INDUSTRY PROFILE

The first car ran on India's roads in 1899. Until the 1930s, cars were imported directly,
but in very small numbers.
An embryonic automotive industry emerged in India in the 1940s. Mahindra & Mahindra
was established by two brothers in 1945, and began assembly of Jeep CJ-3A utility vehicles.
Following the independence, in 1947, the Government of India and the private sector
launched efforts to create an automotive component manufacturing industry to supply to the
automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to
nationalization and the license raj which hampered the Indian private sector. A total restriction
for import of vehicles was set and after 1970 the automotive industry started to grow, but the
growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major
luxury. Eventually multinational automakers, such as, though not limited to, Suzuki and Toyota
of Japan and Hyundai of South Korea, were allowed to invest in the Indian market ultimately
leading to the establishment of an automotive industry in India. A number of foreign firms also
initiated joint ventures with Indian companies.
The automotive industry in India is one of the larger markets in the world and had
previously been one of the fastest growing globally, but is now seeing flat or negative growth
rates. India's passenger car and commercial vehicle manufacturing industry is the sixth largest in
the world, with an annual production of more than 3.9 million units in 2011. According to recent
reports, India overtook Brazil and became the sixth largest passenger vehicle producer in the
world (beating such old and new auto makers as Belgium, United Kingdom, Italy, Canada,
Mexico, Russia, Spain, France, Brazil), grew 16 to 18 per cent to sell around three million units
in the course of 2011-12. In 2009, India emerged as Asia's fourth largest exporter of passenger
cars, behind Japan, South Korea, and Thailand. In 2010, India beat Thailand to become Asia's
third largest exporter of passenger cars.
As of 2010, India is home to 40 million passenger vehicles. More than 3.7 million
automotive vehicles were produced in India in 2010 (an increase of 33.9%), making the country
the second (after China) fastest growing automobile market in the world in that year. According

to the Society of Indian Automobile Manufacturers, annual vehicle sales are projected to increase
to 4 million by 2015, no longer 5 million as previously projected.
In 2011 this industry made almost 3.9 million cars. Latest reports state that India has left
behind countries such as Brazil in this regard. It has also performed better than the automobile
industries in countries like Belgium, Mexico, UK, Russia, Italy, Spain, Canada and France, when
it comes to the passenger vehicle segment.
In 2011-12 fiscal approximately 3 million cars were sold in this segment making it a
yearly growth of almost 16-18% compared to 2010-11. It has also been one of the leading
exporters of passenger cars in Asia along with countries such as Japan, Thailand, and South
Korea and has occasionally performed better than these countries as well.
The majority of India's car manufacturing industry is based around three clusters in the
south, west and north. The southern cluster consisting of Chennai is the biggest with 35% of the
revenue share. The western hub near Mumbai and Pune contributes to 33% of the market and the
northern cluster around the National Capital Region contributes 32%. Chennai, houses the India
operations of Ford, Hyundai, Renault, Mitsubishi, Nissan, BMW, Hindustan Motors, Daimler,
Caparo, Mini, and Datsun. Chennai accounts for 60% of the country's automotive exports.
Gurgaon and Manesar in Haryana form the northern cluster where the country's largest car
manufacturer, Maruti Suzuki, is based. The Chakan corridor near Pune, Maharashtra is the
western cluster with companies like General Motors, Volkswagen, Skoda, Mahindra and
Mahindra, Tata Motors, Mercedes Benz, Land Rover, Jaguar Cars, Fiat and Force Motors having
assembly plants in the area. Nashik has a major base of Mahindra and Mahindra with a SUV
assembly unit and an Engine assembly unit. Aurangabad with Audi, Skoda and Volkswagen also
forms part of the western cluster. Another emerging cluster is in the state of Gujarat with
manufacturing facility of General Motors in Halol and further planned for Tata Nano at their
plant in Sanand. Ford, Maruti Suzuki and Peugeot-Citroen plants are alsoa set to come up in
Gujarat. Kolkata with Hindustan Motors, Noida with Honda and Bangalore with Toyota are
some of the other automotive manufcturing regions around the country.
In 2011, there were 3,695 factories producing automotive parts in all of India. The average firm
made US$6 million in annual revenue with profits close to US$400 thousands.

TOP CAR MANUFACTURERS IN INDIA

Following is a list of leading car manufacturers in the country and some important financial
details of the same:

Picture1.Top-10 car sales Jan-Nov 2013

CAR COMPANIES IN INDIA - Latest Trends and Developments

India as a nation might be seeing a rate of economic growth that is the lowest in this
decade but some sectors are still performing well, as per experts and in the automobile industry
is one of them. in the automobile industry is one of them.
In 2012-13 fiscal car sales have increased in India by 5.6 percent as per statistics
provided by the Society of Indian Automobile Manufacturers (SIAM). The Society had set a

target of 10-12 percent for the period and the growth is still lesser than that. However, compared
to 2011-12, when the industry was pretty flat, these figures represent a better condition.
IHS Automotive has forecast that by 2016 the yearly rate of growth of sales for the
automobile industry will be 10.9 percent taking the sales figure to approximately 4.88million.

India

Automobile

Industry

Technological

Regulations

and

Future

Development
The automobile industry in India has been trying to implement emission and safety
related norms that are applicable in the international markets to make sure that the industry sees a
sustainable rate of growth. It is expected that these rules will also help India improve its auto
exports and become a major regional center in that regard.
It has been trying to put into practice the Emission Norms for Four Wheelers that are
being used in Europe and to this end has adopted the Euro III model from April 2005 onwards in
11 metropolitan cities.
Two wheelers make up 70% of the cars in India and for them special emission norms
have been created within India itself. These are among the toughest of their kind in the world.
The industry has also calibrated its safety regulations in accordance with the ECE rules
and the SIAM Road Map created in 2010. It has also introduced the Lambda Measurement plan
in Delhi for cars and vehicles that have three way catalytic converters.
India has also become an observer at the UNECE-WP29 and is an active participant in
GTR evolution that will help in better implementation of the standards.
At present Indian automobile companies are trying to come up with new products and
one of them is Mahindra that is expected to bring out an electric version of Verito, its entry level
Sedan. The organization is presently developing electric adaptation of its utility vehicles and
light trucks.
The Chief Technology Officer of Mahindra Reva which is the electric car making
division of Mahindra, ChetanMaini, has told the media, that they are working on developing

electric versions of Geo and Maxximo, light trucks. Maini, who is an 18 percent shareholder in
Reva, besides being its founder, has stated that the organization wants enough charging stations
and better markets prior to introducing light trucks operated on batteries.

