Profiles of corporates

8/14/2019 Profiles of corporates

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Concepts in Management

The Aditya Birla Group ofCompanies

Profile

he Aditya Birla Group is India's first truly multinationalcorporation. Global in vision, rooted in Indian values, the Group is

driven by a performance ethic pegged on value creation for its multiplestakeholders. A US$ 7.59 billion conglomerate, with a market

capitalisation of US$ 9 billion, it is anchored by an extraordinary forceof 72,000 employees belonging to over 20 different nationalities. Over30 per cent of its revenues flow from its operations across the world.The Group's products and services offer distinctive customer solutions.Its 72 state-of-the-art manufacturing units and sectoral services spanIndia, Thailand, Indonesia, Malaysia, Philippines, Egypt, Canada,Australia and China.

A premium conglomerate, the Aditya Birla Group is a dominant playerin all of the sectors in which it operates. Such as viscose staple fibre,non-ferrous metals, cement, viscose filament yarn, branded apparel,

carbon black, chemicals, fertilisers, sponge iron, insulators andfinancial services.

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The History

The roots of the Aditya Birla Group date back to the 19th century in thepicturesque town of Pilani, set amidst the Rajasthan desert. It was herethat Seth Shiv Narayan Birla started trading in cotton, laying thefoundation for the House of Birlas. Through India's arduous times of the 1850s, the Birla business

expanded rapidly. In the early part of the 20th century, our Group'sfounding father, Ghanshyamdas Birla, set up industries in criticalsectors such as textiles and fibre, aluminium, cement and chemicals.As a close confidante of Mahatma Gandhi, he played an active role inthe Indian freedom struggle. He represented India at the first andsecond round-table conference in London, along with Gandhiji. It wasat "Birla House" in Delhi that the luminaries of the Indian freedomstruggle often met to plot the downfall of the British Raj.

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Ghanshyamdas Birla found no contradiction in pursuing business goalswith the dedication of a saint, emerging as one of the foremostindustrialists of pre-independence India. The principles by which helived were soaked up by his grandson, Aditya Vikram Birla, our Group'slegendary leader.

Under the leadership of our Chairman, Mr. Kumar Mangalam Birla, theGroup has sustained and established a leadership position in its keybusinesses through continuous value-creation. Spearheaded byGrasim, Hind646alco, Aditya Birla Nuvo, Indo Gulf Fertilisers andcompanies in Thailand, Malaysia, Indonesia, the Philippines and Egypt,the Aditya Birla Group is a leader in a swathe of products viscosestaple fibre, aluminium, cement, copper, carbon black, palm oil,insulators, garments. And with successful forays into financial services,telecom, software and BPO, the Group is today one of Asia's mostdiversified business groups.

The Vision

To be a premium global conglomerate with a clear focus on eachbusiness.

The Mission

To deliver superior value to our customers, shareholders, employeesandsociety at large.

The Values

Integrity

Commitment

Passion

Seamlessness

Speed

The Corporate Cells

The Corporate Cells of The Birla Management Corporation act as afocal point for providing a strategic overview, vision and settingdefined targets for all the Group Companies. Their agenda is to play adominant role in functions that are generic to the Group such as issuesrelating to the development of our people and 'the Aditya Birla brand' enhancing the Group's image internally and externally.

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Identifying new areas of investments where the Group can become alead player, portfolio decisions, target setting, tracking the competitiveenvironment, and other matters of strategic importance also fall withintheir purview. Simply put, the Corporate Office is a value-addingactivist centre and within it, Corporate Functions are centres of

excellence.The Central Cell was one of the first to be set up in the Group.Working directly with the Chairman, the Cell operates in closeinteraction with ABMCL directors, business heads and other corporatefunctions. It is actively involved in the Group's management processessuch as annual planning and capital budgeting; performancemonitoring, review and MIS; formulation of business/ finance strategyand business portfolio restructuring; mergers and acquisitions,divestures and project evaluations. The Cell advises and aids Groupcompanies in managing risks relating to existing businesses andassessing new ventures.

Corporate Technology, Strategy and Services (CTSS) providesinnovative technical solutions for strategic needs of the Group'sbusinesses. It is responsible for developing growth opportunitiesthrough research or licensing of new processes, products andapplications. It appraises major investment proposals for the Group. Ithelps upgrade the technology competence of the businesses for costreduction, quality improvement, capacity increase, sharing besttechnology practices across the Group, trouble-shooting, process R&D,new product and application development.

Its Central Technical Centre (CTC) provides services across the Groupfor cost reduction by energy conservation, waste heat recovery,optimisation of manpower and material handling systems, improvedoperational and maintenance practices. CTC provides support inpollution control measures and trouble-shooting for plant equipmentand is a Gujarat Government approved energy auditor. This cell isheaded by Dr. Hameed Bhombal.

Corporate Technology, Strategy and Services Cell (CTSS) worksto strengthen the Group's competitive advantage through proactive,two-way credible communications among its multiple internal and

external stakeholders. In so doing, the Cell strives to raise the Group'sprofile and enhance its image. Additionally, it provides GroupCompanies and corporate functions with strategic advice andprofessional inputs in their communication processes.

Corporate Communications is the pivot which imparts the Groupidentity to the Group Companies and businesses through multiplecommunication strategies, leveraging the Aditya Birla brand equity.

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This Cell is responsible for Corporate Social Responsibility initiativesacross the Group as well. This cell is headed by Dr. Pragnya Ram,Corporate Communications.

Corporate HR Cell's role is to strategise and provide intellectual

infrastructure for the human resources and organisationaldevelopment of the Group, in line with the strategic business direction.While architecturing the organisational future in terms of humancapital, Corporate HR engages with businesses at the operational andtactical level to assist in specific areas of human capital value driverssuch as, leadership development, reward strategy, performancemanagement and competency building. It also monitors and takesproactive steps to promote employee engagement through world-classpeople processes and a value-based work culture. It partners withbusinesses and other functions to realise the Group HR vision which isto build the Aditya Birla Group as "an achievement focused,

development oriented and people sensitive organisation and the HRfunction as the most business friendly function of the Group". This cellis headed by Dr. Santrupt Misra, Corporate Human Resources.

