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INDUSTRIAL TOUR REPORT

Duration: December, 6, 2008 to December, 16, 208

SUBMITTED TO: SUBMITTED BY:

Prof. Suneel Gupta Shubhank

Gupta

Placement Chair Roll no-0920

Section-B

XIII BATCH (FULL TIME)

V TRIMESTER

(2007 – 2009)

DR. GAUR HARI SINGHANIA INSTITUTE OF MANAGEMENT AND

RESEARCH

KANPUR

TEHRI



Tehri Dam

HISTORICAL BACKGROUND

The Tehri Dam & Hydro Electric Project had initially been accorded

Investment Clearance by the Planning Commission in June, 1972 for

implementation by the Government of U.P., with an installed generating

capacity of 600 MW. Finally, in 1983, the proposed Installed Capacity of

the Project was increased by the State Government to 1000 MW.

In view of the shortage of funds for implementation of the Project in the

State sector, it was decided in Nov,1986 to implement the Tehri project

as a Joint Venture of the Govt. of India and Govt. of U.P. through

financial and technical assistance from erstwhile USSR.

In Nov.,1986, an agreement on economic and technical co-operation

between the Govt. of India and Govt. of USSR was signed, which

interallia included execution of the 2400 MW Tehri Hydro PowerComplex comprising 1000 MW Tehri Dam & Hydro Power Plant, 400

MW Koteshwar Dam & Hydro Power Plant and 1000 MW Tehri

Pumped Storage Plant. This agreement envisaged financing in the form

of credit amounting to 1000 million Roubles from USSR.

The Government had also approved seeking the technical and financial

assistance from the then USSR for implementing the Tehri PowerComplex. However, with the disintegration of USSR, the financial

assistance from USSR was not available.



ABOUT THE CORPORATION

THDC, a Joint Venture Corporation of the Govt. of India and Govt. of

U.P., was incorporated as a Limited Company under the Companies

Act,1956, in July’88, to develop, operate and maintain the Tehri Hydro

Power Complex and other Hydro Projects. The works were handed over

to THDC in June 1989.

The equity portion the Project is being shared by Govt. of India & Govt.

of U.P in the ratio of 75:25.

The Government approved the implementation of Tehri Dam and HPP

Stage-I (1000 MW) in March,1994, along with the essential works of

Pumped Storage Plant and committed works of Koteshwar HEP. Other

components of the Tehri Power Complex, viz., Koteshwar Project, and the

Pumped Storage Plant, were envisaged to be taken up at a later stage

The Koteshwar HEP (400 MW) was approved for implementation by theGovernment in April’2000. Investment approval has been accorded by

the Government in July’06 to the Tehri PSP(1000 MW), the first Pumped

Storage Scheme in the Central sector which would utilize the Tehri &

Koteshwar reservoirs as the requisite upstream & downstream reservoirs.

Govt. of Uttarakhand has entrusted Hydro Projects to THDC in Bhagirathi,

Alaknanda and Sarda Valleys in Uttarakhand, totaling to 760 MW.

THDC has entered into an MOU with Nuclear Power Corporation of India

Ltd. (NPCIL) to synergize strengths and competencies for development of

Hydro Power Projects including Pumped Storage Schemes in the country.

Govt. of Maharashtra has allotted 2 PSPs namely Malshej Ghat (600 MW)

& Humbarli (400MW) to the Joint Venture of THDC and NPCIL for

updation of DPR and subsequent implementation subject to commercial

viability.



The Corporation has commissioned Tehri Dam and HPP Stage-I (1000

MW) during Xth plan. The Tehri Power Station is now fully operational.

OBJECTIVES

a) Short Term objectives

- To commence major works of Tehri PSP and Vishnugad Pipalkoti

Hydro Electric Project.

- Updation of DPRs of two Projects namely Sankosh Multi Purpose

Project (4060 MW) and Bunakha HEP (180 MW) allotted by MoP in

Bhutan.

- Updation of DPRs of two PSPs namely Malshej Ghat (600MW) and

Humbarli (400MW) allotted by Govt. of Maharashtra.

b) Long Term objectives

XIth Plan

To commission 400 MW Koteshwar HEP.

XIIth Plan

To commission 1000MW Tehri Pumped Storage Plant and 444MW

Vishnugad Pipalkoti Hydro Electric Project.

To take up execution of following power projects, subject to

clearance from Wildlife angle, wherever applicable, for capacity

addition in the Northern region during XIIth Plan.

SL.NO

.

NAME OF SCHEME CAPACITY

1Maleri Jhelam H.E.P - (114MW)

2 Jhelam Tamak H.E.P - (126MW)

3 Karmoli H.E.P - (140MW)

4Jadhganga H.E.P - (50MW)



5 Bokang Bailing H.E.P - (330MW)

6 Kishau M.P.P - (600MW)

CORPORATE OBJECTIVES FOR 2008-09

THDC has set for itself the following Corporate objectives for 2008-09:

a) Operating & Maintaining the Tehri Power Station (1000 MW) with

maximum Performance efficiency.

b) To achieve continuous performance improvement in implementing

ongoing/ New Hydro-power Projects.

c) To undertake Main Civil and E&M works of Tehri Pumped Storage

Project (1000 MW) with the objective of providing peak power to

the nation and enhance grid performance and system reliability.

d) To undertake implementation of Vishnugad Pipalkoti Project (444

MW)

e) To create a culture of team sprit, growth oriented work

environment and to inculcate the feeling of accountability amongst

its employees so as to enhance productivity.

f) To substantially contribute towards sustainable Hydro-power

Development while functioning as responsible corporate citizen and

discharge social responsibility towards society in the area of

environment and Rehabilitation & Resettlement

Benefits from the Tehri Hydro Power Complex

• Addition to the installed generating capacity in the

Northern Region (1000 MW on completion of TehriStage-I)

2400 MW

• Annual energy availability (Peaking)(3568 MU on completion of Tehri Stage-I)

6200 MU

• Irrigation (additional)2.70

Lac.ha.

