Few groups can identify as closely with India's destiny and industrial

progress as the Mahindra Group. In fact, Mahindra is like a microcosm

of India. Both were born around the same time, had the same aspirations
and both experienced the inevitable troughs

and crests in the journey towards their goals. And both continue to march on the path to progress
and global recognition.

The birth of Mahindra & Mahindra began when K.C. Mahindra visited
the United States of America as Chairman of the India Supply Mission.
He met Barney Roos, inventor of the rugged 'general purpose vehicle' or
Jeep and had a flash of inspiration: wouldn't a

vehicle that had proved its invincibility on the battlefields of World War II be ideal for India's
rugged terrain and its kutcha rural roads?

Swift action followed this thought. The Mahindra brothers joined hands with a distinguished
gentleman called Ghulam Mohammed & on October 2nd, 1945, Mahindra & Mohammed was set
up as a franchise for assembling Jeeps from Willys, USA.

Two years later, India became an independent nation and Mahindra & Mohammed changed its
name to Mahindra & Mahindra. Ghulam Mohammed migrated to Pakistan post-partition and
became the first Finance Minister of Pakistan.

Since then, Mahindra & Mahindra has grown steadily in size and stature and evolved into a
Group that occupies a premier position in almost all key sectors of the economy. The Group's
history is studded with milestones. Each one taking the Group forward. In fact, today, its total
turnover is about 6.3 billion dollars.

Mahindra is a group in a hurry, engaged in an ambitious, sustained and prolonged penetration

into the global arena. Its spirit can be encapsulated in the words of the poet Robert Frost, a
favourite of India's first Prime Minister, Pandit Jawaharlal Nehru:
"The woods are lovely, dark and deep,
But I have promises to keep,
And miles to go before I sleep,
And miles to go before I sleep."
For Mahindra & Mahindra, this translates into many more milestones to be set up before it rests.
If ever.
The Mahindra Group’s Automotive Sector is in the
business of manufacturing and marketing utility vehicles
and light commercial vehicles, including three-wheelers. It
is the market leader in utility vehicles in India since
inception, and currently accounts for about half of India’s
market for utility vehicles.

Although created in 1994 following an organizational

restructuring, the Automotive Sector can trace its
antecedents back to 1954. The iconic Jeep that led
American G.I.s to victory in World War II is the very
same vehicle that drove the Mahindra Group to success in

the Automotive Sector. Mahindra & Mahindra Limited, the flagship company of the
Group, was set up as a franchise for assembling general purpose utility vehicles from
Willys, USA.

Over the years, the Group has developed a large product

portfolio catering to a diverse customer base spanning rural
and semi-urban customers, defense requirements and
luxurious urban utility vehicles. In 2002, it launched the
indigenously engineered world-class sports utility vehicle-
Scorpio, which bridges the gap between style and

adventure, luxury and ruggedness, and performance and economy.

The Group exports its products to several countries in Europe, Africa, South America,
South Asia and the Middle East.

The Automotive Sector continues to be a leader in the utility vehicle segment with a diverse
portfolio that includes mass transport as well as new generation vehicles like Scorpio,
Bolero and the recently launched Xylo.

Mahindra & Mahindra’s foray into the three wheeler segment with Alpha and Champion
has also made it a leader in its category.

The International Operations of the Automotive Sector focuses on the international

business.
Mahindra Renault (MRPL) announced the launch of Logan, India’s first wide body car,
sporting a host of class-defying features at an aggressive price. The Logan redefines its
segment in terms of spaciousness as well as performance, technology with the latest
generation dci common rail engine. It has been designed for the Indian market
incorporating a contemporary styling and design.

Mahindra Navistar Automotives Ltd. (MNAL), a joint venture between Mahindra &
Mahindra Limited and International Truck and Engine Corporation, will manufacture
trucks and buses for India and export markets. It will also provide component sourcing and
engineering services to International Truck and Engine Corporation.

Mahindra Navistar (MNEPL) a second joint venture agreement with Mahindra &
Mahindra, Ltd. focuses on producing diesel engines for Medium and heavy Commercial
vehicles in India. Beginning in 2009, MNEPL’s advanced diesel engines will power the full
line of trucks and buses produced by MNAL.

Mahindra Partners is a newly formed Private Equity (PE) division of the Mahindra Group. This
division manages a diversified portfolio of businesses with combined revenues of approximately
$500 million. Besides serving as a launch-pad for all new projects and start-ups of the group, the
division also advises on exit strategies for companies within the Group.

Mahindra Intertrade
Mahindra Intertrade is the trading arm of the Group. Steel and steel related services constitute a
major part of the Company's offerings. Its portfolio also includes steel raw materials, ferro
alloys, technical and applications-oriented products and even consumer products such as toys
and apparel. It has a reach of over 300 customers with principals in over 15 countries.
Mahindra Steel Service Centre is the first steel service centre in the organised sector in India. It
seeks to provide high quality prime raw material and JIT deliveries to the Automotive Sector and
value-added products (such as laminations for transformers) to the home appliance and
transformer industries.
Mahindra MiddleEast Electrical Steel Service Centre was set up during early 2005 to process
both Cold Rolled Grain Oriented (CRGO) and Cold Rolled Non Grain Oriented (CRNGO) steels
used in the manufacture of transformers and compressors in the high growth GCC market. It is
the first such steel service centre in the organised sector Middle East.
Mahindra Logistics
Mahindra Logistics commenced operations in December 2000 as a Strategic Initiative of
Mahindra and Mahindra Ltd in the automotive sector to build new business on vehicle
application selling model. While it initially focused on logistics opportunities within M&M
business, it extended services to external clients across the world. It has now grown into a
complete logistics service provider offering end to end supply chain solutions. From 1st Oct
2008 Mahindra logistics was spun off as a 100% subsidiary of M&M ltd and is christened as
Mahindra Logistics Limited (MLL).
Mahindra Retail
Mahindra Retail is an extension of the Mahindra Group’s trading foray in the domestic market in
toys games and apparel. After extensive research, and as an extension to its earlier presence in
the kids/soft toys segment, the Mahindra Group identified the niche specialty space of “Mother
& Child” as the business space to enter into retail. The group identified a gap of retail stores that
provide high standards of products, ambience, value-added services and customer service to
mothers, babies and older kids. This retail chain serves women and children in what the company
terms -9 to +9. This concept stands for women who are expecting, -9 months, to mothers who
have kids up to the age of +9 years
Mahindra Ocean Blue Marine
Mahindra Ocean Blue Marine Pvt Ltd, a joint venture between the Mahindra Group and Ocean
Blue Boating, marks the first ever foray of a major Indian industrial group into the leisure
boating industry with boats under the brand name “Mahindra Odyssea”. The company will
establish its presence in the high-potential fibreglass power-boat and catamaran manufacturing
industry. Besides retail and institution sales, it is also looking to target the defence sector.
Mahindra Odyssea is sailing into the water with two powerboat models – the 22 and the 33.
These boats are the epitome of style, luxury and comfort and are able to meet the needs of the
first time boater as well as the marine enthusiast.
Mahindra Engineering & Chemical Products
Mahindra Engineering & Chemical Products Limited (MECP), a wholly owned subsidiary of
Mahindra and Mahindra Limited, is a leading supplier of Material Handling Equipment and
Systems. MECP’s product range includes Bulk Handling Systems and Unit Handling Systems
for various specialized applications. Having introduced various high efficiency Conveying
Equipment for the Cement Industry in the year 1992, MECP has now come a long way to
establish itself as a complete solution provider for the Material Handling requirements of the
Cement Industry, Power Plants, Heavy Chemicals & Mineral Processing Plants etc. MECP also
has a technical collaboration with M/s Tsubakimoto Bulk Systems Corp., Japan, a well-respected
company having global presence and over 50 years of experience in Bulk Material Handling.
For more information, please contact us at partners@mahindra.com
Careers > Hiring Philosophy

