India has a large young population and growing middle class, representing significant opportunities for entrepreneurship. With over 400 million people under age 35 and domestic consumption doubling in many sectors, India offers both a huge domestic market as well as access to the global market. Entrepreneurship will be key to capitalizing on these opportunities, generating employment, and driving economic growth. There are already many government and private programs in place to support entrepreneurship development through training, funding, and education.
Meaning, definition, Characteristics of Women Entrepreneurship,Women entrepreneurs may be defined as a woman or a group of women who initiate, organise and run a business concern., A woman with a passion for becoming an entrepreneur should try to develop the above mentioned traits, cross the hurdles with a determined mind and she is sure to have a successful tomorrow., Indian Women Entrepreneurs Characters
Startup India is an initiative of the Government of India.
The campaign was first announced by Indian Prime Minister, Narendra Modi during his 15 August 2015 address from the Red Fort, in New Delhi. The action plan of this initiative, is based on the following three pillars:
i )Simplification and Handholding.
ii) Funding Support and Incentives.
iii) Industry-Academia Partnership and Incubation.
An additional area of focused relating to this initiative, is to discard restrictive States Government policies within this domain, such as License Raj, Land Permissions, Foreign Investment Proposals, and Environmental Clearances. It was organized by The Department of Industrial Policy and Promotion (DIPP)
A startup defined as an entity that is headquartered in India, which was opened less than seven years ago, and has an annual turnover less than ₹25 crore (US$3.5 million).[3] Under this initiative, the government has already launched the I-MADE program, to help Indian entrepreneurs build 1 million mobile app start-ups, and the MUDRA Banks scheme (Pradhan Mantri Mudra Yojana), an initiative which aims to provide micro-finance, low-interest rate loans to entrepreneurs from low socioeconomic backgrounds.[4] Initial capital of ₹200 billion (US$2.8 billion) has been allocated for this scheme.
“A Study on various techniques of motivation of employees”fiza91
Motivating employees can be one of biggest challenges as an employer, but learning how to inspire each individual is the key to a successful organization.
Content of Project Synopsis
The project synopsis needs to be prepared keeping in mind the following points.
a) Title of the project
– Maximum 20 words
b) Introduction and Objectives of the Study
- Maximum 200 words
c) Problem Statement (including Literature Review)
– Maximum 500 words
d) Research Methodology and References
– Maximum 500 words
Components of Project Report
1. Title of the Project
2. Introduction of the Study
3. Objective(s) of the Study
4. Literature Review
5. Research Methodology
6. Research Hypotheses
7. Research Model
8. Research Plan
9. Sampling Plan
10. Research Procedure
11. Data analysis & Interpretation
12. Results & Discussions
13. Suggestions/Recommendations
14. Limitations and Scope of Future Research
15. Conclusion
16. Bibliography
Meaning, definition, Characteristics of Women Entrepreneurship,Women entrepreneurs may be defined as a woman or a group of women who initiate, organise and run a business concern., A woman with a passion for becoming an entrepreneur should try to develop the above mentioned traits, cross the hurdles with a determined mind and she is sure to have a successful tomorrow., Indian Women Entrepreneurs Characters
Startup India is an initiative of the Government of India.
The campaign was first announced by Indian Prime Minister, Narendra Modi during his 15 August 2015 address from the Red Fort, in New Delhi. The action plan of this initiative, is based on the following three pillars:
i )Simplification and Handholding.
ii) Funding Support and Incentives.
iii) Industry-Academia Partnership and Incubation.
An additional area of focused relating to this initiative, is to discard restrictive States Government policies within this domain, such as License Raj, Land Permissions, Foreign Investment Proposals, and Environmental Clearances. It was organized by The Department of Industrial Policy and Promotion (DIPP)
A startup defined as an entity that is headquartered in India, which was opened less than seven years ago, and has an annual turnover less than ₹25 crore (US$3.5 million).[3] Under this initiative, the government has already launched the I-MADE program, to help Indian entrepreneurs build 1 million mobile app start-ups, and the MUDRA Banks scheme (Pradhan Mantri Mudra Yojana), an initiative which aims to provide micro-finance, low-interest rate loans to entrepreneurs from low socioeconomic backgrounds.[4] Initial capital of ₹200 billion (US$2.8 billion) has been allocated for this scheme.
“A Study on various techniques of motivation of employees”fiza91
Motivating employees can be one of biggest challenges as an employer, but learning how to inspire each individual is the key to a successful organization.
Content of Project Synopsis
The project synopsis needs to be prepared keeping in mind the following points.
a) Title of the project
– Maximum 20 words
b) Introduction and Objectives of the Study
- Maximum 200 words
c) Problem Statement (including Literature Review)
– Maximum 500 words
d) Research Methodology and References
– Maximum 500 words
Components of Project Report
1. Title of the Project
2. Introduction of the Study
3. Objective(s) of the Study
4. Literature Review
5. Research Methodology
6. Research Hypotheses
7. Research Model
8. Research Plan
9. Sampling Plan
10. Research Procedure
11. Data analysis & Interpretation
12. Results & Discussions
13. Suggestions/Recommendations
14. Limitations and Scope of Future Research
15. Conclusion
16. Bibliography
Challenges Faced By Women Entrepreneurs In IndiaLatha setna
In the current business world, women entrepreneurs are playing a vital role and they have become important part of the economic development and social progress. Development Compared to other countries the development of women entrepreneurship is very low in India. The educated women have to go a long way to achieve equal rights and position because traditions are deep rooted in Indian society where the sociological set up has been a male dominated one. Despite all the social hurdles, Indian women entrepreneurs stand tall from the rest of the crowd and are applauded for their achievements in their respective field. This paper focuses on women entrepreneurs, reasons women become entrepreneurs, the challenges faced by women entrepreneurs and suggestions for the growth of women entrepreneurs.
Women Entrepreneurship - Types & Functionsuma reur
1.Chance Entrepreneurs
2.Created Entrepreneurs
3.Benami Entrepreneurs
4.Natural Entrepreneurs
5. Forced Entrepreneurs
Women Entrepreneur is not different from the concept of Entrepreneur, all the concept characteristics & functions are applicable to Women Entrepreneur. The role of women in family & society is changing very fast. Those days are gone where typically women are expected to look after household activities change in various social aspect like equal treatment to women, no discrimination among male & females availability of equal opportunities to work in any field slowly these changes have forced her to become more competitive & also encouraged into business operations.
Entrepreneurship in India and challengesArmaan Anand
Entrepreneurship in india context to global. challenges faced by Indian entrepreneur, major hindrance for an Indian entrepreneur, position of Indian entrepreneur, entrepreneur, entrepreneurship, why entrepreneurship in India, is India the spot for entrepreneur & entrepreneurship. future for Indian entrepreneurship & entrepreneur.
Make in India is an initiative of the Government of India to encourage multi-national, as well as domestic, companies to manufacture their products in India. It was launched by Prime Minister Narendra Modi on 25 September 2014.India would emerge, after initiation of the programme in 2015, as the top destination globally for foreign direct investment, surpassing China as well as the United States.
The Main Motto of The Government of India is to invite business entities from all over the world to invest in Indian Manufacturing industry. For this GOI is trying to simplify the rules and regulations to invite investment from foreign investors.
Make In India is a new national program designed to transform India into a global manufacturing hub. It contains a raft of proposals designed to urge companies - local and foreign - to invest in India and make the country a manufacturing powerhouse.
The major objective behind the initiative is to focus on job creation and skill enhancement in 25 sectors of the economy.
The initiative also aims at high quality standards and minimising the impact on the environment.
The initiative hopes to attract capital and technological investment in India.
Under the initiative, brochures on the 25 sectors and a web portal were released. Before the initiative was launched, foreign equity caps in various sectors had been relaxed. The application for licences was made available online and the validity of licences was increased to three years. Various other norms and procedures were also relaxed.
Training and Development in WIPRo
Wipro have an in-house training department that handles continuous training of employees.
Those with less than one year of experience are taken through a well-structured induction/training program. This will cover all aspects of software development skills that are required.
To meet the ever-changing requirements in training, wipro have rolled out their e-learning initiatives, which is available to all employees. Their "Virtual Campus" runs with the objective of building a vast learning community on the Net. The facility of "Training on demand" enables the individual to be in complete charge of his own learning experience.
A gig economy is a work environment ( borderless and technology enabled) where organizations /businesses hire temporary workers or freelancers instead of full-time long-term employees. In the consulting/knowledge working context, the gig economy is often referred to as the open talent economy, a term largely attributed to Deloitte Consulting.
Gig economy is at nascent stage in India and Asia.