• Stabilization of existing irrigation(besides above)

6.04

Lac.ha.

• Additional Generation in downstream Projects 200 MU



• 300 Cusecs (162 million gallons per day) of drinking water for Delhiwhich will meet the requirements of about 40 lac people.

• In addition, 200 Cusecs (108 million gallons per day) of drinkingwater for towns and villages of U.P. which will meet the

requirement of 30 Lac people.• Flood Moderation

• Integrated development of Garhwal region, including constructionof a new hill station town with provision of all civic facilities;improved communication, education, health, tourism, developmentof horticultures, fisheries, and afforestation of the region.

TEHRI DAM & HPP (1000 MW) (Under Operation)

The 1000 MW Tehri HPP comprises a 260.5 m high Tehri Dam, which is

the highest Earth & Rockfill Dam in the Asian Region, 2 nos. Head Race

Tunnels, an underground Hydro Power House Complex having four

conventional Turbine/Generator sets of 250 MW each and Spillway

System comprises Chute Spillway, 2 gated Shaft Spillways and 2 ungated

Shaft Spillways. The Intermediate Outlet Level (ILO) shall enable waterreleases for irrigation purposes, when the machines are not in operation.

Coverage area of this reservoir is 44sq. miles with the capacity of 740 to

840m and 100m beneath it there are 4 POWER INTEX through which

water moves to revolve the machine. At lower level water is at 720m and

at upper level water is at 740m. In between there are 4tunnels of 20m

diameter each have been installed. These 4 get into dam and convertedinto 8 and further 10m they have enabled BBC (Butterfly Bhat Chamber),

technology initially adopted in India by THDC which is of enormous size.

It is very unique in function because if it is closed then tunnels will

automatically stop working and further if they are opened vertically then

water will flown both sides.



Steel Pipes that have been built-in were brought from Japan whereas most of the

techniques have been brought from Russia like the biggest part is UNITED

TRANSFORMER. (CCS) Computer Contact System has been brought from

Germany.

TEHRI PUMP STORAGE PLANT

Introduction

TEHRI PUMPED STORAGE PLANT (1000 MW)

TEHRI DAM & HPP (1000 MW)

Tehri Dam & HPP (1000 MW) comprises a 260.5 M high Earth & Rockfill

dam which is one of the highest dams of its type in the world, a Spillway

System designed for PMF of 15540 cumecs and a drop of 220m, having

one Chute Spillway and four Shaft Spillways and an underground Power



House housing four Turbine/ Generator sets of 250 MW each, designed to

operate with a head variation of 90 m.

All four machines of Tehri Power Station are under commercial operation.

Besides providing much needed power to the Northern Grid, the

command area is availing irrigation benefits from the Project and drinking

water is being supplied to Delhi.

CIVIL WORKS:

The excavation in Dam & Spillway, Stilling Basin, Power

Intake, Power House area and Switchyard has been completed

and concreting is in progress. Major quantity of excavation in

Tail Race Channel area has been completed and balance

excavation is to be completed before commissioning.

Out of total excavation quantity of 8007.00 Th. Cum, a quantity

of 7953.11 Th.Cum. has been excavated till Nov.’08.

Out of total concrete quantity 1078.00 Th. Cum, a quantity of

566.35 Th. cum has been placed till Nov’08. Out of this, a

quantity 30.44 Th. Cum of concrete has been placed during the

month.

REHABILITATION:

Due to construction of Koteshwar Project, 02 villages will come

under submergence and 14 villages will be partially affected.

There are 77 fully affected families, which have already been

rehabilitated. Another 292 families are partially affected to

whom only cash compensation is to be paid.

The Dam and Power House are located at village Pendars and

the construction material is being arranged from villages of

Mulani and Garogisera. Land of Sauntiyal village has been



acquired for construction of residential buildings/ Administrative

offices/VIP Guest House.

The villages Pendars and Mulani have been evacuated

completely in April-05 and January-06 respectively. The villageGarogisera has also been evacuated in Mar-07 and quarrying of

material is in progress from the village.

Land acquisition of village(s) required for additional

requirement of construction material has been taken-up with the

concerned authority of Govt. of Uttarakhand and help of

Government of Uttrakhand is required for expeditious acquisition

of land. The rehabilitation is being implemented by the Govt. of

Uttarakhand with funds being provided by THDC.



VOLTAS (A TATA Enterprise)

India's premier air conditioning and engineering services provider

Voltas Limited offers engineering solutions for a wide spectrum of

industries in areas such as heating, ventilation and air conditioning,

refrigeration, electro-mechanical projects, textile machinery, machine

tools, mining and construction equipment, materials handling, water

management, building management systems, indoor air quality and

chemicals.

The Company's strengths lie principally in :

• the design and manufacture of industrial equipment

• management and execution of air conditioning and public works

projects

• sourcing, installation and servicing of technology-based systems

• representation of global technology leaders, serving diverse

industrial sectors and applications.

Voltas Business Group having four sections –

1. MHBG i.e. Material Handling Business Group

2. IOBG i.e. International Operations Business Group

3. UPBG i.e. Unitary Product Business Group

4. EMPBG i.e. Electro-Magnetic Project Business Group



Operations

Voltas' operations have been organized into four independent business-

specific clusters. Each of these has its own facilities for market coverage

and service to customers.

1. Electro-Mechanical Projects & Services

Electrical, Mechanical, HVAC & Refrigeration Solutions

Electrical, Mechanical & HVAC Solutions (International)

Water Management & Treatment

2. Engineering products & Services

Textile Machinery

Mining & Construction Equipment

Machine Tools

Materials Handling Solutions

3. Unitary Cooling Products for Comfort & Commercial Use

Cooling Appliances

Commercial Refrigeration

4. Others

Chemicals Trading



UNITARY PRODUCT BUSINESS GROUP

(in Pantnagar)

History –

This plant has been reallocated from Hyderabad, reasons behind it are-

1. To exercise free zone in Rudrapur

2. To cut costs in case of operations

This factor had a legend that is of 5000 employees of Allwyn that have to

be handled appropriately.