Achieving a leadership position in all its businesses is the

belief that drives the Mahindra Group. The hiring
philosophy too is in line with this corporate vision. The
goal is to attract the best talent for the job either from
within the Group or from outside.

With professionalism as one of the Group's core values, it would look for a proper fit and
also domain expertise. The Group strives to tap talent through diverse innovative
approaches and aims to reach out to the best people for the job. The Group also looks for
core values like good corporate citizenship, customer first, quality focus and dignity of the
individual in potential candidates.

The Mahindra Group is co-creating a culture that offers the freedom to operate without
fear. As the Group is rapidly growing, there are great opportunities for career
advancement.

The Group's hiring decisions favour individuals who demonstrate well-reasoned risk taking
and an innovative mind set. It believes that these qualities contribute to a performance
driven work culture.

Careers > Campus Recruitment - India > Management Training

Objective

1. To attract, recruit, induct and groom young

managerial talent for future leadership positions in the
Group.

2. To develop a cadre of managers with cross-

functional experience and an apti tude to take up top
 leadership positions in the future.

Recruitment

1. The Management Trainees will be recruited from the business schools short-listed by
the Group.

2. The minimum qualifications will be a Master's degree in Management.

3. A preliminary short-list will be made based on Application details. All short-listed

candidates will go through a group discussion, leadership skills assessment and a personal
interview.

4. Offers will be communicated immediately to the placement office based on the campus
policy.

5. All selected Management Trainees will be expected to join in the third/fourth week of
June (date as specified by the Company) and go through a Common Induction
Programme.

Training

1. The Induction Training will be for a period of 2-3 weeks. It will focus on
familiarising the Management Trainees with the Mahindra Group's history, values,
organisational policies, businesses and future growth plans. The batch will also
undergo developmental workshops to explore the transition from academic to
corporate life.

2. Post-induction, the Management Trainees shall be on training for a period of one

year. They will undergo three projects: two in their functional specialisations (4
months each) and one in a cross-functional area (3 months) in different sectors across
the Mahindra Group. An Out Bound Training (OBT) programme to develop
leadership, team-building and communication skills is also built as part of the yearlong
training programme.

Assessments

1. There will be periodic appraisals at the end of each project.

2. There will be a mid-year review where presentations of the first two projects will be
made by each Management Trainee to a Senior Panel, followed by an individual
feedback session.
Confirmation

The Management Trainee will be confirmed at the end of one year from the date of
joining, after being duly appraised. The training period shall end on confirmation.

Post-Training

1. All confirmed Management Trainees would be assigned to specific sectors based on

business needs.

2. A development centre at the end of three years is carried out for all Management
Trainees to assess training needs, growth prospects and rotation across sectors.

Career Path

The career path outlines the organisation's vision for the growth of Management Trainees.
The time estimates are rough guides and not fixed periods. The belief is that the progress
a Trainee makes in the system will depend on his/her performance and potential. The time
periods mentioned also do not indicate vertical growth in terms of grades.

0-6 years Direct exposure to ground realities in Marketing, Finance, Human

Resources, Manufacturing, Procurement including Manufacturing
support functions, Exposure to lower level leadership roles in their
respective functional specialisation and also first level leadership roles
depending uponpotential.

7-11 years Exposure to interfunctional integration issues, beginning of global

exposure and exposure to senior leadership roles.

11-14 year Exposure at this stage will be at a more macro level to give a bird's eye
view of the organisation. The executives will be given a more global
experience that will come from projects, Executive Assistant positions,
Location Head po
Location Head positions in Manufacturing, Marketing, Procurement, Investor relations.

Post this phase, the executives will be required to take on the positions of business leaders of the
organisation.
Interested candidates may please send their resume to:
For vacancies in the Automotive Sector AS@mahindra.com
For other vacancies resume.cc@mahindra.com
Careers >Training & Development > Organizational Learning

The Group's vision is to 'Develop and nurture future business

leaders of the Mahindra Group'.

Organisational Learning

The Training and Development Policy aims to enable executives

to reach their full potential through appropriate placement /
assignment, supported by education and training. This will help
them contribute fully to the success of the Mahindra Group's
businesses and sustained profitable growth.

Thrust areas of Training & Development Initiatives

1. Customer-centric Corporation

2. Global Managers Programme after identification of talent pool

3. Leadership and leading change

4. People Management
- Coaching & Mentoring
- Managing Conflicts, Team Working
5. Innovation

6. Strategy

7. Technology Orientation
8. Leadership Communication Programme for Executives

9. Multi-functional General Management Programmes.

10. Marketing for Non-Marketing functions.

11.Finance for Non-Finance functions

12. 'The Mahindra Way' - A Manager's Induction Programme into the Mahindra
Group.