Web and ,mobile development, web-designing, internet research and data entry are the key focus areas for Indian freelancers while some of them are also engaged in accounting, graphic design and consulting. The study, conducted with 500 Indian freelancers in their local languages, highlights that most Indian freelancers are under the age of 40 and are predominantly men.
This report provides an insight to the available training options in India for MSME entrepreneurs and emphasizes the opportunities available in this area. It covers the brief introduction of the MSME sector importance to Indian economy. Various training programs especially by the government institution are covered. Some of the course facets and requirements are elaborated through an in depth research on a
considerable base of respondents comprising of entrepreneurs, students and faculties. Finally recommendations are given to bridge the gap between the actual and desired state of the course.
Challenges Faced By Women Entrepreneurs In IndiaLatha setna
In the current business world, women entrepreneurs are playing a vital role and they have become important part of the economic development and social progress. Development Compared to other countries the development of women entrepreneurship is very low in India. The educated women have to go a long way to achieve equal rights and position because traditions are deep rooted in Indian society where the sociological set up has been a male dominated one. Despite all the social hurdles, Indian women entrepreneurs stand tall from the rest of the crowd and are applauded for their achievements in their respective field. This paper focuses on women entrepreneurs, reasons women become entrepreneurs, the challenges faced by women entrepreneurs and suggestions for the growth of women entrepreneurs.
Women Entrepreneurship - Types & Functionsuma reur
1.Chance Entrepreneurs
2.Created Entrepreneurs
3.Benami Entrepreneurs
4.Natural Entrepreneurs
5. Forced Entrepreneurs
Women Entrepreneur is not different from the concept of Entrepreneur, all the concept characteristics & functions are applicable to Women Entrepreneur. The role of women in family & society is changing very fast. Those days are gone where typically women are expected to look after household activities change in various social aspect like equal treatment to women, no discrimination among male & females availability of equal opportunities to work in any field slowly these changes have forced her to become more competitive & also encouraged into business operations.
Entrepreneurship in India and challengesArmaan Anand
Entrepreneurship in india context to global. challenges faced by Indian entrepreneur, major hindrance for an Indian entrepreneur, position of Indian entrepreneur, entrepreneur, entrepreneurship, why entrepreneurship in India, is India the spot for entrepreneur & entrepreneurship. future for Indian entrepreneurship & entrepreneur.
Make in India is an initiative of the Government of India to encourage multi-national, as well as domestic, companies to manufacture their products in India. It was launched by Prime Minister Narendra Modi on 25 September 2014.India would emerge, after initiation of the programme in 2015, as the top destination globally for foreign direct investment, surpassing China as well as the United States.
The Main Motto of The Government of India is to invite business entities from all over the world to invest in Indian Manufacturing industry. For this GOI is trying to simplify the rules and regulations to invite investment from foreign investors.
Make In India is a new national program designed to transform India into a global manufacturing hub. It contains a raft of proposals designed to urge companies - local and foreign - to invest in India and make the country a manufacturing powerhouse.
The major objective behind the initiative is to focus on job creation and skill enhancement in 25 sectors of the economy.
The initiative also aims at high quality standards and minimising the impact on the environment.
The initiative hopes to attract capital and technological investment in India.
Under the initiative, brochures on the 25 sectors and a web portal were released. Before the initiative was launched, foreign equity caps in various sectors had been relaxed. The application for licences was made available online and the validity of licences was increased to three years. Various other norms and procedures were also relaxed.
Training and Development in WIPRo
Wipro have an in-house training department that handles continuous training of employees.
Those with less than one year of experience are taken through a well-structured induction/training program. This will cover all aspects of software development skills that are required.
To meet the ever-changing requirements in training, wipro have rolled out their e-learning initiatives, which is available to all employees. Their "Virtual Campus" runs with the objective of building a vast learning community on the Net. The facility of "Training on demand" enables the individual to be in complete charge of his own learning experience.
A gig economy is a work environment ( borderless and technology enabled) where organizations /businesses hire temporary workers or freelancers instead of full-time long-term employees. In the consulting/knowledge working context, the gig economy is often referred to as the open talent economy, a term largely attributed to Deloitte Consulting.
Gig economy is at nascent stage in India and Asia.
Web and ,mobile development, web-designing, internet research and data entry are the key focus areas for Indian freelancers while some of them are also engaged in accounting, graphic design and consulting. The study, conducted with 500 Indian freelancers in their local languages, highlights that most Indian freelancers are under the age of 40 and are predominantly men.
This report provides an insight to the available training options in India for MSME entrepreneurs and emphasizes the opportunities available in this area. It covers the brief introduction of the MSME sector importance to Indian economy. Various training programs especially by the government institution are covered. Some of the course facets and requirements are elaborated through an in depth research on a
considerable base of respondents comprising of entrepreneurs, students and faculties. Finally recommendations are given to bridge the gap between the actual and desired state of the course.
this gives a edp in india
all the details regarding the growth of entrerpreneurship devolopment is available in this project.............................................................................................................................................................................................................................................................
Indian startups- How they effect the economyMohit Jaswani
• Wrote a paper upon analysis of Indian economic growth because of startups over the years and its sustainability under the guidance of Dr. Surinder Singh Nehra.
• It also covers overview of Australian Startup Economy and Case Study of two Indian startups i.e. Srjna and Hostelers.
Ces 20 dernières années, le PIB de l’Inde a enregistré une hausse de plus de 1 000 milliards de dollars. Cette hausse s’explique notamment par l’émergence d’une nouvelle classe moyenne rassemblant plusieurs millions d’individus. Dans son analyse « Future of India », le cabinet d’audit et de conseil PwC appréhende les efforts que le pays doit déployer pour afficher une croissance annuelle du PIB de 9% et devenir ainsi une économie pesant 10 000 milliards d’USD en 2034.
Méthodologie
PwC a étudié les opportunités et défis de l’Inde en menant des entretiens avec près de 80 dirigeants en Inde et à l’étranger, et organisé des ateliers avec des leaders des différents secteurs. PwC a également recueilli les avis de chercheurs universitaires, d’analystes économiques et réalisé une enquête en ligne auprès de plus de 1500 collaborateurs de PwC. D’autres pays ayant entrepris une quête de croissance tout aussi ambitieuse ont été observés, parmi lesquels des pays d’Asie et d’Amérique latine à revenu moyen.
The Future of India report illustrates how India can accelerate its growth to 9% CAGR to become to create a 10 trillion USD economy over the next two decades.
The Indian Entrepreneurial Development Course is designed to serve the students by providing unique learning experiences. The course is based on artifacts, stories and lives of Indian business traditions which shapes the young minds to create and amplify that which is world class in India!
Indian Economy & Startups generating Business & JobsMufaddal Nullwala
Indian Economy & Startups- Generating Business & Jobs:
Indian economy is world's seventh largest economy by nominal GDP.
Amongst all the sectors contributing to the economy, service sector has its largest share and most of it comes from the IT. The expansion of IT sector has been led by the innumerable start-ups in the economy.
Start-up is a basic thing that a person trying to do something original. Technopreneurs are the genes of technology based entrepreneurs, but they are not only bearing the risk in business and also crossing the danger zone in innovative and initiative a new kind of product and service to the society. In recent years, India concentrates on the development of start-up environment and deserves that, this is the best season to promote the techno start-up for the massive pillar in the upcoming trends. Since 2010, entire developed nations were focusing on the roar of technopreneurs of our nation. In the present situation, government of India highly offering outstanding opportunities to its extent and this may set the new milestone for the next phase of the start-up environment. This paper deals with the development of technopreneurship in India and contribution to the start-up technopreneurs, new schemes and well equipped technology parks will be implemented for the welfare of the new start-up and commencing new technical education centres with mentors and advisers.
Emerging trends in new start up technopreneursRAVICHANDIRANG
The banking system occupies an important place in a nation’s economy. A banking institution
is indispensable in a modern society. It plays a pivotal role in the economic development of a
country and forms the core of the money market in an advance country. With the effects of the
globalisation, banking sectors become highly competitive and technology based with
multidimensional products to the customers and public. Commercial banks particularly public
sectors banks are extremely responsible to the provide financial support to industrial sectors not
only for generate revenue but also for the development of industries in a particular region which
the banks is located. MSME needs liberal financial assistance from commercial banks to establish
and extent their business operation to meet the global competition.RBI has formulated several
policies regarding financing to priority sectors particularly in small industries in the country.
Naga Sridhar(2008), in his article “Steady Growth in Public Sector Banks” SME lending money
says that the small and medium enterprises (SMEs) are departing from their traditional strong
hold sectors and are venturing into new areas if the trends in SME lending by some banks in 2007
are any indication to go by. There has been greater interest float SMEs in relatively newer sectors
such as hospitality, hospitals and travel agencies in addition to the popular areas such as textiles,
fertilizers, gems and jewellery, according to bankers.
