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CHAPTER :- 1
1.1 INTRODUCTION
In 1897, the first car ran on an Indian road. Through the 1930s, cars were imports only, and in
small numbers.
An embryonic automotive industry emerged in India in the 1940s. Hindustan Motors was
launched in 1942, long-time competitor Premier in 1944, building Chrysler, Dodge,
and Fiat products respectively.[4] Mahindra & Mahindra was established by two brothers in 1945,
and began assembly of J eep CJ-3A utility vehicles. Following 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. In 1953, an import substitution
programme was launched, and the import of fully built-up cars began to be restricted.[4]
1.1 Industry Analysis

The automotive industry in India is one of the largest in the world with an annual production of
23.96 million vehicles in FY (fiscal year) 2015–16, following a growth of 2.57 per cent over the
last year. The automobile industry accounts for 7.1 per cent of the country's gross domestic
product (GDP). The Two Wheelers segment, with 81 per cent market share, is the leader of the
Indian Automobile market, owing to a growing middle class and a young population. Moreover,
the growing interest of companies in exploring the rural markets further aided the growth of the
sector. The overall Passenger Vehicle (PV) segment has 13 per cent market share.
India is also a prominent auto exporter and has strong export growth expectations for the near
future. In FY 2014–15, automobile exports grew by 15 per cent over the last year. In addition,
several initiatives by the Government of India and the major automobile players in the Indian
market are expected to make India a leader in the Two Wheeler (2W) and Four Wheeler (4W)
market in the world by 2020.
TYPES OF BUSINESS
The automotive sector includes several types of companies besides auto
manufacturers. The may include:
∙ Four wheelers
∙ Truck
∙ Tyre manufacturer
∙ Components
∙ Spare parts
∙ Tractor
∙ Alternative fuel vehicle
∙ Police car
∙ Taxi
∙ Solar vehicle
∙ Battery vehicle
Some of these companies focus on the component parts that go into cars and
trucks. Other companies are responsible for vehicle sales, rentals or repairs.
Three kinds of companies manufacture parts used in automotive manufacturing.
Although auto makers produce some of their own parts, they also buy auto parts
from original equipment manufacturers (OEMs). These OEMs put together items
such as seats and door handles. Companies in the rubber fabrication business,
on the other hand, specialize in items such as tires, belts, hoses, wiper blades
and seals. About 75% of the world's natural rubber production goes into making
tires.
Companies in the third area, replacement parts, produce and distribute

aftermarket replacement components such as parking lights, brakes, clutches, air
filters and oil filters. The manufactured parts are distributed through parts
wholesalers, parts stores such as Pep Boys and AutoZone, online auto parts
warehouses, car dealerships and auto repair shops. Many smaller auto repair
shops also run gas stations on their premises to service the fuel needs of auto
customers.
OEMs, replacement parts makers and auto manufacturers, in turn, obtain

materials from manufacturers of stainless steel, glass, and increasingly,
lighter-weight aluminum and plastic. According to the American Chemical
Council, plastic comprises about 50% of the construction of a new car. Items
made out of plastic include door handles, dashboards, seat belts, air conditioner
vents and some engine parts.
Electric Vehicles:
The advent of electric cars has given rise to new types of car components. These
include electric motors, lithium batteries, chargers and controllers, a type of
mechanism that serves as a floodgate between the motor and the batteries. The
electric car components are used by auto manufacturers as well as by a
smattering of consumer enthusiasts who are converting their existing vehicles to
run on electricity. Electric car components are distributed through specialists
such as EV West.
New and used vehicles are sold at retail through car dealerships. Dealerships
also help consumers obtain auto loans ]through financial institutions. Dealers
typically accept trade-ins of preowned vehicles toward the purchase of new cars.
Like auto repair shops, dealerships also diagnose and fix mechanical problems,
perform emissions inspections, do body work and conduct routine maintenance
services. When vehicles have been damaged in accidents, mechanical repairs
and body work are often covered by auto insurance firms.
Rental car agencies buy fleets of vehicles from auto manufacturers at discount
and then rent or lease the cars and trucks to consumers and businesses.
Sometimes, they make arrangements to return the vehicles to manufacturers
after a specified time period, although this practice has become less frequent in
light of the more-careful market planning that has accompanied auto industry
recovery since the financial crisis.
Traditionally, the vehicles bought back by auto manufacturers are then resold
through used car dealerships. Alternatively, they are recycled through wholesale
car auctions. When a vehicle reaches the end of its life cycle, its components are
sometimes resold by used part
Market share in percentage
The automotive industry in India is one of the largest in the world

with an annual production of 23.96 million vehicles in FY (fiscal year) 2015–16,
following a growth of 2.57 per cent over the last year. The automobile industry
accounts for 7.1 per cent of the country's gross domestic product (GDP). The Two
Wheelers segment, with 81 per cent market share, is the leader of the Indian
Automobile market, owing to a growing middle class and a young population.
Moreover, the growing interest of companies in exploring the rural markets
further aided the growth of the sector. The overall Passenger Vehicle (PV)
segment has 13 per cent market share.
India is also a prominent auto exporter and has strong export growth
expectations for the near future. In FY 2014–15, automobile exports grew by 15
per cent over the last year. In addition, several initiatives by the Government of
India and the major automobile players in the Indian market are expected to
make India a leader in the Two Wheeler (2W) and Four Wheeler (4W) market in
the world by 2020.
SWOT ANALYSIS OF FOUR WHEELER INDUSTRY
∙ Strengths: characteristics of the business or project that give it an advantage

over others
∙ Weaknesses: characteristics of the business that place the business or project at
a disadvantage relative to others
∙ Opportunities: elements in the environment that the business or project could
exploit to its advantage
∙ Threats: elements in the environment that could cause trouble for the business
or project
Identification of SWOTs is important because they can inform later steps in planning to
achieve the objective. First, decision-makers should consider whether the objective is
attainable, given the SWOTs. If the objective is not attainable, they must select a
different objective and repeat the process.
Users of SWOT analysis must ask and answer questions that generate meaningful
information for each category (strengths, weaknesses, opportunities, and threats) to
make the analysis useful and find their competitive advantage.
Maruti Motors:
Hyundai Motors:
Mahindra Motors:
1.2 Policies
BRANDING OF THE PRODUCT
Branding is a set of marketing and communication methods that help to distinguish
a company or products from competitors, aiming to create a lasting impression in the minds
of customers. The key components that form a brand's toolbox include a brand’s identity, brand
communication (such as by logos and t rademarks), brand awareness, brand loyalty, and various
branding (brand management) strategies.[5] Many companies believe that there is often little to
differentiate between several types of products in the 21st century, and therefore branding is one
of a few remaining forms of product differentiation.[6]

Brand equity is the measurable totality of a brand's worth and is validated by assessing the
effectiveness of these branding components.[7]As markets become increasingly dynamic and
fluctuating, brand equity is a marketing technique to increase customer satisfaction and customer
loyalty, with side effects like reduced price sensitivity.[5] A brand is in essence a promise to its
customers of they can expect from their products, as well as emotional benefits.[5] When a
customer is familiar with a brand, or favors it incomparably to its competitors, this is when a
corporation has reached a high level of brand equity.[7] Special accounting standards have been
devised to assess brand equity. In accounting, a brand defined as an intangible asset is often the
most valuable asset on a corporation’s balance sheet. Brand owners manage their brands
carefully to create shareholder value, and brand valuation is an important management technique
that ascribes a money value to a brand, and allows marketing investment to be managed (e.g.:
prioritized across a portfolio of brands) to maximize shareholder value. Although only acquired
brands appear on a company's balance sheet, the notion of putting a value on a brand forces
marketing leaders to be focused on long term stewardship of the brand and managing for value.
PRICING POLICIES OF THE COMPANY UNDER STUDY

In India metals and mining company developed an innovative product for
the automotive market, but the company had limited experience with the
industry, the competitive situation, and advanced pricing tools.
Company leaders approached A.T. Kearney to conduct a value chain cost
analysis to gain a better idea of the cost structures of competitor
products, understand what performance attributes OEMs would be willing
to pay for, determine how OEMs would decide whether to switch to a new
supplier, and recommend a tool that would help them develop pricing
strategies in the future.
Approach
Our approach was based on competitor research and interviews with both
industry decision makers and potential customers:
∙ Cost structures of competing products. Conducted competitor
assessments and expert interviews and used these to model cost structures
for select competing technologies. These models helped point to where in
the value chain the company could best capitalize on the benefits of its
product offering.
∙ Price and performance attributes. Interviewed customers to identify
the "must-have" and "trade-off" product attributes leading to price
premiums. Established a fact base for value-per-attribute and modeled the
price and performance impact.
∙ Customer business case considerations. Built business cases that
considered upfront investment costs for the OEMs and payback
periods based on different sales volumes.
∙ Case-specific pricing strategies. Developed options for pricing
strategies, evaluated applicability for different scenarios, and built a
flexible modeling tool that evaluates pricing strategies under
changing market conditions.
CHAPTER :- 2
∙ CORPORATE DNA
∙ CORPORATE DNA MAHINDRA MOTORS LTD:-

2.2 Management Team & Their Contribution To The organization:-
∙ Promoters Of Mahindra Motors:-
Promoters of Mahindra motors are investment bankers, stock
promoters wholly or in part, they perform the important role of
promoters to Mahindra Motors ltd.
∙ Shareholding belonging to the category : "Promoter and Promoter Group"
Shares pledged or otherwise

No. Name of the Shareholder Total Shares held
encumbered
As a %
As a %
of
% of of
grand
Total grand
Number total Number
shares total
(A) +
held (A) +
(B) +
(B) + (C)
(C)
1 Yuthica Keshub Mahindra 1,098,844 0 - - -
PRUDENTIAL MANAGEMENT & SERVICES
2 141,521,940 0 14,479,630 10.23 -
PRIVATE LIMITED
3 KESHUB MAHINDRA # 884,592 0 - - -
4 Anand Gopal Mahindra 1,430,008 0 - - -
5 Kema Services International Pvt Ltd 734,832 0 - - -
M&M BENEFIT TRUST - BHARAT N DOSHI,
6 103,670,428 0 - - -
A.K.NANDA -TRUSTEES
7 Anjali Kumari Mehra 222,208 0 - - -
8 Anuradha Mahindra 457,090 0 - - -
9 Deveshwar Jagat Sharma 30,000 0 - - -
10 Dhruv S Sharma 30,000 0 - - -
11 Gautam P Khandelwal 600 0 - - -
12 Leena S Labroo 1,412,384 0 - - -
13 Nisheeta Labroo 160,000 0 - - -
14 Radhika Nath 93,616 0 - - -
15 Sanjay Labroo 145,440 0 140,000 96.26 -
16 SUDHA KESHUB MAHINDRA* 1,452,032 0 - - -
17 Uma R Malhotra 1,069,604 0 - - -
18 Anuja P Sharma 0 0 - - -
∙ Board Of Directors Of Mahindra Motors:-
A board of directors in Mahindra Motors is recognized as a group of
people who jointly oversee the activities of a Mahindra Motors Ltd.
K. BOARD & COMMITTEES
Directors
The Board of Directors at the same Meeting based on the recommendation of the Governance,
Nomination and
Remuneration Committee appointed Mr. T. N. Manoharan as an Additional Director (Independent and
Non-Executive) of the Company for a period of 5 consecutive years commencing from 11th November,
2016 to 10th November, 2021 subject to the approval of the Members in the ensuing Annual General
Meeting.
Dr. Pawan Goenka retires by rotation and, being eligible, offers himself for re-appointment at the
71st Annual General Meeting of the Company scheduled to be held on 4th August,
2017.
Mr. Deepak S. Parekh would cease to hold office as an Independent Director of the Company from
8th August, 2017, upon completion of his tenure as approved by the Shareholders at the
68th AGM of the Company.
Mr. Parekh was appointed as a Director on the Board of the Company with effect from 29th
August, 1990. He has made significant contributions towards effective functioning of the Board and has
been
Acting as the Chairman of the Audit Committee and Member of the Strategic Investment Committee
and Risk
Management Committee of the Company.
The Board has placed on record its sincere and deep appreciation of the invaluable counsel and
Contribution made by Mr. Parekh to the Company. The 27 years that Mr. Parekh was on the Board of
the Company
Were very eventful and critical years in the Company’s history.
∙ CEO/CMD Of Mahindra Motors :-
Name Designation
Keshub Mahindra Chairman Emeritus
Pawan Goenka Managing Director
M M Murugappan Director
Anupam Puri Director
Vikram Singh Mehta Director
S B Mainak Nominee Director
Name Designation
Anand G Mahindra Executive Chairman
Nadir B Godrej Director
R K Kulkarni Director
Vishakha N Desai Director
T N Manoharan Director
Key Managerial Personnel (KMP)
The following have been designated as the Key Managerial Personnel of the Company pursuant to
sections
2(51) and 203 of the Companies Act, 2013 read with the Companies (Appointment and Remuneration of
Managerial
Personnel) Rules, 2014:
(a) Mr. Anand G. Mahindra - Executive Chairman
(b) Dr. Pawan Goenka - Managing Director
(c) Mr. V S Parthasarathy - Group CFO & Group CIO
(d) Mr. Narayan Shankar - Company Secretary
∙ Transformation Journey Of Mahindra Motors :-