Shadow Boards

The Mahindra Group follows a unique practice called Shadow Boards to help anticipate
change, and throw out outmoded ways of thinking and working. This practice ensures
that young high potential managers are more involved in the planning process of the
Company. Their mandate is to discuss and give recommendations on major issues, both
strategic and operational, and identify critical success factors. Shadow Boards impact our
work in the following ways:

• Voice out-of-box views of Generation Next

• Challenge established modes of thinking

• Offer new perspectives and insights

• Catalyse implementation

• Help in the grooming of future business leaders

The Mahindra Group offers a number of High Value Leadership Lifecycle Programmes for
leadership development at key transition points for Managers. 'Bodhivriksha' (a place of
enlightenment), is a world-class, in-house Management Development Centre that has been set
up to promote business values and leadership skills at Nashik.

High Value Programmes

There are a number of programs at the corporate level for high potential talent. The two that
deserve particular mention are as follows:
1. Global Managers Programme Programme Objective:
• To provide insights into understanding globalisation and its impact on industry
• To appreciate the nuances of International Trade and Finance
• To give a perspective on International Marketing, Branding and Strategic Planning
• To understand the importance of cross-cultural sensitivity
Key Programme Content: • International Marketing & Strategic Selling
• Customer Relationship Management
• Cross-cultural Sensitivity - Cultural Nuances in China, South Africa, USA, Europe and
Middle East
• Four T's: Training, Transfer, Teams and Travel
• Global Marketplace: Implications for domestic/global marketing strategies/projects
• Scenario Planning
• Nuances of Legal and Contract Issues 2. Customer-centric Corporation Programme
Objective:- • To help understand consumer preferences, perception and behaviour
• To set frameworks for new product development
• To help understand brand equity
• To create unique value for the targeted customer Key Programme Content:-
• Understanding customer expectations • Capturing the voice of customers of the Mahindra
Group - Benchmarking studies, J. D. Power, CSI etc. • Setting frameworks for new product
development • Positioning for competitive advantage • Creating value for competitive
advantage • Co-creating value through experience 'Bodhi Vriksha' - Mahindra Management
Development Centre
The potential for learning is limitless. This is the spirit of
Bodhi Vriksha, the Mahindra Management Development
Centre. Established in 1999, this residential training facility
for the Mahindra Group's management staff aims to promote
business values and leadership skills. This is in keeping with
the Group's belief that systems and practices must be
upgraded constantly to keep pace with the dynamic business
environment.

Located 7 kms away from Nashik, one of the most favoured industrial destinations in
Maharashtra, the Mahindra Management Development Centre sprawls across 4 acres of
beautifully landscaped terrain. The architecture is charmingly rustic and the infrastructure is
ultra-modern, providing the ideal setting for employees to 'Reflect-Network-Develop'. It offers
residential management development programmes with a mix of Classroom and Action learning.

The Mahindra Management Development Centre was commissioned in April 2005, and since
then, over 4500 executives from the Mahindra Group have benefited from its training
programmes. 'Bodhi Vriksha' is truly a temple of learning for the Group. The campus also houses
the world-class Mahindra Institute of Quality (MIQ) to impart Total Quality Management
training to both, the Mahindra Group and the Indian industry. The Mahindra Institute of Quality
has Japanese accreditation and a top-notch faculty from India and Japan.

Careers >Current Openings

 Automotive Division
Automotive
 Deputy Manager - Security

Farm Equipment Division

Farm Equipment
 Deputy Manager – Program Offic
 Deputy Area Manager - Telecom
 DGM CAE
 DGM Program Office
 Dy Manager - Commercial
 Dy Manager - Program Office
 Dy Manager - Supply Module
 Dy Manager Component Developme
 Dy Manager Costing & MIS
 Dy Manager Instrumentation
 Dy Manager Instrumentation
 Territory Manager - Customer C
 Officer – Costing and MIS

Mahindra Financial Services

Trade & Financial Services
 Manager, Project Finance
 Officer Trainee
 Officer/Trainee - Field Operat
 GM

Mahindra Retail
Trade Retail and Logistics

A US$ 6.7 billion conglomerate that has a strong presence in virtually every sector it's present in,
across the globe. The Mahindra Group is a leader in such diverse businesses as automobiles,
engines, information technology, holidays, rural finance, engineering and stamping and steel too.
It's a journey that began with making general purpose utility vehicles in 1945 and has been
driven by its motivation to excel ever since.

Automotive
3/4 Wheelers Automotive Sector - Domestic
Pik – Ups Automotive Sector - Domestic
LCVs Mahindra International
SUVs Automotive Sector - Domestic
Used cars - Purchase, Sale and Finance FirstChoice
UVs Automotive Sector - Domestic
Helpline

For any product/service related enquiry email us at - customercare@mahindra.com

After-Market
Used cars - Purchase, Sale and Finance Mahindra First Choice Wheels
Genuine Spares Mahindra Spares Business

Farm Equipment
Agri inputs and services Mahindra Agribusiness
Engines Farm Equipment Sector - Domestic
Farm Implements Farm Equipment Sector - Domestic
Tractors Farm Equipment Sector - Domestic
Mahindra Gujarat Tractor

Two Wheelers Two Wheeler Sector - Domestic

Financial Services
Loans and Mutual Fund Distribution Mahindra Finance
Insurance and Risk Management Services Mahindra Insurance Brokers

Mahindra Partners Division

Retail - Mahindra Retail Mahindra Retail
Ferro Alloys and Metal Scrap Mahindra Intertrade
Steel and Steel Related Services Mahindra Intertrade
Technical Products And Services Mahindra Intertrade
Corporate People Movement Mahindra Logistics
Supply Chain Management Mahindra Logistics
Service Centre for Automotive and Electrical SteelsMahindra Steel Service Centre
Powerboat manufacturing Mahindra Odyssea

Information Technology
Dealership Management Mahindra Logisoft Bristlecone
Facility Management Mahindra Logisoft Bristlecone
Software Solutions Tech Mahindra
Bristlecone
Mahindra Logisoft
Mahindra Satyam Mahindra Satyam

Infrastructure Development
Development of Infrastructure Projects
Engineering consultancy
Integrated Business Cities
Lifetime holidays
Living Spaces and Working Spaces
Mahindra Infrastructure Developers
Mahindra Consulting Engineers
Mahindra World City
Mahindra Holidays & Resorts
Mahindra Lifespaces
Systech
Composites Mahindra Composites
Engineering Services Mahindra Engineering
Forgings Mahindra Forgings
Gears Mahindra Gears
Sourcing of Auto Components Mahindra Sourcing
Stampings and Steel Mahindra Steel Products