Voltas Refrigerator in Varora Plant (Hyderabad) took-over Allwyn in the

year 1993 with their employee strength of 5000 employees. Due to more

focused towards backward integration Voltas Refrigerator was unable to

pay attention towards marketing and they remain inclined towards

manufacturing of refrigerators for other companies like LG, Samsung

and Haire. These companies were unable to manufacture refrigerators in

India due to higher manufacturing costs and that enabled them to stick

their focal point towards marketing and branding of their company image

only.



Afterwards, as the time passed on these big companies started

manufacturing refrigerators on their own plant itself and this made the

Voltas refrigerator plant to shut-down.

Job Work –manufacturing

1. Commercial Coolers that are utilized for bakeries to preserve

their Etables cool and fresh.

2. Water Coolers for institutions, colleges, corporate etc. that vary in

size. These coolers are with the capacity of 20L to 500L.

3. Visible Coolers that are utilized for storage of cold-drinks. Anenormous dealer for this product of Voltas is PEPSI.

4. Sensi-Coolers i.e. Air Conditioners specifically for “Shelter Type

Telecom” and related to Defense also.

5. Freezer on Wheels innovation by Voltas for which they received

award also.

Competitors –

Although Voltas is market leader in the manufacturing of Coolers &

Freezers but their major competitors particularly in this field are –

1. Weston

2. Carrier

3. Blue Star

In case of Domestic ACs they are at second position because of their

Vision –“Rather than no.1 be more Profitable”, that made Voltas to

provide attributes more than expectation i.e. “Economic Value Added”

feature.

Operations –



They basically work according to Indian Standard Norms for

manufacturing of any equipments leaving apart the Coolers

manufactured for Pepsi. Reason behind it is the specifications provided by

Pepsi for their coolers.

At the entrance point of plant there is a department nominated as IQC

(Incoming Quality Control), responsible for inspecting the incoming

raw goods according to specifications drawn by R&D department. To

inspect –size &thickness of sheets, specification of motor parts etc.

Further these sheets will get punched by the enormous punching

machine according to specifications given on it for punching.

To maintain the ambience at manufacturing plant they ensure the record

data of temperature at every 5sec.

To synchronize each & every function of plant, they apply the strategy of

5S i.e.

SORT – of raw goods and keeping them at their required shelfs

STABILIZE – to perform the function with stability performance of

machines

SHINE – to gloss the equipments for furnishing

STANDARDIZE – to manufacture as per industry norms

SUSTAIN – to provide maximum durability

They also go for SQDCM to demonstrate their working culture to their

respective customers –

- S Safety of products provided to institutions or any

department



- Q Quality of products to sustain their image in market as

they are also having the liability of being part of TATAs.

- D On-time Delivery of products to prove their time

managements towards their customers

- C Cost Factor to minimize the objective of “Rework &

Rejection costs”

- M Morale to enable flexible and coordinated working

environment in the plant.

Finally the products come for testing in which following inspections are

done –

1. Leakage Current Testing

2. Thermostat Cycling (with temperature of maximum

limit)

3. Cooling Abi



DABUR

Dabur India Limited is the fourth largest FMCG Company in India with

interests in Health care, Personal care and Food products. Building on a

legacy of quality and experience for over 100 years, today Dabur has a

turnover of Rs. 2396 crore with powerful brands like Dabur Amla, Dabur

Chyawanprash, Vatika,

Hajmola & Real.

Dabur India Limited is the fourth largest Company in India with interests

in Health Care, Personal Care and Food Products. It is most famous for

Dabur Chyawanprash and Hajmola.

Dabur had a turnover of approximately Rs.19 billion (approx. US$ 420

million) during the fiscal year 2005-2006, with brands like Dabur Amla,

Dabur Chyawanprash, Vatika, Hajmola & Real. The company's growth

rate rose from 10% to 40%. The expected growth rate for two years was

http://www.dabur.com/EN/Products/Health_Care/

http://www.dabur.com/EN/Products/Personal_Care/

http://www.dabur.com/EN/group/Foods/

http://www.dabur.com/EN/Products/Personal_Care/Hair_Care/Amla/

http://www.dabur.com/en/products/Health_Care/Health_Supplements/Chyawanprash/


http://www.dabur.com/EN/Products/Personal_Care/Hair_Care/Vatika/

http://www.dabur.com/en/products/Health_Care/Digestive/hajmola/

http://www.dabur.com/EN/Group/Foods/real/



http://www.dabur.com/EN/group/Foods/

http://www.dabur.com/EN/Products/Personal_Care/Hair_Care/Amla/



http://www.dabur.com/EN/Products/Personal_Care/Hair_Care/Vatika/

http://www.dabur.com/en/products/Health_Care/Digestive/hajmola/

http://www.dabur.com/EN/Group/Foods/real/



two-fold. Dabur operates in more than 5 countries and distributes its

products worldwide.

The company was founded by Dr. S. K. Burman in 1884 as a small

pharmacy in Kolkata, West Bengal, India and is now led by his great-

grandson V.C. Burman. The company headquarters are in Ghaziabad,

Uttar Pradesh, India, near the Indian capital of New Delhi, where it is

registered. Dabur's manufacturing operations are in India, Africa and the

United Ara Emirates.

The company, through Dabur Pharma Ltd. does toxicology tests and

markets ayurvedic medicines in a scientific manner. They have

researched new medicines which will find use in O.T. all over the country

therein opening a new market.

Dabur Foods, a subsidiary of Dabur India is expecting to grow at 25%.