Government Initiatives For Indian Automobile Industry

The Indian Government has introduced the National Automotive Testing and R&D
Infrastructure Project (NATRIP) that will look to create core competencies in the national
automotive sector that are at par with global standards. This project will also help the Indian auto
industry become a key part of the world economy.
The project will aim to create the very best infrastructure in testing, research and
development, and validation and help the industry gain international repute. The project will
invest INR 1718 crores in 3 automotive centers across the country for establishing top class
homologation facilities.
These centers are:

Name

Zone

Manesar

Northern India

Ahmednagar and Pune

Western India

Chennai

Southern India

The government has also announced the Automotive Mission Plan for 2006-2016 and
aims to make India a global center for the automobile industry. The plan aims to focus on the
following areas:

Making and designing of automobiles

Making and designing of auto components

It also looks to take the industry output to 145 billion US dollars by 2016, which is
expected to account for at least 10% of the GDP by then. This can also generate extra job
opportunities for 25 million people by that time.
The plan also aims to make sure that the industrial production reaches the INR 600000
crore marks by 2016 at present the figure stands at INR 169000 crores. The plan will also look
to increase the role played by this sector vis--vis the national economy and other important parts
of it. The plan also looks to bring up the automobile certification and testing facilities in India at
par with global standards.

Problem Faced by Indian Car Manufacturers

Over the years the Indian auto industry has faced medium levels of volatility but the
problems have gone up in the last few years. One of the major issues for them has been
fluctuation in prices of oil and metals. The inconsistencies in assistance and laws for the industry
have also been critical in this regard
The majority of India's car manufacturing industry is based around three clusters in the
south, west and north. The southern cluster consisting of Chennai is the biggest with 35% of the
revenue share. The western hub near Mumbai and Pune contributes to 33% of the market and the
northern cluster around the National Capital Region contributes 32%.Chennai, with the India

operationsof FordHyundai, Renault, Mitsubishi, Nissan, BMW, HindustanMotors, Daimler, Cap

aro, and PSA Peugeot Citron is about to begin their operations by 2014. Chennai accounts for
60% of the country's automotive exports. Gurgaon and Manesar in Haryana form the northern
cluster

where

the

country's

largest

car

manufacturer, Maruti

Suzuki,

is

based.

The Chakan corridor near Pune, Maharashtra is the western cluster with companies like General
Motors, Volkswagen, Skoda, Mahindra

&

Mahindra, Tata

Motors, Mercedes

Benz,Land

Rover, Jaguar Cars, Fiat and Force Motors having assembly plants in the area. Nashik has a
major base of Mahindra & Mahindra.
Aurangabad with Audi, Skoda and Volkswagen also forms part of the western cluster.
Another emerging cluster is in the state of Gujarat with manufacturing facility of General
Motors in Halol and further planned for Tata Nano at their plant in Sanand. Ford, Maruti Suzuki
and Peugeot-Citroen plants are also set to come up in Gujarat. Kolkata with Hindustan
Motors, Noida with Honda and Bangalore with Toyota are some of the other automotive
manufacturing regions around the country.

INDIAN AUTOMOTIVE COMPANIES:

ChinkaraMotors: Beachster, Hammer, Roadster1.8S, Rockster, Jeepster, Sailster

Force Motors: One

Hindustan Motors: Ambassador

ICML: Rhino Rx

Mahindra: Major, Bolero, Scorpio, Thar, Xylo, Quanto,Verito, Verito

Vibe, Genio, XUV500.

Premier Automobiles Limited Sigma, RiO

San Motors: Storm

MarutiSuzuki (subsidiary of
Japaneseautomaker Suzuki) 800, Alto, Alto800, WagonR, Estilo, A-star, Ritz, Swift, Swift
DZire, SX4, Omni, Eeco, Gypsy, Ertiga

TataMotors: Nano, Indica, Vista, Indigo, Manza, Indigo

CS, Sumo, Grande, Venture, Safari, Xenon, Aria

Jaguar Land Rover (subsidiary of Tata Motors): Land Rover Freelander 2, Jaguar XF.

Foreign automotive companies in India:

BMW India: 3 Series, 5 Series, X1, X3.

Fiat India. Grande Punto, Linea.

Ford India: Figo, Fiesta Classic, Fiesta, Ecosport, Endeavour.

General Motors India

Chevrolet: Spark, Beat, AveoU-VA, Sail, Aveo, Optra, Cruze, Tavera.

Honda Cars India Limited: Brio, Jazz, Amaze, City, Civic, CR-V, Accord.

Hyundai Motor India: Eon, Santro, i10, i20, Accent, Verna, Elantra, Sonata.

Isuzu: MU-7, V-Cross

Mercedes-BenzIndia: A-Class, B-Class, C-Class, E-Class, M-Class, S-Class.

Mitsubishi (in collaboration with Hindustan Motors): Lancer, Lancer Cedia, Pajero.

Nissan Motor India: Micra, Sunny, Evalia.

Renault India: Pulse, Duster, Scala, Fluence, Koleos.

Toyota Kirloskar: EtiosLiva, Etios, Corolla Altis, Innova, Fortuner, Camry.

Volkswagen Group Sales India:

Audi India: A4, A6, Q3, Q5, Q7.

koda Auto India: Fabia, Skoda Rapid, Laura, Yeti, Superb.

Volkswagen India: Polo, Vento,

COMPANY PROFILE
COMPANY OVERVIEW
Hyundai DYMOS is a global automotive parts manufacturer that supplies
multinational automakers with transmissions, axles, 4WD systems and seats. Founded in 1994,
Hyundai DYMOS has expanded its operations by establishing eight production facilities and two
subsidiaries. The production facilities are located in China, India, Mexico, Brazil and the Czech
Republic. Through the innovation by its R&D center, Hyundai DYMOS produces and supplies
highly reliable products to its customers.
DYMOS Lear Automotive India is an Automotive Seating supplier and
manufactures seats for all Hyundai Motor India models. It has also extended the business to
Indian Navy Warships and advancing to deliver the products to commercial vehicle segments.
DYMOS focus on design, development, procurement, and production
processes. It aims for low cost automotive seating and working to systemize the various
components that make automotive seating to achieve new value-added manufacturing to pursue
safety and comfort. This enables to create harmonized seating systems, improve development
efficiency and to win the esteem of automobile markets.
The enhanced safety and ergonomics embedded in their seats promises our
customers' delight in every single ride.
The results are evidenced through excellent safety statistics, waste reduction successes, recycling
improvements, quality norms and energy conservation methods. Using eco-friendly materials

contributing to the green environment and effective use of the worldwide resources are on the
move. In addition, DYMOS Lear also has well defined corporate social responsibility programs.
If there has been an industry that DYMOS want to outperform, its DYMOS
Lear. DYMOSians are committed to meet customer delight by bench- marking the best practices
and acquire higher reorganization.