1. Scope of Entrepreneurship development in India
INTRODUCTION
India is a very young nation – just over 61 years since independence – setting out
on a path of sustained economic growth, for decades to come.
We already have over a billion fellow Indians. Within the next 20 years, we will
have 400 million people below the age of 35 years – more than the entire
population of the United States! Each person, in this bold new generation, will be
in the prime of his or her life, striving for a better tomorrow – creating, in the
process, new growth opportunities, for budding entrepreneurs!
On the most conservative basis, our domestic consumption, in virtually any sector,
has the potential to at least double, or treble, from current levels – perhaps, just to
catch up with a country like China.
Then, there is the entire global opportunity, across diverse sectors internationally,
the "Made in India" tag is now an increasingly respected brand, valued for quality,
reliability, and competitiveness.
Truly, with economic reforms in the country, and with the virtual removal of all
trade barriers, the world is now our market and our opportunity.
The pursuit of these opportunities requires an indomitable spirit of
entrepreneurship.
Entrepreneurship is often a difficult undertaking, as a vast majority of new
businesses fail. Entrepreneurial activities are substantially different depending on
the type of organization that is being started. Entrepreneurship ranges in scale from
solo projects (even involving the entrepreneur only part-time) to major
undertakings creating many job opportunities. Many "high-profile" entrepreneurial
2. ventures seek venture capital or angel funding in order to raise capital to build the
business. Angel investors generally seek returns of 20-30% and more extensive
involvement in the business
ENTREPRENEURSHIP
Definition
Entrepreneurship is niegther science nor an art . It is the practice. It has a
knowledge base . -- Peter Drucker
Entrepreneurship is the practice of starting new organizations or revitalizing
mature organizations, particularly new businesses generally in response to
identified opportunities.
Entrepreneurship is a creative human act involving the mobilization of resources
from one level of productive use to a higher level of use. "It is the process by
which the individual pursue opportunities without regard to resources currently
controlled."
Entrepreneurship involves a willingness to take responsibility and ability to put
mind to a task and see it through from inception to completion. Another ingredient
of entrepreneurship is sensing opportunities, while others see chaos, contradiction,
and confusion. Essence of Entrepreneurship is going against time with maturity and
serving as a change agent.
SCOPE OF ENTREPRENEURSHIP
DEVELOPMENT IN INDIA
In India there is a dearth of quality people in industry, which demands high level of
entrepreneurship development programme through out the country for the growth
of Indian economy.
The scope of entrepreneurship development in country like India is tremendous.
Especially since there is widespread concern that the acceleration in GDP growth
in the post reforms period has not been accompanied by a commensurate expansion
in employment. Results of the 57th round of the National Sample Survey
Organization (NSSO) show that unemployment figures in 2003-04 were as high as
8.9 million. Incidentally, one million more Indian joined the rank of the
unemployed between 2005-06 & 2007-08. The rising unemployment rate (9.2%
2008 est.) in India has resulted in growing frustration among the youth. In addition
there is always problem of underemployment. As a result, increasing the
entrepreneurial activities in the country is the only solace. Incidentally, both the
reports prepared by Planning Commission to generate employment opportunities
3. for 10 crore people over the next ten years have strongly recommended self-
employment as a way-out for teaming unemployed youth.
We have all the requisite technical and knowledge base to take up the
entrepreneurial challenge. The success of Indian entrepreneurs in Silicon Valley is
evident as proof. The only thing that is lacking is confidence and mental
preparation. We are more of a reactive kind of a people. We need to get out of this
and become more proactive. What is more important than the skill and knowledge
base is the courage to take the plunge. Our problem is we do not stretch ourselves.
However, it is appreciative that the current generations of youth do not have hang-
ups about the previous legacy and are willing to experiment. Theses are the people
who will bring about entrepreneurship in India.
At present, there are various organizations at the country level & state level
offering support to entrepreneurs in various ways. The Govt. of India & various
State Govts. have been implementing various schemes & programmes aimed at
nurturing entrepreneurship over last four decades. For example, MCED in
Maharashtra provides systematic training, dissemination of the information & data
regarding all aspects of entrepreneurship & conducting research in
entrepreneurship. Then there are various Govt. sponsored scheme for the budding
entrepreneurs.
Recognizing the importance of the entrepreneur development in economic growth
& employment generation, Maharashtra Economic Development Council (MEDC)
has identified entrepreneurial development as the one of the focus area for Council
activities two years ago.
Various Chambers of Commerce & apex institutions have started organizing
seminars & workshops to promote entrepreneurship. Incidentally, various
management colleges have incorporated entrepreneurship as part of their
curriculum. This is indeed a good development. This shows the commitment of the
Govt. & the various organizations towards developing entrepreneurial qualities in
the individuals.
CHARACTERISTICS OF AN ENTREPRENEURSHIP
Future Perspective
Entrepreneurship as in the past will determine technical innovations, status of
social institutions and political management systems. On the basis of these factors,
we can expect the future to be a place where basic needs will remain and only the
wants will change. India will overcome the barriers of infrastructure; we will also
visualize a strong manufacturing and agricultural sector.
Entrepreneurs and not managers will be in demand, as only they will be equipped
4. to find order in chaos. The focus of entrepreneurial energy will shift from
achieving volume sales to fulfill a specific requirement. Governance will become
more transparent and will be willing to accept changes necessary for growth and
development. More autonomy will become the basis of all issues.
The future will see Entrepreneurship as the key driver of economic development
Technological obsolescence will become order of the day and there will be more
space for leisure. New businesses will be credited with providing variety of new
jobs in the economy. New and small business will also develop more than their
share of product and service innovation. At one end we will see the technological
upheavals in quick succession and on the other end there will be social value
systems and cultural issues undergoing slow but dynamic transformations.
TOP COMPANIES IN INDIA
Reliance Industries Limited
This is the largest private sector conglomerate in India founded by Dhirubhai
Amabani with an annual turnover of about US$ 35.9.This Fortune Global 500
company have its businesses in materials and energy value chain. It enjoys the
position of the global leadership and is also the largest producer of yarn and fibre
in the world. It ranks among the top ten producers across the globe in major
petrochemical products. The primary subsidiaries of the company are Reliance
Retail Limited and Reliance Petroleum Limited along with Reliance Industrial
Infrastructure Limited.
Dhirubhai Ambani
A proud son of this glorious state of Gujarat, and a man with long ties with this
5. wonderful city of Ahmedabad, was the greatest example of this spirit of
entrepreneurship!
In a short span of less than 25 years, and without even the benefit of a formal
education, Dhirubhai Ambani built Reliance, a first generation enterprise, into one
of the world’s 200 most profitable companies!
He started out in life, working as a mere petrol pump attendant in Aden, Yemen.
He had no technical knowledge, of any of the businesses he wished to create in
India.
Products & Brands
The Company expanded into textiles in 1975. Since its initial public offering in
1977, the Company has expanded rapidly and integrated backwards into other
industry sectors, most notably the production of petrochemicals and the refining of
crude oil.
The Company now has operations that span from the exploration and production
of oil and gas to the manufacture of petroleum products, polyester products,
polyester intermediates, plastics, polymer intermediates, chemicals and synthetic
textiles and fabrics.
The Company from time to time seeks to further diversify into other industries. In
January 2006, the Company approved a plan to establish a retail business through a
subsidiary Reliance Retail Limited that will operate, among other things,
supermarkets, convenience stores and specialty stores across India. The Company
approved initial expenditure of US$ 750 million to fund the initial stages of this
plan.
The Company's subsidiary Reliance Jamnagar Infrastructure Limited is currently
establishing infrastructure facilities such as roads and buildings for the proposed
Special Economic Zone (SEZ) at Jamnagar, Gujarat.
The Company's major products and brands, from oil and gas to textiles are tightly
integrated and benefit from synergies across the Company. Central to the
Company's operations is its vertical backward integration strategy; raw materials
such as PTA, MEG, ethylene, propylene and normal paraffin that were previously
imported at a higher cost and subject to import duties are now sourced from within
the Company. This has had a positive effect on the Company's operating margins
and interest costs and decreased the Company's exposure to the cyclicality of
markets and raw material prices. The Company believes that this strategy is also
important in maintaining a domestic market leadership position in its major product
lines and in providing a competitive advantage.
The Company's operations can be classified into four segments namely:
• Petroleum Refining and Marketing business
• Petrochemicals business
6. • Oil and Gas Exploration & Production business
• Others
The Company's refinery at Jamnagar is the third largest refinery at a single
location in the world.