Speciality Business
Defence Vehicles Mahindra Defence Systems
Information Security Consultancy Mahindra Special Services Group
 1|2|3

Home 2008 – 2009 Action Unbound

As one more eventful, action-packed business year draws to a close, the

Mahindra Newsletter takes readers on a whirlwind tour of the most impactful
and far-reaching of the many events and special moments across the
Editorial
Mahindra Group... In addition to business milestones, new launches,
extending the company’s footprint further across the globe and a variety of
socially relevant efforts, it was a year that witnessed a host of awards and
plaudits being won by people and companies Group-wide.
Stop Press

The sylvan
Cover Story Mahindra Institute
of Quality at Bodhi
Vriksha in Nashik,
was the venue for
Corporate News the eagerly
awaited unveiling
of the Mahindra
XYLO – a perfect
Sustainability combination of
style, technology
and comfort – at
an unbeatable
Global March price too! As the press said, “It was a mighty celebration.”

TechM announced the launch of Tech Talenta, a workforce

management business aimed at offering well screened high-end
contract resources with attractive, fit-for-purpose commercial
Customer Speak
models.

Sector Briefs The Mahindra Indo-American Arts

Council (MIAAC) Film Festival
showcased an eclectic mix of films,
including Danny Boyle’s dazzling
Quality Focus Slumdog Millionaire and Deepa
Mehta’s powerful Heaven on Earth.

People Initiatives
 Mergers & Acquisitions
The emphasis on growth with a global orientation at the Mahindra Group has resulted
in Mergers & Acquisitions (M&A) forming a critical component of business strategy.
The Mahindra Group which considers Mergers & Acquisitions activity as a
continuous and enduring process has a dedicated team of in house professionals, who
provide end to end a gamut of investment banking services for the Group, including
on Consolidations, Acquisitions, Valuations, Transaction Structuring, Joint Ventures,
Corporate Restructuring etc.

For enquiries or proposals regarding Mergers & Acquisitions in connection with the
Mahindra Group, please contact :

Mergers & Acquisitions,

Mahindra & Mahindra Limited,
Phone: +91-22-2490 5815,
E-mail: mergers&acquisitions@mahindra.com

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This Site: Mahindra Universe

ndra Universe
Discussion On...

10 Share this blog

u , Hamesha ShareThis
ndra vehicles have acquired cult status is now a thing of the past. However, we not only sell vehicles, we provide
ter-sales support and customer service too. Read on for two customer testimonials. Comments
Title
Re: Doing business
one can Fall in Love with Mahindra Service" globally
d customer Mr. Sumitraj Datta says that "Anyone can fall in love with Mahindra" thanks to the Re: Doing business
’s excellent service support during his recent 3600-km trip to Madhya Pradesh. Some
…
globally
Re: Doing business
globally
Re: Doing business
globally
Re: Doing business
globally

1-5

t thanks to Mr. Rahul Majumder (Ranchi) and the total Mahindra family who gave me "ON
UPPORT" on 25th Dec '08 (it was a holiday). The way you have provided service was totally E/0Fx2
ed. Honestly, I have never got this type of support earlier from anybody else/any other E/0PI2
. I'm very proud to be a owner of your Scorpio and I'm sure you will maintain the same
E/0PI2
n future for all your customers."
E/0PI2
E/0PI2
V/0Fx2
V/0Fx2
S/0Fx2
S/0Fx2
Tag Cloud
aamir alfa cng Automation Automotive
Bad Service Community customer com
on scorpio vlx model No. MH/04- DR-53

Customer Focus Globalizati

Nanhi Kali Satyam
Sukla from Varanasi also cooperated a lot and after thorough checking he assured me the Sustainability
perfectly ok. We went to our next destination keeping in mind that "The Mahindra Family is
We finished our tour without any further disturbance. Blog Categories
Customer Centricity (8)
 Globalization (9)
ice Support – All the Way! Innovation (18)
gh, based in Mysore, took a cross-country drive in his Scorpio and then drove to Marsimik La, Sustainability (10)
at 18,634 feet, it is the highest pass in the world (higher than Khardungla) – on 2nd July,
his pass is not open to general public, you need permissions to go there since the army Monthly Archives
t; terrain and weather are unpredictable, vehicle breakdowns are common, and snowstorms May 10 (2)
ero temperatures can make it a very challenging drive.
Apr 10 (4)
Mar 09 (1)
omer had requested for service support which was provided through various points in the Feb 09 (1)
with the able support of the service team and dealer partners. The customer was very
tive of the service support he got at every location (Bangalore, Pune, Delhi, Chandigarh, Leh)
Dec 08 (1)
cially thanked the Delhi and Leh teams since they were his key touch points pre and post his Nov 08 (1)
Ladakh. Oct 08 (2)
y: Nikita Singh | Published: 5/17/2010 11:09 AM | Category: Customer Centricity | Permalink | Aug 08 (3)
s Post | Comments (0) Jul 08 (6)
Jun 08 (9)
09 May 08 (15)
of an internal chat with Mr. Anand Mahindra
(Hidden) Admin Link
Mr. Anand Mahindra, Vice Chairman and Managing Director, Mahindra Group, recently participated in
an intranet chat with employees across the Group. As the Head of one of India's leading business houses
and an insdustry spokesperson, Mr. Mahindra shared his views on the Indian economy, the global
financial crisis and his experiences at the World Economic Forum's Annual Meeting at Davos.

Presenting excerpts of the conversation...