PHILOSOPHY OF
DYMOS:
Yes, I can do it, You can do it
"and finally, Yes, we can do
it."

MISSION STATEMENT:
DYMOS Lear Automotive India Private Limited Is a Leading manufacturer of Automobile
Seating System. The purpose of running the industry is to serve the customers of DYMOS with
well sophisticated quality seats and build a healthy relationship with the customers so as to retain
and exceed the customer satisfaction.

VISION STATEMENT:
To achieve 10 million dollars in Renault and become one of the top 30
global automobile industries by 2020.

Putting top priority on customer satisfaction with advanced technologies and

quality products, DYMOS is actively practicing R&D, employee-centered and global

management to become the leading automobile parts manufacturer through these efforts,
DYMOS makes its best for customers to create more value to enhance their competitiveness and
perform corporate social responsibility.
Key Focus on:
o Customer satisfaction
Emphasizing the creation of superior customer value, DYMOS is providing quality
service to build trust and satisfaction.
Three phases in Customer Satisfaction is
QUALITY
operating a product safety and quality management system
Satisfying international environmental / quality standards
executing company-wide quality education programs and proposal assessment
activities
SERVICE

Introducing a responsible management system.

Establishing a service centre for resident International employees
Releiving customers complaints through a field clinic

TECHNOLOGY
developing new technologiesindependently
Acquiring R&d technologies and skill
Undertaking government projects

Research and Development

DYMOS is leading the industry with its determined R&D efforts and creativeness.
With creative and persistent R&D efforts, DYMOS is laying the foundation for achieving
robust development. it is reflected well in by DYMOS global research network of R&D
centers around the world and the enhancement of international competitiveness through
acquiring R&D capabilities and expanding R&D investments. DYMOS will keep
focusing on developing innovative technologies to fully satisfy our customers.
o

Global Management

DYMOS is setting the pace in automobile technologies as the no.1 industry leader. Based on
leading-edge technologies, quality products, and R&D capabilities, DYMOS is rapidly

expanding in overseas markets. By establishing a global research network of R&D Centers in US

and Europe, and local subsidiaries in China, India, and Czech Republic, DYMOS is effectively
utilizing global resources to enhance quality and develop advanced technologies. Through the
aggressive pursuit of global markets and intensive R&D investments, DYMOS is becoming a
global industry leader.

Human Resources
DYMOS treasures its employees, and shares vision and hope with them.

EMPLOYEE DEVELOPMENT:
With its corporate philosophy of human resources Constitutes competitiveness, DYMOS has been
seeking individuals showing strong potential and focusing on educating employees. DYMOS employees
are fully taking advantage of opportunities such as intensive language education courses, and overseas
training program to improve their global competitiveness. more over, various job training and mentor
programs are offered as well.

EMPLOYEE BENEFIT PROGRAMS:

DYMOS employees are provided with various benefits programs such as paid tuition for the employees
children, medical care, home financing, and auto discount/financing. These employee benefits help give
DYMOS workers a sense of stability and satisfaction, which in turn considerably improve the morale and
productivity.
o

Social Responsibility

DYMOS is actively engaging in environment-friendly business activities and

corporate social responsibility.
Social Welfare Field:
Holidays social service
Sisterhood relationship between one company and one town
Helping Lonely elderly People
Sharing Rice of Love
Sharing Lunch box of Love
Voluntary Service Field:
Blood donation Campaign
Volunteer Group Activities
Employee family Voluntary Service Activity
Academic Education Filed:

 Sisterhood relationship between one company and one school

Support Scholarship for Teenagers
Book donation for teenagers
Culture and Exercise Field:
Bazaar of donation
fundraising at public activities

DYMOS EVENTS:

DYMOS DAY-2013
EMPLOYEE HOUSE VISIT
MEETING WITH DYMOS CEO
CORE VALUE CAMPAIGN
DYMOSIANS FAMILY GET-TOGETHER
MONTHLY REWARD-BEST EMPLOYEE

CORE VALUES

QUALITY POLICY:
DYMOS Lear is committed to exceed the Customer Expectations by aligning
and focusing efforts on Quality, Cost and Timely Delivery. DYMOS Lear constantly endeavors,
to be a Leader in the field of Automotive Seating systems.
DYMOS Lear strives for excellence in all areas of operations through :
Continual improvement in the effectiveness of the Quality Management Systems
Dedicated Team work with Cooperation
Total Employee Involvement

PRODUCT AND SERVICE MIX

Production of seats is facilitated with advanced technologies in
order to meet and exceed the Customer delight. Employee training on production process so as to
make them updated with knowledge to produce qualitative products. DYMOS produces Zero
defect products and provide safe, smooth and ultimate joy of driving.
BASIC FEATURES:

In the event of an accident, dual air bags prevent side in juries. Thus, ensuring maximum
safety for occupants.
Electrically-powered adjustment available for the driver's seat
Driver's Seat has an arm rest for convenience
The multiple-angle adjustments give you the added comfort and neck support at the end
of trying day or a long journey without obstructing your view
To accommodate all occupants, the drivers seat is adjustable fore and aft, up and down
and at an angle
The head rest can be adjusted fore and aft, up and down and at an angle

LUXURY FEATURES:

The rear seat back has a 60:40 division that can act as useful variable extension to
luggage compartment
Walk-in mechanism for Rear passenger entry-in 3 Door.
Passenger Side Seat back Pocket
Fold-down central arm-rest with two large cup holders.
Full Fabric Cloth Upholstery.
Full Leather Cloth Upholstery