Mahindra & Mahindra was set up as a steel trading company in 1945 in Ludhiana as
Mahindra & Mohammed by brothers K.C. Mahindra and J.C. Mahindra and Malik
Ghulam Mohammed.[7] After India gained independence and Pakistan was formed,
Mohammed emigrated to Pakistan where he became that country's first finance
minister. The company changed its name to Mahindra & Mahindra in 1948.[8] It
eventually saw a business opportunity in expanding into manufacturing and selling
larger MUVs, starting with the assembly under license of the Willis Jeep in India. Soon
established as the Jeep manufacturers of India, the company later commenced
manufacturing light commercial vehicles (LCVs) and agricultural tractors.
Over the past few years, the company has taken interest in new industries and in
foreign markets. They entered the two-wheeler industry by taking over Kinetic
Motors in India.[9] M&M also has a controlling stake in the REVA Electric Car
Company[10] and acquired South Korea's SsangYong Motor Company in 2011.[11] In
2010–11 M&M entered in micro drip irrigation with the takeover of EPC Industries Ltd
in Nasik.
In October 2014, Mahindra and Mahindra acquired a 51% controlling stake in the
peugeot motorcycle.[12]
.
On December of 2015 Mahindra and Mahindra Ltd and affiliate Tech Mahindra Ltd,
through a special purpose vehicle (SPV), have agreed to buy a 76.06% stake in Italian
car designer Pininfarina SpA, for €25.3 million (around Rs.186.7 crore).
In January 2017 Mahindra and Mahindra Ltd (M&M) acquired a 75.1 equity stake in
Hisarlar Makina Sanayi ve Ticaret Anonim Şirketi (Hisarlar), a farm equipment
company, marking its entry into Turkey.
On September of 2017 Mahindra and Mahindra Ltd said it has acquired Erkunt Traktor
Sanayii AS, a Turkish tractor maker and its foundry business for Rs800 crore.
2.3 Corporate Governance of Mahindra Motors Ltd:-

∙ Meaning Of Corporate Governance :-
Corporate governance is the system of rules, practices and processes by which a
company is directed and controlled. Corporate governance essentially involves
balancing the interests of a company's many stakeholders, such as shareholders,
management, customers, suppliers, financiers, government and the community. Since
corporate governance also provides the framework for attaining a company's
objectives, it encompasses practically every sphere of management, from action plans
and internal controls to performance measurement and corporate disclosure.
!--break--Governance refers specifically to the set of rules, controls, policies and

resolutions put in place to dictate corporate behavior. Proxy advisors and
shareholders are important stakeholders who indirectly affect governance, but these
are not examples of governance itself. The board of directors is pivotal in governance,
and it can have major ramifications for equity valuation.
GOVERNANCE Corporate Governance

Your Company has a rich legacy of ethical governance practices many of which were implemented by
the
Company, even before they were mandated by law. Your Company is committed to transparency in all
its dealings
and places high emphasis on business ethics. A Report on Corporate Governance along with a
Certificate from
the Statutory Auditors of the Company regarding compliance with the conditions of Corporate
Governance as
stipulated under Schedule V of the SEBI (Listing Obligations and Disclosure Requirements) Regulations,
2015
forms part of the Annual Report.
Vigil Mechanism
The Vigil Mechanism as envisaged in the Companies Act, 2013, the Rules prescribed thereunder and the
SEBI
(Listing Obligations and Disclosure Requirements) Regulations, 2015 is implemented through the
Company’s
Whistle Blower Policy to enable the Directors, employees and all stakeholders of the Company to report
genuine
concerns, to provide for adequate safeguards against victimisation of persons who use such mechanism
and make
provision for direct access to the Chairman of the Audit Committee.
Whistle Blower Policy of your Company is available on the Company’s website and can be accessed at
the Web-link: http://www.mahindra.com/resources/investor-reports/FY17/Annual

Reports/Links-AnnualReport.zip
Further details are available in the Report on Corporate Governance that forms part of this Annual
Report.
Business Responsibility Report

The ‘Business Responsibility Report’ (BRR) of your Company for the year 2016-17 forms part of
this Annual Report as required under Regulation 34(2)(f) of the SEBI (Listing Obligations and Disclosure
Requirements) Regulations, 2015.
Your Company strongly believes that sustainable and inclusive growth is possible by using the levers of
environmental and social responsibility while setting aspirational targets and improving economic
performance
to ensure business continuity and rapid growth. Your Company is committed to leverage ‘Alternative
Thinking’ to build competitive advantage in achieving high shareholder returns through customer
centricity, innovation, good governance and inclusive human development while being sensitive to the
environment.
Risk Management
Your Company has a well-defined risk management framework in place. The risk management
framework works
at various levels across the enterprise. These levels form the strategic defence cover of the Company’s
risk management. The Company has a robust Organisational structure for managing and reporting on
risks.
Your Company has constituted a Risk Management Committee of the Board which is authorised to
monitor and
review risk management plan and risk certificate. The Committee is also empowered, inter alia, to
review and
recommend to the Board the modifications to the Risk Management Policy. Further, the Board has
constituted a
Corporate Risk Council comprising the Senior Executives of the Company. The terms of reference of the
Council
comprises review of risks and Risk Management Policy on periodic intervals.

Your Company has developed and implemented a Risk Management Policy which is approved by the
Board. The
Risk Management Policy, inter alia, includes identification therein of elements of risk, including those
which in the opinion of the Board may threaten the existence of the Company. Risk management
process has been
established across the Company and is designed to identify, assess and frame a response to threats that
affect
the achievement of its objectives. Further, it is embedded across all the major functions and revolves
around
the goals and objectives of the organisation.
Auditors and Auditors Report:-

G. AUDITORS
Messrs Deloitte Haskins & Sells, Chartered Accountants (ICAI Registration No. 117364W) the retiring
Auditors have completed the maximum tenure as Statutory Auditors of the Company as provided under
the
Companies Act, 2013 and relevant Rules thereunder.

The Board of Directors on the recommendation of the Audit Committee has approved and
recommended to the
Members, the appointment of Messrs B S R & Co. LLP, Chartered Accountants (Firm Registration
Number
101248W/W-100022) who have given a written consent to act as Statutory Auditors of your Company
and have also
confirmed that the said appointment would be in conformity with the provisions of sections 139 and
141 of the
Companies Act, 2013 read with the Companies (Audit and Auditors) Rules, 2014.
The Members are requested to appoint Messrs B S R & Co. LLP as Statutory Auditors of the Company in
place
of the retiring Auditors Messrs Deloitte Haskins & Sells, Chartered Accountants at the ensuing Annual
General
Meeting for a period of 5 years from the conclusion of the ensuing Annual General Meeting till the
conclusion
of the 76th Annual General Meeting and fix their remuneration.
The Auditors’ Report is unmodified i.e. it does not contain any qualification, reservation or
adverse remark.
Secretarial Auditor
Pursuant to the provisions of Section 204 of the Companies Act, 2013 and the Companies (Appointment
and
Remuneration of Managerial Personnel) Rules, 2014, the Company has appointed Mr. Sachin Bhagwat,
Practicing
Company Secretary (Certificate of Practice Number: 6029) to undertake the Secretarial Audit of the
Company.
The Company has annexed to this Board Report as Annexure III, a Secretarial Audit Report given by the
Secretarial Auditor.
The Secretarial Audit Report does not contain any qualification, reservation or adverse remark.
Cost Auditors
The Board had appointed Messrs. D. C. Dave & Co., Cost Accountants (Firm Registration Number
000611), as
Cost Auditor for conducting the audit of cost records of the Company for the Financial Year 2016-17.
The Board of Directors on the recommendation of the Audit Committee, appointed Messrs D. C. Dave &
Co.,
Cost Accountants (Firm Registration Number 000611), as the Cost Auditors of the Company for the
Financial
Year 2017-18 under section 148 of the Companies Act, 2013. Messrs D. C. Dave & Co. have confirmed
that their
appointment is within the limits of section 141 (3)(g) of the Companies Act, 2013 and have also certified
that they are free from any disqualifications specified under section 141(3) and proviso to section
148(3)
read with section 141(4) of the Companies Act, 2013.
The Audit Committee has also received a Certificate from the Cost Auditors certifying their
independence
and arms length relationship with the Company.
As per the provisions of the Companies Act, 2013, the remuneration payable to the Cost Auditor is
required to be placed before the Members in a General Meeting for their ratification. Accordingly, a
Resolution seeking Members’ ratification for the remuneration payable to Messrs D. C. Dave & Co., Cost
Auditors is included in the Notice convening the Annual General Meeting.
Reporting of Frauds by Auditors
During the year under review, the Statutory Auditors, Cost Auditors and Secretarial Auditor have not
reported any instances of frauds committed in the Company by its Officers or Employees to the Audit
Committee
under section 143(12) of the Companies Act, 2013, details of which needs to be mentioned in this
Report.
2.4 Corporate Social Responsibility (CSR) Initiatives:-
CORPORATE SOCIAL RESPONSIBILITY AND RELATED MATTERS
Corporate Social Responsibility (CSR)
Your Company’s Corporate Social Responsibility efforts continue to be directed

towards supporting
the constituencies of girls, youth and farmers by innovatively supporting them

through programs in the
domains of education, health and environment, while harnessing the power of
technology. It is only through
these sustained and continued efforts that your Company can build and consolidate its
CSR initiatives which
contribute to nation building.
During the last Financial Year, your Company has been making an impact through its
ongoing CSR programs,
some of the notable ones include Project Nanhi Kali, which supports the education of
underprivileged girls,
Mahindra Pride Schools, which provide livelihood training to youth from socially and
economically
disadvantaged communities and a variety of other scholarship programs, which range

from providing
opportunities to youth from low income group families to undergo diploma courses at
vocational education
institutes, to allowing meritorious students to pursue their post graduate studies at

reputed universities
overseas, to allowing meritorious and deserving students to study at the Mahindra

United World College in
Pune. Your Company has also helped set up a premier engineering institution
‘Mahindra Ecolab
Central’ (MEC) in Hyderabad, in partnership with Ecolab Central, Paris and the
Jawaharlal Nehru
Technological University, Hyderabad. In the area of public health, your Company

sponsored Lifeline Express,
through which medical care and treatment was provided to communities who do not
have access to any medical
facilities. Further, your Company supported critical patients suffering from cancer and
other life
threatening illnesses. Your Company also contributed to the environment by adding

green cover through
planting of over two million trees this year through Project Hariyali. Your Company
continues to support
small and marginal farmers by training them in effective farming practices including
soil health, crop
planning, creating model farms with bio-dynamic farming practices, with a view to
increasing crop
productivity, through the Wardha Farmer Family Project, Krishi Mitra Project and
Integrated Watershed
Development Project. Your Company also partnered with the Maharashtra State
Government to support the Village
Social Transformation Mission of the Government. Your Company created a ‘Zero

Fatality Corridor’
to ensure ‘zero’ deaths due to accidents on Mumbai Pune Expressway. In addition to

the above CSR
initiatives, your Company has a vibrant Employee Social Options platform through
which the employees are
provided opportunities to give back to the community.
Safety, Occupational Health and Environment
The Company revised its Safety, Occupational Health & Environmental (SOH&E) Policy
which, inter alia,
covers and focusses on strengthening SOH&E awareness amongst all employees and
stakeholders of your Company.
The revised SOH&E Policy ensures compliance regarding skills and competency
development of employees,
business associates, plant and equipment, by maintaining e-compliance systems on

monthly basis.
The apex level SOH&E Policy has been further drilled down through separate SOH&E
Policies for each of its
Businesses and Plants. The revised SOH&E Policy is displayed at prominent locations
at all Offices and Plants
of your Company and communicated to all its stakeholders.
Objectives and targets from the new revised SOH&E Policy are supported by focused
integrated management
programs such as i4 safety, safety rounds, kaizens and mistake proofing projects. Your
Company demonstrates a
strong leadership commitment towards SHO&E, and as a part of the same, multiple
measures and actions are
implemented with thorough competency training programs like Working on height,

Welding and Gas cutting,
working on LPG/PNG/CNG and Forklift driving.
At each Plant location, annual events were organised and commemorated like
National Safety Day/Week,
World Environment Day, Road Safety Week and Fire Service Week. Safety Culture
building was demonstrated
through Behaviour Based Safety (BBS), Safety Crusade, Levers of Excellence and Waste
to Wealth programs in
the manufacturing domain. SOH&E awareness training programs were conducted for
all stakeholders as per the
training calendar through various e-learning modules. In the year under review, your
Company initiated an
Accelerated Learning Program (ALP) on Safety, for all group employees to further
strengthen innovations in
safety and best practices related to SOH&E.
Your Company carried out Statutory safety risk assessments, quantitative risk analysis,
electrical safety
audits of all facilities absorbing new amended legal requirements. For the year under
review, your Company
initiated a Fire load reduction program at the Plant level.
Your Company’s Plants and locations continued their commitment to improve the
wellbeing of
employees and contract workmen by organizing physical fitness activities like yoga,
Zumba, occupational
health examination camps, medical check-ups, consultation and counselling. Further,

all locations observed
World Health Day, World Heart Day, World Kidney Day and World Diabetes Day along
with Way2Wellness sessions
covering topics like Healthy Heart, Diabetes, etc.