Its brands of juices, namely, Real and Active, together make it the

market leader in the Fruit Juice Category.

Dabur is the co-owner of the IPL team Kings XI Punjab.

VISION & MISSION STATEMENT:

STRATEGIC INTENT:

They intend to significantly accelerate profitable growth. To do this, they

will:

Focus on growing their core brands across categories, reaching out

to new geographies, within and outside India, and improve

operational efficiencies by leveraging technology.



Be the preferred company to meet the health and personal

grooming needs of their target consumers with safe, efficacious,

natural solutions by synthesizing their deep knowledge of ayurveda

and herbs with modern science.

Provide consumers with innovative products within easy reach.

Build a platform to enable Dabur to become a global ayurvedic

leader.

Be a professionally managed employer of choice, attracting,

developing and retaining quality personnel.

Be responsible citizens with a commitment to environmental

protection.

Provide superior returns, relative to our peer group, to our

shareholders.

CORE VALUES:

Ownership: This is our company. We accept personal responsibility, and

accountability to meet business needs.

Passion For Winning: We all are leaders in our area of responsibility,

with a deep commitment to deliver results. We are determined to be the

best at doing what matters most.

People Development: People are our most important asset. We add

value through result driven training, and we encourage & reward

excellence.

Consumer Focus: We have superior understanding of consumer needs

and develop products to fulfill them better.



Team Work: We work together on the principle of mutual trust &

transparency in a boundary-less organisation. We are intellectually

honest in advocating proposals, including recognizing risks.

Innovation: Continuous innovation in products & processes is the basis

of our success.

Integrity: We are committed to the achievement of business success

with integrity. We are honest with consumers, with business partners and

with each other.

IT INITIATIVES:

In Dabur India Limited knowledge and technology are key resources

which have helped the Company achieve higher levels of excellence and

efficiency. Towards this overall goal of technology-driven performance,

Dabur is utilizing Information Technology in a big way. This will help in

integrating a vast distribution system spread all over India and across the

world. It will also cut down costs and increase profitability.

Major IT Initiatives

Migration from Baan and Mfg ERP Systems to centralized SAP ERP

system from 1st April 2006 for all business units.

Implementation of a country wide new WAN Infrastructure for

running centralized ERP system.

Setting up of new Data Centre at KCO Head Office.

Extension of Reach System to distributors for capturing Secondary

Sales Data.

Roll out of IT services to new plants and CFAs.

Future Challenges



Forward Integration of SAP with Distributors and Stockists.

Backward Integration of SAP with Suppliers.

Implementation of new POS system at Stockist point and

integration with SAP-ERP.

Implementation of SAP HR and payroll.

SAP Roll-out to DNPL and other new businesses.

DABUR AT A GLANCE:

Dabur India Limited has marked its presence with some very significantachievements and today commands a market leadership status. Our

story of success is based on dedication to nature, corporate and process

hygiene, dynamic leadership and commitment to our partners and

stakeholders. The results of our policies and initiatives speak for

themselves.

Leading consumer goods company in India with a turnover of

Rs.2233.72 Crore (FY07)

2 major strategic business units (SBU) - Consumer Care Division

(CCD) and Consumer Health Division (CHD)

3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and

Dabur International and 3 step down subsidiaries of Dabur

International - Asian Consumer Care in Bangladesh, African

Consumer Care in Nigeria and Dabur Egypt.

13 ultra-modern manufacturing units spread around the globe

Products marketed in over 50 countries

Wide and deep market penetration with 47 C&F agents, more than

5000 distributors and over 1.5 million retail outlets all over India



CCD, dealing with FMCG Products relating to Personal Care and Health

Care

Leading brands -

Dabur - The Health Care Brand

Vatika-Personal Care Brand

Anmol- Value for Money Brand

Hajmola- Tasty Digestive Brand

and Dabur Amla, Chyawanprash and Lal Dant Manjan with

Rs.100 crore turnover each

Vatika Hair Oil & Shampoo the high growth brand

Strategic positioning of Honey as food product, leading to market

leadership (over 40%) in branded honey market

Dabur Chyawanprash the largest selling Ayurvedic medicine with

over 65% market share.

Leader in herbal digestives with 90% market share

Hajmola tablets in command with 75% market share of digestive

tablets category

Dabur Lal Tail tops baby massage oil market with 35% of total

share

CHD (Consumer Health Division), dealing with classical Ayurvedic

medicines

Has more than 250 products sold through prescriptions as well as

over the counter

Major categories in traditional formulations include:





- Asav Arishtas

- Ras Rasayanas

- Churnas

- Medicated Oils

Proprietary Ayurvedic medicines developed by Dabur include:

- Nature Care Isabgol

- Madhuvaani

- Trifgol

Division also works for promotion of Ayurveda through organised

community of traditional practitioners and developing fresh batches

of students .

COMPANY HISTORY TIMELINE

1884

Birth of Dabur

1896

Setting up a manufacturing plant

Early 1900s

Ayurvedic medicines

1919

Establishment of research laboratories

1920

Expands further 1936

Dabur India (Dr. S.K. Burman) Pvt. Ltd.

1972

Shift to Delhi

1979

Sahibabad factory / Dabur Research Foundation

1986



Public Limited Company

1992

Joint venture with Agrolimen of Spain

1993

Cancer treatment

1994

Public issues

1995

Joint Ventures

1996

3 separate divisions

1997

Foods Division / Project STARS

1998

Professionals to manage the Company

2000

Turnover of Rs.1,000 crores

2003

Dabur demerges Pharma Business

2005

Dabur aquires Balsara

2005

Dabur announces Bonus after 12 years

2006

Dabur crosses $2 Bin market Cap, adopts US GAAP

2006

Approves FCCB/GDR/ADR up to $200 million

2007

Celebrating 10 years of Real

2007

Foray into organised retail 2007



Dabur Foods Merged With Dabur India

CORPORATE GOVERNANCE

Good corporate governance and transparency in actions of themanagement is key to a strong bond of trust with the Company’s

stakeholders. Dabur understands the importance of good governance and

has constantly avoided an arbitrary decision-making process. Their

initiatives towards this end include:

Professionalization of the board

Lean and active Board(reduced from 16 to 10 members)

Less number of promoters on the Board

More professionals and independent Directors for better

management

Governed through Board committees for Audit, Remuneration,

Shareholder Grievances, Compensation and Nominations

Meets all Corporate Governance Code requirements of SEBI.