Mr. Mahindra. You've talked about zeitgeist with reference to slumdog millionaire..the overwhelming desire
nd optimism - can you elaborate on zeitgeist and if it is relevant to our current economic scenario as well?

s a German word that refers to the 'spirit of the times.' It is the ethos of an age, and reflects the current feelings and
pes and fears of society. I believe in the midst of this global meltdown, and particularly in the west, where the situation
ere is an overwhelming need to believe in the future and in the possibility of overcoming challenges. That is why a
'slumdog' which features a kid overcoming the most deprived cirumstances, has struck a chord with audiences
the world, who want to believe, that they too, will emerge victorious from their current economic woes.

nario of global economic crises, how do you position Corporate Social Responsibility initiatives? (Especially
g the fact that at Mahindra, rightfully and meaningfully so, CSR depends on the PAT of every company)

eased that there is at least this one question on CSR! If the current meltdown has demonstrated anything, it is that
ng ambition and greed do not have a place in tomorrow's world. There is incredible animosity now in the west,
in America, towards the past Wall Street role models that are believed to have maximised profit goals to the
f societal goals.

cade saw the rise of financial wizards who were idolized for their single minded pursuit of profits and anyone who
uinely adopt a 'triple bottom line' approach was seen as 'wimpy' and not aligned to shareholder interests. I believe the
now changed dramatically. Consumers want to buy products and services from companies that fit better into their
nd communities and I believe such companies will, as a consequence, demonstrate better financial results. However, I
ave to confine our funding of CSR activities to the profits we make, because if we don't, we may not have profits in
ntinue our good work!

ning Mr. Mahindra. Thanks for the opportunity to chat with you. I have two questions a) Many countries are
n alternative energy resources and green technologies. Coupled with the thought of employment generation,
g dependency of India on foreign oil etc., How do you see M&M as a company participating in such an
b) How are we participating in our efforts to overcome / address / improve infrastructure related needs in our
r other similar initiatives from multinational companies in India, to establish 'Intelligent Urbanization' efforts.

questions, since it is an opportunity to showcase that we are in the forefront of these efforts! I could write a hundred
er to these queries, but let me just say that Mahindra is increasingly being seen, both in India and abroad, as a leader in
movement. Quite apart from the CSR intitiatives we have taken--like the 'plant a million trees' campaign, in each of our
re adopting climate change as a key plank in our product or service platform.

auto show in Delhi, while the NANO garnered all the limelight--quite justifiably-- the theme at our stall was 'Green
nd we only showcased our alternative energy vehicles, ranging from the hybrid Scorpio to the hydrogen three wheeler.
&M's auto division recently received the 'Green vehicle' award at the NDTV Car and Bike awards, for our Micro
hicle. In addition, Mahindra Lifespaces, our real estate company, bases its market positioning on providing green
were the first developers to receive platinum ratings for some of our projects.

. Rajeev Dubey has become a renowned spokesman for corporate India's green ambitions, and has spoken not once,
at the British Parliament on our green plans, and on why Indian companies will be more credible green crusaders than
ltinationals.

the most encouraging (or perhaps simply the least discouraging!) thing you experienced at Davos this year?

ncouraging thing was that the participation at Davos this year was at a record high! Everyone seemed to feel that it
coming together to exchange ideas, and work swiftly towards a COLLABORATIVE resolution to the world's
woes. Bush's Invasion of Iraq, was an example of egregious unilateralism. Davos showed that the West has recognised
orrow's world, problems are best solved through collaborative action.

u kindly apprise us as to how Davos has helped Mahindra?

inds me of a vast, global caravanserai, (a crossroads and meeting place for global caravans) somewhat like what
used to be for global travellers in ages past. You take your caravan and park it there, and mingle and interact with all
avellers from all around the world. It's an opportunity to learn what's happening in distant places, a place to observe
logies and practices, and a place to make contacts for trading and business. Finally, it's a way of letting the rest of the
w who you are and that your company is worthy of respect.

e on whether India is decoupled from the impact of the global financial crisis has probably come to a premature
s context, what do you believe should be the Mahindra Group''s stance on globalisation of its businesses? Are
off without adding complexity and multiplicity to the number of variables that affect our business models?

irst started out with hubris, claiming that India, like China, would be decoupled from the western world's economic
kly, I have happily claimed that I was never one of the votaries of that theory, since any economy of global
e could never be completely decoupled. Then, the debate moved to its next phase, and we capitulated and admitted we
be decoupled. But I believe the pendulum swung too far to the other extreme. Because there IS a very large part of
nomy that IS decoupled from the world, and that is Indian agriculture. Rural demand and growth will be the 'flywheel'
ove India's economy forward even during these times. And if we do retain this advantage, as well as strong support
nd banking system, then there's no reason for us not to go 'window shopping' for global assets AS LONG AS these are
and enhance the long term strategies of our businesses.

d says, "Where is the recession? I can't see it! The queue outside the mall, the petrol pump, at the railway
still the same. Recession is for those who live beyond their income. There is a Marathi quote, Panghrun Pahun
ave. The majority of Indians still adopt this lifestyle. This applies to organisations as well..." Do you agree?

quote! I couldn't agree more. If you look at which segments of the economy or companies are faltering, it is those
overly ambitious and lived beyond their means or bought global companies that were too large and are now draining
rces. And what is selling the most in the automotive sector? Products like the XYLO, which provide uncommon
and value... Tell your dad I agree with him.....

ur Government has announced several packages to help us overcome the recession. Do you think this move will
al? How long do you think it will take the Indian auto industry to recover?

e stimuli will certainly help for two reasons: one is that they will help bring prices down and encourage consumption,
ecause they signal the government's intent to take the crisis head-on, which will provide a psychological morale
ychology is a very important element of recessions and cannot be ignored.
nd - It has been widely postulated that it is the inherent Indian/Asian cultural traits that have helped us weather
al crisis better than the West, and will see us emerge stronger from the slowdown. How did your interactions
business and political leaders at Davos validate or refute this view?

y spoken about the strengths of the Indian agricultural economy and unintended benefits of our retarded banking
ese are the real reasons for our capacity to show growth even in the face of a global meltdown. These, more than any
ian' cultural factors have worked in our favour. It is also true, of course, that we Indians, (and most asians) have seen
imes in our own lifetimes, and hence have a more optimistic view of the future than western societies. That's why we
m to rank high on surveys of happiness! That psychological trait is aptly summarized by the film 'slumdog' and partially
astounding popularity.

nario of global economic crises, how do you position Corporate Social Responsibility initiatives? (Especially
g the fact that at Mahindra, rightfully and meaningfully so, CSR depends on the PAT of every company)

eased that there is at least this one question on CSR! If the current meltdown has demonstrated anything, it is that
ng ambition and greed do not have a place in tomorrow's world. There is incredible animosity now in the west,
in America, towards the past Wall Street role models that are believed to have maximised profit goals to the
f societal goals.