Corporate Information Technology Cell works closely withbusinesses, corporate functions and business IT heads, providingstrategic technological direction to the Group's IT initiatives. It isresponsible for formulating and administering the IT policy coveringinformation security, the business continuity plan, information systemsaudit, standardisation of technologies / platforms and other major ITinvestments. The Cell is also engaged in providing infrastructure for

facilitating mail and messaging, and e-commerce (CRM, e-procurement, etc.). It is involved with the Group's knowledgemanagement portal Aditya Disha, and other e-learning initiativesthrough the Aditya Birla Information Highway, Data Centre and ServerFarm. The Cell is instrumental indeveloping strategic relationships withmajor IT vendors.Headed by Mr. L. Sundarrajan, Corporate Information Technology.

Corporate Finance Group (CFG) focuses on mergers andacquisitions, on-going evaluation of existing businesses, entry intonewer businesses, institutionalisation of the value management and

the planning and budgeting processes. It also works towardsintegration of best practices through external benchmarking andinternal synergies. It is responsible for international financing andbringing to the fore innovative financing techniques to support thevarious businesses of the Group. Simultaneous focus is given to valuecommunication through its investor relations activities. This cell isheaded by Mr. Sumant Sinha, Corporate Finance.

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Corporate Legal Cell is the apex legal function for the entire Groupand provides counsel on a variety of strategic and business relatedlegal issues. The Cell has the competency to provide advice in various jurisdictions and is considered as part of the business process. Inkeeping with the legal environment, the Cell also deals with regulatory

and compliance issues besides providing assistance in litigation andinterfacing with external counsel. This cell is headed by Mr. M.R.Prasanna, Corporate Legal.

Corporate Management Audit Cell strives towards systemsperfection across the Group and has been actively involved in theevolution, implementation and review of internal controls, costreduction methods, Group policies, effective MIS, assessment,monitoring and management of business risks and promoting effectivecorporate governance. The audit function regularly shares informationand best practices among the units and helps the Group to keep pace

with the fast changing business scenario, while also safeguarding theGroup's interests in the process. This cell is headed by Mr. S.N. Neotia,Corporate Management Audit andN. G. Shankar, Corporate Management Audit.

Corporate Project Monitoring Cell ensures that new projects (bothgreenfield and expansions) are completed within time and cost targets.The Cell leverages synergies between different projects by developinga pool of shared experiences with regard to suppliers, contractors andother key areas of project implementation. It helps in implementationof the latest project management systems and technologies. This cell

is headed by Mr. M.S. Jain, Corporate Project Monitoring.

Corporate Safety, Health and Environment Cell offers technicalsupport to the Group with functional responsibility for safety, healthand environment. The Cell's activities include implementation of auniform corporate safety, health and environment policy across theGroup, maintaining contact with concerned statutory authorities,supporting business / unit managements in ensuring adherence tolocal legislation and organising need based training programmes foremployees. This cell is headed by Mr.Satish Karnik, Corporate Safety,Health and Environment Cell.

Corporate Strategy and Business Development Cell continuouslytracks the business environment of each existing business,recommends new directions, plans and develops new initiatives for theGroup and evaluates project proposals developed by the GroupCompanies. This cell is headed by Dr.Bharat K. Singh, CorporateStrategy and Business Development.

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Management Services Cell acts as a facilitator to Group Companiesfor improving their operational efficiencies. As a 'solutions provider' thedivision works in close co-ordination with units and businesses toreview systems and processes for operational improvements, itinstitutionalises best practices while also carrying out benchmarking

exercises in commercial areas. It leverages the Group's strengths tomaximise synergy in procurement functions, carries out studies onpost-merger synergy, indirect taxation and WTO. A repository ofknowledge in key commercial areas, the division also undertakes groupstudies and interactions on relevant subjects in the dynamicallychanging business scenario. This cell is headed by Mr. K.B.R.Murthy,Management Services.

World Class Manufacturing (WCM)Cell implements the blueprintof the WCM concept that has been adopted by the Aditya Birla Groupto usher in transformation necessary for growing in the globally

competitive environment. The Cell is engaged in education andtraining, along with research and on-site facilitation services toimplement the customised holistic model which lays emphasis on allaspects of a business for achieving and sustaining overallcompetitiveness within the organisation and across its supply chain.The model integrates the key features of TQM, TPM, TPS/ Lean and SixSigma, while also addressing the criteria of renowned businessexcellence quality models such as the Malcolm Baldrige NationalQuality Award, European Quality Award, JIPM-TPM Award and DemingAward. This cell is headed by Mr. J. Sridharan, World ClassManufacturing Cell.

Corporate Affairs and Development Cell functions as the Grouphub for all corporate affairs activities. It supports and extends serviceto all Group Companies on matters both intrinsic and extrinsic,particularly with regard to central and state governments, legislators,administrators, diplomatic community and trade chambers amongothers. The Cell plays a key role in routine as well as strategic mattersat various units and at the Group level towards creation of a conducivepublic policy environment. This cell is headed by Mr. ShubendhuAmitabh, Corporate Affairs and Liasion.

The Corporate Economics Cell (CEC) provides support to the Groupand its various businesses. The CEC gives research based inputs tobusiness decisions by tracking, assessing, analysing and forecastingdomestic and global macro-economic trends and policies. The CEC alsoundertakes specific and business relevant economic studies that areused in planning and strategic decisions. This cell is headed by Dr. AjitRanade, Group Chief Economist Cell.

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The Tata Group of Companies

Profile

he Tata Group comprises 93 operating companies in sevenbusiness sectors: information systems and communications;

engineering; materials; services; energy; consumer products; andchemicals. The Group was founded by Jamsetji Tata in the mid 19th

century, a period when India had just set out on the road to gainingindependence from British rule. Consequently, Jamsetji Tata and thosewho followed him aligned business opportunities with the objective of

nation building. This approach remains enshrined in the Group's ethosto this day.