CORPORATE CITIZENSHIP

When the Founder Dr. S. K. Burman first established Dabur, he had a

vision that saw beyond the profit motive. In his words, "What is that life

worth which cannot bring comfort to others." This ideal of a humane and

equitable society led to initiatives taken to give back some part of what

Dabur has gained from the community.

Their major initiatives in the Social sector include:

Establishment of the Sustainable Development Society, or

Sundesh, in 1993 - a non-profit organisation to promote research

and welfare activities in rural areas;

http://www.dabur.com/en/about/Commitment/sundesh.asp

http://www.dabur.com/en/about/Commitment/sundesh.asp



Promoting health and hygiene amongst the underpriviledged

through the Chunni Lal Medical Trust; and

Organising the Plant for Life programme for schoolchildren - to

create environmental awareness amongst young minds.

Their commitment to Environment

Dabur upholds the tradition

Today, at Dabur also value nature's bounty. Without the fruits of nature,

the vision of Dabur would never have been fulfilled. And that is the reason

for our unfailing commitment to ecological conservation and regeneration.

We would like to follow the principles of our ancient texts, which say:

"Dehi me dadami te" - "you give me, and I give you".

Back to Nature

Rare herbs and medicinal plants are our most valuable resource, from

which all our products are derived. Due to overexploitation of these

resources and unsustainable practices, these plants and herbs are fastreaching the point of extinction. In view of this critical situation, Dabur

has initiated some significant programmes for ecological regeneration and

protection of endangered plant species.

Plants for Life

They have set up the "Plants for Life" project in the mountainous regions

of the Himalayas. Under the project, a high-tech greenhouse facility has

been set up for developing saplings of rare and endangered medicinal

plants. Fully computer-controlled and monitored, this greenhouse

maintains the highly critical environmental parameters required for their

survival. We are also developing quality saplings of more than 20 herbs, 8

of them endangered, through micro propagation.

In addition, satellite nurseries spread across mountain villages and

contract cultivation of medicinal herbs helps in maintaining the ecological

http://www.dabur.com/en/about/Commitment/PlantforLifeprogramme.asp

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balance. These measures have also helped provide local cultivators the

scientific knowledge for harvesting herbs and a steady source of income.

So that they are not forced to exploit the environment to earn a

livelihood.Living a Green Heritage

These are significant steps that can contribute to a better world for

coming generations. To whom we would like to bequeath a world not

bereft of nature. But full of flowering and fruit bearing trees, animals,

birds and humans living in good health and complete harmony.

EXPORT

They have spread themselves wide and deep to be in close touch with

their overseas consumers.

Offices and representatives in Europe, America and Africa ;

A special herbal health care and personal care range successfully

selling in markets of the Middle East, Far East and several

European countries.

Inroads into European and American markets that have good

potential due to resurgence of the back-to-nature movement.

Export of Active Pharmaceutical Ingredients (APIs), manufactured

under strict international quality benchmarks, to Europe, Latin

America, Africa, and other Asian countries.

Export of food and textile grade natural gums, extracted from

traditional plant sources.



http://www.dabur.com/en/Exports/Guar_Gum/default.asp



http://www.dabur.com/en/Exports/Guar_Gum/default.asp



PARLE PRODUCTS

About Parle

Parle Products has been India's largest manufacturer of biscuits and

confectionery, for almost 80 years. Makers of the world's largest selling

biscuit, Parle-G, and a host of other very popular brands, the Parle name

symbolizes quality, nutrition and great taste. With a reach spanning even

the remotest villages of India , the company has definitely come a very

long way since its inception.

Many of the Parle products - biscuits or confectioneries, are market

leaders in their category and have won acclaim at the Monde Selection,

since 1971. With a 40% share of the total biscuit market and a 15%

share of the total confectionary market in India , Parle has grown to

become a multi-million dollar company. While to consumers it's a beacon

of faith and trust, competitors look upon Parle as an example of

marketing brilliance.

History

In 1929 a small company by the name of Parle products emerged in

British dominated India. The intent was to spread joy and cheer to

children and adults alike, all over the country with its sweets and

candies. The company knew that it wouldn’t be an easy task, but they

decided to take the brave step. A small factory was set up in the suburbs

of Mumbai, to manufacture sweets and toffees. A decade later it was

upgraded to manufacture biscuits as well. Since then, the Parle name has

grown in all directions, won international fame and has been sweetening

people's lives all over India and abroad.

Apart from the factories in Mumbai and Bangalore Parle also has

factories in Bahadurgarh in Haryana and Neemrana in Rajasthan, which



are the largest biscuit and confectionery plants in the country.

Additionally, Parle Products also has 7 manufacturing units and 51

manufacturing units on contract.

Quality

Hygiene is the precursor to every process at Parle. From husking the

wheat and melting the sugar to delivering the final products to the

supermarkets and store shelves nationwide, care is taken at every step

to ensure the best product of long-lasting freshness. Every batch of

biscuits and confectioneries are thoroughly checked by expert staff, using

the most modern equipment hence ensuring the same perfect quality

across the nation and abroad.

LOCATIONS:

• First Factory:- Mumbai

• Second Factory:- Bhadurgarh

•Third Factory:- Bangalore

• Next- Uttranchal

Total Production At Uttaranchal:- 250 metric tones.