Various path breaking projects were implemented by your Company in the areas of Air
Pollution Management,
Water and Waste Water Management, Solid Waste Management and new techniques
to propagate ‘Go
Green’ philosophy were undertaken. These Projects cover elimination/ minimization

of environment
Impact, in line with current and future environmental challenges, prevention of injury,
ill health and OHS
Hazards, at the first place of their control.
Your Company extended the ‘Go Green’ initiatives to its supplier community through
Green
Supply Chain Management practices. Your Company also proactively shared good
safety practices with business
partners. ‘Business Case for Safety’ a book published in association with the National
Safety
Council and CII, was shared with all suppliers.
Through stakeholder engagement, your Company monitors sustainability

development initiatives, which
include climate change mitigation, sustainable source use, protection of bio-diversity

and certified green
building projects with platinum and gold rated facilities at identified locations and
reported as per the
Global Reporting Initiative (GRI) - G4 Guidelines.
World Environment Day, World Earth Day, World Water Day and Energy Conservation
Week and Water
Conservation Week are also observed on an annual basis.
Certifications/Recertification
All Plants of your Company have been recertified under the standard ISO 14001: 2004
and OHSAS 18001:
2007. Further, all Plants are in the process of adopting the revised environmental
standard ISO 14001:
2015.
All targets under SOH&E are reviewed on a periodic basis through operations reviews
conducted by Senior
Management. The focused initiatives and reviews have helped improve SOH&E
performance of your Company by over
50% in the period 2016-17.

∙ CORPORATE DNA MARUTI SUZUKI LTD:-
Management Team & Their Contribution To The organization:-
∙ Promoters Of Maruti Suzuki ltd :-
Promoters of Mahindra motors are investment bankers, stock
promoters wholly or in part, they perform the important role of
promoters to Mahindra Motors ltd.
1. Life Insurance Corporation Of India
2. ICICI Prudential Life Insurance
3. HDFC Trustee Company Ltd-HDFC Equity Fund
4. HDFC Global Investment Fund A/C
5. HDFC Top 200 Fund
6. HDFC Standard Life Insurance Co.Ltd.
7. Government Pension Fund Global
9. New World Fund Inc.
10. Euro Pacific Growth Fund
Top Ten Promoters of Maruti Suzuki Ltd:-
∙ Board Of Directors Of Maruti Suzuki ltd :-
A board of directors in Mahindra Motors is recognized as a group of

people who jointly oversee the activities of a Mahindra Motors Ltd.
CEO/CMD of Maruti Suzuki ltd :-
∙ Transformation Journey Of Maruti Suzuki :-

SuzukiMaruti was established in February 1981 though the actual production
commenced only in 1983. It started with the Maruti 800, based on the Suzuki Alto kei

car. As of May 2007, the Government of India, through Ministry of Disinvestment, [13]
sold its complete share to Indian financial institutions and no longer has any stake in
Maruti Udyog.[14] 18 July 2012, Maruti's Manesar plant was hit by violence.
According to Maruti management. The production workers at one of its auto factories
attacked supervisors and started a fire that killed a company General Manager of
Human Resources Avineesh Dev and injured 100 other managers, including two
Japanese expatriates. The workers also allegedly injured nine policemen.[34][35]
However Maruti Suzuki Workers Union (MSWU) President Sam Meher alleged that
management ordered 300 hired security guards to attack the workforce during the

violence. [36] The incident is the worst-ever for Suzuki since the company began
operations in India in 1983.[37]
Since April 2012, the Manesar union had demanded a three-fold increase in basic
salary, a monthly conveyance allowance of ₹ 10,000, a laundry allowance of ₹ 3,000, a
gift with every new car launch, and a house for every worker who wants one or
cheaper home loans for those who want to build their own houses.[38][39] According to
the Maruti Suzuki Workers Union a supervisor had abused and made discriminatory
comments to a low-caste worker, Jiya Lal,.[40] These claims were denied by the
company and the police.[35]
Maruti said the unrest began, not over wage discussions, but after the workers' union
demanded the reinstatement of Jiya Lal who had been suspended for allegedly
beating a supervisor.[37] The workers claim harsh working conditions and extensive
hiring of low-paid contract workers which are paid about $126 a month, about half the
minimum wage of permanent employees.[40] On 27 June, 2013, an international
delegation from the International Commission for Labor Rights (ICLR) released a
report alleging serious violations of the industrial right of workers by the Maruti
Suzuki management .[41] Company executives denied harsh conditions and claim they
hired entry-level workers on contracts and made them permanent as they gained
Maruti employees currently earn allowances in addition to their base
experience. [38]
[42]
wage.
2.3 Corporate Governance of Maruti Suzuki Ltd :-
!--break--Governance refers specifically to the set of rules, controls, policies and

resolutions put in place to dictate corporate behavior. Proxy advisors and
shareholders are important stakeholders who indirectly affect governance, but these
are not examples of governance itself. The board of directors is pivotal in governance,
and it can have major ramifications for equity valuation.
Corporate Governance Philosophy:
Maruti Suzuki India Limited (the Company) is fully committed to practicing sound
corporate governance and upholding the highest business standards in conducting
business. Being a value-driven organization, the Company has always worked towards
building trust with shareholders, employees, customers, suppliers and other
stakeholders based on the principles of good corporate governance, viz., integrity,
equity, transparency, fairness, disclosure, accountability and commitment to values.
The Company fosters a culture in which high standards of ethical behavior, individual
accountability and transparent disclosure are ingrained in all its business dealings and
shared by its Board of Directors, management and employees.
The Company has established systems and procedures to ensure that its Board of
Directors is well-informed and well-equipped to fulfil its overall responsibilities and to
provide the management with the strategic direction needed to create long-term
shareholder value. Management Structure and Shared Leadership. The Company has a
multi-tier management structure with the Board of Directors at the top. The Company
has five business verticals viz. Quality Assurance, Production, Engineering, Supply
Chain and Marketing & Sales.
Besides the above, the support functions of Human Resources, Legal & Company
Secretary, Finance, Information Technology and Corporate Planning report directly to
the Managing Director & CEO. The top level management of these verticals consists of
a team of two persons, one of whom is a Japanese manager and the other, an Indian
manager. The managers at the top level are designated as Executive Officers (EO).
The board meetings of the Company mark the presence of all the EOs, as they act as a
channel between the board above them and the employees working under them. This
structure no only allows easy and quick communication of field information to the
board members but also gives the top management the opportunity to give
recommendations relevant to their business
Operations.
Auditors and Auditors Report of Maruti Suzuki :-
Annexure - F
Form No. MR – 3 Secretarial Audit Report For the financial year ended on 31st March
2016
[Pursuant to Section 204(1) of the Companies Act, 2013 and Rule No. 9 of the
Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014]
To The Members Maruti Suzuki India Limited New Delhi
We have conducted the secretarial audit of the compliance of the applicable statutory
provisions and the adherence to good corporate practices by Maruti Suzuki India
Limited (hereinafter referred as ‘the Company’), having its Registered Office at Plot
No.1, Nelson Mandela Road, Vasant Kunj, New Delhi - 110070. Secretarial Audit was
conducted in a manner that provided us a reasonable basis for evaluating the
corporate conducts/ statutory compliances and expressing our opinion thereon.
Based on our verification of the Company’s books, papers, minutes books, forms and
returns filed and other records maintained by the Company and also the information
provided by the Company, its officers, agents and authorised representatives during
the conduct of secretarial audit, we hereby report that in our opinion, the Company
has, during the audit period covering the financial year ended on 31st March, 2016,
complied with the statutory provisions listed hereunder and also that the Company
has proper Board-processes and compliance-mechanism in place to the extent, in the
manner and subject to the reporting made hereinafter:
We have examined the books, papers, minutes books, forms and returns filed and
other records maintained by Maruti Suzuki India Limited (“the Company”) for the
financial year ended on 31st March, 2016 according to the provisions of: I. The
Companies Act, 2013 (‘the Act’) and the rules made thereunder; II. The Securities
Contracts (Regulation) Act, 1956 (‘SCRA’) and the rules made thereunder; III. The
Depositories Act, 1996 and the Regulations and Bye- laws framed thereunder by the
Depositories with regard to dematerialisation / rematerialisation of securities and
reconciliation of records of dematerialised securities with all securities issued by the
Company; IV. Foreign Exchange Management Act, 1999 and the rules and regulations
made thereunder to the extent of Foreign Direct Investment and External Commercial
Borrowings. Further, there was no transaction of Overseas Direct Investment which
was required to be reviewed during the period under audit;
V. The following Regulations and Guidelines prescribed under the Securities and
Exchange Board of India Act, 1992 (“SEBI Act”):- (a) The Securities and Exchange
Board of India (Issue of Capital and Disclosure Requirements) Regulations, 2009; (b)
The Securities and Exchange Board of India (Substantial Acquisition of Shares and
Takeovers) Regulations, 2011 including the provisions with regard to disclosures and
maintenance of records required under the said Regulations; (c) The Securities and
Exchange Board of India (Prohibition of Insider Trading) Regulations, 2015 which came
into effect from 15th May, 2015; (d) The Securities and Exchange Board of India
(Registrars to an Issue and Share Transfer Agents) Regulations, 1993 regarding the
Companies Act and dealing with client.
VI. Laws specifically applicable to the industry to which the Company belongs, as
identified by the management, that is to say : 1. Motor Vehicles Act, 1988 2. The
Central Motor Vehicles Rules, 1989
We further report that for the compliances of Labor Laws & other General Laws, our
examination and reporting is based on the documents, records and files as produced
and shown to us and the information and explanations as provided to us, by the
officers and management of the Company and to the best of our judgment and
understanding of the applicability of the different enactments upon the Company, in
our opinion there are adequate systems and processes exist in the Company to
monitor and ensure compliance with applicable General laws and Labor Laws.
We further report that during the period under review the Company has complied
with the Listing Agreement, to the extent applicable, entered into by the Company
with National Stock Exchange of India Limited and the Bombay Stock Exchange
Limited. The Board of Directors has authorized the Managing Director & Company
Secretary to execute revised listing agreement with the stock exchanges in its meeting
held on January 28, 2016.
Annexure I Composition of the Board of Directors as on 31st March, 2016
Sl. No.
Name Designation Category

1 Mr. Ravindra Chandra Bhargava Chairman Chairman and Non-Executive
2 Mr. Kinji Saito Director Non-Executive
∙ Mr. Osamu Suzuki Director Non-Executive
∙ Mr. Toshihiro Suzuki Director Non-Executive
∙ Mr. Kazuhiko Ayabe Director Non-Executive
∙ Mr. Rajinder Pal Singh Director Non-Executive and Independent
∙ Mr. Amal Ganguli Director Non-Executive and Independent
∙ Mr. Davinder Singh Brar Director Non-Executive and Independent
∙ Ms. Pallavi Shroff Director Non-Executive and Independent
∙ Mr. Toshiaki Hasuike Joint Managing Director Executive
∙ Mr. Kenichi Ayukawa Managing Director and CEO Executive
∙ Mr. Shigetoshi Torii Director (Production) Executive
Notes:- 1) Mr. Ravindra Chandra Bhargava is the Chairman and Non-Executive

Director. 2) Out of the total composition of Board of Directors 1/3rd are Independent
Directors. 3) Out of the total composition of Board of Directors more than 50% are
Non-Executive Directors.
Annexure II the Members Maruti Suzuki India Limited

1. Maintenance of secretarial record is the responsibility of the management of the
Company. Our responsibility is to express an opinion on these secretarial records
based on our audit.
2. We have followed the audit practices and processes as were appropriate to obtain
reasonable assurance about the correctness of the contents of the secretarial records.
The verification was done on the random test basis to ensure that correct facts are
reflected in secretarial records. We believe that the processes and practices, we
followed, provide a reasonable basis for our opinion.
3. We have not verified the correctness and appropriateness of financial records and
Books of Account of the Company.
4. Where ever required, we have obtained the management representation about the
compliance of laws, rules and regulations and happening of events etc.
5. The compliance of the provisions of Corporate and other applicable laws, rules,
regulations, standards is the responsibility of management. Our examination was
limited to the verification of procedures on random test basis.
6. The Secretarial Audit report is neither an assurance as to the future viability of the
company nor of the efficacy or effectiveness with which the management has
conducted the affairs of the Company.
For RMG & Associates Company Secretaries
CS MANISH GUPTA Partner FCS: 5123; C.P. No.: 4095
New Delhi: 26th April 2016
2.4 Corporate Social Responsibility (CSR) Initiatives Of Maruti Suzuki:-
Remuneration of the Non-Executive Directors Members of the Company had approved

the payment of commission to Non – Executive Directors within the limit of one
percent of the net profits of the Company and subject to the total payments not
exceeding ` 30 million per annum. The criteria for the purpose of determination of the
amounts of commission are in accordance with the Nomination and Remuneration
Policy.
IV. Corporate Social Responsibility Committee (CSR) Composition and Meetings Table
7 shows the composition of the Corporate Social Responsibility Committee and the
details of attendance.
Table 7 Composition and Attendance Name Category Designation
No. of meetings attended in 2015-16 (Total meetings held: 2)
Mr. R.C. Bhargava Non-Executive Chairman
Mr. Kenichi Ayukawa Executive Member
Mr. R.P. Singh Independent Member
∙ The Company Secretary acts as the secretary to the CSR Committee.