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The Tata Group is one of India's largest and most respected businessconglomerates, with revenues in 2004-05 of $17.8 billion (Rs 799,118million), the equivalent of about 2.8 per cent of the country's GDP.Tata companies together employ some 215,000 people. The Group's32 publicly listed enterprises among them standout names such asTata Steel, Tata Consultancy Services, Tata Motors and Tata Tea have a combined market capitalisation that is the highest amongIndian business houses in the private sector, and a shareholder base of

over 2 million. The Tata Group has operations in more than 40countries across six continents, and its companies export products andservices to 140 nations.

The Tata family of companies shares a set of five core values: integrity,understanding, excellence, unity and responsibility. These values,which have been part of the Group's beliefs and convictions from itsearliest days, continue to guide and drive the business decisions of

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Tata companies. The Group and its enterprises have been steadfastand distinctive in their adherence to business ethics and theircommitment to corporate social responsibility. This is a legacy that hasearned the Group the trust of many millions of stakeholders in ameasure few business houses anywhere in the world can match.

The Vision

As much an institution as it is a business conglomerate, the Tata Groupis unique in more ways than one. Established by Jamsetji Tata in thesecond half of the 19th century, the Group has grown into one ofIndia's biggest and most respected business organisations, thanks inno small part to its entrepreneurial vision, its commitment to idealsthat put people before profits, and its fortitude in the face of adversityvalues and purpose.

The Mission

At the Tata Group our purpose is to improve the quality of life of thecommunities we serve. We do this through leadership in sectors ofnational economic significance, to which the Group brings a unique setof capabilities. This requires us to grow aggressively in focused areasof business.

Our heritage of returning to society what we earn evokes trust amongconsumers, employees, shareholders and the community. Thisheritage is being continuously enriched by the formalisation of the highstandards of behaviour expected from employees and companies.

The Tata name is a unique asset representing leadership with trust.Leveraging this asset to enhance Group synergy and becomingglobally competitive is the route to sustained growth and long-termsuccess.

The Tata name is a unique asset representing leadership with trust.Leveraging this asset to enhance Group synergy and becomingglobally competitive is the route to sustained growth and long-termsuccess:

Integrity: We must conduct our business fairly, with honesty andtransparency. Everything we do must stand the test of public scrutiny.

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Understanding: We must be caring, show respect, compassion andhumanity for our colleagues and customers around the world, andalways work for the benefit of the communities we serve.

Excellence: We must constantly strive to achieve the highest possible

standards in our day-to-day work and in the quality of the goods andservices we provide.

Unity: We must work cohesively with our colleagues across the Groupand with our customers and partners around the world, building strongrelationships based on tolerance, understanding and mutualcooperation.

Responsibility: We must continue to be responsible, sensitive to thecountries, communities and environments in which we work, alwaysensuring that what comes from the people goes back to the people

many times over.

Group management

The Tata Group is headed by Group chairman Ratan Tata. The GroupExecutive Office and the Group Corporate Centre are the two decision-making bodies that define and direct the business endeavours of theTata Group

Management structure

There are two decision-making bodies that define and direct thebusiness endeavours of the Tata Group. These are called the GroupExecutive Office and the Group Corporate Centre.

Group Executive Office

The Group Executive Office (GEO) defines and reviews the businessactivities of the Tata Group and is involved in implementingprogrammes in corporate governance, human resources, theenvironment, etc. The chief objective of the GEO is to make the TataGroup more synergistic; it does this by strengthening the relationship

between the Group and its companiesThe GEO creates a shared understanding of a Tata company's currentactivities, its strengths and its weaknesses. It then addresses the moststrategic issues facing the company. Apart from this, the GEO hasreviewed the Group's business portfolio and clustered companies intoseven business sectors. The GEO assesses what unique value acompany adds to a particular business sector and, conversely, whatunique value the Group can bring to that company

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Group Corporate Centre

The mandate of the Group Corporate Centre (GCC) is to guide thefuture strategy and direction of the Tata Group and to work in close

coordination with the Group Executive Office. The GCC comprisesRatan Tata, N. A. Soonawala, J. J. Irani, R. K. Krishna Kumar, R.Gopalakrishnan, Ishaat Hussain, Kishor Chaukar, Arun Gandhi and AlanRosling.

Corporate Governance

Principles firstAn implicit sense of ethical business conduct has been the cornerstoneof the Tata way in the corporate governance sphere. On issues rangingfrom customer care and business excellence to financial propriety and

more, explicit rules and regulations supplement the traditional valueson which the Tata Group has been shaped.

Employee Relations

With some 220,000 members in its diverse and widespread family, theTata Group is more than just another employer. The Group's manypioneering initiatives to benefit and empower employees have fewparallels anywhere in the world, and it has blended its traditionalbenevolence with evolving human resource methodologies to deliver awhole lot beyond mere jobs.

Indian Oil Corporation

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The Vision

major diversified, transnational, integrated energy company, withnational leadership and a strong environment conscience, playing

a national role in oil security& public distribution.

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The Mission To achieve international standards of excellence in all aspects ofenergy and diversified business with focus on customer delight throughvalue of products and services, and cost reduction.

To maximise creation of wealth, value and satisfaction for thestakeholders.

To attain leadership in developing, adopting and assimilatingstate-of- the-art technology for competitive advantage.

To provide technology and services through sustained Researchand Development.

To foster a culture of participation and innovation for employeegrowth and contribution.

To cultivate high standards of business ethics and Total QualityManagement for a strong corporate identity and brand equity.

To help enrich the quality of life of the community and preserveecological balance and heritage through a strong environmentconscience.

The Values

Care

Innovation

Passion

Trust

The Objectives To serve the national interests in the oil and related sectors inaccordance and consistent with Government policies.

To ensure and maintain continuous and smooth supplies of petroleumproducts by way of crude refining, transportation and marketingactivities and to provide appropriate assistance to the consumer toconserve and use petroleum products efficiently.

To earn a reasonable rate of interest on investment.

To work towards the achievement of self-sufficiency in the field of oil

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refining by setting up adequate capacity and to build up expertise inlaying of crude and petroleum product pipelines.

To create a strong research and development base in the field of oilrefining and stimulate the development of new product formulationswith a view to minimise/eliminate their imports and to have next

generation products.

To maximise utilisation of the existing facilities in order to improveefficiency and increase productivity.