The Company is:
• The world's largest producer of Polyester Fibre and Yarn
o 4th largest producer of Paraxylene (PX) and Purified Terepthalic
Acid (PTA)
• 6th largest producer of Mono Ethylene Glycol (MEG)
• 7th largest producer of Polypropylene (PP)
Milestones
• Starting as a small textile company, Reliance has in its journney crossed
several milestones to become a Fortune 500 company in less than 3
decades.
• Reliance continues to cross newer & bigger
milestones in its quest for what is known as
"Growth is Life".
Growth through Recognition
Reliance has merited a series of awards and
recognitions for excellence for businesses and operations.
2007-2008
• Shri Mukesh Ambani was awarded the Defence India Excellence Award
2007. The Award is a salute to those who have made the country proud.
• Shri Mukesh Ambani was conferred the Indian of the Year Award by
NDTV. This is India’s most prestigious award for outstanding
contribution towards the betterment of the nation. Shri Mukesh Ambani
received the coveted award in the Business Category.
• Shri Mukesh Ambani was conferred the Outstanding Business Leader of
the Year Award by CNBC TV18.
• Shri Mukesh Ambani was awarded the Business Leadership Award
2007 by NDTV Profit.
• Shri Mukesh Ambani was conferred the Leadership Award for Global
Vision by the United States India Business Council.
7. • Shri Mukesh Ambani was elected to be a member of the Honorary
Fellows of The Institution of Chemical Engineers, UK.
• On invitation to Shri Mukesh Ambani, Reliance Industries Limited
became a Council Member of World Business Council for Sustainable
Development (WBCSD) in July 2007. Presently, Shri Mukesh Ambani
is the only Indian CEO who is Council Member of WBCSD.
Corporate Ranking and Ratings:
Reliance featured in the Fortune Global 500 list of ‘World’s Largest
Corporations’ for the fourth consecutive year.
• Ranked 269th in 2007 having moved up 73 places from the previous
year.
• Featured as one of the world’s Top 200 companies in terms of Profits.
Among the top 25 climbers for two years in a row.
Featured among top 50 companies with the biggest increase in Revenues.
Ranked 26th within the refining industry.
Reliance is ranked 182nd in the FT Global 500 (up from previous year’s 284th
rank).
Petroleum Federation of India conferred the “Refinery of the Year Award - 2007”
to Jamnagar Manufacturing Division
Exports
“The Plastics Export Promotion Council - PLEXCOUNCIL Export Award” in the
category of Plastic Polymers for the year 2006-2007 was awarded to Reliance
being the largest exporter in this category.
Health, Safety and Environment
Jamnagar Manufacturing Division was conferred the “Golden Peacock Award for
Occupational Health & Safety - 2007” by Institute of Directors.
Jamnagar Manufacturing Division was conferred the “ICC Award for Water
Resource Management in Chemical Industry”.
Hoshiarpur Manufacturing Division bagged the First Prize in “Safety in Punjab”,
organized by Punjab Safety Council.
Nagothane Manufacturing Division received the “Shrishti G-Cube Award for
Good Green Governance” from Minister for Commerce and Industry, on World
8. Earth Day.
Training and Development
Jamnagar Refinery was adjudged the winner of the “Golden Peacock National
Training Award -2007”.
Patalganga Manufacturing Division won the “ASTD (American Society for
Training & Development) Excellence in Practice Award” for innovative practice
titled Learning Function’s role as Business partner: Empowering people with
Knowledge to achieve Business Goals.
Reliance won the CNBC TV-18 instituted Jobstreet.com Jobseekers’ Employer of
Choice Award.
Energy Excellence
Exploration & Production (E&P) Division won “The Infraline Energy Excellence
Awards 2007: Hydrocarbon Columbus Award for Excellence in Petroleum
Exploration”.
Patalganga Manufacturing Division won the First Prize in “Energy Conservation
in State of Maharashtra” organized by Maharashtra Energy Development Agency
(MEDA).
Jamnagar Manufacturing Division won the “Oil & Gas Conservation Award
-2007” from the Centre for High Technology, Ministry of Power & Natural Gas
for the excellent performance in reduction/elimination of steam leaks in the plant.
Jamnagar Manufacturing Division was the recipient of the “Infraline Energy
Award-2007” by Ministry of Power.
Hazira Manufacturing Division won the Government of India Energy
Conservation Award (2007) conferred by the Bureau of energy efficiency and
Ministry of Power.
Hazira Manufacturing Division was adjudged “Excellent Energy Efficient Unit” at
Energy Summit - 2007 by CII.
Vadodara Manufacturing Division received the CII award for “Excellence in
Energy Management - 2007” as energy efficient unit. This division also received
the 2nd prize in “National Energy Conservation Award - 2007” from Bureau of
Energy efficiency, Ministry of Power, Government of India.
The Company’s manufacturing divisions at Vadodara and Hazira were honoured
with CII-National award for excellence in water management - 2007 as water
efficient unit in “Within the fence” category. Additionally, Hazira Manufacturing
Division was honoured as water efficient unit “Beyond the Fence” category.
Quality
9. For the first time ever, globally, a petrochemical company bagged the “Deming
Prize for Management Quality”. “The Quality Control Award for Operations
Business Unit 2007” was awarded to the Hazira Manufacturing Division for
Outstanding Performance by Practicing Total Quality Management.
“QUALTECH PRIZE 2007”, which recognizes extraordinary results in
improvement and innovation, was won by Hazira Manufacturing Division for its
Small Group Activity Project.
Vadodara Manufacturing Division’s Polypropylene-IV (PP-IV) plant was
conferred the “Spheripol Process Operability Award-2006” for the highest
operability rate with an on stream factor 98.97% by M/s. BASELL, Italy.
Allahabad Manufacturing Division won the “Excellent Category Award” at
National Convention of Quality Circle (NCQC) - 07.
Six-Sigma
Lean Six sigma project on “Reducing retention time of caustic soda lye tankers at
Jamnagar” won the 1st prize in the national level competition held by Indian
Statistical Institute (ISI).
Patalganga Manufacturing Division’s Six Sigma Project on Improve Transfer
Efficiency for Automatic winders in PFY won the 2nd Prize for “Best design for
Six Sigma Project in International Six Sigma Competition” organized by IQPC
(International Quality and Productivity center).
Barabanki Manufacturing Division won the 3rd prize in “All India Six Sigma case
study contest 2008” for the Case study on “Reduction of waste of Plant 2 from
16% to 8%”.
Hoshiarpur Manufacturing Division won the 2nd prize in “Six Sigma competition
at National Level” organized by ISI and Quality Council of India (in
manufacturing category), while Dhenkanal and Barabanki Manufacturing
Divisions won the 3rd prize.
Vadodara Manufacturing Division’s Six Sigma project won the 1st prize as the
“Best Six Sigma project” at National level by CII.
Technology, R&D and Innovation
Vadodra Manufacturing Division’s R&D bagged an award from Indian Institute of
Chemical Engineers for Excellence in Process / Product Development for the work
on “Eco friendly Process for Acetonitrile Recovery”.
DSIR National Award for R&D Efforts in Industry (2007)” was conferred on
Hazira Manufacturing Division for the Cyclehexane Recovery Project.
10. Patalganga Manufacturing Division’s Project titled Augmentation of ETP and use
of biogas in Fired heaters won the “Best Innovative Project” from CII.
Reliance bagged the “Innovation Award at Tech Converge 2007” for innovative
developments in short-cut fibres.
Hazira Manufacturing Division won the “Golden Peacock Innovation Award -
2007” for its Cyclohexane Recovery Process.
Information Technology
CIO of the Year Award” for the best IT-enabled organization in India for the Year
2007.
Ones to Watch - CIO - USA Award”, for figuring among the top 20 organizations
fostering excellence in IT team.
The Skoch Challenger Award” conferred for the best IT Head (managing the most
IT enabled organization) of the Year 2007.
Best IT Implementation Award”, by PC Quest for Knowledge Management
Systems portal (KMS).
CIO Excellence Award” for Chemical Industry Information Technology Forum for
exemplary Information
Social Initiatives
Hazira Manufacturing Division won the “Golden Peacock Global Award for
Corporate Social Responsibility” - 2008.
11. OIL & NATURAL GAS CORPORATION
Oil and Natural Gas Corporation Limited (ONGC) (incorporated on June 23,
1993) is an Indian public sector petroleum company. It is a Fortune Global 500
company ranked 335th, and contributes 77% of India's crude oil production and
81% of India's natural gas production. It is the highest profit making corporation in
India. It was set up as a commission on August 14, 1956. Indian government holds
74.14% equity stake in this company.