Terms of Reference 1. To frame the CSR policy and its review from time-to-time. 2. To
ensure effective implementation and monitoring of the CSR activities as per the
approved policy, plans and budget. 3. To ensure compliance with the law, rules and
regulations governing the CSR and to periodically report to the Board of Directors.
Maruti Suzuki, as a responsible corporate, has responded to environmental risks and
opportunities with initiatives aimed at reducing the environmental footprint of its
products and facilities. This approach is driven by the philosophy of ‘Smaller,
Fewer,Lighter, Shorter and Neater’ of the parent Company, Suzuki Motor Corporation
(SMC), and the Company’s well laid out Environmental Policy. The nature and
enormity of operations make material, energy, the Company. Environmental
parameters are regulated by government rules and guidelines. The Company conducts
Aspect-Impact Analysis and Environmental Impact Assessment (EIA) to identify and
manage potential environmental impacts. The Company
avoids adoption of any process, equipment or strategy which can cause environment,
health and safety risks. If the risks are inevitable, mitigation plans are prepared and
implemented. The Company has dedicated departments to manage different aspects
of environmental
performance and annual targets for key environmental performance which are set at
the beginning of the year.
∙ CORPORATE DNA Hyundai :-

2.2 Management Team & Their Contribution To The organization:-
∙ Promoters Of Hyundai :-
Promoters of Hyundai are investment bankers, stock promoters
wholly or in part, they perform the important role of promoters
to Hyundai.
Shareholding belonging to the category: "Promoter and Promoter Group"
No Shares pledged or otherwise

Name of the Shareholder Total Shares held
. encumbered
As a % As a % of
% of
of grand
Total
Number grand Number total
shares
total (A) + (B) +
held
(A) + (C)
(B) +
(C)
1 AMER INVESTMENTS (DELHI) LIMITED 8,790,000 0 - - -
2 AMIT BIRLA 33,600 0 - - -
3 Chandra Kant Birla 6,000 0 - - -
4 HITAISHI INVESTMENTS LIMITED 177,496 0 - - -
HINDUSTHAN DISCOUNTING
5 3,084,556 0 - - -
COMPANY LIMITED
6 Nirmala Birla 487,992 0 - - -
INDIA SILICA MAGNESITE WORKS
7 365,000 0 - - -
LIMITED
8 MISS AVANI BIRLA 0 0 - - -
JAIPUR FINANCE AND DIARY
9 3,662,000 0 - - -
PRODUCTS PVT. LTD
NATIONAL ENGINEERING INDUSTRIES
10 905,000 0 - - -
LIMITED
11 BIRLA BROTHERS PRIVATE LTD. 1,100,000 0 - - -
12 BENGAL RUBBER COMPANY LIMITED 5,354,950 0 - - -
18,400,60
13 CENRAL INDIA INDUSTRIES LIMITED 0 - - -
0
GWALIOR FINANCE CORPORATION
14 670,206 0 - - -
LIMITED
NATIONAL BEARING CO. (JAIPUR) 21,612,35
15 0 - - -
LIMITED 4
RANCHI ENTERPRISES AND
16 70,500 0 - - -
PROPERTIES LTD.
Shekhavati Investments And Traders
17 1,248,000 0 - - -
Ltd
SOORYA VANIJYA AND INVESTMENT
18 1,505,000 0 - - -
LIMITED
∙ Board Of Directors Of Hyundai :-
Board
Name Title
Relationships
Y. K. Koo 3 Relationships Managing Director and Director
R. Senior Vice President of Finance & Corporate Affairs
3 Relationships
Sethuraman and Director
Anish
No Relationships Head of Lucknow Zone
Agarwal
W. W. Lee No Relationships Group Head of Exports
CEO/CMD of Hyundai:-
irector AVINASH PARKASH GANDHI

Managing Director YOUNG KEY KOO
Director RADHAKRISHNAN SETHURAMAN
Wholetime Director YOUNG JIN AHN
Wholetime Director SEUNGPYO LIM
Wholetime Director STEPHEN SUDHAKAR JOHN
Director NANHYANG KIM
Director BYUNG CHUL CHOI
Wholetime Director SANG TAE KWON
Director JIHONG BAEK
Chief Financial SEUNGPYO LIM
Officer
Company Secretary DIVYA MURALIDHARAN
∙ Transformation Journey Of Hyundai:-
Hyundai Motor India Ltd is a wholly owned subsidiary of the Hyundai Motor
Company in India. It is the second largest automobile manufacturer with 17% market
share as of 2017 and 5.5billion USD turn-over in India.
Hyundai Motor India Limited was formed on 6 May 1996 by the Hyundai Motor
Company of South Korea. When Hyundai Motor Company entered the Indian
Automobile Market in 1996 the Hyundai brand was almost unknown throughout
India. During the entry of Hyundai in 1996, there were only five major automobile
manufacturers in India,
i.e. Maruti, Hindustan, Premier, Tata and Mahindra. Daewoo had entered the Indian
automobile market with Cielo just three years back while Ford, Opel and Honda had
entered less than a year back.
For more than a decade till Hyundai arrived, Maruti Suzuki had a near monopoly over
the passenger cars segment because Tata Motors and Mahindra & Mahindra were
solely utility and commercial vehicle manufacturers, while Hindustan and Premier
both built outdated and uncompetitive products.
HMIL's first car, the Hyundai Santro was launched on 23 September 1998 and was a
runaway success. Within a few months of its inception HMIL became the second
largest automobile manufacturer and the largest automobile exporter in India.
Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor
Company (HMC), South Korea and is the largest passenger car exporter and the
second largest car manufacturer in India. HMIL presently markets 9 models - Eon,
Grand i10, Xcent, Elite i20, i20 Active, Verna, Elantra, Creta,Tucson.
HMC has set up a research and development facility (Hyundai Motor India Engineering
- HMIE) in the cyber city of Hyderabad.
As HMC’s global export hub for compact cars, HMIL is the first automotive company in
India to achieve the export of 10 lakh cars in just over a decade. HMIL currently
exports cars to more than 87 countries across EU, Africa, Middle East, Latin America,
Asia and Australia. It has been the number one exporter of passenger cars of the
country for the eighth year in a row.[1]
To support its growth and expansion plans, HMIL currently has 475 strong dealer
network and more than 1,300 strong service points across India which will see further
expansion in 2018.[2]
In July 2012, Arvind Saxena, the Director of Marketing and Sales stepped down from
the position after serving the company for 7 years.[3]
∙ 2.3 Corporate Governance of Hyundai:-

The charter is part of Hyundai Motor's efforts to enhance transparent business

management and promote shareholder rights. ... Hyundai Motor established
the Corporate Governance Charter to raise credibility among shareholders and utilize
it as the basis of its business management activities. Mar 11, 2016
THE CORPORATE GOVERNANCE & COMMUNICATION COMMITTEE:-

Hyundai Motor changed the name of the committee from ETHICS COMMITTEE to
CORPORATE GOVERNANCE & COMMUNICATION COMMITTEE and reorganized the
committee to promote shareholders’ rights in April, 2015. The Ethics Committee was
established in 2007 to improve transparency of internal transactions and to ensure
ethical management of the company. Ethical management and internal transaction
restriction were further reinforced in 2012 when the Committee was reorganized as a
subcommittee of the BOD. The Corporate Governance & Communication Committee
consists of four external directors.
Auditors and Auditors Report of Hyundai:-
To the Shareholders and the Board of Directors of Hyundai Motor Company: We have
audited the accompanying consolidated financial statements of Hyundai Motor
company (the “company”) and its subsidy- diaries, which comprise the consolidated
statements of financial position as of December 31, 2016 and December 31, 2015,
respectively, and the consolidated statements of income, comprehensive income,
statements of changes in equity and statements of cash flows, all expressed in Korean
Won, for the years then ended, and a summary of significant accounting policies and
other explanatory information.
Management’s Responsibility for the Consolidated Financial Statements Management
is responsible for the preparation and fair presentation of these consolidated financial
statements in accordance with Korean international Financial Reporting Standards
(“K-iFRS”) and for such internal control as management determines is necessary to
enable the preparation of consolidated financial statements that are free from
material misstatement, whether due to fraud or error.
Auditors’ Responsibility our responsibility is to express an audit opinion on these
financial statements based on our audit. We conducted our audits in accordance with
Korean Standards on auditing (“KSas”). those standards require that we comply with
ethical requirements and plan and perform the audit to obtain reasonable assurance
about whether the financial statements are free from material misstatement. an audit
involves performing procedures to obtain audit evidence about the amounts and
disclosures in the financial statements. the procedures selected depend on the
auditor’s judgment, including the assessment of the risks of material misstatement of
the financial statements, whether due to fraud or error. in making those risk
assessments, the auditor considers internal control relevant to the entity’s
preparation and fair presentation of the financial statements in order to design audit
procedures that are appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the entity’s internal control. an audit
also includes evaluating the appropriateness of accounting policies used and the
reasonableness of accounting estimates made by management, as well as evaluating
the overall presentation of the financial statements. We believe that the audit
evidence we have obtained is sufficient and appropriate to provide a basis for our
audit opinion.
Opinion in our opinion, the consolidated financial statements present fairly, in all
material respects, the financial position of the company and its subsidiaries as of
December 31, 2016 and December 31, 2015, respectively, and its financial
performance
2.4 Corporate Social Responsibility (CSR) Initiatives of Hyundai:-