To optimise utilisation of its refining capacity and maximise distillateyield from refining of crude to minimise foreign exchange outgo.

To minimise fuel consumption in refineries and stock losses inmarketing operations to effect energy conservation.

To further enhance distribution network for providing assured service

to customers throughout the country through expansion of resellernetwork as per Marketing Plan/Government approval.

To avail of all viable opportunities, both national and global, arising outof the liberalisation policies being pursued by the Government of India.

To achieve higher growth through integration, mergers, acquisitionsand diversification by harnessing new business opportunities likepetrochemicals, power, lube business, consultancy abroad andexploration & production.

The ObligationsTowards customers and dealers: To provide prompt, courteous and efficient service and qualityproducts at fair and reasonable prices.

Towards suppliers:To ensure prompt dealings with integrity, impartiality and courtesy andpromote ancillary industries.

Towards employees:

Develop their capability and advancement through appropriate trainingand career planning.

Expeditious redressal of grievances:Fair dealings with recognised representatives of employees inpursuance of healthy trade union practice and sound personnelpolicies.

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IndianOil; an independent Director representing ONGC has also beeninducted on the Board of the Corporation.

Principle Executives

At present, the Board has a total of 17 Directors. These include

Chairman and 7 whole time Functional Directors, 5 Part-time non-Executive Directors, 3 Part time non-Executive nominee Directors fromthe Ministry of Petroleum & Natural Gas (MOP&NG), Govt. of India anda nominee from ONGC Ltd.

Dabur India Limited

History

he story of Dabur began with a small, but visionary endeavour byDr. S. K. Burman, a physician tucked away in Bengal. His mission

was to provide effective and affordable cure for ordinary people in far-flung villages. Soon the news of his medicines traveled, and he cameto be known as the trusted 'Daktar' or Doctor who came up witheffective cures. And that is how his venture Dabur got its name -derived from the Devanagri rendition of Daktar Burman. Dr. Burmanset up Dabur in 1884 to produce and dispense Ayurvedic medicines.

Reaching out to a wide mass of people who had no access to propertreatment, Dr. S. K. Burman's commitment and ceaseless effortsresulted in the company growing from a fledgling medicinemanufacturer in a small Calcutta house, to a household name that atonce evokes trust and reliability.

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Vision

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Dedication towards the health and well being of every household.

Mission

We intend to significantly accelerate profitable growth. To do this, wewill:

Focus on growing our core brands across categories, reachingout to new geographies, within and outside India, and improveoperational efficiencies by leveraging technology

Be the preferred company to meet the health and personalgrooming needs of our target consumers with safe, efficacious,natural solutions by synthesizing our deep knowledge ofayurveda and herbs with modern science

Provide our 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 environmentalprotection

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

ValuesOwnership: 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 bethe best at doing what matters most.

People Development: People are our most important asset. We addvalue through result driven training, and we encourage & rewardexcellence.

Consumer Focus: We have superior understanding of consumerneeds 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 intellectuallyhonest in advocating proposals, including recognizing risks.

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Innovation: Continuous innovation in products & processes is thebasis of our success.

Integrity: We are committed to the achievement of business successwith integrity. We are honest with consumers, with business partners

and with each other.


Good corporate governance and transparency in actions of themanagement is key to a strong bond of trust with the Companysstakeholders. Dabur understands the importance of good governanceand has constantly avoided an arbitrary decision-making process. Ourinitiatives towards this end include:

Professionalisation 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.

Hindustan Aeronautics Limited

Visiono make HAL a dynamic, vibrant, value based learning organisationwith human resources exceptionally skilled, highly motivated &

committed to meet the current & future challenges. This will be drivenby core values of the Company fully embedded in the culture of theorganization.

T

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Mission

Enable all those working for HAL to give out their best to ensure theirall round growth as well as that of the organization. To become aglobally competitive aerospace industry while working as aninstrument for achieving self-reliance in design, manufacture andmaintenance of aerospace equipment, civil transport aircraft,helicopter and missiles and diversifying to related areas, managing thebusiness on commercial lines in a climate of growing professionalcompetence.

Values

CUSTOMER SATISFACTION

We are dedicated to building a relationship with our customers wherewe become partners in fulfilling their mission. We strive to understandour customers ' needs and to deliver products and services that fulfilland exceed all their requirements.

COMMITMENT TO TOTAL QUALITY

We are committed to continuous improvement of all our activities. Wewill supply products and services that conform to highest standards ofdesign, manufacture, reliability, maintainability and fitness for use asdesired by our customers.

COST AND TIME CONSCIOUSNESS

We believe that our success depends on our ability to continuallyreduce the cost and shorten the delivery period of our products andservices. We will achieve this by eliminating waste in all activities andcontinuously improving all processes in every area of our work.

INNOVATION AND CREATIVITY

We believe in striving for improvement in every activity involved in ourbusiness by pursuing and encouraging risk-taking ,experimentationand learning at all levels within the company with a view to achieving

excellence and competitiveness.

TRUST AND TEAM SPIRIT

We believe in achieving harmony in work life through mutual trust,transparency, co-operation, and a sense of belonging. We will strive forbuilding empowered teams to work towards achieving organisationalgoals.

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RESPECT FOR THE INDIVIDUAL

We value our people. We will treat each other with dignity and respectand strive for individual growth and realisation of everyone's fullpotential.

INTEGRITY

We believe in a commitment to be honest, trustworthy,and fair in allour dealings. We commit to be loyal and devoted to our organisation.We will practise self discipline and own responsibility for our actions.We will comply with all requirements so as to ensure that ourorganisation is always worthy of trust.

Objectives

Ensure availability of Total Quality People to meet theorganizational goals & objectives.

Continuous improvement in Knowledge, Skill & Competence(Managerial, Behavioral & Technical).

Promote a Culture of Achievement & Excellence, with emphasison Integrity, Credibility & Quality.

Maintain a motivated workforce through empowerment ofIndividual & Team building.

Enhance Organizational Learning; As a strategic business partner, Human Resource to play a

pivotal role directly & significantly to Productivity enhancement,Profitability & improve Quality of Work Life.