ONGC is one of Asia's largest and most active companies involved in exploration
and production of oil. It is involved in exploring for and exploiting hydrocarbons in
26 sedimentary basins of India. It produces about 30% of India's crude oil
requirement. It owns and operates more than 11,000 kilometers of pipelines in
India. Until recently (March 2007) it was the largest company in terms of market
cap in India.
This company is awarded as the Best Oil and Gas company in Asia. It is the lone
contributor of about 84% India's oil and gas. This company is not only among the
leading Indian companies but also a leading company of oil and gas. The highest
profit making corporate of India is ONGC. It has 77% share in the crude oil
production of India. The company's main activity is to explore,refine, produce,
market and transport crude oil, natural gas etc.
FOUNDATION
In August 1956, the Oil and Natural Gas Commission was formed. Raised
from mere Directorate status to Commission, it had enhanced powers. In 1959,
these powers were further enhanced by converting the commission into a statutory
body by an act of Indian Parliament.
MILE STONE
12. Columbia University-ISB joint survey finds ONGC top Indian multinational
by foreign assets
April 20, 2009
ONGC advances to 152nd in Forbes Global 2000 metrics
April 19, 2009
ONGC receives ‘Leading Oil & Gas Corporate of the Year’ Award
April 16, 2009
ONGC receives Dalal Street Investment Journal Award for Highest Profit among
PSUs
March 25, 2009
INTERNATIONAL RANKINGS
ONGC has been ranked at 198 by the Forbes Magazine in their Forbes Global 2000
list for the year 2007 .
ONGC has featured in the 2008 list of Fortune Global 500 companies at position
335, a climb of 34 positions from rank of 369 in 2007.
ONGC is ranked as Asia’s best Oil & Gas company, as per a recent survey
conducted by US-based magazine ‘Global Finance
2nd biggest E&P company (and 1st in terms of profits), as per the Platts Energy
Business Technology (EBT) Survey 2004
Ranks 24th among Global Energy Companies by Market Capitalization in PFC
Energy 50 (December 2004).
Economic Times 500, Business Today 500, Business Baron 500 and Business
Week recognizes ONGC as most valuable Indian corporate, by Market
Capitalization, Net Worth and Net ProfitS.
Global Ranking
ONGC ranks as the Numero Uno Oil & Gas Exploration
& Production (E&P) Company in Asia, as per Platts 250
Global Energy Companies List for the year 2007 based on
assets, revenues, profits and return on invested capital
(ROIC) (September 2007).
ONGC ranks 20th among the Global publicly-listed
Energy companies as per ‘PFC Energy 50” (Jan 2008)
ONGC is the only Company from India in the Fortune Magazine’s list of the
World’s Most Admired Companies 2007.
13. ONGC ranked 335th position as per Fortune Global 500 2008 list; up from 369th
rank last year, based on revenues, profits, assets and shareholder’s equity. ONGC
maintains top rank in terms of profits among seven companies from India in the
list.
STRATEGIC VISION: 2001-2020
To focus on core business of E&P, ONGC has set strategic
objectives of:
Doubling reserves (i.e. accreting 6 billion tonnes of
O+OEG).
Improving average recovery from 28 per cent to 40 per cent.
Tie-up 20 MMTPA of equity Hydrocarbon from abroad.
The focus of management will be to monetise the assets as well as to assetise the
money.
Represents India’s Energy Security
ONGC has single-handedly scripted India’s hydrocarbon saga by:
Establishing 6.61 billion tonnes of In-place hydrocarbon reserves with more
than 300 discoveries of oil and gas; in fact, 6 out of the 7 producing basins have
been discovered by ONGC: out of these In-place hydrocarbons in domestic
acreages, Ultimate Reserves are 2.36 Billion Metric tonnes (BMT) of Oil Plus Oil
Equivalent Gas (O+OEG).
Cumulatively producing 788.273 Million Metric Tonnes (MMT) of crude and 463
Billion Cubic Meters (BCM) of Natural Gas, from 111 fields.
14. Type Public (BSE, NSE:SBI) & (LSE: SBID)
Founded Calcutta, 1806 (as Bank of Calcutta)
Corporate Centre,
Headquarters Madam Cama Road,
Mumbai 400 021 India
Key people Om Prakash Bhatt, Chairman
Banking
Industry Insurance
Capital Markets and allied industries
15. Loans, Credit Cards, Savings, Investment vehicles,
Products
SBI Life (Insurance) etc.
Revenue ▲ US$ 11.95 billion (2008)
Net income ▲ US$ 503 million (2008)[1]
Total assets US$ 127 billion
It is the largest Indian bank and one of the leading companies in India.It
offers banking services through its wide network in India and overseas.
With more than 16,000 branches it accounts for the largest bank branch
network in India. It offers services like the Mobile Banking, Internet
Banking, Demat Services,ATM Services, Corporate Banking,Merchant
Banking, Agricultural Banking, online services like online educational
loan, online SME loan and many others.
The bank has 52 branches, agencies or offices in 32 countries. It has
branches of the parent in Colombo, Dhaka, Frankfurt, Hong Kong,
Johannesburg, London and environs, Los Angeles, Male in the Maldives,
Muscat, New York, Osaka, Sydney, and Tokyo. It has offshore banking
units in the Bahamas, Bahrain, and Singapore, and representative offices
in Bhutan and Cape Town.
SBI operates several foreign subsidiaries or affiliates. In 1990 it
established an offshore bank, State Bank of India (Mauritius). It has two
subsidiaries in North America, State Bank of India (California), and
State Bank of India (Canada). In 1982, the bank established its
California subsidiary, which now has seven branches. The Canadian
subsidiary was also established in 1982 and also has seven branches,
four in the greater Toronto area, and three in British Columbia. In
Nigeria, it operates as INMB Bank . This bank was established in 1981
as the Indo-Nigerian Merchant Bank and received permission in 2002 to
commence retail banking. It now has five branches in Nigeria. In Nepal
SBI owns 50% of Nepal SBI Bank, which has branches throughout the
16. country. In Moscow SBI owns 60% of Commercial Bank of India, with
Canara Bank owning the rest. In Indonesia it owns 76% of PT Bank Indo
Monex.
State Bank of India already has a branch in Shanghai and plans to open
one up in Tianjin
History
The roots of the State Bank of India rest in the first decade of 19th
century, when the Bank of Calcutta, later renamed the Bank of Bengal,
was established on 2 June 1806. The Bank of Bengal and two other
Presidency banks, namely, the Bank of Bombay (incorporated on 15
April 1840) and the Bank of Madras (incorporated on 1 July 1843). All
three Presidency banks were incorporated as joint stock companies, and
were the result of the royal charters. These three banks received the
exclusive right to issue paper currency in 1861 with the Paper Currency
Act, a right they retained until the formation of the Reserve Bank of
India. The Presidency banks amalgamated on 27 January 1921, and the
reorganized banking entity took as its name Imperial Bank of India. The
Imperial Bank of India continued to remain a joint stock company.
Pursuant to the provisions of the State Bank of India Act (1955), the
Reserve Bank of India, which is India's central bank, acquired a
controlling interest in the Imperial Bank of India. On 30 April 1955 the
Imperial Bank of India became the State Bank of India.
Offices of the Bank of Bengal
In 1959 the Government passed the State Bank of India (Subsidiary
Banks) Act, enabling the State Bank of India to take over eight former
State-associated banks as its subsidiaries. On Sept 13, 2008, State Bank
of Saurashtra, one of its Associate Banks, merged with State Bank of
India.
ASSOCIATE BANKS
17. State Bank of Indore, State Bank of Bikaner & Jaipur, State Bank of
Hyderabad
State Bank of Mysore, State Bank of Patiala, State Bank of Travancore
Group companies
SBI Capital Markets Ltd
SBI Mutual Fund (A Trust)
SBI Factors and Commercial Services Ltd
SBI DFHI Ltd
SBI Cards and Payment Services Pvt Ltd
SBI Life Insurance Co. Ltd - Bancassurance (Life Insurance)
SBI Funds Management Pvt Ltd
SBI Canada
18. INDIAN OIL CORPORATION
Mr. Sarthak Behuria chairman
Type PSU (Trading on BSE & NSE)
Founded 1964
Headquarters New Delhi, India
Key people Sarthak Behuria, Chairman
Industry Petroleum products = Petrol, Diesel, Kerosene, LPG,
Petrochemicals
Revenue ▲ र. 2474.79 billion or $61.7 Billion [1] (2007-2008)
Net income US$ 1.96 billion (2007) ▲ 12.9% from 2006
19. Total assets US$ 26.2 billion (2007)
Total equity US$ 10.87 billion (2007)
Employees ~36,217 (2006)
It is a public sector Indian Petroleum company and also the largest
commercial enterprise in India. This company ranks 116 on the list of
the Fortune Global 500 list in the year 2008.It operates the widest and
the largest network of fuel stations in India which is about 17,606.Auto
LPG Dispensing Stations are started by the company and it helps reach
Indane Cooking Gas to 47.5 million households. The company's
products are diesel, petrol , Servo Lubricants etc.