DYMOS PRODUCTS:
1. SANTRO 9-1998
2. ACCENT 10-1999
3. SONATA 8-2001
4. I10 10-2007
5. I20 10-2008
6. NAVY WARSHIP 3-2010
7. FLUIDIC VERNA4-2011
8. SANTA-FE 6-2011
9. DOZER 8-2011
10. EON 9-2011

TEST DEVICES:
INGRESS/EGRESS ROBOT
UNIVERSAL TESTING MACHINE
CLIMATIC CHAMBER
PROTABLE CMM
SHORE HARDNESS TESTER
SALT SPRAY TESTER
IZOD IMPACT TESTER
WEATHER OMETOR
WATER REPELLANCY TESTER
H/L HEAT PROTECTION TESTER
3C-5S IMPLEMENTATION:
DYMOS incorporates the 3C and 5S which is needed for the industrys success.
3Cs are
CUSTOMER
COMPETITORS
CORPORATION
By the recent concern 3Cs are also known as
CAPABILITY
CONSISTANCY
CULTIVATION

Customers:

Hyundai Motors India

Being a group company of Hyundai Motors India, our company is the only one sole supplier of seats for all models of cars p

Mobis India Ltd.

We supply after sales parts for Hyundai Car seats of all variants to Mobis India Ltd., which is also one of our group compan

Indian Navy

Being the sole supplier of Hyundai Motors India, we also wanted to join in other business from 2010 and now we supply sea

BEML

We extend our business limit to BEML Limited (formerly Bharat Earth Movers Limited) from 2011 by supplying seats to BEM

5S is the workplace organization methodology introduced by the Japanese which can be

abbreviated as

SEIRI: Sort
SEITON: Straighten/Streamline
SEISO: Shine
SEIKETSU: Standardize
SHITSUKE: Sustain

Features of product:

Safety & Comfort Features

In the
event of
an
accident
, dual
air bags
prevent
side in
juries.
Electrically-powered adjustment available for the driver's seat.
Thus,
ensurin
g
maximu
m
safety
for
Driver's
Seat has an arm rest for convenience
occupa
The multiple-angle adjustments give you the added comfort and neck support at the end of tring day or a
nts.

To accommodate all occupants,

Thethe
head
drivers
rest can
seatbe
is adjusted
adjustable
fore
fore
and
and
aft,
aft,
upup
and
and
down
down
and
and
at at
anan
angle.
angle.

Luxury Features

PPM CONCEPT:
DEFINITION:

This is a way of expressing very dilute concentrations of substances. Just as per cent means out
of a hundred, so parts per million or ppm means out of a million. Usually describes the
concentration of something in water or soil. One ppm is equivalent to 1 milligram of something
per liter of water (mg/l) or 1 milligram of something per kilogram soil (mg/kg).
DYMOS had implemented the PPM concept to align the strategies, execution and the
business results. Their goal is to achieve maximum results with perfect utilization of minimum
enterprise resources. They also focus on accomplishment of Right Tasks at the Right Time
which always has a Risk Factor. They have achieved Optimum Waste Reduction and
Maximum Cost Efficiency. They focus on streamlining the processes to enhance speed of
project delivery with higher quality and low cost. They Provide realistic status and value
reporting to stakeholders & regulatory bodies.

MILESTONES

Founding Phase
1998 ~ 2001

Jun 1998

Incorporation of Hanil Lear India Pvt. Ltd.

Sep 1998

Santro SOP to HMI

Oct 1998

Accent SOP to HMI

Aug 2001
Sonata SOP to HMI
---------------------------------------------------------------------------------------------------------------------------------------------------------------

Growth Phase
2002 ~ 2007

Oct 2003

GroundBreakingIst Seat Plant at SIPCOT

Dec 2003

ISO/TS 16949-2002 Certified by M/s DNV

Mar 2004

Elantra SOP to HMI

Apr 2004

Completion of Ist Seat Plant

Jul 2004

Getz SOP to HMI

Jan 2005

ISO 14001:2004 Certified by M/s DNV

Jun 2005

100 PPM Certified by HMI

Jun 2006

Ground Breaking 2nd Seat Plant

Jul 2006

Verna SOP to HMI

Jul 2006

OHSAS 18001:1999 Certified by M/s DNV

Aug 2007

Completion of 2nd Seat Plant

Oct 2007

i-10 SOP to HMI

Nov 2007
Incorporation of DYMOS India Automotive
--------------------------------------------------------------------------------------------------------------------------------------------------------------Jul 2008
Management Change to DYMOS

Takeoff Phase
2008 ~ 2011

Oct 2008

i-20 SOP to HMI

Oct 2008

SOP of DYMOS Foam Pad Plant

Mar 2010

SOP of Indian Navy warship Seat

Jun 2010

High court approval for Amalgamation of Hanil Lear India with

DYMOS India Automotive

Jul 2010

Company Name Changed to DYMOS Lear Automotive India

Dec 2010

ISO/TS 16949-2009 Certified by M/s DNV

Apr 2011

Fluidic Verna SOP to HMI

Jun 2011

Santa-fe SOP to HMI

Aug 2011

Dozer SOP to BEML

Sep 2011
EON SOP to HMI
---------------------------------------------------------------------------------------------------------------------------------------------------------------

HISTORY OF HYUNDAI AND RELATED PARTNERS:

Hyundai Group was a multinational chaebol (conglomerate) headquartered in
Seoul, South Korea. It was founded by Chung Ju-yung in 1947 as a construction firm and Chung
was directly in control of the company until his death in 2001.
Following the 1997 East Asian financial crisis and Chung's death, Hyundai underwent a
major restructuring and break-up, which reduced the Hyundai Group's business to encompass
only container shipping services, the manufacturing of elevators, and tourism. Today, most
companies bearing the name Hyundai are not legally connected to Hyundai Group.
They include Hyundai Motor Group, Hyundai Department Store Group, Hyundai Heavy
Industries Group and Hyundai Development Company. However, most of the former subsidiaries
of the Hyundai conglomerate continue to be run by relatives of Chung. If these companies were
considered as forming a single broad family business, then it would remain the largest company
in South Korea with enormous economic and political power in the country.
Hyundai branded vehicles are manufactured by Hyundai Motor Company,
which along with Kia comprises the Hyundai KIA Automotive Group. Headquartered in Seoul,
South Korea, Hyundai operates the world's largest integrated automobile manufacturing facility
in Ulsan, which is capable of producing 1.6 million units annually. The company employs about
75,000 people around the world.
Hyundai vehicles are sold in 193 countries through some 6,000 dealerships
and showrooms worldwide. In 2010, Hyundai sold over 1.7 million vehicles Worldwide. Popular
models include the Sonata midsize sedan and Elantra compact.
The Hyundai Motor Group is a South Korean multinational conglomerate company
headquartered in Seoul, South Korea. It is the largest automobile manufacturer in South Korea,
the second largest automaker in Asia after Toyota and the world's fourth largest automaker after
General Motors, Volkswagen Group, and Toyota in 2011. The group was formed through the
purchase of 51% of South Korea's second-largest car company, Kia Motors, by Hyundai Motor
Company in 1998. As of July 2, 2011, Hyundai owns 32.8% Of Kia Motors.
The Hyundai KIA Automotive Group also refers to the group of affiliated companies
interconnected by complex shareholding arrangements, with Hyundai Motor Company regarded
as the de facto representative of the Group. It is the third largest South Korean chaebol or
conglomerate after Samsung Group and LG Group.

PRESS RELEASES:
World Environment Day (WED) is an annual event that is aimed at being the biggest and
most widely celebrated global day for positive environmental action. WED activities take place
all year round but climax on 5 June every year, involving everyone from everywhere. WED is
also a day for people from all walks of life to come together to ensure a cleaner, greener and
brighter outlook for themselves and future generations. DYMOS also marked WED with Tree
Planting Activity.
Best National Supplier Awards 2012 & 2013
Best National Supplier award was received from Mobis India on 23rd May, 2013. DYMOSians Fixed
Goal, Strategic Planning, Commitment, Constant Monitoring, Maximum Effort and All Team Support has
resulted in achieving National Top Performance for Service Parts Supplier Award. It is the
recognition of out-standing performance and achievement in India during 2013. This award is presented
during Hyundai Mobis India Supplier Convention 2013, at Pattaya.
Best Supplier Performance award from Mobis India on 22nd November, 2012. This award is
presented during Mobis India Supplier Convention 2012.
Core Value Training
The DYMOS group has grown in to massive organization in terms of number
of companies, sales volume, head count and geographical locations. While achieving tremendous external
growth, it is felt necessary to look inwards and start tending to our corporate culture. In order to bring
corporate philosophy to life, there is a need to keep re-enforcing values through many channels.
DYMOS has also planned to conduct a CORE VALUE SEMINAR session for
the Employees development and Companys development as a whole.

SOCIAL RESPONSIBILITY CHARTER

NEED FOR CORPORATE SOCIAL RESPONSIBILITY:
The growing pressure is on for all business to adopt the CSR principles, as in
essence, by operating ones business ethically and responsibly, the chances of success is
greater. Business that well managed corporate social responsibility, improved compliance
and reputation and relationship are known to have increase shareholder value and
profitability. When business or corporation include the CSR strategies, it will also
enhance its attractiveness as an employer. The attitudes are changing, in US and Europe
authorities introduced tough new ceiling on pollution and fuel efficiency standards . All
major car makers now recognized this trend. Therefore the sale of Hybrid (petrolelectric) cars are growing fast. Bill Ford said the society is now clamoring for this
approach.

DYMOS also achieved to establish Social Responsibility Charter to their

stakeholders.
Charter is expression of dedication to fulfill their role as a
global corporate citizen through balanced growth and sharing based on corporate culture
of trust. DYMOS also strive strive to uphold trust-based management, environmental
management ,and social contribution as the foundation of their business activities.They
also fulfill their social responsibilities which is a key to sustainable, long-term growth
and firm commitment to their employees, shareholders, customers, local communities
and ultimately, the entire world.It supports our employees to reach their full potential and
build mutually beneficial relationships with our suppliers.
It builds practical industrial relations based on a corporate culture of respect and trust.
It share and practice a spirit of service and eco-consciousness.
It enhance the international competitiveness of our suppliers through mutual
cooperation and green partnerships. It increase shareholder value and deliver trust and
satisfaction to our customers.
It promotes shareholders rights and benefits by creating economic and social value.
It increases customer satisfaction by protecting customer information and delivering
world class products and services.
It actively incorporates the opinions of shareholders and customers in all our business
activities and shares the value of sustainable growth. It contributes to the mutual
prosperity of humanity as a global corporate citizen.
It respects global environmental laws and regulations as we proactively participate in
preserving the global environment.
It promotes mutual understanding and contributes to global social development through
active cultural exchanges

Introduction:
OCTAPACE - Organizational Culture
O--- openness
C--- confrontation
T--- trust
A---autonomy
P--- proaction
A--- authenticity
C--- collaboration
E--- experimentation
OPENNESS. Openness can be defined as a spontaneous expression of
feelings and thoughts, and the sharing of these without defensiveness.
Openness is in both directions, receiving and giving. Both these may relate
to ideas (including suggestions), feedback (including criticism), and feelings.
CONFRONTATION Confrontation can be defined as facing rather than shying
away from problems. It also implies deeper analysis of interpersonal
problems. All this involves taking up challenges. The term confrontation is
being used with some reservation and means putting up a front as
contrasted with putting one's back (escaping) to the problem.
TRUST. Trust is not used in the moral sense. It is reflected in maintaining the
confidentiality of information shared by others, and in not misusing it. It is
also reflected in a sense of assurance that others will help, when such help is
needed and will honour mutual commitments and obligations. Trust is also
reflected in accepting what another person says at face value, and not
searching for ulterior motives.
AUTHENTICITY. Authenticity is the congruence between what one feels, says
and does. It is reflected in owning up one's mistakes, and in unreserved
sharing of feelings. Authenticity is closer to openness. The outcome of
authenticity in an organisation is reduced distortion in communication.
PROACTION. Proaction means taking the initiative, preplanning and taking
preventive action, and calculating the payoffs of an alternative course before
taking action. The proact can be contrasted with the term react. In the latter
action is in response to (and in the pattern of) an act from some source,
while in the former the action is taken independent of the source

AUTONOMY. Autonomy is using and giving freedom to plan and act in one's
own sphere. It means respecting and encouraging individual and role
autonomy.
COLLABORATION. Collaboration is giving help to, and asking for help from,
others. It means working together (individuals and groups) to solve problems
and team spirit. The outcome of collaboration includes timely help, team
work, sharing of experiences, improved communication and improved
resource sharing.
EXPERIMENTING. Experimenting means using and encouraging innovative
approaches to solve problems; using feedback for improving, taking a fresh
look a things, and encouraging creativity. We are so caught up with our daily
tasks that we often only use traditional, tried and tested ways of dealing with
problems.