Strategy

To be in total alignment with Corporate Strategy. Maintain Human Resource at optimum level to meet the

objectives & goals of the Company. Competence Mapping, Analysis & Upgradation of Knowledge &

Skills including Training, Retraining, Multi Skilling etc. Create Leadership with Shared Vision at various levels in the

Organization. Focused Development of Core Competence in High-Tech areas. Building Cross functional Teams Bring Company wide awareness of Mission, Values &

Organizational Goals.

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Personnel policies on Performance based criteria, ensuringGrowth, Rewards, Recognition & Motivation.

Focus of Human Resource Policy

Competence Building Commitment Motivation Employee Relations

In the backdrop of the above, focus of Human Resource Developmentinitiatives at HAL emphasize on the following:

MAN POWER PLANNING

Out sourcing of low tech and medium tech jobs Fresh induction only in critical / highly specialised

areas based on requirements due to increase in work loadand super annuation profile (Annexure-II). In the WorkmenCadre, induction will be restricted to Direct Workmen only. Improving the existing qualification profile byfocussing induction of professionally qualified personneland diploma holders.

Hence focus of recruitment would be to recruit people withcombination of knowledge, skill, experience and attitude in line withorganisational requirements through appropriate manpower plan (FOS)both short term (contract appointments) and long term recruitment

programme.

TRAINING & DEVELOPMENT

Training is one of the most important interventions for developinghuman resource. Hence, identification of training competency profile interms of vision, mission of the Company would be the strategic point ofthe training and development strategy of the Company. The followingobjective has been set in this regard:

To provide training to all employees at regularinterval in a plan period of 5 years.

Training to become an integral component ofindividual professional evolution by;o updating knowledge to avoid obsolescence;o enhancing professional creativityo enabling employees to shoulder higherresponsibility

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o to create a business bias and strategic thinkingto take up new business challenges (creation ofCentre of Excellence, etc)

The goals of training will be to progressively achieve 7 days training

per employee per year with a budget of 2% of annual Wage Bill.

Keeping the organisational requirement and the above goals andobjective of training, the following has been identified as the key focusareas of training:

Technology

Tooling Quality

Information Technology

Furthermore, to facilitate development of soft skills (change of mind

set, managerial development etc.) training would be imparted oncontinuous basis. Tie-ups with Centre of Excellence like IITs, NDC, FIASFrance etc. for training would be given prime importance.

PERFORMANCE APPRAISAL

Appraising people for meeting Company's goal would be the primefocus of performance management. The new Performance AppraisalSystem based on work planning and commitment (mutually agreedtasks) , self review and performance analysis, performance review andfeedback would ensure that the focus would be on value adding

activities rather than on routine activities which bear no relationshipwith organisational goals and objectives.

Identification of low performers and resultant corrective action throughout the company would be given priority. Similarly, faster careergrowth opportunity would be provided to high performers.

REWARD SYSTEM

Focus of the reward system in the Company would be to promote teamwork and culture of achievement and excellence in the organisation. Inaddition to the mechanism of individual reward for making exemplarycontribution in the key thrust area of the Company for overall

excellence and for desirable attributes like creativity and innovation.Coupled with above, schemes like "Inter Divisional Competition" andproposed "Profit Sharing Schemes" etc. has been institutionalised inthe Company for team reward.

SCHEME FOR LEARNING & CERTIFICATION FOR EXECUTIVES

A "Learning Organisation" is essential for survival in the present era ofLiberalisation, Privatisation and Globalisation. Therefore, "Knowledge"

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is the only Core Competence of Organisations for coping with changes.Since, individual knowledge is the starting point for organizationalknowledge, therefore, it is only the employees who can convertknowledge into efficient actions.

In line with the above philosophy, among other initiatives like

institutionalizing Learning Centres in Divisions etc., HAL has alsointroduced the Scheme for Learning & Certification for executives as astarting point for building individual knowledge. The Scheme inter-aliaprovides opportunity for the Junior & Middle Management CadreExecutives to broaden their perspective by not only learning about allfunctions and procedure in their respective disciplines but also inrelated areas and overall knowledge about the organization and itsenvironment. So far, approximately, 45% (both for "O" & "A" level) ofexecutives have been certified. It is proposed to expand the coverageof this Scheme further, if required, by linking the Scheme to some kindof Reward mechanism.

Videocon Limited

Historyhri Nandlal Madhavlal Dhoot, the founder of the Videocon Group,completed his education in Ahmednagar and Pune. He was a

successful sugarcane and cotton cultivator. As a next logical step tovertical integration, he boldly took upon an entrepreneurial venture byimporting machinery from Europe to set up the Gangapur Sakhar

S

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Technology is no more a premium input; it has become the bareminimum in recent years. Rapid advances have only fuelled thisphenomenon. Videocon is extremely vigilant in shunting out datedtechnology and replacing it with the best-in-class offers of the times.

Product development, innovation and customisation are the tools

Videocon uses to stay ahead of the competition. This is because acontinuous stream of innovative products excites the market andenhances brand recall. A strategy that Videocon banks on a lot,especially on the domestic front.

The market share battle scene has long shifted from technology andprocesses to the psyche of the customer. This means that those withdeeper insights into the elusive mind of the buyer are likely todominate. Videocon is reinforcing marketing strengths to read betterthe pulse of the market and help create products that map perfectlyinto customer preferences.

The future is unpredictable, but not doing anything about it is fraughtwith grave risk. Videocon extrapolates future trends on the basis ofcurrent changes in technology and preferences as well as sheer gutfeel. Fine-tuned business instincts are worth their weight in gold, lots ofit. The company has perfected its practice almost into an art form withsome calculated gambles like oil and gas proving to be absolutemoney-spinners.


The company's philosophy on corporate governance enshrines the goalof achieving the highest levels of transparency, accountability andequity in all spheres of its operations and in all its dealing with theshareholders, employees, the government and other parties. Thecompany believes in the philosophy on code of corporate governance,which provides a structure by which the rights and responsibility ofdifferent constituents, such as the board, employees and shareholdersare carved out. In carrying out this, it is ensured that the company'sobjectives are well defined and performance against those objectivesare adequately measured and monitored.