PROCESS OF BISCUIT PRODUCTION:-

• Raw Material testing

• Mixing

• Moulding

• Baking

• Cooling

• Packaging



PROCESS OF TOFFIES PRODUCTION:-

• Syrup + Edible Oil + Milk

• Toffee Cooker + Flavour

• Cooling

• Cutting

• Wrapping

PARLE CORE VALUES:

An in-depth understanding of the Indian consumer psyche has helped

Parle evolve a marketing philosophy that reflects the needs of the Indian

masses. With products designed keeping both health and taste in mind,

Parle appeals to both health conscious mothers and fun loving kids. The

great tradition of taste and nutrition is consistent in every pack on the

store shelves, even today. The value-for-money positioning allows people

from all classes and age groups to enjoy Parle products to the fullest.

PILLARS OF SUCCESS:

• Learning

• No Compromise on Quality

• Hard Work

REASONS FOR MARKET LEADER:

• Mass Production i.e Volume

• Cost Cutting: They are in Backward Integration so that to cover

the profit by introducing sugar plants, Maida plants as well as

Packaging Plant.



• Taste

PARLE PRODUCTS:

Biscuit goodies:

• Parle - G

• Krackjack

• Krackjack Crispy Creams

• Monaco

• Hide and Seek

• Parle Marie

• Milk Shakti

Toffies And Candies:

• Cola cola

• Poppins

• Kismi Bar

• Mango Bite

• Melody

Parle Products Pvt. Ltd. Is a US $ 450 million conglomerate started in

India in 1929. They are in the business of manufacturing and marketing

biscuits and confectionaries.

They have State-of-the-art machinery with automatic printing and

packaging facilities. There biscuit baking oven is the largest of its type in

Asia.

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Over the decades the efforts of their Research & Development wing have

made the repertoire of our products grow manifold. In biscuits we have

Glucose, Milk, sweet and salted cream, wafer crème, cumin seed and

cheese categories.In confectionery, they have a range of toffees and hard-boiled candies

available in chocolate, mint, cola, and tropical fruit flavors. Some of these

are double layered toffees and center filled candies packed in rolls or

pillow packs, or have single or double twist wrapping, Almost all of their

products are market leaders in their category and as recognition of their

quality, have won Gold, Silver and Bronze Monde Selection medals since

1971.

Parle enjoys a 40% share of the total biscuit market and a 15% share of

the total confectionary market, in India.

Import-Export

The immense popularity of Parle products in India was always a challenge

to their production capacity. Now, using more modern techniques forcapacity expansion, they have begun spreading our wings and are going

global.

Parle biscuits and confectionaries are fast gaining acceptance in

international markets, such as, Middle East, Africa, South East Asia

and the more sophisticated economies like U.S.A., UK, Canada,

Australia and New Zealand now relish Parle products.

CERTIFICATION:

As part of the efforts towards a larger share of the global market,

Parle has initiated the process of getting ISO 9000 certification.

The Parle name symbolizes quality, health and great taste. Today, the

Parle brands have found their way into the hearts and homes of people

all over India & abroad, which has resulted into Parle-G being the“Worlds largest selling biscuit".



CORPORATE SOCIAL RESPONSIBILITY:

Parle Products with its wide platter of offering of biscuits and sweets like

Parle-G, Krackjack, Monaco, Melody, Mango bite and many others since

1929 is also actively engaged to change & uplift the social face of India.

As a part of Corporate Social Responsibility Policy Parle is keenly involved

in the overall development of younger generation with focused endeavor

to built New Face of India and spread happiness & joy all over.

Parle Centre of Excellence as an institution is dedicated to enrich the lives

of people through conducting various cultural programs across all region

to facilitate the all round development of the children. Every year, Parle

organises Saraswati Vandana in the state of West Bengal during the

festival of Saraswati Puja, inviting schools from all across the state to

participate. The event is one of much fanfare and celebration, keeping

alive the culture and traditions of ages. Our involvement in cultural

activities has seen the inception of Golu Galata in Tamil Nadu, held

during Navratri. Its gives a platform to all the members of a household to

showcase their creativity and being judged by immanent personalities.

Thousands of families participate and celebrate the occasion on a grand

scale.

These events give us a chance to interact with children on a one-to-one

basis, and promote our belief of fun and health for the whole family.

Hero Honda's company profile



The joint venture between India's Hero Group and Honda Motor

Company, Japan has not only created the world's single largest two

wheeler company but also one of the most successful joint ventures

worldwide.

During the 80s, Hero Honda became the first company in India to prove

that it was possible to drive a vehicle without polluting the roads. The

company introduced new generation motorcycles that set industry

benchmarks for fuel thrift and low emission. A legendary 'Fill it - Shut it

- Forget it' campaign captured the imagination of commuters across

India, and Hero Honda sold millions of bikes purely on the commitment of increased mileage.

Over 20 million Hero Honda two wheelers tread Indian roads today.

These are almost as many as the number of people in Finland, Ireland

and Sweden put together!

Hero Honda has consistently grown at double digits since inception; and

today, every second motorcycle sold in the country is a Hero Honda.

Every 30 seconds, someone in India buys Hero Honda's top -selling

motorcycle – Splendor. This festive season, the company sold half a

million two wheelers i n a single month—a feat unparalleled in global

automotive history.

Hero Honda bikes currently roll out from its three globally benchmarked

manufacturing facilities. Two of these are based at Dharuhera and

Gurgaon in Haryana and the third state of the art manufacturing facility

was inaugurated at Haridwar, Uttrakhand in April this year. These plants

together are capable of producing out 4.4 million units per year.

Hero Honda's extensive sales and service network now spans over 3000

customer touch points. These comprise a mix of dealerships, service and



spare points, spare parts stockiest and authorized representatives of

dealers located across different geographies.