Organizational culture:
Organizational Culture can be defined as cumulative, crystallized and quasistable shared life
shared style of people as reflected in the presence of some states of life over others, in the
response predispositions towards several significant issues and phenomena (attitudes), in the
organized ways of filling time in relation to certain affairs (rituals), and in the ways of promoting
desired and preventing undesirable behavior (sanctions)
Organizational culture is the behavior of humans within an organization and the meaning that
people attach to those behaviors. According to Needle (2004),[1] organizational culture represents
the collective values, beliefs and principles of organizational members and is a product of such
factors as history, product, market, technology, and strategy, type of employees, management
style, and national culture. Culture includes the organization's vision, values, norms, systems,
symbols, language, assumptions, beliefs, and habits.
The most important aspect of organizational culture are the values it practices. Eight values may
be examined to develop the profile of an organizational culture that is called octapace it
OPENNESS, CONFRONTATION, TRUST, AUTHENTICITY, PROACTIVELY, AUTONOMY,
COLLABORATION, AND EXPERIMENTING.

Importance of Organization Culture

A common platform where individuals work in unison to earn profits as well as a livelihood for
themselves is called an organization. A place where individuals realize the dream of making it

big is called an organization. Every organization has its unique style of working which often
contributes to its culture. The beliefs, ideologies, principles and values of an organization form
its culture. The culture of the workplace controls the way employees behave amongst themselves
as well as with people outside the organization.

The culture decides the way employees interact at their workplace. A healthy culture
encourages the employees to stay motivated and loyal towards the management.

The culture of the workplace also goes a long way in promoting healthy competition
at the workplace. Employees try their level best to perform better than their fellow
workers and earn recognition and appreciation of the superiors. It is the culture of the
workplace which actually motivates the employees to perform.

Every organization must have set guidelines for the employees to work accordingly. The
culture of an organization represents certain predefined policies which guide the
employees and give them a sense of direction at the workplace. Every individual is
clear about his roles and responsibilities in the organization and know how to accomplish
the tasks ahead of the deadlines.

No two organizations can have the same work culture. It is the culture of an organization
which makes it distinct from others. The work culture goes a long way in creating the
brand image of the organization. The work culture gives an identity to the organization.
In other words, an organization is known by its culture.

The organization culture brings all the employees on a common platform. The
employees must be treated equally and no one should feel neglected or left out at the
workplace. It is essential for the employees to adjust well in the organization culture for
them to deliver their level best.

The work culture unites the employees who are otherwise from different back
grounds, families and have varied attitudes and mentalities. The culture gives the
employees a sense of unity at the workplace.
Certain organizations follow a culture where all the employees irrespective of their
designations have to step into the office on time. Such a culture encourages the
employees to be punctual which eventually benefits them in the long run. It is the culture
of the organization which makes the individuals a successful professional.

Every employee is clear with his roles and responsibilities and strives hard to accomplish
the tasks within the desired time frame as per the set guidelines. Implementation of
policies is never a problem in organizations where people follow a set culture. The new
employees also try their level best to understand the work culture and make the
organization a better place to work.

The work culture promotes healthy relationship amongst the employees. No one
treats work as a burden and moulds himself according to the culture.

It is the culture of the organization which extracts the best out of each team
member. In a culture where management is very particular about the reporting system,
the employees however busy they are would send their reports by end of the day. No one
has to force anyone to work. The culture develops a habit in the individuals which makes
them successful at the workplace.

Types of Organizational Culture

Before we get into the specific details of the different types of cultures, there are two overarching
models that companies will fall into, strong culture and weak culture. In a strong culture,
employees have a sense of empowerment and understanding of the company goals, regulations
and philosophy.

Academy Culture
Normative Culture
Pragmatic Culture
Club Culture
Baseball Team Culture
Fortress Culture
Tough Guy Culture
Process Culture
Bet Your Company Culture

Academy Culture
The name says it all. Academy culture depends on employees who are highly skilled, studious
and welcome further training and advancement. This type of work place environment thrives off
of intense training for employees being brought on board and ongoing training for the employees
already there. Organizations that choose to follow this culture are very particular about who they
hire, their existing skill sets and their willingness to learn and grow.
Normative Culture
This is your everyday corporate workplace. Normative culture is very cut and dry, following
strict regulations and guidelines that uphold the policies of the organization. Employees rarely
deviate from their specific job role, break rules or do anything other than what is asked of them.
These type of organizations run a tight ship and are not suited for every type of employee
Pragmatic Culture
You know that saying the customer is always right? Well, that is the first and only rule of a
pragmatic culture workplace. The customer or client comes before anything or anyone else.
Because every customer is different, these type of work places are very opposite of the normative
culture environment as employees dont adhere to strict rules.

Club Culture
Nothing but the best. This type of culture requires employees to be very skilled and competent in
their niche of work. Educational qualifications, prior work experience and even personal interests
are taken into consideration before an employee is hired.
Baseball Team Culture
This could be the best type of organizational culture from an employees stand point. Remember
how pragmatic culture focuses on the customers? Well, baseball team environments say its all
about the employees. As long as the workers are happy, comfortable and feel respected, the work
will get done and the employees will want to stick with the company for the long haul.
Fortress Culture
Contrary to baseball culture, fortress culture could be the worst (or the best if youre really good
at what you do) for employees. This type environment is all about the numbers. If the
organization is doing well as a result of the employees productivity then the employees continue
to have a job. If the organization begins to see a downfall in success then the individuals that
arent pulling their weight are terminated.
Tough Guy Culture
Tough guy culture is basically another way of saying micro-management. Employees are
monitored every step of the way and when something does not meet the standards or
expectations of the company the employee is given guidance and monitored further. It can be a
tough (hence the name) environment for some to work in especially if you are independent and
have a creative mind.
Process Culture
This type of office culture provides a set of regulations and procedures that the employees
follow. Its different than the normative culture as the regulations are not a bullet-pointed list of
dos and donts so much as it is an ideology that the employees adhere to. Employees know what
they are getting into when they sign-up and are often self-starters.
Bet Your Company Culture
This culture is for the patient risk-takers. Organizations that follow this culture are known to
literally bet the success or failure of their company on single decisions of which the outcome is
completely unknown. It can be a wild ride working for this type of company as you dont know
what each day is going to bring.