Corporate governance is considered as an important tool forshareholders protection and maximization of their long -term values. The cardinal principal such as accountability, responsibility,transparency and fair disclosure serve as the means for achieving this.

Employee Contribution

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Profile

ver the years, ITC has evolved from a single product company to amulti-business corporation. Its businesses are spread over a wide

spectrum, ranging from cigarettes and tobacco to hotels, packaging,

paper and paperboards and international commodities trading. Each ofthese businesses is vastly different from the others in its type, thestate of its evolution and the basic nature of its activity, all of whichinfluence the choice of the form of governance. The challenge ofgovernance for ITC therefore lies in fashioning a model that addressesthe uniqueness of each of its businesses and yet strengthens the unityof purpose of the Company as a whole.

O

Since the commencement of the liberalisation process, India'seconomic scenario has begun to alter radically. Globalisation will notonly significantly heighten business risks, but will also compel Indiancompanies to adopt international norms of transparency and goodgovernance. ITC's governance policy recognises the challenge of thisnew business reality in India.

Vision

Sustain ITCs position as one aof the indias most valuable corporationsthrough world class performance, creating growing value for the Indianeconomy and the companys stake holders.

Mission

To enhance the wealth generating capability of the enterprise in aglobalizing environment, delivering superior and sustainablestakeholder value.

Values

ITC's Values are aimed at developing a customer-focused, high-performance organisation which creates value for all its stakeholders:

Trusteeship

As professional managers, we are conscious that ITC has been given tous in "trust" by all our stakeholders. We will actualise stakeholder

value and interest on a long term sustainable basis.Customer Focus

We are always customer focused and will deliver what the customerneeds in terms of value, quality and satisfaction.

Respect for People

We are result oriented, setting high performance standards forourselves as individuals and teams.

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responsibility to meet stakeholder aspirations and societalexpectations.

Cornerstones

From the above definition and core principles of Corporate Governanceemerge the cornerstones of ITC's governance philosophy, namelytrusteeship, transparency, empowerment and accountability, controland ethical corporate citizenship. ITC believes that the practice of eachof these leads to the creation of the right corporate culture in whichthe company is managed in a manner that fulfls the purpose ofCorporate Governance.

Trusteeship

ITC believes that large corporations like itself have both a social andeconomic purpose. They represent a coalition of interests, namely

those of the shareholders, other providers of capital, businessassociates and employees. This belief therefore casts a responsibilityof trusteeship on the Company's Board of Directors. They are to act astrustees to protect and enhance shareholder value, as well as toensure that the Company fulfils its obligations and responsibilities to itsother stakeholders. Inherent in the concept of trusteeship is theresponsibility to ensure equity, namely, that the rights of allshareholders, large or small, are protected.

Transparency :

ITC believes that transparency means explaining Company's policiesand actions to those to whom it has responsibilities. Thereforetransparency must lead to maximum appropriate disclosures without jeopardising the Company's strategic interests. Internally,transparency means openness in Company's relationship with itsemployees, as well as the conduct of its business in a manner that willbear scrutiny. We believe transparency enhances accountability.

Empowerment and Accountability :

Empowerment is an essential concomitant of ITC's first core principleof governance that management must have the freedom to drive theenterprise forward. ITC believes that empowerment is a process ofactualising the potential of its employees. Empowerment unleashescreativity and innovation throughout the organisation by truly vestingdecision-making powers at the most appropriate levels in theorganisational hierarchy.

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ITC believes that the Board of Directors are accountable to theshareholders, and the management is accountable to the Board ofDirectors. We believe that empowerment, combined withaccountability, provides an impetus to performance and improveseffectiveness, thereby enhancing shareholder value.

Control :ITC believes that control is a necessary concomitant of its second coreprinciple of governance that the freedom of management should beexercised within a framework of appropriate checks and balances.Control should prevent misuse of power, facilitate timely managementresponse to change, and ensure that business risks are pre-emptivelyand effectively managed.

Ethical Corporate Citizenship:

ITC believes that corporations like itself have a responsibility to set

exemplary standards of ethical behaviour, both internally within theorganisation, as well as in their external relationships. We believe thatunethical behaviour corrupts organisational culture and underminesstakeholder value.

Dr. Reddys Laboratories Limited

History

r. Reddys Laboratories was founded by Dr Anji Reddy, aentrepreneur-scientist, in 1984. The DNA of the company is drawn

from its founder and his vision to establish Indias first discovery ledglobal pharmaceutical company. In fact, it is this spirit ofentrepreneurship that has shaped the company to become what it istoday.

D

Dr Anji Reddy, having moved out of Standard Organics Limited, acompany he had successfully co-founded, started Dr. Reddys

Laboratories with $ 40,000 in cash and $120,000 in bank loan! Today,the company with revenues of Rs.1947 crore (US $446 million), as offiscal year 2005, is Indias second largest pharmaceutical company andthe youngest among its peer group.

The company has several distinctions to its credit. Being the firstpharmaceutical company from Asia Pacific (outside Japan) to be listedon the New York Stock Exchange (on April 11, 2001) is only one among

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them. And as always, Dr. Reddys chose to do it in the most difficult ofcircumstances against widespread skepticism. Dr. Reddys came uptrumps not only having its stock oversubscribed but also becoming thebest performing IPO that year.

Today, Dr. Reddys continues its journey. Leveraging on its Low Cost,High Intellect advantage. Foraying into new markets and newbusinesses. Taking on new challenges and growing stronger and morecapable. Each failure and each success renewing the sense of purposeand helping the company evolve.

With over 950 scientists working across the globe, around the clock,the company continues its relentless march forward to discover anddeliver a breakthrough medicine to address an unmet medical needand make a difference to peoples lives worldwide. And when it doesthat, it would only be the beginning and yet it would be the mostimportant step. As Lao Tzu wrote a long time ago, Even a 1000 mile

journey starts with a single step.

Vision

To become a discovery led global pharmaceutical company, and helppeople lead healthier lives.

Values

Quality: We are dedicated to achieving the highest levels of quality ineverything we do to delight customers, internal & external, every time

Respect for the Individual: We uphold the self esteem and dignity ofeach other by creating an open culture conducive for expression ofviews and ideas irrespective of hierarchy

Innovation & Continuous Learning: We create an environment ofinnovation and learning that fosters, in each one of us, a desire toexcel and willingness to experiment.