Hero Honda values its relationship with customers. Its unique CRM

initiative - Hero Honda Passport Program, one of the largest programs of

this kind in the world, has over 3 million members on its roster. The

program has not only helped Hero Honda understand its customers and

deliver value at different price points, but has also created a loyal

community of brand ambassadors.

Having reached an unassailable pole position in the Indian two wheeler

market, Hero Honda is constantly working towards consolidating its

position in the market place. The company believes that changing

demographic profile of India, increasing urbanization and the

empowerment of rural India will add millions of new families to the

economic mainstream. This would provide the growth ballast that would

sustain Hero Honda in the years to come. As Brijmohan Lall Munjal, the

Chairman, Hero Honda Motors succinctly points out, "We pioneered

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

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

there.''

HERO HONDA. 'S MISSION

Hero Honda’s mission is to strive for synergy between technology,

systems and human resources, to produce products and services that

meet the quality, performance and price aspirations of its customers. At

the same time maintain the highest standards of ethics and social

responsibilities

This mission is what drives Hero Honda to new heights in excellence and

helps the organization forge a unique and mutually beneficial relationship

with all its stake holders.



HERO HONDA'S MANDATE

Hero Honda is a world leader because of its excellent manpower, proven

management, extensive dealer network, efficient supply chain and world-

class products with cutting edge technology from Honda Motor Company,

Japan. The teamwork and commitment are manifested in the highest

level of customer satisfaction, and this goes a long way towards

reinforcing its leadership status..

Hero Honda bikes currently roll out from its three globally benchmarked

manufacturing facilities. Two of these are based at Dharuhera and

Gurgaon in Haryana and the third state of the art manufacturing facilitywas inaugurated at Haridwar, Uttrakhand. These plants together are

capable of producing out 4.4 million units per year.

Hero Honda's extensive sales and service network now spans over 3000

customer touch points. These comprise a mix of dealerships, service and

spare points, spare parts stockiest and authorized representatives of

dealers located across different geographies.

Hero Honda values its relationship with customers. Its unique CRM

initiative - Hero Honda Passport Program, one of the largest programs of

this kind in the world, has over 3 million members on its roster. The

program has not only helped Hero Honda understand its customers and

deliver value at different price points, but has also created a loyal

community of brand ambassadors.

Having reached an unassailable pole position in the Indian two wheeler

market, Hero Honda is constantly working towards consolidating its

position in the market place. The company believes that changing

demographic profile of India, increasing urbanization and the

empowerment of rural India will add millions of new families to the

economic mainstream. This would provide the growth ballast that would

sustain Hero Honda in the years to come.

As Brijmohan Lall Munjal, the Chairman, Hero Honda Motors succinctly

points out, "We pioneered India's motorcycle industry, and it's our



responsibility now to take the industry to the next level. We'll do

all it takes to reach there.''

KEY MILESTONES OF HERO HONDA

1948

Honda motor company was incorporated

1951

Munjal Brothers set up a unit for manufacture of bicycle parts in

Ludhiana.

1955

Hero registered as cycle group.

1983

Joint Collaboration Agreement with Honda Motor Co. Ltd. Japan signed

1984

Hero Honda Motors Ltd. Incorporated.

1985

First motorcycle "CD 100" rolled out.

1987

100,000th motorcycle produced

1989

New motorcycle model - "Sleek" introduced

1991



New motorcycle model - "CD 100 SS" introduced

500,000th motorcycle produced

1992 Raman Munjal Vidya Mandir inaugurated - A School in the memory of

founder Managing Director, Mr. Raman Kant Munjal

1994

New motorcycle model - "Splendor" introduced

1,000,000th motorcycle produced.

1997

New motorcycle model - "Street" introduced

Hero Honda's 2nd manufacturing plant at Gurgaon inaugurated.

1998

2,000,000th motorcycle produced

1999

New motorcycle model - "CBZ" introduced Environment Management

System of Dharuhera Plant certified with ISO-14001 by DNV Holland.

Raman Munjal Memorial Hospital inaugurated - A Hospital in the memory

of founder Managing Director, Mr. Raman Kant Munjal.

2000


Environment Management System of Gurgaon Plant certified ISO-14001

by DNV Holland

Splendor declared 'World No. 1' - largest selling single two-wheeler

model

"Hero Honda Passport Programme" - CRM Programme launched.

2001



New motorcycle model - "Passion" introduced

One million production in one single year

New motorcycle model - "Joy" introduced


2002

New motorcycle model - "Dawn" introduced

New motorcycle model - "Ambition" introduced

Appointed Virender Sehwag, Mohammad Kaif, Yuvraj Singh, Harbhajan

Singh and Zaheer Khan as Brand Ambassadors

2003

Becomes the first Indian Company to cross the cumulative 7 million sales

mark

Splendor has emerged as the World's largest selling model for the third

calendar year in a row (2000, 2001, 2002)

New motorcycle model - "CD Dawn" introduced

New motorcycle model - "Splendor +" introduced

New motorcycle model - "Passion Plus" introduced

New motorcycle model - "Karizma" introduced

2004

New motorcycle model - "Ambition 135" introduced

Hero Honda became the World No. 1 Company for the third consecutive

year.

Crossed sales of over 2 million units in a single year, a global record.

Splendor - World's largest selling motorcycle crossed the 5 million mark

New motorcycle model - "CBZ*" introduced

Joint Technical Agreement renewed

Total sales crossed a record of 10 million motorcycles



2005

Hero Honda is the World No. 1 for the 4th year in a row

New motorcycle model - "Super Splendor" introduced

New motorcycle model - "CD Deluxe" introducedNew motorcycle model - "Glamour" introduced

New motorcycle model - "Achiever" introduced

First Scooter model from Hero Honda - "Pleasure" introduced

2006

Hero Honda is the World No. 1 for the 5th year in a row

MISSION STATEMENT:

“Maintaining an international perspective, the company is dedicated

towards providing the highest quality products at a reasonable price”

COMPANY MANDATE:

• Be a world class manufacture.