cade saw the rise of Financial wizards who were idolized for their single minded pursuit of profits and anyone who
uinely adopt a 'triple bottom line' approach was seen as 'wimpy' and not favourable to shareholder interests. I believe
has now changed dramatically. Consumers want to buy products and services from companies that fit better into their
nd communities and I believe such companies will, as a consequence, demonstrate better financial results. I think we
nfine our funding of CSR activities to the profits we make, because if we don't, we may not have profits in future to
ur good work!

the most encouraging (or perhaps simply the least discouraging!) thing you experienced at Davos this year?

ncouraging thing was that the participation at Davos this year was at a record
ryone seemed to feel that it was worth coming together to exchange ideas, and work swiftly towards a
ORATIVE resolution to the world's economic woes. Bush's Invasion of Iraq, was an example of egregious
m. Davos showed that the West has recognised that in tomorrow's world, problems are best solve through
ve action.

us know what solution you came across at Davos to help fix the recession from the India point of view? Also,
our views on the recent protectionist comments made by Mr. Obama.

tions were so easy to come by! In fact, I found the mood of western participants at Davos extremely gloomy. I was
ome home and bathe in our traditional optimism again! I actually found that India will be less impacted than the rest of
major economies and hence has a chance to become a magnet for capital over the next few years as long as we
 least 5% GDP growth in F10. As far as Obama's protectionism is concerned, I think a lot of it is political rhetoric. If
is policy on H1B visas will create greater offshoring to countries like India and China.

current global scenario what should be the aim of any company?

Blue Chip*, I did give some guidance on how I thought we should face the current turbulence. My prescription had
ents: REBOOT, REINVENT, and REIGNITE. Which essentially is: a)get back to basics, and lower our costs and
levels, b) focus on innovation, especially frugal innovation c) and finally, don't lose our entrepreneurial spirit and our
and keep scanning the local and global environment for opportunities to expand our market share and our global
ven as former global giants flounder.

p refers to Mahindra's Senior Executives conference which is held on an annual basis

y: Zarina Hodiwalla | Published: 3/19/2009 5:55 PM | Category: Globalization | Permalink | Email
| Comments (0)
09
a embarks on a new Odyssea
now sail the high seas on a Mahindra!

nquering the toughest of terrains with its famed SUVs, the Mahindra Group has now forayed into
nsport with the launch of Mahindra Odyssea. Mahindra is the first major Indian industrial group to
segment.

mpany will establish a presence in the high-potential fibreglass power-boat and catamaran
uring industry. Initially, its product portfolio will consist of the Mahindra Odyssea 22 and the
a Odyssea 33. Global design expertise and Mahindra's proven engineering skills have combined to
a world-class, quality product. Every boat will be backed by a comprehensive service and support
ncluding training/induction, safety practices and maintenance.

ustomers will include individual and institutional corporate clients as well as the paramilitary and
orces.

ur eyes on Mahindra's new sailing beauties!

Mahindra Odyssea 22
 Mahindra Odyssea 33

y: Zarina Hodiwalla | Published: 2/20/2009 2:35 PM | Category: Innovation | Permalink | Email

| Comments (2)
008
nema - Coming of Age?
nt Adam Sandler starrer 'You don't mess with the Zohan' features a song from the hindi film 'Disco
composed by Bappi Lahiri). Another recent film 'Slumdog Millionaire' has a full Bollywood style
dance routine composed by A R Rehman (apart from Anil Kapoor acting in it).
ese may seem like stray incidents, the fact remains that Indian Cinema has come of age and is
e recognition it deserves. More and more directors and producers in Hollywood are waking up to
hat Indian Cinema could be the next big thing. Of course, this will not happen overnight. Fact is,
d of cinema will need to evolve and mature a great deal before we take that jump, but the stepping
e in place. There is also no denying the fact that things have changed and we are no longer making
brothers-lost-in-a-mela brand of cinema. The multiplex culture has ensured that now there is
or the discerning viewer and directors are being adventurous and experimenting with this art form.
st few years, for every formulaic big budget 'blockbuster', there have been a couple of small budget
films which have been equally successful.
ia, by virtue of its rich cultural heritage and diversity, has the best source(s) for cinematic material.
page 'Lord of the Rings' can be made into a 9 hour film, imagine what we could do with our
n', "Mahabharat', ;The Puranas' and so on. If fictional characters like 'Superman' and "Batman' can
ulti-million dollar franchises, imagine what we could do with the hundreds of characters available
llective literature and mythology. Just one epic like Mahabharat can give you reams of material as
acter in the book has his own story, which sometimes is as detailed as the main story itself !!
oray into this field could not have been better timed. This is the best time to be in this industry if
en to be in India. I'm sure the day is not too far when the name 'Bollywood' will not be derogatory
nd an Oscar for an Indian film will not be a pipe dream.
y: Anupam Tewary | Published: 12/17/2008 12:20 AM | Category: Innovation | Permalink | Email
| Comments (1)
008
Dumpty had a great fall....
weeks ago, you told a true blue capitalist that the US government would be actually buying a
S company, or that one of the bulwarks of America Inc. would be going to the US government
gging bowl in hand, he would tell you in no uncertain terms that you needed psychiatric treatment.
eve it or not, both the scenarios are a reality today. To say that this has sent shockwaves across the
uld be an understatement. It also looks like that this is not the end of it and more turmoil is in

did this come to pass? While it would take a roomful of analysts months to work out an
on, one reason looks obvious - the inherent nature of the 'anything goes' brand of capitalism which
ractises and follows. The basic premise of the 'buy now, pay later' system is that everything will
able or improve. It does not consider the flip side - that things may go down. Nature's movements
ally cyclical and it would be wise to keep that in mind.
rious companies, institutions and even governments all over the world will face the fallout of this,
lesson in it for all of us. We need to inculcate a sense of financial discipline and avoid the pitfalls
on credit'. Many a time we are tempted to buy something (which we probably don't need in the
e), because it is available on 'easy credit' - but that's a misnomer, there is no such thing as easy

also be wise to avoid buying things just to 'keep up with the joneses'. While its easy to get carried
he flow of materialism and the thrill of 'acquiring' new objects, it would be wise to remember that
sm, like fire, is a good servant but a bad master.
ot to say that we should all become monks and start living in a cave, but we do need to keep in
there is a difference between genuine needs and mindless consumerism.
y: Anupam Tewary | Published: 11/20/2008 5:25 PM | Category: Innovation | Permalink | Email
| Comments (4)
008
O-ed!
a name, you may ask? Plenty, if you're a car!
a & Mahindra has just pulled the covers off its latest project - Ingenio - to reveal the brand name
uch anticipated new car which is all set to hit the roads by year end.
bit of trivia on how some of the giants of the auto world got their famous monikers.