It began operation in 1959 as Indian Oil Company Ltd. The Indian Oil
Corporation was formed in 1964, with the merger of Indian Refineries
Ltd. Indian Oil and its subsidiaries account for a 47% share in the
petroleum products market, 40% share in refining capacity and 67%
downstream sector pipelines capacity in India. The Indian Oil Group of
Companies owns and operates 10 of India's 19 refineries with a
combined refining capacity of 60.2 million metric tons per year.
Products
Indian Oil's product range covers petrol, diesel, LPG, auto LPG, aviation
turbine fuel, lubricants, naphtha, bitumen, paraffin, kerosene etc. Xtra
Premium branded petrol, Xtra Mile high speed diesel, Servo lubricants,
Indane LPG, Autogas LPG, Indian Oil Aviation are some of its prominent
brands.
Recently Indian Oil has also introduced a new business line of supplying
LNG(Liquefied natural gas) by the cryogenic transportation. The
branding called "LNG at Doorstep". Lng headquarters are located in
scope complex, Lodhi Road Delhi
REFINERIES
• Digboi Refinery, in Upper Assam, is India's oldest refinery and was
commissioned in 1901. Originally a part of Assam Oil Company, it became
part of IndianOil in 1981. Its original refining capacity had been 0.5
MMTPA since 1901. Modernisation project of this refinery has been
completed and the refinery now has an increased capacity of 0.65 MMTPA.
• Guwahati Refinery, the first public sector refinery of the country,
was built with Romanian collaboration and was inaugurated by
20. Late Pt. Jawaharlal Nehru, the first Prime Minister of India, on 1
January 1962.
• Barauni Refinery, in Bihar, was built in collaboration with Russia and
Romania. It was commissioned in 1964 with a capacity of 1 MMTPA. Its
capacity today is 6 MMTPA.
• Gujarat Refinery, at Koyali in Gujarat in Western India, is IndianOil’s
largest refinery. The refinery was commissioned in 1965. It also houses the
first hydrocracking unit of the country. Its present capacity is 13.70
MMTPA.
• Haldia Refinery is the only coastal refinery of the Corporation, situated
136 km downstream of Kolkata in the Purba Medinipur (East Midnapore)
district. It was commissioned in 1975 with a capacity of 2.5 MMTPA, which
has since been increased to 5.8 MMTPA
• Mathura Refinery was commissioned in 1982 as the sixth refinery in the
fold of IndianOil and with an original capacity of 6.0 MMTPA. Located
strategically between the historic cities of Delhi and Agra, the capacity of
Mathura refinery was increased to 7.5 MMTPA.
• Panipat Refinery is the seventh refinery of IndianOil. The original
refinery with 6 MMTPA capacity was built and commissioned in 1998.
Panipat Refinery has doubled its refining capacity from 6 MMT/yr to 12
MMTPA with the commissioning of its Expansion Project
.
GROUP COMPANIES AND JOINT VENTURES
• IndianOil (Mauritius) Ltd.
• Lanka IOC PLC - Group company for Sri Lanka retail and storage
operations which is listed on Colombo's stock exchange. It was locked into a
bitter subsidy payment dispute with Sri Lanka's Government which has since
been resolved.
• IOC Middle East FZE
• Chennai Petroleum Corporation Ltd.
• Bongaigoan Refinery and Petrochemicals Ltd.
• Green Gas Ltd. - joint venture with Gas Authority of India for city-wide gas
distribution networks.
• Indo Cat Pvt. Ltd., with Intercat, USA, for manufacturing 15,000 tonnes per
annum of FCC (fluidised catalytic cracking) catalysts & additives in India,
for catering to rising global demand.
21. • Numerous exploration and production ventures with Oil India Ltd., Oil and
Natural Gas Corporation
INTERNATIONAL RANKINGS
Indian Oil is the highest ranked Indian company in the prestigious Fortune
Global 500 listing, the 116th position(in 2008) based on fiscal 2007 performance. It
is also the 18th largest petroleum company in the world and the number one
petroleum trading company among the National Oil Companies in the Asia-Pacific
region. IOCL was featured on the 2008 Forbes Global 2000 at position 303.
AWARDS & ACCREDITATIONS
LOYALTY PROGRAMS
XTRAPOWER Fleet Card Program is aimed at Large Fleet Operators.
Currently it has 1 million customer base. XTRAREWARDS is a recently launched
loyalty program for retail customers where customers can earn reward points on
their purchases.
COMPETITORS
Indian Oil Corporation has two major domestic competitors, Bharat Petroleum
and Hindustan Petroleum. Both are state-controlled, like Indian Oil Corporation.
There are two private competitors, Reliance Petroleum and Essar Oil
22. Private
Type
BSE & NSE:ICICI, NYSE: IBN
1955 (as Industrial Credit and Investment Corporation of
Founded
India)
ICICI Bank Ltd.,
Headquarte ICICI Bank Towers,
rs Bandra Kurla,
Mumbai, India
N Vaghul, K.V. Kamath, Chanda Kochhar, V
Key people
Vaidyanathan, Madhabi Puri
Banking
Industry Insurance
Capital Markets and allied industries
Loans, Credit Cards, Savings, Investment vehicles,
Products
Insurance etc.
Revenue ▲ USD 5.79 billion
Total
Rs. 3,997.95 billion (US$ 100 billion) at March 31, 2008.
assets
Website www.icicibank.com
The largest private sector bank in the sector of market
capitalization in India is ICICI Bank and the second
23. largest bank in assets. The wide network of the bank has
1,399 branches,49 regional processing centres,22
regional offices and more than 4,485 ATMs. It provides
the banking services like Personal banking,Corporate Net
Banking,NRI,Internet Banking,24-hr Customer Care and
many other banking facilities.
History of ICICI
1955 The Industrial Credit and Investment Corporation of India Limited
(ICICI) was incorporated at the initiative of World Bank, the
Government of India and representatives of Indian industry, with the
objective of creating a development financial institution for providing
medium-term and long-term project financing to Indian businesses.
2000 CI established Banking Corporation as a banking
subsidiary.formerly Industrial Credit and Investment Corporation of
India. Later, ICICI Banking Corporation was renamed as 'ICICI Bank
Limited'. ICICI founded a separate legal entity, ICICI Bank, to undertake
normal banking operations - taking deposits, credit cards, car loans etc.
In 2001 CI acquired Bank of Madura (est. 1943). Bank of Madura was a Chettiar
bank, and had acquired Chettinad Mercantile Bank (est. 1933) and Illanji Bank
(established 1904) in the 1960s.
In 2002The Boards of Directors of ICICI and ICICI Bank approved the reverse
merger of ICICI, ICICI Personal Financial Services Limited and ICICI Capital
Services Limited, into ICICI Bank. After receiving all necessary regulatory
approvals, ICICI integrated the group's financing and banking operations, both
wholesale and retail, into a single entity.
Also in 2002, ICICI Bank bought the Shimla and Darjeeling branches that Standard
Chartered Bank had inherited when it acquired Grindlays Bank.
ICICI started its international expansion by opening representative offices in New
York and London.
2003 ICICI opened subsidiaries in Canada and the United Kingdom (UK), and in
the UK it established an alliance with Lloyds TSB.
It also opened an Offshore Banking Unit (OBU) in Singapore and representative
offices in Dubai and Shanghai.
24. 2004 ICICI opens a rep office in Bangladesh to tap the extensive trade between that
country, India and South Africa.
2005 ICICI acquired Investitsionno-Kreditny Bank (IKB), a Russia bank with
about US$4mn in assets, head office in Balabanovo in the Kaluga region, and with
a branch in Moscow. ICICI renamed the bank ICICI Bank Eurasia.
Also, ICICI established a branch in Dubai International Financial Centre and in
Hong Kong.
2006 ICICI Bank UK opened a branch in Antwerp, in Belgium. ICICI opened
representative offices in Bangkok, Jakarta, and Kuala Lumpur.
2007 ICICI amalgamated Sangli Bank, which was headquartered in Sangli, in
Maharashtra State, and which had 158 branches in Maharashtra and another 31 in
Karnataka State. Sangli Bank had been founded in 1916 and was particularly
strong in rural areas.