Hyundai Motor takes giant step towards Corporate Social Responsibility
Dated: 15/05/2008
Hyundai Motor India Limited (HMIL) announced the launch of “Hyundai Motor India
Foundation” (HMIF), a public charitable trust yesterday.
The objective of this trust is to address the expectations of society and to initiate the
concrete steps to extend support in the field of Health Care, Educational and
Vocational training, Environment, Road Safety, Art, Science and Technology and much
more.
The first trustees of HMIF are Managing Director, HMIL, President, HMIL, Executive
Director (Administration), HMIL and Legal Advisor, HMIL. The trust will get the direct
funding from Hyundai Motor India (HMI) only. In addition to this HMI plan to
contribute Rs 100/- of each car sale to HMIF funds.
The first contribution of HMIF amounting Rs 35,00,000 has been handed over to Dr S.
P Tyagarajan, Vice-Chancellor – University of Madras, for the preservation of the
Senate House of the University. Hyundai has always been a fore runner in the
Corporate Social responsibility since its inception and has played the role of a
responsible corporate citizen with a serious commitment and continuous
improvement.
On this proud occasion, Mr H S Lheem, Managing Director, HMIL, said “Hyundai is not
only committed to making vehicles that make the world a better place to live in but
also dedicated to meet or exceed societal needs which can benefit the society. It gives
me a great satisfaction to share that members of Hyundai family have come forward
with a full swing to make their contribution to this social initiative.”
“Hyundai has been very successful in the Indian market since its beginning, we thank
the whole nation for keeping such a good faith in us, now it’s our turn to contribute to
the society,” he added.
Objectives of Hyundai Motor India Foundation (HMIF)
To promote, establish, support, maintain or grant aid in cash or in kind directly,
and/or through partnership programs and/or through community initiatives to all
public charitable purposes for the benefit of the poor, needy, underprivileged, socially
backward and the overall benefit of the general public without any distinction as to
creed, caste, sex or color. It is expressly declared that the public charitable purpose in
law is without limitation to the objectives detailed herein below and all provisions
hereof shall be construed accordingly. No activities of the Trust shall be carried out
outside India.
(i) Health Care
It will benefit the overall general public by preventive and curative health care
programs, related medical research and training programs, including awareness and
campaign programs through hospitals, medical schools, colleges, universities and
institutions etc.
(ii) Education & Vocational Training
It will benefit the overall general public by providing quality primary, secondary and
higher education, vocational training, life skills education, scholarships, related
research and training programs, including awareness and campaign programs through
schools, colleges, universities and institutions, governmental and non-governmental
organizations, conduct of conventions, symposiums and guest lectures.
(iii) Environment
It will benefit the overall general public by promoting a pollution free environment
through, related research and training programs, including awareness and campaign
programs, protection of bio-diversity in national parks, reserve forests, sanctuaries,
and the like, through schools, colleges, universities and institutions, governmental and
non-governmental organizations, conduct of conventions, symposiums, guest
lecturers and campaign programs.
(iv) Road Safety
It will benefit the overall general public by road safety programs, related research and
training programs, including awareness and campaign programs through schools,
colleges, universities and institutions etc.
(v) Arts, Science & Technology
It will benefit the overall general public by science and technology, promoting
performing arts and crafts, architecture, culture, heritage and cuisine, related research
and training programs, including awareness and campaign programs through schools,
colleges, universities etc.
(vi) Natural Calamities and Disasters
It will benefit the overall general public by granting relief assistance to the victims
during natural calamities and not limited to calamities such as famine, earth quake,
flood, fire, pestilence, etc., through institutions, governmental and non-governmental
organizations, conduct of conventions, symposiums and guest lectures.
CHAPTER :-3
Q. 1 Governing Body –controlling Ministry/ Regulators
The Association International des Automobile Clubs Recons (AIACR) was founded in Paris on 20
June 1904, as an association of national motor clubs. The association was designed to represent
the interests of motor car users, as well as to oversee the burgeoning international motor sport
scene. In 1922, the AIACR delegated the organization of automobile racing to the Commission
Sportive International (CSI), which would set the regulations for international Grand Prix motor
racing. The European Drivers' Championship was introduced in 1931, a title awarded to the
driver with the best results in the selected Grands Prix. Upon the resumption of motor racing
after the Second World War, the AIACR was renamed the Federation International de
automobile. The FIA established a number of new racing categories, among them Formulas One
and Two, and created the first World Championship, the Formula One World Drivers'
Championship, in 1950.
The CSI determined the regulations for holding Grands Prix and selected the races that formed
part of the World Championships – a World Sportscar Championship was established in 1953 –
but the organisers of the individual races were responsible for accepting entries, paying prize
money, and the general running of each event.[4] In Formula One, this led to tension between
the teams, which formed themselves into the Formula One Constructors Association (FOCA)
founded in 1974, event organisers and the CSI. The FIA and CSI were largely amateur
organisations,[5] and FOCA under the control of Bernie Ecclestone began to take charge of
various aspects of organising the events, as well as setting terms with race organisers for the
arrival of teams and the amount of prize money.[4] This led to the FIA President Prince
Metternich attempting to reassert its authority by appointing Jean-Marie Balestre as the head of
the CSI, who promptly reformed the committee into the autonomous Fédération Internationale
du Sport Automobile (FISA)
Under Balestre's leadership FISA and the manufacturer-backed teams became involved in a
dispute with FOCA (named the "FISA–FOCA war"). The conflict saw several races being cancelled
or boycotted, and large-scale disagreement over the technical regulations and their
enforcement. The dispute and the Concorde Agreement that was written to end it, would have
significant ramifications for the FIA. The agreement led to FOCA acquiring commercial rights
over Formula One, while FISA and the FIA would have control over sport's regulations. FOCA
chief Bernie Ecclestone became an FIA Vice-President with control over promoting the FIA's
World Championships, while FOCA legal advisor and former March Engineering manager Max
Mosley would end up becoming FISA President in 1991. Mosley succeeded Balestre as President
of the FIA in 1993 and restructured the organisation, dissolving FISA and placing motor racing
under the direct management of the FIA.[5]
Following the 1994 San Marino Grand Prix, which saw the deaths of Ayrton Senna and Roland
Ratzenberger, the FIA formed an Expert Advisory Safety Committee to research and improve
safety in motor racing.[6][7] Chaired by Formula One medical chief Professor Sid Watkins, the
committee worked with the Motor Industry Research Association to strengthen the crash
resistance of cars and the restraint systems and to improve the drivers personal safety.[7] The
recommendations of the committee led to significantly more stringent crash tests for racing
vehicles, new safety standards for helmets and race suits, and the eventual introduction of the
HANS device as compulsory in all international racing series.[8] The committee also worked on
improving circuit safety. This led to a number of changes at motor racing circuits around the
world, and the improvement of crash barriers and trackside medical procedures.
The FIA was a founder member of the European New Car Assessment Programme, a car safety
programme that crash-tests new models and publishes safety reports on vehicles. Mosley was
the first chairman of the organisation.[9] The FIA later helped establish the Latin NCAP and
Global NCAP.
European Commission investigation
The Competition Directorate of the European Commission and the FIA were involved in a
dispute over the commercial administration of motorsport during the 1990s. The Competition
Commissioner, Karel Van Miert had received a number of complaints from television companies
and motorsport promoters in 1997 that the FIA had been abusing its position as motorsport's
governing body.[10] Van Miert's initial inquiry had not concluded by 1999,[11] which resulted in
the FIA suing the European Commission, alleging that the delay was causing damaging
uncertainty, and successfully receiving an apology from the Commission over the leaking of
documents relating to the case.[12] Mario Monti took over as Commissioner in 1999, and the
European Commission opened a formal investigation into the FIA.[10] The Commission alleged a
number of breaches of European competition law, centred around the FIA's administration of
licences required to participate in motorsport and the control of television rights of the
motorsport events it authorised. In order to compete in events the FIA authorised, the
competitor had to apply for a licence, which prohibited licensees from entering a series not
controlled by the FIA. This provision, which also applied to racing circuits and promoters,
prevented rival championships competing against the FIA championships, by restricting their
access to facilities, drivers, and vehicle manufacturers.[10] In addition, the FIA also claimed the
television rights to all international motorsport events, which were then transferred to
International Sportsworld Communicators, a company controlled by Ecclestone.[10] This meant
organisers were forced into having their championships promoted by the same company that
managed the affairs of other motorsport events, a potential conflict of interest. The
combination of these requirements meant Ecclestone's Formula One Administration, which now
controlled Formula One's commercial rights, was protected from competition from any rival
championships.[10][11]
The investigation was closed in 2001 after the FIA and FOA agreed to a number of conditions. In
order to fairly regulate all international motorsport, the FIA agreed to limit its role to that of a
sporting regulator, and would sell the commercial rights to its championships, including Formula
One.[14] This was to prevent a conflict of interest between the FIA's regulatory role, and any
commercial advantages it may gain from the success of certain championships.[13] The FIA
could no longer prevent non-FIA administered events from being established, neither could it
use its powers to prevent competition to Formula One.[13] Ecclestone and FOA would no longer
handle the commercial rights to other motorsport events outside of Formula One.[14]
Ecclestone had sold the ISC company, which now only controlled the rights to rallying,[15] and
would stand down from his role as an FIA Vice-President.[13] As a result of this ruling, the FIA
sold the commercial rights to Formula One to the Formula One Group for 100 years for $360
million.
Later Mosley years
Mosley was elected unopposed to his third term as President in 2001, the first election which
reduced the term from five to four years.The FIA also moved back to Paris, having been based in
Geneva (outside the EU) for the previous two years during the European Commission's
investigation.
The FIA Foundation was established in 2001 as the FIA's charitable arm. The Foundation
received a US$300 million grant from the sale of Formula One's rights, to fund research into
road safety, the environmental impact of motoring, and to support sustainable motoring. In
2004 the FIA and the Foundation established the FIA Institute for Motor Sport Safety, which
brought together the various safety research groups into one organisation.[6] The Make Roads
Safe campaign was set up in 2006 by the FIA Foundation, targeting the creation of safe roads
across the world.[18]
During the 2000s the FIA and its president became increasingly embroiled in controversy over
Formula One, while facing threats from teams to establish a breakaway series. A grouping of the
car manufacturers involved in F1, the Grand Prix Manufacturers Association, proposed a new
world championship, which would allow them greater control over the regulations and revenue
distribution.[19] A new Concorde Agreement eventually ended the threat, but the breakaway
series would resurface during each dispute between the FIA, teams and the Formula One Group.
The FIA's handling of the tyre situation at the 2005 United States Grand Prix was criticised.[20]
Mosley had refused any modification to the circuit or the holding of a non-championship event
in place of the Grand Prix, having stated that running on an untested circuit was unsafe. The FIA
also threatened to punish the teams who withdrew from the event, but later exonerated the
teams of any wrongdoing.[21]
Having again been re-elected unopposed in 2005, Mosley faced his first leadership challenge in a
vote of confidence called in June 2008. The vote was in response to allegations concerning
Mosley's sex life published by the British media. Mosley won the vote by 103 votes in support to
55 against,[22] though he continued to face criticism from several motoring clubs and
motorsport figures.[23][24] In mid-2009, the FIA and the newly formed Formula One Teams
Association disagreed over the pending implementation of a budget cap for the 2010 season.
The teams again threatened a breakaway championship, with the FIA in response opening an
entry process for new teams. The dispute also focused on a lack of confidence in Mosley's
control over the sport, and there was a stand-off until Ecclestone negotiated a settlement to
establish a new Concorde Agreement. In return for the teams joining the championship and
ending the dispute, the budget cap would be replaced by a series of cost cutting measures, and
Mosley agreed to stand down at the end of his term in 2009
Q. 2 Measures that may be considered by the Governing Body
A. Effect to be given to the resolution on the
Widespread use of forced labor in Myanmar,
Adopted by the International Labor Conference
At its 87th Session (June 1999)
5. The text of the International Labor Conference resolution on the widespread use of forced
labour in Myanmar will be communicated to governments of member States, and through them
to national employers' and workers' associations and relevant international organizations, and in
particular to intergovernmental organizations, non-governmental organizations with advisory
status, and other concerned non-governmental organizations. Below are the proposals drawn
up by the Director-General for giving effect to paragraphs 3(b) and 3(c) of the resolution, which
call for action by the Governing Body?
Measures concerning technical cooperation
6. Paragraph 3(b) of the resolution concerns technical cooperation or assistance which the
Government of Myanmar could receive from the ILO. It states that the Government of Myanmar
should cease to benefit from any technical cooperation or assistance from the ILO until such
time as it has implemented the recommendations of the Commission of Inquiry established to
examine its observance of the Forced Labor Convention, 1930 (No. 29), as contained in
paragraphs 539 and 540 of its report Forced labour in Myanmar (Burma). The only exception is
direct assistance to implement immediately the said recommendations.
7. At the time of adoption of the resolution (June 1999), the ILO was not engaged in any
technical cooperation in Myanmar or with the Government of Myanmar. Between 1991 and
1995, the ILO carried out four technical cooperation projects funded by the United Nations
Development Programmer (health and safety, social security, manpower planning and training
needs). In addition, three regional programmers involved Myanmar until 1996. The scholarships
programmer also ended in 1996. The total estimated cost of this cooperation from 1991 to 1996
was US$1,511,965.
8. In his letter to the Government of Myanmar of 25 November 1998, the Director-General

reiterated the ILO's willingness to provide all necessary assistance to allow the Government to
give effect to the recommendations in paragraphs 539 and 540 of the report by the Commission
of Inquiry. So far no request for technical assistance for this purpose has been made by the
Government of Myanmar.
Invitations to meetings, symposia and seminars organized by the ILO
9. Paragraph 3(c) refers to invitations to attend meetings, symposia and seminars organized by
the ILO, which should no longer be extended to the Government of Myanmar except in the case
of meetings "that have the sole purpose of securing immediate and full compliance with the said
recommendations". These include sessions of the Governing Body devoted to the examination
of questions relating to the implementation by Myanmar of the Commission of Inquiry's
recommendations. The paragraph refers to meetings, symposia and seminars at which Members
may be represented by invitation. It does not refer to participation in the International Labour
Conference, which ensues from membership.
10. In light of the foregoing, and so long as the Governing Body -- or its officers acting on its
behalf -- has not noted the implementation of the Commission of Inquiry's recommendations,
the Governing Body may wish to invite the Director-General:
(a) to ensure that no technical cooperation or assistance to the Government of Myanmar,

except for the purpose of direct assistance to implement immediately the recommendations of
the Commission of Inquiry, be considered or undertaken by the Office;
(b) take the necessary steps to ensure that no proposal to invite or invitation to attend
meetings, symposia or seminars organized by the ILO be extended to the Government of
Myanmar, except for meetings that have the sole purpose of securing immediate and full
compliance with the Commission of Inquiry's recommendations.
B. Measures under article 33 of the Constitution