a XYLO was chosen after extensive research as it is a perfect fit with the new car's attributes. It's
nd contemporary, implies luxury, high fashion and technology and has connotations of Space,
nd the future. Mahindra XYLO will soon take its place amongst its older siblings, the iconic
nd Bolero utility vehicles.
information on the latest offering from the Mahindra stable, watch this space!
y: Zarina Hodiwalla | Published: 10/31/2008 5:30 PM | Category: Innovation | Permalink | Email
| Comments (5)
008
es of diesel
an Goenka, President, Automotive Sector and Member of the Group Management Board,
a & Mahindra Ltd., makes a case for diesel as a fuel in this article which recently appeared in
nomic Times

cent past, there has been increasing opposition to the use of diesel as a fuel and the so-called
ion of our vehicles. This opposition is ill-informed. In fact, there is a clear case for greater
ion of our fleet along the lines of the European Union. The only real issue with diesel today is the
of the government to charge a higher price for diesel fuel which would be closer to its economic
wever, that is no reason to condemn diesel as a vehicle fuel.
was so bad for vehicles, then why would the EU sell more diesel personal vehicles than petrol
ones? Clearly, the EU is as concerned as India about the negatives of diesel. Why is it that 4 of the
models sold in the world are diesel-powered? Why did diesel personal vehicle sales increase over
e 2000 in the US?
diesel vehicles forecast to make strong inroads into traditional petrol markets like the US and
ven when diesel is more expensive than petrol, as in the US? Why would the US government
tax incentive of up to $ 3,400 for buying a lean burn diesel vehicle--the same kind of incentive as
ded to a hybrid vehicle?
three main reasons. The first one is that a diesel engine is the most efficient internal combustion
mongst fossil fuels. Its inherent higher efficiency leads it to need a lot less fuel than alternatives
asoline, compressed natural gas or liquefied natural gas.
gines consume about 30% less fuel than petrol engines. Thus, from an energy security perspective,
fers a great advantage. While updated numbers for end use of diesel are not available, it is
that personal diesel vehicles consumed about 3.3 million MT diesel in F-08--which is about 7%
diesel consumption. At 30% higher fuel efficiency, personal diesel vehicles saved an equivalent
tion of about 1 million MT or Rs 3,000-crore worth of fuel imports.
nd reason for diesel's increasing global popularity is its lower greenhouse gas emissions as
d to petrol. Diesel vehicles generate about 30% lower CO2 emissions than petrol and on a well-to-
sis about the same carbon emissions as CNG.
d reason is the significantly improved performance of diesel vehicles with modern technology
gines that provide similar power as petrol, but greater torque, making them a pleasure to drive. And
ed NVH makes them much less noisier. Anyone who doubts this should drive a modern diesel
This has led to a complete change in the way diesels are viewed.
are we hearing this clamour for banning diesels in India? There are two reasons. The first is that
s of particulate emissions (PM) and nitrous oxides (NOX) is higher in diesel as compared to other
ls.
, with the improved fuel quality and tighter emission norms, combined emission values of personal
hicles have reduced 94% between 1994 and 2005 in India. Future diesels will further have reduced
s. Here the issue is really not the sale of new vehicle. The vehicular pollution in our cities is
y attributable to older vehicles. To really reduce vehicular pollution, we need the implementation
ng Inspection and Maintenance program which will focus on controlling pollution from older
of all fuel types. And to control air pollution per se, we need to also focus on non vehicle pollution
which account for between 65-75 % of air pollution.
r issue is the built-in subsidy in diesel fuel due to which the Indian Government is unable to pass
l cost on fears of increasing transportation costs. So how big is the issue of subsidised diesel being
personal vehicles? Personal diesel vehicles account for only about 7% of India's diesel
tion. Has an inherent fuel subsidy encouraged increased sales of diesel vehicles? The average
f a personal-use diesel vehicle versus a petrol vehicle in fuel costs is about Rs 20,000 per year, but
ehicle itself costs on average about Rs 1, 00,000 more than a petrol vehicle.
s such a vehicle is used for intercity commutes or commercial purposes like a taxi, a buyer will not
diesel vehicle because diesel fuel is subsidised. This is also borne out by the fact that the
n of diesel cars and MUVs has remained between 17-19 % in Delhi, India's largest vehicle market,
to F-06 (being the latest year for which data is available). So let's not make a mountain out of a
on this issue. We need to focus on the real issue.
er issue for the government is diversion of diesel as a substitute fuel. Given the power shortages
acing, and given that normal genset fuels have increased in price significantly more than diesel,
n incentive of 22-25,000 MW captive power generators to use diesel instead of fuel oils. This can
out by the fact that diesel consumption increased 11% in F-08, marginally less than petrol
tion increase, but LDO consumption declined 8% and furnace oil consumption declined 1%.
shortage of power from the grid, LDO and FO consumption should have increased with more
n from captive power. Some sources attribute the consumption of diesel for power generation at
%. Hence, it would be beneficial to actually encourage the use of diesel vehicles. Of course, we
o focus on fuel conservation across the board and gradually progress towards tighter emission
oncurrent with cleaner fuel availability. And we must implement a strong inspection and
nce programme for older vehicles to have the maximum impact of reducing vehicular pollution.
y: blog admin | Published: 10/20/2008 5:35 PM | Category: Innovation | Permalink | Email this
mments (4)
08
sis is the mother of innovation
ese character for 'crisis' is a combination of the symbols for 'danger' and 'opportunity'. Crisis is, in
an uninvited guest - it comes calling when you least expect it. Yet, crisis can also be viewed from
angle - as an opportunity to innovate and do better in future.
og, Think | Innovate | Execute, Gudjon Mar Gudjonsson, CEO of Industria, states that during
mic boom, most companies and consumers choose the most obvious option, without taking cost or
m viability into consideration. This is usually because it's easiest to opt for something familiar.
hen money isn't the primary factor to consider, lesser known but highly innovative solutions tend
the wayside. However, once money is in short supply, both businesses and consumers become
t conscious and focus on long-term benefits. This helps fuel innovation, growth of new ideas
res customer needs are fulfilled in as efficient a manner as possible.
es can't avoid being a part of a larger economic crisis but they can certainly use it to their
e by developing more robust and cost-effective processes and investing in long-term innovation
the ultimate differentiator when it comes to business. The Indian Railways is perhaps one of the
mples of successful innovation in the face of adversity. The world's largest employer and one of
st and busiest rail networks in the world, the Indian Railways was, until very recently, a loss-
rganization on the road to bankruptcy.
nister of Railways, Laloo Prasad Yadav, took over the reins in 2004, he had a budget of just $200
with which to turn the beleaguered institution around. Instead of retrenching staff and increasing
r and freight fares as expected, Yadav chose to retain the railways' large workforce and in fact,
ares by up to 45 per cent with a long-term focus on building volumes. Moreover, mere increase in
of a long-distance train from 800 passengers to 2,000, saw input costs fall by over 40 per cent.
also afoot to expand freight lines, increase their efficiency, and capture the 60 per cent of goods
still transported by road. In a striking example of innovation, Prasad will also plans to use the
to aid in India's water conservation efforts by building siphons and canals, and pipes with water for
and irrigation on the wasteland on either side of the 64,000 kilometres of track. He plans to reduce
umption by building train carriages from aluminium to reduce their weight and electrify the main
oughout the country.
nation of calculated risk-taking, ingenuity, business acumen and long-term vision has seen the
ailways emerge as a success story, an example to emulate. Another instance of innovation in the
dversity is the increasing focus on eco-friendly technology for cars in the backdrop of rising oil
his has led to an increase in vehicles running on alternative fuels such as the Alfa CNG, the
ik Up CNG and the Bijlee, India's first battery operated three-wheeler.
he last word belongs to Prasad's adviser, Sudhir Kumar who says, "We are not in the business of
we are in the business of transportation - one of several modes of transportation, and the only
survive and thrive in the marketplace is to offer superior and compelling value to your
rs."
y: Zarina Hodiwalla | Published: 8/27/2008 5:25 PM | Category: Innovation | Permalink | Email
| Comments (4)
8
Maketh the Man
ways wondered whether the pursuit of material gain and professional growth should gain
ce over gains for the personality, the spirit, the family and the community. I come from a typical
ass Tambram family where simplicity and frugality marry well with hard work, sincerity and
e in academic pursuits.