ICICI also received permission from the government of Qatar to open a branch in
Doha.
ICICI Bank Eurasia opened a second branch, this time in St. Petersburg.
2008 The US Federal Reserve permitted ICICI to convert its representative office
in New York into a branch.
ICICI also established a branch in Frankfurt.
25. SMALL SCALE INDUSTRIES
The concept of Small Scale industry varies from one to another
country and one time to other in the same country , depending upon
the pattern and stage of development , government policy and
administrative set up of the particular country.
ROLE OF SSI IN INDIAN ECONOMY
26. Small business forms an important sector of the Indian economy. SSI
accounted 40% of the value added by the whole manufacturing sector,
and
80% of the employment. SSI also contributed to the extent of 42 % with
regards to exports.
DEFINITIONS OF SSI
YEARS DEFINITIO SSI UNIT ANCILLARY EMPLOYEMENT
N GIVEN BY UNIT CRITERION
1950 Fiscal __ __ 10-50 workers
commission
1955 SSI board Capital Same ssi unt. Upto 50, if using
investment power & less than
upto Rs. 100 if not using if
5lacks. not using power
1960 Ministry of CI upto Rs.5 SAME employement
commerce & lcks. criterion dropped
industry
1975 Govt. Of CI up to Rs. 15 -do-
India (GOI) Rs.10 lacks.
1980 GOI uptoRs. 20 Rs.25 -do-
lacks.
1985 GOI uptoRs. 35 Rs. 45 -do-
lack
1991 GOI uptoRs. 60 Rs. 75 -do-
lcks.
1997 GOI Upto Rs.3 Not defined -do-
crore
2000 GOI uptoRs. 1 -do- -do-
crore
POLICIES FOR THE SSI BY INDIAN GOVERNMENT
27. Office of the Development Commissioner, (MSME)
Ministry of Micro, Small & Medium Enterprises
Aims and objectives
Imparting greater vitality and growth impetus to the Micro, Small and Medium
Enterprises (MSME) in terms of output, employment and exports and instilling a
competitive culture based on heightened technology awareness."
The Micro, Small and Medium Enterprises (MSME) sector has been recognised as
engine of growth all over the world. Many countries of the world have established a
SME Development Agency as the nodal agency to coordinate and oversee all
Government interventions in respect of the development of this sector. In the case of
India, also Medium establishment has for the first time been defined in terms of
separate Act, governing promotion and development of Micro, Small and Medium
Enterprises (MSME) i.e. Micro, Small and Medium Enterprises (MSME) development
Act, 2006 (which has come into force from 02nd Oct, 2006) the Office of
Development Commissioner (Micro, Small and Medium Enterprises) functions as the
nodal Developmet Agency under the Ministry of Micro, Small and Medium
Enterprises(MSME).
Office of Development Commissioner (SSI) was established in 1954 on the basis
of the recommendations of the Ford Foundation. Over the years, it has seen its role
evolve into an agency for advocacy, hand holding and facilitation for the small
industries sector. It has over 70 offices and 21 autonomous bodies under its
management. These autonomous bodies include Tool Rooms, Training Institutions
and Project-cum-Process Development Centres. Office of the Development
Commissioner (MSME) provides a wide spectrum of services to the Micro, Small and
Medium Industrial sector. These include facilities for testing, toolmenting, training for
entrepreneurship development, preparation of project and product profiles, technical
and managerial consultancy, assistance for exports, pollution and energy audits etc.
Office of the Development Commissioner (MSME) provides economic information
services and advises Government in policy formulation for the promotion and
development of SSIs. The field offices also work as effective links between the Central
and the State Governments.
Consequent to the increased globalization of the Indian economy, MSMEs are
required to face new challenges. Office of the Development Commissioner (MSME)
has recognised the changed environment and is currently focusing on providing
support in the fields of credit, marketing, technology and infrastructure to MSMEs.
28. Global trends and national developments have accentuated Office of the Development
Commissioner (MSME)'s role as a catalyst of growth of MSMEs in the country
INTRODUCTION
1.1 The Small Scale Industry Sector has emerged as India's engine of growth in the
New Millennium. By the end of March 2000, the SSI sector accounted for nearly
40 per cent of gross value of output in the manufacturing sector and 35 per cent of
total exports from the country. Through over 32 lakh units,
the sector provided employment to about 18 million people.
1.2 The on going programme of Economic Reforms based upon the principle of
liberalisation, globalisation and privatisation and the changes at the international
economic scene including the emergence of World Trade Organisation (WTO),
have brought certain schallenges and several new opportunities before the SSI
Sector. The most important challenge faced by the sector is that of growing
competition both globally and domestically.
At the sametime sector has also been facing some problems which relate to credit,
infrastructure, technology, marketing, delayed payment hassels on account of so
many rules and regulations etc.
In order to enable this sector to avail the opportunities and play its role as an engine
of growth, it is essential to address to these problems effectively and urgently.
1.3 With a view to provide more focused attention on the development of SSI
,government of India created a new Ministry of Small Scale Industries & Agro an
drur al Industries in October 1999. Immediately after the formation of the Ministry,
a Mission for the Millennium giving a blue print for small scale and village
industries was announced.
To carve out a road map for this sector in the New Millennium, the Hon'ble Prime
Minister constituted a Group of Ministers under the Chairmanship of Shri L.K.
Advani the Home Minister of India in June 2000.
The background material for the consideration of the Group of Ministers was
provided by the Interim Report of the S.P. Gupta Study Team constituted by the
Planning Commission.
1.4 The Group of Ministers considered the recommendations and came out with a
Comprehensive Policy Package for the Small Scale and Tiny Sector which was
announced by the Hon'ble Prime Minister Shri Atal Bihari Vajpayee at first ever
National Conference on the Small Scale Industries organised by the Ministry of
SSI & ARI at Vigyan Bhavan, New Delhi on 30th August 2000. Package were
announced by the Hon'ble Prime Minister on 30th August 2000, some others
including the Tiny Sector Policy Package were announced by the Ministry of SSI&
ARI on 31st August 2000 in the meeting of the SSI Board.
SMALL SCALE SECTOR
29. 2.0 Policy Support
2.1 The investment limit for the Tiny Sector will continue to be Rs. 25 lakhs.
2.2 The investment limit for the SSI sector will continue to be at Rs. 1 crore.
2.3 The Ministry of SSI & ARI will bring out a specific list of hi-tech and export
o riented industries which would require the investment limit to be raised upto Rs.
5 crores to admit of suitable technology upgradation and to enable them to
maintain their competitive edge.
2.4 The Limited Partnership Act will be drafted quickly and got enacted. Attempt
will be made to bring the Bill before the next session of the Parliament.
3.0 FISCAL SUPPORT
3.1 To improve the competitiveness of Small Scale Sector, the exemption for
excise duty limit raised from Rs. 50 lakhs to Rs. 1 crore.
4.0 CREDIT SUPPORT
4.1 The composite loans limit raised from Rs. 10 lakhs to Rs.25 lakhs.
4.2 The Small Scale Service and Business (Industry Related) Enterprises (SSSBEs)
with a maximum investment of Rs. 10 lakhs will qualify for priority lending.
4.3 In the National Equity Fund Scheme, the project cost limit will be raised from
Rs. 25 lakhs to Rs. 50 lakhs. The soft loan limit will be retained at 25 per cent of
the project cost subject to a maximum of Rs. 10 lakhs per project. Assistance under
the NEF will be provided at a service charge of 5 per cent per annum.
4.4 The eligibility limit for coverage under the recently launched (August 2000)
Credit Guarantee Scheme has been revised to Rs.25 lakhs from the present limit of
Rs. 10 lakhs.
4.5 The Department of Economic Affairs will appoint a Task Force to suggest
revitalisation/restructuring of the State Finance Corporations.
4.6 The Nayak Committee's recommendations regarding provision of 20 per cent
of the projected turnover as working capital is being recommended to the financial
institutions and banks.
5.0 Infrastructural Support
5.1 The Integrated Infrastructure Development (IID) Scheme will progressively
cover all areas in the country with 50 per cent reservation for rural areas.
5.2 Regarding upgrading the Industrial Estates, which are languishing, the Ministry
of SSI & ARI will draw up a detailed scheme for the consideration of the Planning
Commission.
5.3 A Plan Scheme for Cluster Development will be drawn up.
30. 5.4 The funds available under the non-lapsable pool for the North-East will be used
for Industrial Infrastructure Development, setting up of incubation centres, for
Cluster Development and for setting up of IIDs in the North-East including Sikkim.
6.0 Technological Support and Quality Improvement
6.1 Capital Subsidy of 12 per cent for investment in technology in select sectors.
An interministerial Committee of Experts will be set up to define the scope of
technology upgradation and sectorial priorities.