Collaboration & Teamwork: We seek opportunities to buildrelationships and leverage knowledge, expertise and resources to

create greater value across functions, businesses and locations

Harmony & Social Initiatives: We take utmost care to protect ournatural environment and serve the communities in which we live andwork

Our business practices are guided by the highest ethical standards oftruth, integrity and transparency. We strive for excellence ineverything we think, say and do.

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Dr. Reddy's long-standing commitment to high standards of corporategovernance and ethical business practices is a fundamental shared

value of its Board of Directors, management and employees. TheCompany's philosophy of corporate governance stems from its beliefthat timely disclosures, transparent accounting policies, and a strongand independent Board go a long way in preserving shareholders trustwhile maximizing long-term shareholder value.

Good corporate governance flows out of the commitment of theManagement and the Board of Directors. When the commitment isbacked by the fundamental beliefs of maximizing value forstakeholders; transparent actions in the business; values of acorporate; and mutual trust amongst all constituents of the business,

the organization transforms itself into a higher plane of leadership.The forward-looking approach of Dr. Reddy's has always helped it, inachieving the desired results. This approach has transformed thecompany's culture to one that is relentlessly focused on the speedytranslation of scientific discoveries into innovative products. Dr.Reddy's commitment towards Corporate Governance started wellbefore law mandated such practices.

The company has identified and established its core purpose, missionand core values for achieving corporate excellence. Dr. Reddy'sbelieves in crafting an environment where the parameters of conduct

and behavior of the company and its management is constantlyaligned with the business environment.

The highlights of Dr. Reddy's Corporate Governance systems are anindependent Board of Directors following international practices,committed management team, internal control systems anddissemination of information to various stakeholders.

Mahindra and Mahindra Group of

Co.

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Profile

ahindra & Mahindra Limited (M&M) is the flagship company of US$ 2.59 billion Mahindra Group, which has a significant presence in

key sectors of the Indian economy. A consistently high performer, M&M

is one of the most respected companies in the country.

M

Set up in 1945 to make general-purpose utility vehicles for the Indianmarket, M&M soon branched out into manufacturing agriculturaltractors and light commercial vehicles (LCVs). The company laterexpanded its operations from automobiles and tractors to secure asignificant presence in many more important sectors. The Companyhas, over the years, transformed itself into a Group that caters to theIndian and overseas markets with a presence in vehicles, farmequipment, information technology, trade and finance related services,and infrastructure development. The Company has recently started aseparate Sector, Mahindra Systems and Automotive Technlogies

(MSAT) in order to focus on developing components as well as offeringengineering services.M&M has two main operating divisions.

Values

Our core values are influenced by our past, tempered by our presentand are designed to shape our future. They are an amalgam of whatwe have been, what we are and what we want to be.

These values are the compass that will guide our actions, bothpersonal and corporate. They are:

Good corporate citizenshipAs in the past, we will continue to seek long term success that isin alignment with our country's needs. We will do this withoutcompromising on ethical business standards.

ProfessionalismWe have always sought the best people and given them thefreedom and the opportunity to grow. We will continue to do so.We will support innovation and well-reasoned risk-taking, but will

demand performance. Customer first

We exist and prosper only because of our customers. We willrespond to their changing needs and expectations speedily,courteously and effectively.

Quality focusQuality is the key to delivering value for money to our

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BPL

History

n 1963, our Founder and Group Chairman TPG Nambiar beganmanufacturing hermetically sealed precision panel meters in

Palakkad, Kerala, under the name of British Physical Laboratories.Having worked in UK and USA, when he came back to India armed with

a vision of pioneering the manufacture of superior quality electronicproducts, he dreamed of making BPL a household name.

I

Over the years, BPL's growth has been subject to constant challenges.The company was started at a time when the government hadreserved many areas of business for the public sector. It had alsovirtually barred most entrepreneurs from entering other fields throughreservations on licensing.

From 1980 onwards, when the industrial licensing was relaxed, BPLbegan manufacturing televisions and telecom equipment,demonstrating its potential and future business area. In the early1990s, after globalisation and liberalisation of the Indian economy,competition entered the market. BPL retained its strong presence andgrowth rate. Strategic alliances with international companies providedthe technology for us and set the standards of quality.

Using its experience of the market and the consumer, we concentratedon importing technology, improving product quality, innovations andmanufacture of electronic products that enhanced the quality of life.After 37 years, BPL has metamorphosed from an entrepreneurialventure, into India's biggest consumer electronics company

MissionBPL is committed to achieve a leadership position in all its groupsthrough utilisation of the best and most appropriate technologies,applying the finest manufacturing disciplines and most efficientlymarketing high quality products and services to consistently give itscustomers the best value for their money.

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Our service mission was to support the vision of the companybecoming the most customer-oriented company in the country, bybuilding a proactive service organisation that continuously strives tocreate customer satisfaction, by internalising the best practices ofcustomer relationships management.

Objectives

At BPL, our objective is to deliver superior value to investors andcustomers over the long-term. And our mission is strengthened by 4core beliefs:Dedication to manufacturing.

Complete control over core components & technology.

Nurturing & leveraging a powerful brand.

Pursuing ethical business practices.

Our motto "Believe in the Best is guided by 5 principles that aim toaccomplish a singular goal: quality.At BPL, we are dedicated to meeting consumer expectations on onehand, and making quality a priority on the other. This we believe iswhat makes us worthy to the millions of consumers who look up to us:

To ensure customer confidence through product quality, efficientmarketing and effective service;

To continually enhance the Company's worth to its shareholdersand investors through sound investments and profitableoperations;

To demonstrate a real concern for its employees and toconstantly improve the quality and value of their jobs and careeradvancement;

To be a good corporate citizen who contributes positively to itscommunity by protecting the environment and working for publicwelfare;

To respect the laws, rules and customs of the land and to ensurethe conduct of all company activities will always be to thehighest ethical standards.