11. At its 274th Session (March 1999), when it placed on the agenda of the current session an
item concerning the measures to be taken to secure implementation by the Government of
Myanmar of the Commission of Inquiry's recommendations, the Governing Body made explicit
reference to measures that it might recommend to the International Labour Conference under
article 33 of the ILO Constitution.
12. Article 33 of the Constitution states that "in the event of any Member failing to carry out
within the time specified the recommendations, if any, contained in the report of the
Commission of Inquiry ... the Governing Body may recommend to the Conference such action as
it may deem wise and expedient to secure compliance therewith". This article is the result of an
amendment adopted in 1946 with the purpose of removing reference solely to the economic
sanctions that could be imposed on a Member in the event of its failing to carry out the
recommendations of a Commission of Inquiry. The Conference Delegation on Constitutional
Questions emphasized that such a general clause would leave the Governing Body full discretion
to adapt its action to the circumstances of the particular case.(4)
13. The Governing Body does not have any precedents for the application of article 33 of the
Constitution, and the following considerations are intended simply to facilitate the Governing
Body's decision.
14. Application of article 33 of the Constitution implies, on the one hand, that the item be
placed on the agenda of the International Labour Conference and, on the other, that the
Governing Body to have at its disposal information allowing it to adopt those recommendations
of the Conference which it considers appropriate to secure compliance with the
recommendations on the part of the Member in question. This information concerns both the
nature of the measures that the Governing Body might recommend to the Conference for
adoption by the latter and the Member's failure to comply with the Commission of Inquiry's
recommendations.
Placing the item on the agenda of the 88th Session of the
International Labour Conference
15. In view of the seriousness of the consequences which could result from applying article 33
and of the reasons leading to its application, it would seem juridically necessary to place a
specific item on the agenda of the Conference. There is still relevance in the statement made in
1919 by the Commission on International Labour Legislation, which emphasized that the
objection and complaint procedures had: "been carefully devised in order to avoid the
imposition of penalties, except in the last resort, when a State has flagrantly and persistently
refused to carry out its obligations under a Convention. It can hardly be doubted that it will
seldom, if ever, be necessary to bring these powers into operation".(5)
16. Consequently, the Governing Body should consider, at the current session, the placing on
the agenda of the 88th Session of the Conference (June 2000) of an item entitled: "Action
recommended by the Governing Body under article 33 of the Constitution -- Implementation of
the recommendations contained in the report of the Commission of Inquiry Forced Labour in
Myanmar (Burma)". It should be made clear that the decision at the current session of the
Governing Body to add this item to the agenda of the 88th Session of the Conference in no way
prejudges the content of the recommendations to be presented by the Governing Body to the
Conference. Given its schedule of meetings, the Governing Body will be able to take a decision in
the content of its recommendations (if any) at its 277th Session (March 2000).
17. The Governing Body may wish to consider placing on the agenda of the 88th Session of the
Conference (June 2000) an item entitled: "Action recommended by the Governing Body under
article 33 of the Constitution -- Implementation of the recommendations contained in the report
of the Commission of Inquiry Forced Labour in Myanmar (Burma)".
Content of the recommendations under article 33 of the Constitution
18. The Conference made explicit reference in its 1999 resolution to the agenda of the current
session of the Governing Body, which mentions article 33 of the Constitution, at the same time
deciding that certain measures needed to be taken urgently. These are described in paragraphs
6 to 9 above. It is for the Governing Body to consider what other measures, if any, should be
recommended to the Conference under article 33.
19. The provisions of article 33 do not stipulate the nature of the measures that the Governing
Body may recommend for adoption by the Conference where a Member flagrantly and
persistently fails to carry out its obligations. As noted above, the 1946 constitutional
amendment was intended to broaden the range of measures that might be recommended,
which had previously been limited to economic sanctions. While the range of measures is
extremely broad, the Governing Body nevertheless has good reason for basing its decision on
two criteria. The first ensues from the recommendations of the Commission of Inquiry
themselves: that the measure to be taken must correspond to the objectives of the
Commission's recommendations. The second criterion ensues from article 33 itself and concerns
the fact that the measures must be deemed by the Governing Body to be appropriate for
securing compliance with the recommendations of the Commission of Inquiry.
20. Before considering the measures that might be recommended to the Conference, it is
necessary to clarify a point raised previously by some members of the Governing Body: namely,
whether a Member may be expelled from the ILO or have its rights suspended as a result of the
flagrant and persistent failure to carry out its obligations. Such a step may be taken only on the
basis of a specific provision. Article 13.4 of the Constitution provides for the suspension of a
Member's voting rights, but only where it is in arrears in the payment of its financial
contribution to the Organization by two years or more. Moreover, the two constitutional
amendments adopted by the Conference at its 48th Session (1964) concerning the suspension
or expulsion of a Member did not enter into force because the number of ratifications was too
low. Thus, the Governing Body cannot propose a decision concerning the suspension or
expulsion of a Member.
21. A first category of measures would involve the international organizations: the
Director-General could be invited to inform the international organizations of the Member's
failure to comply and to ask them to reconsider their cooperation with the Member concerned
in the light of the conclusions of the Commission of Inquiry and, if appropriate, to cease any
activity which could have the effect of abetting the practice of forced or compulsory labour. A
periodic report on the outcome of these measures could be considered by the Governing Body
or the Conference.
22. A second category of measures would involve the Members of the ILO, who could be asked
to reconsider their relations with the Member concerned in the light of the conclusions of the
Commission of Inquiry and to take appropriate individual or collective measures to ensure that
these relations could not be exploited by the Member concerned to perpetuate or develop the
system of forced or compulsory labour referred to in the conclusions of the Commission of
Inquiry.
23. If the Governing Body so decides, the Office can submit to the 277th Session of the
Governing Body in March 2000 a paper detailing the various options, taking account of the views
put forward during the preliminary examination of the question, in order to enable it at that
session to adopt recommendations under article 33 of the Constitution.
Information on compliance with the recommendations
of the Commission of Inquiry
24. From the available information referred to in the first part of this paper, it is apparent that
Myanmar has not complied with the recommendations of the Commission of Inquiry within the
time specified. However, it is important that the Governing Body has access to updated
information in order to be able to reach an informed decision under article 33 of the
Constitution.
25. At its 277th Session the Governing Body will have at its disposal comments by the
Committee of Experts on the Application of Conventions and Recommendations, which will be
holding its 70th Session from 25 November to 10 December 1999. The Governing Body could
also ask the Director-General to prepare an update to his report of 21 May 1999 on the
measures taken by the Government of Myanmar following the recommendations of the
Commission of Inquiry.
26. The Governing Body may wish to invite the Director-General to inform the members of the
Governing Body, by means of an update to his written report dated 21 May 1999, to be
communicated to them by 28 February 2000 at the latest, of the measures taken by the
Government of Myanmar to give effect to the recommendations of the Commission of Inquiry,
taking into account in its preparation all the comments made by the Government of Myanmar,
the information provided by the employers' and workers' organizations, and all other reliable
sources.
Q. 3 EFFECTS OF COMPETITION
Industry Trends
The competitive situation of the domestic industry could be adversely affected by any
government policy that imposes added burdens on the industry that hit domestic manufacturers
harder than foreign manufacturers or that imposes costs significant enough to reduce overall
vehicle demand substantially.
Despite worldwide capital spending of $90 billion between 1983 and 1989, the domestic
manufacturers lost ground in terms of market share to the Japanese automakers. It is estimated
that by 1995 Japan's North American transplant capacity for cars and light trucks could reach 2.8
million units, compared with just over 2 million
6
Based on presentations by Chrysler, Ford, and General Motors to the committee's Impacts
Subgroup on September 16, 1991 (see Appendix F).
Page 94
Suggested Citation:"5 IMPACTS ON THE AUTOMOTIVE INDUSTRY." National Research Council.

1992. Automotive Fuel Economy: How Far Can We Go?. Washington, DC: The National
Academies Pr
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units in 1991. The combination of Japanese vehicles (imported and locally assembled), imports
of European automobiles, and vehicles produced by General Motors, Ford, and Chrysler
constitutes a potential supply that could far exceed demand in 1995, even with General Motors'
decision to close six more plants. For the foreseeable future, the pressure on profit margins will
prompt the withdrawal of some companies and the closing of more domestic capacity.7
The North American motor vehicle market remains the most open major market in the world,
and thus, it is the target market for foreign manufacturers who wish to expand or shift
production. For example, at the same time that some European manufacturers are withdrawing
from North America, Korean manufacturers (e.g., Kia) are announcing their intention to sell cars
in the United States through an independent dealer network.8 Europeans see U.S.-made
Japanese cars as a means of circumventing their own limits on Japanese cars.
In an attempt to increase sales, the industry has resorted to numerous marketing, incentive, and
service programs. These include increasing the period of a car loan to five years (thereby
decreasing the monthly payment), offering cash rebates, lowering loan interest rates,
subsidizing leases, selling program cars,9 and offering enhanced warranty and buyer-protection
programs. Although these programs are beneficial to the consumer, they are costly to the
manufacturers.
Employment Trends
Employment in the domestic automotive industry is likely to continue to decline during the
1990s, regardless of any action on fuel economy regulations. And, industry adjustments to the
current overcapacity will further reduce employment.
Domestic automobile manufacturers directly employed 609,800 hourly production workers in

1990. Many more workers are employed in industries that support the
7
In 1991, Sterling (United Kingdom) and Peugeot (France) terminated sales of automobiles in the
United States. Other producers might also choose to abandon the market because of the high
fixed cost of meeting pending emissions standards. Since 1988, Chrysler has closed 3 assembly
plants and opened 1 in the United States, while General Motors has closed 10 assembly plants
and opened 1 (see Table 5-1). Another 6 plants and 17 components factories will be closed as a
result of capacity cuts announced on December 18, 1991, in addition to 4 other pending
assembly plant closings by General Motors. Chrysler will probably close its Toledo plant, which
builds the aging Jeep Cherokee. The December 18, 1991, announcement by General Motors was
equal to a capacity reduction of 1.4 million units (Frame, 1991).
Kia manufactures the Festiva in Korea, which is sold in the United States by Ford.
Program cars are new cars that are used by automobile rental companies for a short period of
time and then repurchased by automobile companies for resale as used cars at a significant loss
to the vehicle manufacturer. It is estimated that program cars account for approximately 1.5 to
2.0 million units a year.
https://www.nap.edu/read/1806/chapter/7#91
Q.4 Environmental Issues
A survey shows that environmental issues top the list of challenges facing the automotive
industry, outranking cost reduction for the first time in 14 years. The survey was conducted by
DuPont and the Society of the Automotive Industry.
A total of 53 percent of the respondents said that a basket of environmental factors such as fuel
economy, CAFÉ, and emissions or clean air regulations are the top challenges versus 32 percent
who cited cost. The survey, released April 10, was conducted among automotive designers and
engineers.
"While cost reduction remains very important, the automotive industry's emphasis is on the
environment and the demands that it puts on innovation," said Chris Murphy, director --
Americas, for DuPont Automotive. "In the results, environmental considerations are driving
system and vehicle design and development and are a differentiator in the consumer
marketplace. Automotive designers and engineers are working with suppliers like DuPont to
address these issues and to design and develop cost-effective, fuel-efficient vehicles with
reduced environmental impact."
The annual survey was conducted by Consumer Insights, Inc. Key findings include:
• Fifty-four percent of respondents say that fuel-efficient vehicles with reduced environmental
impact are important to consumers. Forty-one percent say enhanced safety and 37 percent say
improved comfort and convenience are important to consumers.
• For the fifth consecutive year, alternatively powered vehicles are predicted to have the
greatest impact on the industry. Sixty percent selected alternatively powered vehicles in 2008,
while 15 percent selected safety features and 16 percent selected electrical/electronic
advances.
• Fifty percent of respondents see diesel engine technology as a key focus to help achieve 2020
efficiency regulations (35-mpg in United States and sub-120g/km carbon dioxide in Europe),
while 46 percent say hybrid-electric powertrains, and 42 percent say extensive use of
lightweight materials.
• In 10 years, vehicles will run on bio-based diesel fuel (27 percent); petroleum-based diesel (20
percent), and E85 (20 percent). Only 18 percent predict gasoline will dominate.
CHAPTER :- 4
CHAPTER-4 FINANCIALS
∙ FINANCIAL RATIOS OF MAHINDRA MOTORS:-
Table 4.1 Current Ratio of Mahindra Motors

year 2014-15 2015-16 2016-17
Current
ratio 1.05 1.01 1.03
Fig 4.1 Current Ratio of Mahindra Motor
Analysis:
From the above figure it is cleared that current ratio of Mahindra motors
from 2014 to 2017 Increasing rapidly. So this is a good result of Mahindra motors
about current assets.
Table 4.2 Quick Ratio of Mahindra Motors

year 2014-15 2015-16 2016-17
Quick Ratio 0.84 0.83 0.83
Fig 4.2 Quick Ratio of Mahindra Motors
Analysis:
According to fig 4.2 it is clear that Quick Assets of Mahindra motors are
slightly decreasing from year 2014 to 2017.
Table 4.3 Debt turnover Ratio of Mahindra Motors
year 2014-15 2015-16 2016-17
Debt turnover
Ratio 0.14 16.13 16.13
Fig 4.3 Debt turnover Ratio of Mahindra Motors
ANALYSIS:
Fig 4.3 describes that the performance debt turnover of Mahindra motors is
good during year 2014-2017.
year 2014 -15 2015-16 2016-17
Invest. turnover
Ratio 6.87 16.22 17.15
Table 4.4 Investment turnover Ratio of Mahindra Motors
Fig 4.4 Debt turnover Ratio of Mahindra Motors
ANALYSIS:-
Fig 4.4 describes that, the net sale of Mahindra Motors is increased
between 2015 to 2016 from 5.58% to 7.97% as according to
investment made by company in year 2015-16, but after 2016 we can
see there is slightly decrease in sales in 2017 by 6.44%
year 2014 -15 2015-16 2016-17