6.2 To encourage Total Quality Management, the Scheme of granting Rs.75,000/-
to each unit for opting ISO-9000 Certification will continue for the next six years
i.e. till the end of the 10th plan.
6.3 Setting up of incubation Centres in Sunrise Industries will be supported.
6.4 The TBSE set up by SIDBI will be strengthened so that it functions effectively
as a Technology Bank. It will be properly networked with NSIC, SIDO (SENET
Programme) and APCTT.
6.5 SIDO, SIDBI and NSIC will jointly prepare a Compendium of available
technologies for the R&D institutions in India and abroad and circulate it among
the industry associations for the dissemination of the latest technology related
information.
6.6 Commercial Banks are being requested to develop Schemes to encourage
investment in technology upgradation and harmonise the same with SIDBI.
6.7 One time Capital Grant of 50% will be given to Small Scale Associations
which wish to develop and operate Testing Laboratories, provided they are of
international standard.
7.0 Marketing Support
7.1 SIDO will have a Market Development Assistance (MDA) Programme, similar
to one obtaining in the Ministry of Commerce & Industry. It will be a Plan
Scheme.
7.2 The Vendor Development Programme, Buyer-Seller Meets and Exhibitions
will take place more often and at dispersed locations.
8.0 Streamlining Inspections/Rules and Regulations
8.1 To minimise harassment to Small Scale Sector a Group will be set up to
recommend within 3 months, means of streamlining inspections. This will include
repeal of laws and regulations applicable to the sector that have since become
redundant.
8.2 Self-certification will be progressively encouraged in lieu of inspections, which
should be prescribed under the three following conditions:
l On receipt of specific complaint;
l Selection of unit for sample check (Say 10 per cent of total units); and
31. l For audit and safety purposes.
9.0 Entrepreneurship Development
9.1 Capacity building in the SSI sector, both for entrepreneurs as well as workers,
will be given top priority. The Ministry of SSI & ARI and Ministry of Labour will
work out the strategy jointly.
10.0 Facilitating Prompt Payment
SMALL SCALE INDUSTRIES NATIONAL AWARD 2000
Name and Address of AWARD YEAR PRODUCT
the Enterprise
Sh. Umesh Martandrao FIRST AWARD 2000 Chassis assemblies &
Dashrathi other components for
CNG, LPG driven three-
M/s Rohit Industries wheelers and Goods
A 3 MIDC, cariers.
Near Railway Station,
Aurangabad-431005.
(MAHARASHTRA)
Sh. Prashant R GandhiM/ SECOND AWARD 2000 Aluminium and Steel
s. Samruddhi Cops used in DT
Engineering, Survey No. Machines, TFO Machines
767/3 Village Vadsar,Tal- for synthetic yarn
32. Kolal,Distt. Gandhinagar. winding.
(GUJARAT)
Sh. Vinodhbhai Ambalal THIRD AWARD 2000 Pneumetic Rubber
Soni, M/s. Hi- Tech Fenders, Rubber Buoys
Elastomers Limited 2 for use in marine
Chirag Apartments, purposes.
Behind Govt.Polytechnic,
Gulbai Tekra, Ambawadi,
Ahmedabad-380015.
(GUJARAT)
Smt. Supriya Roy SPECIAL AWARD 2000 Bakery and Fast Food
M/s.The Sugar & Spice, (WOMEN items
1/2 HarishMukherjee ENTREPRENEUR)
Road, Kolkata- 700020.
(WEST BENGAL)
Smt. Savitaben Devjibhai SPECIAL AWARD (SC/ST 2000 Glazed Wall Tiles.
Paramar M/s Sterling ENTREPRENEUR)
Ceramics Pvt.Limited,
Kolal-Mehsana Highway,
Nandasan (NG), Tal-Kadi.
Distt.
Mehsana(GUJARAT)
Shri Blaise Lawrence Shri Blaise Lawrence 2000 Water Storage Tanks.
Costabir, M/s Zarhak Costabir,
Moulders Pvt. Limited,
Verna Electronic City
Verna GOA M/s Zarhak Moulders
Pvt. Limited,
Verna Electronic City
Verna GOA
Shri Gurmeet Singh SPECIAL RECOGNITION 2000 Carbonless Computer
Bhatia M/s A.G.K. AWARD stationery and
Computers Secure Prints Peripherals.
Ltd., AGK Complex,
D-118, Industrial Area,
Phase-VII SAS Nagar
Ropar-160055. (PUNJAB)
National Awards for Outstanding Entrepreneurship in
MSMEs – 2007
33. S.No. Category of Award Name & Address of the
Entrepreneurs
1. First Award Shri Satish Waman Wagh
M/s Supriya Chemicals
A-5/2 Loteparshuram MIDC
Area,Nakhed.
MAHARASHTRA
Tel.No.02240332727
2. First Award Shri Debashish Mandal
M/s Indo Webal Surgical
Ukil para Behind Sub Division
Hospital
Baruipur, Kolkata
WEST BENGAL
T.No.91-33 24338997, Fax:91-33
2433 3534
3. Third Award Shri Surender Pal Singh
M/s Premier Solar Systems (P)
Ltd.
3rd Floor, V.V.Towers
Secunderabad ANDHRA
PRADESH
T.No.04027744415, 04027744416
M.No.9490167790,
Fax:040277744417
4. Special Award to Smt Savita Kailash Chhabra
outstanding M/s Hygienic Research Institute,
woman A/48, MIDC, Marol, Andheri (East),
Entrepreneurs Mumbai
MAHARASHTRA
Tel.No.022 – 28361311
M.No.9820047216
Fax: 022 –28320089
E.mail: Savita@hriindia.com
5. Special Award to Shri Debashish Mandal
outstanding SC/ST M/s Indo Webal Surgical
Ukil para Behind Sub Division
Hospital
Baruipur, Kolkata-144
WEST BENGAL
34. T.No.91-33 24338997, Fax:91-33
2433 3534
6. Special Award to Shri Murli Dhar Khetan
outstanding NER M/s North Eastern Cables Pvt. Ltd.
A T Road Jorhat-785001
ASSAM
Ph.No.0376-2351433, 2350550
Fax: 2351318
E.Mail: necab11@yagii.com
(II) National Award for outstanding Entrepreneurship in Micro & Small
Enterprises rendering services
7. First Award Smt. Triveni Devi
M/s Anand Electroplators,
B-87,88, Sec-10, Noida
Gautam Budh Nagar.
8. Second Award Shri Bimal Parkash Jain
Adinath Dyeing & Finishing Mills,
Dyeing Complex, Ludhiana
PUNJAB
T.No.0161-5074829, 5074830,
5004876
E.Mail:adinathdyeing@yahoo.co.in
BPO
BUSINESS OUTSOURSING PROCESSING
35. DEFINITION
Business process outsourcing (BPO) is a form of outsourcing that
involves the contracting of the operations and responsibilities of a
specific business functions (or processes) to a third-party service
provider. Originally, this was associated with manufacturing firms, such
as Coca Cola that outsourced large segments of its supply chain.. In the
contemporary context, it is primarily used to refer to the outsourcing of
services.
BPO is typically categorized into back office outsourcing - which
includes internal business functions such as human resources or finance
and accounting, and front office outsourcing - which includes customer-
related services such as contact center services.
Industry size/ Growth
India has revenues of 10.9 billion USD[2] from offshore BPO and 30 billion USD
from IT and total BPO (expected in FY 2008). India thus has some 5-6% share of
the total BPO Industry, but a commanding 63% share of the offshore component.
This 63% is a drop from the 70% offshore share that India enjoyed last year,
despite the industry growing 38% in India last year, other locations like Eastern
Europe, Philippines, Morocco, Egypt and South Africa have emerged to take a
share of the market. China is also trying to grow from a very small base in this
industry. However, while the BPO industry is expected to continue to grow in
36. India, its market share of the offshore piece is expected to decline. Important
centers in India are Bangalore, Hyderabad, Mumbai, Pune, Chennai and New
Delhi.
The top five Indian BPO exporters for 2006-2007 according to NASSCOM are :-
Genpact,
WNS Global Services,
Transworks Information Services,
IBM Daksh,
TCS,
HCL,
WIPRO,
And Dell BPO.
According to McKinsey, the global "addressable" BPO market is worth $122 -
$154 billion, of which: 35-40 retail banking, 25-35 insurance, 10-12
travel/hospitality, 10-12 auto, 8-10 telecoms, 8 pharma, 10-15 others and 20-25 is
finance, accounting and HR. Moreover, they estimate that 8% of that capacity was
utilized as of 2006