Factors Affecting Organization Culture:

Organizational culture is responsible for the behavior and actions of the employee of that
organization.
Culture= values + attitude + Behaviors
There are 6 Factor affecting organizational culture:
1) Attitude of top management
2) Socialization of the organization
3) Adherence of important values
4) Selection and placement of employee
5) Performance evaluation and rewards
6) Recognition and promotion
Lets understand these factor in brief.
1) 1) Attitude of top Management: As we know top management run the business and manage the
organization based on certain set of values, philosophy, and policy. Their attitude and polices are
getting reflected in the decisions they take and systems and procedure, rules and regulations set
for the employees.

2) 2) Socialization of the organization: It is the procedure of new employee familiar with the
culture of organization
A) Entrance every new employee has their own values, belief and attitudes. Initially they
match with organizational culture.
B) Struggle here organization culture and individual culture enter into conflicts.
C) Change here individual try to change and modify their culture to match with organization
culture.

3) Adherence of important values: if organization has good values in its policy, such as, social
welfare, human up liftmentetc. then employee in that organization also develop that kind of
values and put in their best by strictly following rules and regulations.

4) Selection and placement of employee: Employee should be selected based on qualifications

as well as by examining their values, belief and attitudes.

5) Performance evaluation and rewards: if employee efforts are properly evaluated and than
suitably rewarded then good conductive culture can prevail in the organization.
6) Recognition and Promotion: Recognizing good and exceptional
performance
and
achievement of the employees and then rewarding them through proper
promotions.

Changing the organization culture:

Changing an organizations culture is one of the most difficult leadership
challenges. Thats because an organizations culture comprises an
interlocking set of goals, roles, processes, values, communications practices,
attitudes and assumptions.
The elements fit together as an mutually reinforcing system and combine to prevent any attempt
to change it. Thats why single-fix changes, such as the introduction of teams, or Lean, or Agile,
or Scrum, or knowledge management, or some new process, may appear to make progress for a
while, but eventually the interlocking elements of the organizational culture take over and the
change is inexorably drawn back into the existing organizational culture.
Changing a culture is a large-scale undertaking, and eventually all of the organizational tools for
changing minds will need to be put in play. However the order in which they deployed has a
critical impact on the likelihood of success.

Frequent mistakes in trying to change culture include:

Overuse of the power tools of coercion and underuse of leadership tools.

Beginning with a vision or story, but failing to put in place the management tools that
will cement the behavioral changes in place.

Beginning with power tools even before a clear vision or story of the future is in place.

Adjusting to Changing Organization Culture:

The work culture represents the ideologies, principles, policies and beliefs of the organization.
The individuals style of working, his behaviour and ways of interaction also contribute to the
culture of the organization.
There are several reasons which lead to a change in the organization culture. Change in
management, poor financial conditions, revisions in goals and targets bring a change in the
culture of the organization.
Accepting changes in the work culture is the toughest thing to do for an employee. Not all
employees can happily adapt to organizational changes.
Employees need time to cope up with a new culture. Miracles cant happen overnight and
habits do not change all of a sudden. The employees must spend some time to understand and
adjust to the new culture. One should work with an open mind and willingly accept things. Dont
always crib as it leads to no solution. The employees must try their level best to accept the

changes with a smile and work accordingly. One should never be in a rush. The management
must also give time to the employees for them to gel with the new culture. Dont pressurize
anyone to accept changes all of a sudden.
The employees must design new strategies, new plan of actions and policies to meet the new
challenges. Try to find out the exact reasons for the change. The ideas which were successful
earlier might now fall out of place. One should not be adamant. Sit with your team leader,
discuss all possible options and try to implement something which would work best in the new
culture and benefit you as well as your organization.
An employee must change his behaviour and thought process as per the culture. It is
essential to be flexible. Being adaptable at the workplace always pays in the long run. Remember
everything happens for the best. One should always try to look at the positive aspects of life
rather than cribbing on things which are beyond anyones control.
Janet worked with an organization of repute. Her organization followed a culture where the
employees never reached office on time. There were no strict rules and regulations for the
employees. Janet found her work culture very comfortable as there was no pressure on her to
reach work on time.
Very soon her organization hired someone from its competitor to take charge of the organization.
He made several changes in the work culture, the first and the foremost being fixed timings for
all the emloyees.Everyone irrespective of the designation had to reach office on time. All the
employees had to adhere to the guidelines and policies of the organization.
Few tips to adjust to the changing organization culture.

Give time to adjust

Be flexible

Work with an open mind

Never crib

Look at the positive side

Develop alternate plans

Dont get too attached to someone at the workplace

Role of Employees in Organization Culture:

The beliefs, ideologies and practices of an organization form its culture which gives a
sense of direction to the employees.
The work culture goes a long way in creating the brand image of the organization and
making it distinct from its competitors.
The employees are the true assets of an organization. They are the ones who contribute
effectively towards the successful functioning of an organization.
The employees play an important role in deciding the culture of the workplace.
Their behaviour, attitude and interest at the workplace form the culture.

Setbacks of Organization Culture:

What is Organization ?
A common platform where individuals from different backgrounds, mentalities, educational
qualifications, interests and attitudes come together to work towards a goal as well as earn bread
and butter for themselves is called an organization. Every organization has a unique style of
working often called its culture.
Culture - The ideologies, beliefs and policies of an organization form its culture.
Setbacks of an organization culture

The culture of an organization is not formed in a single day. A culture is the

cumulative outcome of the interaction amongst the employees and their behavioural
patterns at the workplace. A culture is formed when individuals follow certain values and
adhere to guidelines over a considerable period of time. Problems arise when new
employees step into the shoes of the existing ones and take charge. They bring new ideas,
new plan of actions and new concepts along with them and thus cause problems for the
existing employees. They tend to hire their own people and eventually side-line the
current employees.

Adjustment problems arise when new joinees find it difficult to adjust to the
prevailing work culture. They find it difficult to concentrate and tend to lose interest in
work. For them the work becomes a burden and they simply attend office to earn money.
They never get attached to their workplace.