Oil and Natural Gas Corporation

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History

ince its inception, ONGC has been instrumental in transforming thecountry's limited upstream sector into a large viable playing field,

with its activities spread throughout India and significantly in overseasterritories. In the inland areas, ONGC not only found new resources inAssam but also established new oil province in Cambay basin(Gujarat), while adding new petroliferous areas in the Assam-ArakanFold Belt and East coast basins (both inland and offshore).

S

ONGC went offshore in early 70's and discovered a giant oil field in theform of Bombay High, now known as Mumbai High. This discovery,along with subsequent discoveries of huge oil and gas fields in Westernoffshore changed the oil scenario of the country. Subsequently, over 5billion tonnes of hydrocarbons, which were present in the country,were discovered. The most important contribution of ONGC, however,is its self-reliance and development of core competence in E&Pactivities at a globally competitive level.

Profile

Today, ONGC is the flagship company of India; and making thispossible is a dedicated team of nearly 40,000 professionals who toilround the clock. It is this toil which amply reflects in the performancefigures and aspirations of ONGC. The company has adaptedprogressive policies in scientific planning, acquisition, utilization,training and motivation of the team. At ONGC everybody matters,every soul counts.

ONGC has a unique distinction of being a company with in-houseservice capabilities in all the activity areas of exploration and

production of oil & gas and related oil field services.

Vision

To be a world-class Oil and Gas Company integrated in energybusiness with dominant Indian leadership and global presence.

Mission

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To imbibe high standards of business ethics and organizationalvalues.

Abiding commitment to safety, health and environment to enrichquality of community life.

Foster a culture of trust, openness and mutual concern to makeworking a stimulating and challenging experience for our people.

Strive for customer delight through quality products andservices.

Focus on domestic and international oil and gas exploration andproduction business opportunities.

Provide value linkages in other sectors of energy business.

Create growth opportunities and maximize shareholder value.

Dominant Indian Leadership to enhance India's energyavailability.

Human Resource Department

Needless to emphasize, the companys success was made possibleby the men & women behind the machine. Over 18,000 experiencedand technically competent executives mostly scientists andengineers from distinguished Universities / Institutions of India andabroad form the core of our manpower. They include geologists,geophysicists, geochemists, drilling engineers, reservoir engineers,petroleum engineers, production engineers, engineering & technicalservice providers, financial and human resource experts, ITprofessionals and so on.

HR Vision

"To attain organizational excellence by developing and inspiring the

true potential of companys human capital and providingopportunities for growth, well being and enrichment".

HR Mission

"To create a value and knowledge based organization by inculcating a culture of learning,innovation & team working and aligning business priorities with aspiration of employeesleading to development of an empowered, responsive and competent human capital".

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HR Objectives

To develop and sustain core values.

To develop business leaders for tomorrow.

To provide job contentment through empowerment, accountabilityand responsibility.

To build and upgrade competencies through virtual learning,opportunities for growth and providing challenges in the job.

To foster a climate of creativity, innovation and enthusiasm.

To enhance the quality of life of employees and their family.

To inculcate high understanding of 'Service' to a greater cause.

HR StrategyTo meet challenging demands of the business environment, focus ofthe HR Strategy is on change of the employees' mindset.

Building quality culture and resources.

Re-engineering and redeployment for maximizing utilisation of HRpotential.

To build and upgrade competencies through virtual learning,opportunities for growth and providing challenges in the job.

Re-strengthening mutual faith, trust and respect.

Inculcating a spirit of learning & enjoying challenges.

Developing Human Resource through virtual learning, providingopportunities for growth, inculcating involvement and exposure tobenchmarking in performance.

Role of HR

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Alignment of HR vision with corporate vision.

Shift from support group to strategic partner in business operations.

HR as a change agent.

Enhance productivity and performance by developing employeecompet-ency and potential.

Developing professional attitude and approach.

Developing Global Managers for tomorrow to ensure the role ofglobal players.


ONGC is committed to provide the best standards of CorporateGovernance to all the stake-holders. The Corporate Governanceprocess in ONGC is focussed on the key business objectives:

1. Creating Value,2. Strengthening Oil Security,3. Maximizing Return to Investors,4. Ensuring best feasible HSE practices, and5. Blending prudence of a State Enterprise with agility of a Trans-national.

The management must have the operational freedom to pursue theBusiness Goals within a definitive framework of accountability. Thepractice of Corporate Governance, therefore, is based on theseprinciples:

1. Independent verification of financial reporting and reservesaccounting,2. Protection of shareholders rights and proactive investor relations,and3.Transparent and timely disclosure of all material aspects of theCompanys operations and performances.

The Board of Directors

The Company is managed by the Board of Directors, which formulatesstrategies, policies and reviews its performance periodically. TheChairman & Managing Director and six Whole-time Directors managethe business of the Company under the overall supervision andguidance of the Board. The Functional Directors, Statutory Auditors,

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were also invited to attend the Audit & Ethics Committee Meetings, asand when required.

The Board has 16 members, comprising of 7 Functional Directors (twovacant), including the Chairman & Managing Director, 1 Director fromONGC Videsh Ltd. (vacant), and 8 non-executive Directors comprisingof: 3 part-time official Directors (one vacant) and 5 part-time non-official Directors (one vacant), all nominated by Government of India.The Board of Directors thus, has an adequate combination of executiveand non-executive Directors.

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Bibliography

The various websites visited to gather information are listed

below: www.images.google.com

www.wkipedia.com

www.tata.com

www.ongcindia.com

www.mahindra.com

www.dabur.com

www.bpl.com

www.itc.com

www.videocon.com

www.adityabirla.com

www.hal.in

www.iocl.com

www.drreddys.com

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http://www.images.google.com/http://www.wkipedia.com/http://www.tata.com/http://www.ongcindia.com/http://www.mahindra.com/http://www.dabur.com/http://www.bpl.com/http://www.itc.com/http://www.videocon.com/http://www.adityabirla.com/http://www.hal.in/http://www.iocl.com/http://www.images.google.com/http://www.wkipedia.com/http://www.tata.com/http://www.ongcindia.com/http://www.mahindra.com/http://www.dabur.com/http://www.bpl.com/http://www.itc.com/http://www.videocon.com/http://www.adityabirla.com/http://www.hal.in/http://www.iocl.com/


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