ts never pushed me hard to study and do well, but study hard I did. And I did fairly well too. I
ut at Godrej & Boyce as a Management Trainee at a princely stipend of Rs. 1700 per month in
that time this was considered a decent enough pay, so much so, that when my father, out of a sense
 took my appointment letter to show it to Shri Tarachand Barjatya the proprietor of Rajshri Pictures
m he worked, the sethji promptly raised my father's own pay! I am quite certain that that was not
's intention, though I have to thank Godrej for this development in our lives at that time.

hose days a Godrej job was not considered to be very hip. After an MBA one typically took up
the likes of Hindustan Lever or Johnson & Johnson or Citibank or HSBC that gave both a career
ey. I somehow never hankered after money but also felt at the same time that I had reasonably
o live the life I wanted to. Looking back I also realize that I wanted was quite a simple life most of
...sumptuous food, decent clothes, simple house and a job where I felt wanted.

my colleagues sky rocketed in their careers within the first five years. Pradeep Kar became a very
l IT entrepreneur with his Microland. C.P. Tahiliani became the youngest General Manager at
yan Subramani was hand picked by Citicorp to be part of their international cadre of management
o be trained in Greece to become a currency dealer and a treasury professional eventually. And the
on. Batch mates zipped around the world and came back with their stories. I listened to their
s and wished I could get there someday too.

ound this time that I adopted and understood the phrase that I am about to state.

RE ALWAYS HAPPY IN THE ABSOLUTE AND MISERABLE IN COMPARISON.

e never been able to successfully overcome the debate of "if I don't compare how do I constantly
and if I do compare how I avoid being miserable". One of the methods was to try and be anchored
hing higher to avoid sinking into the depths of the mundane. And that "something" higher made me
towards spirituality at the great risk of being tagged with the line that "folks who can't make it in
ers take up spirituality"

my colleagues egged me on saying I needed to get out of the well that was Godrej and out into the
world if I was to grow in my career. I never felt the need nor the urge. May be I was risk averse or
lazy but I never looked out of Godrej for 10 long years.

ake a look at my class of '83 now and do a rapid review I find that the position each person holds is
what it was when we started out. Big egos have got flattened, life priorities have changed, people
ght success couldn't be theirs are indeed successful and so on and so forth. This brings me to
hrase that I adapted from a book title that I browsed some years back.

TIMES NEVER LAST BUT TOUGH PEOPLE DO.

areer it's important to build one's capabilities and develop strength of character to be able to
e downturns and the tough times and still be humbly able to ride the crests. It's a tough ask because
good times come its difficult to give the credit to others and to higher powers and still remain
And when the tough times hit you its difficult to steer clear of the negativity and the waves of
m and still not do anything rash. I wonder if there is a case for writing a book with the title "Good
n't last but Good people do".

Hindi movie "Om Shanti Om" sometime back and what stayed in my mind was the simple yet
speech that the lead character, played by Shah Rukh Khan gave on receiving the Filmfare award.
things always work out in the end and if for some reason it has not worked out for you, believe that
et The End!!

not 100 % certain that one should pursue career growth at all costs. I haven't seen very many
l professionals who were also good human beings. At least not till the last 4-5 years. These days I
convinced than I ever was that being fundamentally good pays off in the long run. I see lots of
around to support this hypothesis to convince me to pursue this line of thought and behavior.

ase you are still not convinced, go see "Om Shanti Om" and get convinced by the King Khan
:-)
y: Krishna Gopal | Published: 8/8/2008 5:30 PM | Category: Innovation | Permalink | Email this
mments (4)
8
od Calling
pio recently made its movie debut when it featured in Mission Istanbul, the latest Bollywood
o hit the big screen. Directed by Apoorva Lakhia, Mission Istanbul is a fast-paced action film
an all-star cast including Abhishek Bachchan, Zayed Khan, Viveik Oberoi, Bobby Deol and Sunil

ndia's most loved SUVs features in an exciting action sequence, testimony to the vehicle's tough
powerful performance. Here's a sneak peek of the Scorpio in action.

y: Zarina Hodiwalla | Published: 8/6/2008 5:30 PM | Category: Innovation | Permalink | Email this
mments (1)

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