Debt Equity Ratio 15.37 0.08 0.07
Table 4.5 Debt equity Ratio of Mahindra Motors
Fig 4.5 Debt equity Ratio of Mahindra Motors
ANALYSIS:-
According to above figure it is clearly shown that, the performance of

company is increasing rapidly after year 2014-15 as per debt equity
ratio. It also shows Mahindra Motors has less liabilities towards its
shareholders or lenders.
∙ FINANCIAL RATIOS OF MARUTI SUZUKI :-
Table 4.6 Current Ratio of Maruti Suzuki

year 2014-15 2015-16 2016-17
Current ratio 0.68 0.63 0.55
Fig 4.6 Current Ratio of of Maruti Suzuki
ANALYSIS:-
From the above figure it is cleared that current ratio of Maruti

Suzuki from 2014 to 2017 increasing continuously. So this is a good result about
current assets.
Table 4.7 Quick Ratio of Maruti Suzuki

year 2014-15 2015-16 2016-17
Quick Ratio 0.41 0.37 0.35
Fig 4.7 Quick Ratio of Maruti Suzuki
ANALYSIS:-
From the above figure it is cleared that quick ratio of Maruti Suzuki
from 2014 to 2017 increasing continuously. So this is a good result
about liquid assets.
Table 4.8 Debt Turnover Ratio of Maruti Suzuki
year 2014-15 2015-16 2016-17
Debt turnover
40.24 48.76 54.48
Ratio
Fig 4.8 Debt Turnover Ratio of Maruti Suzuki
ANALYSIS:-
Fig 4.8 describes that the performance Maruti Suzuki is good during
year 2014-2017. Figure also indicate that the company’s collection of
accounts receivable is efficient, and that the company has a high
proportion of quality customers that pay off their debts quickly.
year 2014 -15 2015-16 2016-17
Invest. turnover
21.08 20.84 23.69
Ratio
Table 4.9 Investment Turnover Ratio of Maruti Suzuki
Fig 4.9 Investment Turnover Ratio of Maruti Suzuki
ANALYSIS:-
As given in above figure the sales of Maruti Suzuki in 2014-16 is in
increasing manner but from 2016-17 we can observed it in decreasing
manner according to investment turnover ratio.
Table 4.10 Debt Equity Ratio of Maruti Suzuki

year 2014 -15 2015-16 2016-17
Debt Equity Ratio 0.01 0.01 0.01
Fig 4.10 Debt Equity Ratio of Maruti Suzuki
ANALYSIS:-
As According to above figure it is clearly shown that, the
performance of company is increasing continuously after year
2014-15 as per debt equity ratio. It also shows Maruti Suzuki
has less liabilities towards its shareholders or lenders.
∙ FINANCIAL RATIOS OF HYUNDAI MOTORS :-
Table 4.11 Current Ratio of Hyundai Motors

year 2014-15 2015-16 2016-17
Current ratio 2.9 3.31 3.94
Fig 4.11 Current Ratio of Hyundai Motors
ANALYSIS:-
From the above figure it is cleared that current ratio of Hyundai

Motors from 2014 to 2017 increasing continuously. So this is a good result
about current assets.
Table 4.12 Quick Ratio of Hyundai Motors

year 2014-15 2015-16 2016-17
Quick Ratio 1.79 2.5 2.89
Fig 4.12 Quick Ratio of Hyundai Motors
ANALYSIS:-
From the above figure it is cleared that quick ratio of Hyundai Motors
from 2014 to 2017 increasing continuously. So this is a good result
about liquid assets.
Table 4.13 Debt turnover Ratio of Hyundai Motors
year 2014-15 2015-16 2016-17
Debt turnover
16.14 18.68 22.29
Ratio
Fig 4.13 Debt turnover Ratio of Hyundai Motors
ANALYSIS:-
Fig 4.8 describes that the performance Hyundai Motors is good

during year 2014-2017. Figure also indicate that the company’s collection of
accounts receivable is efficient, and that the company has a high proportion
of quality customers that pay off their debts quickly.
Table 4.14 Investment Turnover Ratio of Hyundai Motors
year 2014 -15 2015-16 2016-17
Invest. turnover Ratio 5.58 7.97 6.44
Fig 4.14 Investment Turnover Ratio of Hyundai Motors
ANALYSIS:-
As given in above figure the sales of Hyundai Motors in 2014-16 is

in increasing manner but from 2016-17 we can observed it in
decreasing manner according to investment turnover ratio.
Table 4.15 Investment Turnover Ratio of Hyundai Motors

Year 2014 -15 2015-16 2016-17
Debt Equity
2.9 3.31 3.94
Ratio
Fig 4.15 Investment Turnover Ratio of Hyundai Motors
ANALYSIS:-
As According to above figure it is clearly shown that, the

performance of company is increasing continuously after year 2014-15
as per debt equity ratio. It also shows Hyundai Motors has less
liabilities towards its shareholders or lenders.
CHAPTER :- 5
INTRODUCTION
Till the year 1988, the concept of Merger and Acquisition in India was not
much popular. During that period a very small percentage of businesses in
the country used to come together, mostly into a friendly acquisition with a
negotiated deal. The key factor contributing to fewer companies involved in
the merger is the regulatory and prohibitory provisions of MRTP (Monopolistic
and Restrictive Trade Practices) Act, 1969. According to this Act, a company
or a firm has to follow a pressurized and burdensome procedure to get
approval for the merger and acquisitions. Merger and Acquisitions (M&A)
have been a very important market entry strategy as well as an expansion
strategy. The concept of mergers and acquisitions is very much popular in
the current scenario. Consolidation through mergers and acquisitions is
considered as one of the best ways of restructuring structure of corporate
units. M&A gives a new life to the existing companies.
WHAT IS A MERGER AND ACQUISITION?
Merger is defined as a combination of two or more companies into a single

company where one survives and the other loses their corporate existence.
The survivor acquires the assets as well as liabilities of the merged company
or companies. It is simply a combination of two or more businesses into one
business. Laws in India use the term ‘amalgamation’ for merger. It usually
involves two companies of the same size and stature joining hands. There
are different types of concept in which merging of the companies take place
like, Horizontal Merger, Vertical Merger, Conglomerate Merger, and Reverse
Merger.
Acquisition in a general sense means acquiring the ownership in the property.

It is the purchase by one company of controlling interest in the share capital
of another existing company. Even after the takeover, although there is a
change in the management of both the firms, companies retain their
separate legal identity. The Companies remain independent and separate;
there is only a change in control of the Companies.
TOP MERGER & ACQUISITION DEALS IN INDIA
∙ TATA STEEL-CORUS: Tata Steel is one of the biggest ever Indian’s steel
company and the Corus is Europe’s second largest steel company. In 2007,
Tata Steel’s takeover European steel major Corus for the price of $12.02
billion, making the Indian company, the world’s fifth-largest steel producer.
Tata Sponge iron, which was a low-cost steel producer in the fast developing
region of the world and Corus, which was a high-value product manufacturer
in the region of the world demanding value products. The acquisition was
intended to give Tata steel access to the European markets and to achieve
potential synergies in the areas of manufacturing, procurement, R&D,
logistics, and back office operations.
∙ VODAFONE-HUTCHISON ESSAR: Vodafone India Ltd. is the second largest
mobile network operator in India by subscriber base, after Airtel. Hutchison
Essar Ltd (HEL) was one of the leading mobile operators in India. In the year
2007, the world’s largest telecom company in terms of revenue, Vodafone
made a major foray into the Indian telecom market by acquiring a 52 percent
stake in Hutchison Essat Ltd, a deal with the Hong Kong based Hutchison
Telecommunication International Ltd. Vodafone main motive in going in for the
deal was its strategy of expanding into emerging and high growth markets like
India. Vodafone’s purchase of 52% stake in Hutch Essar for about $
10
billion. Essar group still holds 32% in the Joint venture.
∙ HINDALCO-NOVELIS: The Hindalco Novelis merger marks one of the
biggest mergers in the aluminum industry. Hindalco industries Ltd. is an
aluminum manufacturing company and is a subsidiary of the Aditya Birla
Group and Novelis is the world leader in aluminum rolling, producing an
estimated 19percent of the world’s flat-rolled aluminum products. The
Hindalco Company entered into an agreement to acquire the Canadian
company Novelis for $6 billion, making the combined entity the world’s largest
rolled-aluminum Novelis operates as a subsidiary of Hindalco.
∙ RANBAXY-DAIICHI SANKYO: Ranbaxy Laboratories Limited is an Indian
multinational pharmaceutical company that was incorporated in India in 1961
and Daiichi Sankyo is a global pharmaceutical company, the second largest
pharmaceutical company in Japan. In 2008, Daiichi Sankyo Co. Ltd., signed
an agreement to acquire the entire shareholders of the promoters of Ranbaxy
Laboratories Ltd, the largest pharmaceutical company in
India. Ranbaxy’s sale to Japan’s Daiichi at the price of $4.5 billion.
∙ ONGC-IMPERIAL ENERGY: Oil and Natural Gas Corporation Limited
(ONGC), national oil company of India. Imperial Energy Group is part of the
India National Gas Company, ONGC Videsh Ltd (OVL). Imperial Energy
includes 5 independent enterprises operating in the territory of Tomsk region,
including 2 oil and gas producing enterprises. Oil and Natural Gas Corp. Ltd
(ONGC) took control of Imperial Energy UK Based firm operating in Russia for
the price of $1.9 billion in early 2009. This acquisition was the second largest
investment made by ONGC in Russia.
∙ MAHINDRA & MAHINDRA- SCHONEWEISS: Mahindra & Mahindra Limited
is an Indian multinational automobile manufacturing corporation headquarters
in Mumbai, India. It is one of the largest vehicles manufacturer by production
in India. Mahindra & Mahindra acquired 90 percent of Schoneweiss, a leading
company in the forging sector in Germany. The deal took place in 2007, and
consolidated Mahindra’s position in the global market.
∙ STERLITE- ASARCO: Sterlite is India’s largest non-ferrous metals and
mining company with interests and operations in aluminum, copper and zinc
and lead. Sterlite has a world class copper smelter and refinery operations in
India. Asarco, formerly known as American Smelting and Refining Company,
is currently the third largest copper producer in the United States of America.
In the year 2009, Sterlite Industries, a part of the Vedanta Group signed an
agreement regarding the acquisition of copper mining company Asarco for the
price of $ 2.6 billion. The deal surpassed Tata’s $2.3 billion deal of acquiring
Land Rover and Jaguar. After the finalization of the deal Sterlite would
become third largest copper mining company in the world.
∙ TATA MOTORS-JAGUAR LAND ROVER: Tata Motors Limited (TELCO), is
an Indian multinational automotive manufacturing company headquartered in
Mumbai, India and a subsidiary of the Tata Group and the Jaguar Land Rover
Automotive PLC is a British multinational automotive company headquarters
in Whitley, Coventry, United Kingdom, and now a subsidiary of Indian
automaker Tata Motors. Tata Motors acquisition of luxury car maker Jaguar
Land Rover was for the price of $2.3 billion. This could probably the most
ambitious deal after the Ranbaxy won. It certainly landed Tata Motors in a lot
of troubles.
∙ SUZLON-REPOWER: Suzlon Energy Limited is a wind turbine supplier based
in Pune, India and RePower systems SE (now Senvion SE) is a German wind
turbine company founded in 2001, owned by Centerbridge Partners. Wind
Energy premier Suzlon Energy’s acquisition of RePower for $1.7 billion.
∙ RIL-RPL MERGER: Reliance Industries Limited (RIL) is an Indian
Conglomerate holding company headquartered in Mumbai, India. Reliance is
the most profitable company in India, the second-largest publicly traded
company in India by market capitalization. Reliance Petroleum Limited was
set up by Reliance Industries Limited (RIL), one of India’s largest private
sector companies based in Ahmedabad. Currently, Reliance
Industries taking over Reliance Petroleum Limited (RPL) for the price of 8500
crores or $1.6 billion.
Q. 2 Expansion in Global Market