Culture in certain cases can also become a liability to an organization. Strict policies
and harsh rules can sometimes create problems for the employees and they find it
difficult to stick to the organization for a long time. Retaining the employee becomes a
nightmare in cases of weak cultures. The policies must be employee friendly and benefit

one and all. An organization where male employees dominate the female counterparts
follow a culture where late sitting is a regular feature. Male individuals might find this
kind of culture extremely comfortable but a female employee would not be able to adjust
well in such a culture.

An individual working in any particular culture for quite some time would develop
certain habits and mindset. It is not easy to get rid of a habit all of sudden. Difficulties
arise whenever employees wish to move on for better opportunities. The new
organization might not promise them the same facilities and comforts which their
previous organization offered. The incentive plan in this organization might not be as
lucrative as it was in the previous organization.

An employee finds it difficult to implement new ideas and concepts in a culture

which has been practised for several years. For him the culture becomes a limitation,
where he has to work as per the set guidelines and predefined policies.

One should always remember that no culture is more important than employees.
They are the true assets of an organization. The work culture should never bind the
employees to do something innovative.

Edgar Schein Model:

Schein's model of organizational culture originated in the 1980s. Schein (2004) identifies three
distinct levels in organizational cultures:
1. artifacts and behaviours
2. espoused values
3. assumptions
The three levels refer to the degree to which the different cultural phenomena are visible to the
observer.

Artifacts include any tangible, overt or verbally identifiable elements in an organization.

Architecture, furniture, dress code, office jokes, all exemplify organizational artifacts.
Artifacts are the visible elements in a culture and they can be recognized by people not
part of the culture.

Espoused values are the organization's stated values and rules of behavior. It is how the
members represent the organization both to themselves and to others. This is often
expressed in official philosophies and public statements of identity. It can sometimes
often be a projection for the future, of what the members hope to become. Examples of
this would be employee professionalism, or a "family first" mantra. Trouble may arise if
espoused values by leaders are not in line with the deeper tacit assumptions of the culture.

Shared Basic Assumptions are the deeply embedded, taken-for-granted behaviours which
are usually unconscious, but constitute the essence of culture. These assumptions are
typically so well integrated in the office dynamic that they are hard to recognize from
within.

Robert A Cooke Model of Organization Culture:

Every employee has a way of behaving at the workplace which he feels is the correct way and
would help him survive in the organization for a longer duration. Such perceptions of employees
form the culture of the organization. According to Robert A Cooke, the culture of an organization
is the way employees behave at the workplace to ensure stable future and growth.
Cooke proposed three types of culture in the organization:
1. Constructive Culture

There are certain organizations which encourage healthy interaction amongst the
employees. The individuals have the liberty to share their ideas, exchange information
and discuss things to come to an innovative solution beneficial to all. Conflicts arise
when employees feel neglected and are not allowed to speak their minds. People crib
amongst themselves when queries remain unattended leading to severe demotivation. A
constructive culture encourages discussions and exchange of ideas amongst employees.
Constructive culture motivates the employees and eventually extracts the best out of
them.
The key features of a constructive culture are:

Achievement: A constructive culture helps the employees to achieve the targets

within the stipulated time frame.

Self Actualizing: In this kind of culture, an employee stays motivated and

realizes his full potential.

Encouragement: A Constructive culture encourages employees to deliver their

level best and strive hard for furthering the image of the organization.

Affiliative: The employees avoid conflicts and unnecessary disputes and promote
a positive ambience at the workplace.

2. Passive Culture

In a passive culture, the employees behave in a way contrary to the way they feel is
correct and should be the ideal way. In a passive culture, the main motive of the
employee is to please the superiors and make his position safe and secure in the
organization. In such a culture, employees unhappily adhere to the guidelines and follow
the rules and regulations just to save their job.
The characteristics of a passive culture are:

Approval: In such a culture employees cant take decisions on their own. They
need to take their bosss approval before implementing any idea.

Conventional: Employees are bound by rules and regulations of the organization

and act according to the prescribed standards only.

Dependent: In such a culture, the performance of the employees is dependent on

the superiors decisions and they blindly follow their bosss orders.

Avoidance: Employees tend to avoid their own personal interests, satisfaction and
simply act according to the companys policies.

3. Aggressive Culture
Organizations following an aggressive culture promote competition amongst the
employees. They encourage the employees to compete against each other so that each one
performs better than his fellow worker. In such a culture, employees seeking their
colleagues assistance are often called as incompetent employees. Every individual vies
for power, attention and strive hard to win appreciation.
The key features of such a culture are:

Opposition

Power

Perfectionist

Competitive

In the above culture, employees are aggressive, compete against each other and try to
become perfectionist by identifying their mistakes and eventually minimizing them.

Charles Handy Model of Organization Culture:

Several models have been proposed till date explaining the organization culture, one of them
being the Charles Handy model.
1. Power

There are some organizations where the power remains in the hands of only few people
and only they are authorized to take decisions. They are the ones who enjoy special
privileges at the workplace. They are the most important people at the workplace and are
the major decision makers. These individuals further delegate responsibilities to the other
employees. In such a culture the subordinates have no option but to strictly follow their
superiors instructions. The employees do not have the liberty to express their views or
share their ideas on an open forum and have to follow what their superior says. The
managers in such a type of culture sometimes can be partial to someone or the other
leading to major unrest among others.
2. Task Culture

Organizations where teams are formed to achieve the targets or solve critical problems
follow the task culture. In such organizations individuals with common interests and
specializations come together to form a team. There are generally four to five members in
each team. In such a culture every team member has to contribute equally and accomplish
tasks in the most innovative way.
3. Person Culture

There are certain organizations where the employees feel that they are more important
than their organization. Such organizations follow a culture known as person culture. In a
person culture, individuals are more concerned about their own self rather than the
organization. The organization in such a culture takes a back seat and eventually suffers.
Employees just come to the office for the sake of money and never get attached to it.
They are seldom loyal towards the management and never decide in favour of the
organization. One should always remember that organization comes first and everything
else later.
4. Role culture

Role culture is a culture where every employee is delegated roles and responsibilities
according to his specialization, educational qualification and interest to extract the best
out of him. In such a culture employees decide what best they can do and willingly accept
the challenge. Every individual is accountable for something or the other and has to take
ownership of the work assigned to him. Power comes with responsibility in such a work
culture.