of what many would want to describe as fireworks, it certainly ended up as a heated argument between fund managers and top Maruti Suzuki officials. Maruti Suzuki had acquired 1,190 acres of land in Gujarat’s Mehsana district in 2011 from the state government soon after it announced its intention to set up a third manufacturing unit (besides Gurgaon and Manesar in Haryana) in the state. It planned to invest Rs 3,000 crore on a greenfield plant. However, the announcement that the plant would be set up by a 100 per cent subsidiary of SMC (which owns 56.21 per cent in Maruti Suzuki) — and not by Maruti Suzuki — left shareholders, investors and fund houses, who collectively own the remaining 43.79 per cent, stunned. Under the new proposal, Maruti Suzuki will be buying all of the plant’s production and selling it in the domestic market for a profit. Shareholders feared SMC was shortchanging Maruti Suzuki shareholders for its own gains. Maruti Suzuki’s call to review its decision came only after the Securities and Exchange Board of India (Sebi) took note of the controversy. Sebi wrote...
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...Table 1: Average Total Inventory levels in no of days Name of company 1996-1999 2000-2003 2004-2009 2010 Change Tata Motors ltd 56 48 33 31 45% Maruti Suzuki Ltd 42 36 21 16 62% Mahindra & Mahindra Ltd 56 49 37 25 55% Hero Honda Motors Ltd 36 22 12 12 67% Bajaj Auto Ltd 37 25 14 14 62% Table 2: Average Raw Material Inventory levels in no of days Name of company 1996-1999 2000-2003 2004-2009 2010 Change Tata Motors ltd 31 20 18 14 55% Maruti Suzuki Ltd 38 31 13 11 71% Mahindra & Mahindra Ltd 34 27 19 14 59% Hero Honda Motors Ltd 29 17 9 10 66% Bajaj Auto Ltd 26 16 6 6 77% Table 3: Average WIP Inventory levels in no of days Name of company 1996-1999 2000-2003 2004-2009 2010 Change Tata Motors ltd 11 5 4 3 73% Maruti Suzuki Ltd 1 1 1 1 - Mahindra & Mahindra Ltd 4 2 2 1 75% Hero Honda Motors Ltd 3 1 1 1 67% Bajaj Auto Ltd 3 1 1 1 67% Table 4: Average FG Inventory levels in no of days Name of company 1996-1999 2000-2003 2004-2009 2010 Change Tata Motors ltd 14 23 12 14 - Maruti Suzuki Ltd 4 4 8 4 - Mahindra & Mahindra Ltd 18 20 16 10 44% Hero Honda Motors Ltd 4 4 2 1 75% Bajaj Auto Ltd 8 8 7 7 13% Table 5: Average Receivables levels in no of days Name of company 1996-1999 2000-2003 2004-2009 2010 Change Tata Motors ltd 92 45 21 38 59% Maruti Suzuki Ltd 24 39 27 20 20% Mahindra & Mahindra Ltd 48 59 29 33 31% Hero...
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