Growth Markets: Opportunities and Challenges for the Automotive Industry
By Christoph Strummer, Global Lead Analyst, Auto facts and Stella Lau, Automotive lead, PwC
Growth Markets Centre
While growth markets are the engines driving auto industry volumes worldwide, it is also an
uneven market landscape – with China, India, Southeast Asia and North Africa leading the pack,
whilst Eastern Europe shows signs of stabilization and South America and South Africa continue
to struggle.
This week, Christoph Strummer, Global Lead Analyst, Auto facts and Stella Lau, Automotive lead,
PwC Growth Markets Centre, break down the various reasons why this is so.
Despite the overall cool down of automotive demand globally, growth markets are expected to
remain the main engine for volume growth in the automotive industry worldwide, driving an
18.8M increase in vehicle assembly volumes from 2016 to 2023.
This automotive trend is in line with PwC’s recently launched the World in 2050 report, titled
“The Long View: How will the global economic order change by 2050?”, which states that
emerging markets will continue to fuel the growth of the global economy, and predicts that
China will be the largest economy in the world, accounting for 20% of global GDP, followed by
India, with 15%
In the automotive world, we are seeing positive developments too in China and India – together
with parts of Southeast Asia and North Africa. However, the global landscape is uneven – with
Eastern Europe showing signs of stabilization and an uncertain path ahead for South America
and South Africa. Due to highly specific regulations, some major developing markets are only
loosely connected to global trade flows and therefore require dedicated strategies and
investments.
Strong sales in China

Among a tepid macroeconomic environment, the Chinese automotive industry has
demonstrated robust double-digit sales growth as it continues to receive strong government
support with ad-hoc tax incentives.
Sales growth has been highly dynamic, at almost 15% for the full year – the highest single-year
increase since 2013. Most of the growth is attributed to purchase tax incentives that are
gradually being taken back to original levels, which have led to a surge demand for small-engine
vehicles of 1.6L and below. Sales of these engines grew a dramatic 22.5% year-on-year (YoY),
reaching 15.6M units.
This created a significant increase in local production, by almost 3.5 M units – which has
provided the long-awaited relief to the low plant capacity utilization of several local Chinese
manufacturers, while increasing the market share of domestic brands.
For the long-term, we expect the market to reach an annual production level of about 35M light
vehicles in 2023 with 3.8% YoY Compound Annual Growth Rate – assuming no major changes to
export initiatives. This new sales volume would drive the total number of vehicles in China to
reach 350 to 500M units by 2023, which is still a low national motorization rate by global
standards.
Positive developments in India
Domestic demand in India has mostly been positive with light vehicle sales in the country rising
by 3M units or by 8% YTD till November 2016. In addition to domestic sales, exports have also
been in focus - in the first eleven months of 2016, exports increased by 15.6%, leading to further
growth in production.
However, with the recent demonetization of old large-denomination rupee notes in November
2016, sales of vehicles across all segments have plummeted. Sales increased by a mere 0.6%
y-o-y in November and are expected to have suffered even further in December.
Nevertheless, this is expected to be only a temporary situation. India’s economy is expected to

grow at a robust pace in the coming years, as most economic indicators predict a positive
outlook driven by strong consumer demand and supported by a large pipeline of economic
reforms by the Indian government, including the introduction of the common nation-wide
Goods and Services Tax later in 2017.
Pockets of growth opportunities in Southeast Asia (SEA)
The top two automotive markets in SEA – Thailand and Indonesia – showed a slow recovery in
2016, but is still far from the momentum reached a few years ago. Nevertheless, Thailand’s
focus has been on exports globally even as domestic demand declines, while Indonesia is easing
monetary policies to drive the economy and increase consumer spending. Malaysia, the third
largest market in SEA, also showed significant decline in 2016. On the other hand, smaller
markets, such as the Philippines and Vietnam, experienced continued robust double digit
growth from the previous year.
While the SEA region is expected to continue to play a key role in supplying midsize pickups
globally, some countries such as Thailand, Indonesia and Malaysia have offered significant
incentives for the assembly and sales of small and fuel efficient passenger vehicles, resulting in a
dramatic increase in assembly volumes. Between 2016 and 2021, Auto facts forecasts total
assembly volumes in SEA to increase by nearly 50%, from 4.0M to 5.9M units in order to cater
for domestic and export markets.
Expected growth in increasingly investment-attractive North Africa
North African states have seen a number of major investments within the automotive sector in
recent months and are expected to remain attractive. For example, Renault signed a deal with
the local government of Morocco to increase local production of spare parts and the PSA Group
is also to open a new assembly plant on the Atlantic coast of Morocco to take advantage of its
low cost yet well-educated and skilled labour force.
In light of this, Auto facts forecasts an annual growth rate of 7.4%, to almost 450k units by 2023
in Morocco. Equally compelling is the growth rate expected for Algeria, with an expected
assembly output of more than 130k units, an annual increase of 25%, by 2023.
Meanwhile other growth regions continue to struggle
Signs of stabilization in Eastern Europe

Total light vehicle production for the Eastern European region is expected to increase, mainly
driven by the low-level stabilization of the Russian market. Even though the new car market in
Russia continued to decline as sales dropped 12.1% (YTD November 2016), there are cautious
signs of stabilization. November 2016 was the first month in two years that there was an
increase in sales.
A further growth in sales can be expected due to two factors. First, Russia has an aged vehicle
fleet, as more than half of its cars on the road are older than 10 years. Also, Russia’s
oil-dependent economy is expected to grow again, thanks in part to a recovery in oil prices. This
is expected to drive increased consumer spending, including vehicle sales. As such, the overall
expected growth of Russia’s car sales in 2017 is at 7.2%, amounting to an estimated 1.5M units –
nevertheless, it is still 50 % of the 3M units sold in Russia in 2012.
New car sales in Turkey were negatively affected in 2016 by political unrest, leading to a YTD
November growth of 3.7%, compared to 30.8% growth in the prior year and the long-term
growth in Turkish car sales is expected to remain volatile with a forecasted sales decline of 3.7%
in 2017.
South America slips even deeper
Automotive assembly and sales in Brazil continue to show no improvement. Light vehicle sales in
Brazil declined 21% YoY through December 2016, and will likely continue to suffer as long as
consumer confidence stays low, credit is not available, and purchasing power is not in line with
current market prices.
The new government’s economic austerity plan has done little to spur new investment as the
country continues to be engulfed in major corruption scandals and unemployment problems. As
the new government is reconsidering the extreme isolationist polices of its predecessors, local
investments are largely on hold.
South Africa to remain complicated
2016 turned out to be another challenging year for the South African automotive industry with
domestic new vehicle sales progressively under pressure, due to rising inflation and interest
rates deterring purchases. This is offset by strong export volumes – in 2016, 62.3% of South
Africa’s production was tagged for export to more than 85 different destinations, including the
US, UK, Japan, and Australia. 2017 is expected to be another challenging year but production
levels driven by vehicle exports should grow and one could expect assembly in South Africa to
increase by 10.3% to 608,000 units, in 2017.
While emerging markets continue to mature and be the engine of growth for the global
economy, these environments do remain complex and in flux, resulting in an uneven market
landscape for the automotive industry.
Q. 3 Technological Advancement
We might not yet have got to the stage of flying cars as predicted in Back to the Future II, but
technology in our vehicles is still advancing at a rapid pace. Here are some of the trends we
could expect to see in 2016 and beyond:
DEEPER INSIGHTS
5 Signs It’s Time to Upgrade Your Mobile Computers
Self-drive cars: Google hit the headlines in 2015 for the testing of its self-drive cars, which work
by using remote sensing technology. A laser range finder mounted on top of the vehicle allows it
to generate a detailed 3D map of its environment to enable it to navigate itself. Unfortunately,
news reports told us that Google drivers had to intervene to stop its self-driving cars from
crashing on California roads 13 times between September 2014 and November 2015 — so don’t
expect to see these cars on our public highways just yet. The technology will take this a step
further to reality.
Smart dashboards: Dashboards that act like smart phones to read out your text messages,
answer calls, find maps and play music are becoming a popular addition for car manufacturers.
Apple’s CarPlay and Google’s Android Auto are two of the big players in this new technology.
Road safety experts have their reservations about the use of this technology and warn it could
become a distraction for drivers. Others argue the new screens, voice controls and large touch
screens will make things safer and keep drivers from fumbling with ‘more dangerous’ mobile
phones. Learner drivers who are most used to this sort of technology will probably be least
phased by it and should assimilate it while studying the laws of the road for their theory test.
Autonomous features: While we haven’t got to the stage of being able to own fully self-driving
cars, more and more clever features are now being introduced into our vehicles. These include
things such as active parking assist (as per the system in Mercedes S-Class) and advanced cruise
control that almost allows the car to drive itself. BMW’s 7 Series can actually allow the car to
park itself while the owner is out of the car. Then there’s Tesla’s Autopilot system which aims to
be accelerate, brake and steer for the driver using sensors and cameras to guide the car.
Gesture control: No need to fiddle about reaching for the volume control or tapping the screen
on your Sat-Nav — the technology of gesture control could mean you just wave your hand in the
air to turn on your radio or control your Bluetooth systems. The BMW 7-series already offers
this with a recognition area built in above the central control to pick up your body motions. PSA
Peugeot-Citroen has also been working on developing this technology.
Black box car tracking: This has already been around for a while but the AA has recently
announced it is planning to “jump back into” black box car tracking to be able to pre-empt and
diagnose breakdowns more quickly. Previously shelved because of the high costs involved in
using the black box technology, it has been trailing other in-car devices and software to harness
more data from drivers. The company now plans to use connected car technology to beam
technical data from vehicles to passengers and roadside assistance clubs through a small device
connected to the internet. It’s also rumored that all cars may need to have black boxes installed
over the next 10 years or risk higher insurance premiums.

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CHAPTER :- 1

1.1​ Industry Analysis

Companies in the third area, replacement parts, produce and distribute

OEMs, replacement parts makers and auto manufacturers, in turn, obtain

The automotive industry in India is one of the largest in the world

∙ Strengths: characteristics of the business or project that give it an advantage

PRICING POLICIES OF THE COMPANY UNDER STUDY

∙ CORPORATE DNA MAHINDRA MOTORS LTD:-

Shares pledged or otherwise

K. BOARD & COMMITTEES

Remuneration Committee appointed Mr. T. N. Manoharan as an Additional Director (Independent and

Were very eventful and critical years in the Company’s history.

∙ CEO/CMD Of Mahindra Motors :-

Key Managerial Personnel (KMP)

Personnel) Rules, 2014:

(a) Mr. Anand G. Mahindra - Executive Chairman

(b) Dr. Pawan Goenka - Managing Director

(c) Mr. V S Parthasarathy - Group CFO & Group CIO

(d) Mr. Narayan Shankar - Company Secretary

∙ Transformation Journey Of Mahindra Motors :-

2.3 Corporate Governance of Mahindra Motors Ltd:-

!--break--Governance refers specifically to the set of rules, controls, policies and

GOVERNANCE Corporate Governance

forms part of the Annual Report.

provision for direct access to the Chairman of the Audit Committee.

the Web-link: ​http://www.mahindra.com/resources/investor-reports/FY17/Annual

Business Responsibility Report

Requirements) Regulations, 2015.

comprises review of risks and Risk Management Policy on periodic intervals.

the goals and objectives of the organisation.

Auditors and Auditors Report:-

Companies Act, 2013 and relevant Rules thereunder.

of the 76​th​ Annual General Meeting and fix their remuneration.

read with section 141(4) of the Companies Act, 2013.

and arms length relationship with the Company.

Reporting of Frauds by Auditors

CORPORATE SOCIAL RESPONSIBILITY AND RELATED MATTERS

Corporate Social Responsibility (CSR)

Your Company’s Corporate Social Responsibility efforts continue to be directed

the constituencies of girls, youth and farmers by innovatively supporting them

contribute to nation building.

disadvantaged communities and a variety of other scholarship programs, which range

institutes, to allowing meritorious students to pursue their post graduate studies at

overseas, to allowing meritorious and deserving students to study at the Mahindra

Technological University, Hyderabad. In the area of public health, your Company

threatening illnesses. Your Company also contributed to the environment by adding

Social Transformation Mission of the Government. Your Company created a ‘Zero

to ensure ‘zero’ deaths due to accidents on Mumbai Pune Expressway. In addition to

provided opportunities to give back to the community.

Safety, Occupational Health and Environment

business associates, plant and equipment, by maintaining e-compliance systems on

of your Company and communicated to all its stakeholders.

implemented with thorough competency training programs like Working on height,

working on LPG/PNG/CNG and Forklift driving.

safety and best practices related to SOH&E.

initiated a Fire load reduction program at the Plant level.

health examination camps, medical check-ups, consultation and counselling. Further,

covering topics like Healthy Heart, Diabetes, etc.

Green’ philosophy were undertaken. These Projects cover elimination/ minimization

Hazards, at the first place of their control.

Council and CII, was shared with all suppliers.

Through stakeholder engagement, your Company monitors sustainability

include climate change mitigation, sustainable source use, protection of bio-diversity

1.1 Industry Analysis

the Web-link: http://www.mahindra.com/resources/investor-reports/FY17/Annual

of the 76th Annual General Meeting and fix their remuneration.

Fig 4.8 Debt Turnover Ratio of Maruti Suzuki

Fig 4.9 Investment Turnover Ratio of Maruti Suzuki

∙ FINANCIAL RATIOS OF HYUNDAI MOTORS :-

Fig 4.13 Debt turnover Ratio of Hyundai Motors

Fig 4.14 Investment Turnover Ratio of Hyundai Motors

Table 4.15 Investment Turnover Ratio of Hyundai Motors