• Be a market leader.

• Provide highest level of customer satisfaction.

• Achieve excellence through teamwork.

• Create enduring relationship with stakeholder.

LOCATION:

• Registered and corporate office at New Delhi

• Manufacturing Unit I :- Dharuhera (Haryana)

• Manufacturing Unit II :- Gurgaon (Haryana)

• Manufacturing Unit III :- Haridwar (Uttanachal)

At Dharuhera:-

Capacity: 6500/ day (1985)



Model: Splendor+, Super Splendor, CD Dawn, CD Delux

At Gurgaon:-

Capacity: 6500 /day (1997)Model: Splendor+, Passion +, Glamour/Acheiver, CBZ Xtreme, Karizma,

Pleasure, Hunk

All the premium models are produced at Gurgaon.

At Haridwar:-

Capacity: 6000/ day

Model: Splendor+May be after 1-2 months Passion+ will be manufactured at Haridwar

plant.

Sales Volume:- 30.37 Lakhs as per 2007-2008.

Export:- Around 3% of the total company sales is exported.

There 3 top markets are Sri-Lanka, Bangladesh and Columbia.

They have a constraint that they can’t export in those countries where

Honda is already in business. 90,183 bikes are exported as per 2007-

2008.\

SALES PERFORMANCE

July'05 July'06 FY 05-06 FY 06-07

Total Sales 230050 235314 917617 1068006

Exports (incl in above) 6900 10575 36441 39970



CORPORATE SOCIAL RESPONSIBILITY (CSR)

STAKEHOLDER TIES AT THE GRASSROOTS

Hero Honda Registers 23% Growth in June'06

Hero Honda Sells Over 2.50 Lakh Units in February 2006

Hero Honda Begins 2006 On A High Note

Hero Honda Motors Scales A New High In Cy ’05

Hero Honda Continues On The Growth Path

Retail Sales Escalate To An Unprecedented 4 Lakh + Units

In October’05

Hero Honda Registers 22.3 Per Cent Growth In September

’05

Hero Honda’s Sales Jump 28.5 Per Cent In August 2005

Hero Honda Registers 12 Per Cent Growth In Sales In July

2005

Hero Honda Registers 13% Growth In Sales In Q1 Of

2005-06

Hero Honda Motorcycle Sales In May At 2,26,072

Hero Honda Starts The Financial Year With Over 20%

Growth

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Hero Honda Motors takes considerable pride in its stakeholder

relationships, especially ones developed at the grassroots. The Company

believes it has managed to bring an economically and socially backward

region in Dharuhera, Haryana, into the national economic mainstream.

An Integrated Rural Development Centre has been set up on 40 acres of

land along the Delhi-Jaipur Highway. The Centre-complete with wide

approach roads, clean water, and education facilities for both adults and

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

The Foundation has adopted various villages located within vicinity of the

Hero Honda factory at Dharuhera for integrated rural development. This

includes:

• Installation of deep bore hand pumps to provide clean drinking

water.

• Constructing metalled roads and connecting these villages to the

National Highway (NH -8).

• Renovating primary school buildings and providing hygienic water

and toilet facilities.

• Ensuring a proper drainage system at each of these villages to

prevent water-logging.

• Promoting non-conventional sources of energy by providing a 50

per cent subsidy on biogas plants.

PILLARS OF SUCCESS

• Management

• Manufacturing

• Market Leader

• Brand Value



TPM

The Total Qulity Management is implemented there in Hero Honda plant

with the combination with Integrate Management System(IMS).

KEY POLICIES

AN ENVIRONMENTALLY AND SOCIALLY, AWARE COMPANY

At Hero Honda, our goal is not only to sell you a bike, but also to help

you every step of the way in making your world a better place to live in.

Besides its will to provide a high-quality service to all of its customers,

Hero Honda takes a stand as a socially responsible enterprise respectful

of its environment and respectful of the important issues.

Hero Honda has been strongly committed not only to environmental

conservation programmes but also expresses the increasingly inseparable

balance between the economic concerns and the environmental and

social issues faced by a business. A business must not grow at the

expense of mankind and man's future but rather must serve mankind.

"We must do something for the community from whose land we

generate our wealth."

A famous quote from the Worthy Chairman Mr.Brijmohan Lall Munjal.

Environment Policy

Hero Honda are committed to demonstrate excellence in our

environmental performance on a continual basis, as an intrinsic

element of our corporate philosophy.

To achieve this they commit themselves to:

• Integrate environmental attributes and cleaner production in all our

business processes and practices with specific consideration to



substitution of hazardous chemicals, where viable and strengthen

the greening of supply chain.

• Continue product innovations to improve environmental

compatibility.

• Comply with all applicable environmental legislation and also

controlling our environmental discharges through the principles of

"alara" (as low as reasonably achievable).

• Institutionalise resource conservation, in particular, in the areas of

oil, water, electrical energy, paints and chemicals.

• Enhance environmental awareness of our employees and dealers /

vendors, while promoting their involvement in ensuring sound

environmental management.

Quality Policy

Excellence in quality is the core value of Hero Honda's philosophy.

They are committed at all levels to achieve high quality in whatever we

do, particularly in our products and services which will meet and exceed

customer's growing aspirations through:

• Innovation in products, processes and services.

• Continuous improvement in our total quality management systems.

• Teamwork and responsibility.

Safety Policy

Hero Honda is committed to safety and health of its employees and

other persons who may be affected by its operations. They believe that

the safe work practices lead to better business performance, motivated

workforce and higher productivity.



They shall create a safety culture in the organization by:

• Integrating safety and health matters in all our activities.

• Ensuring compliance with all applicable legislative requirements.

• Empowering employees to ensure safety in their respective work

places.

• Promoting safety and health awareness amongst employees,

suppliers and contractors.

• Continuous improvements in safety performance through

precautions besides participation and training of employees.

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