The document provides details about Aishwarya Chanda's internship report at Mahindra & Mahindra Ltd. It includes sections on the organization's profile, various departments, SWOT analysis, achievements, CSR activities, findings and conclusions. The report was submitted in partial fulfillment of an MIB course at Mount Carmel College under the guidance of Mr. Anil Kumar.

1. REPORT ON INTERNSHIP
IN A IMPORTS AND EXPORTS INDUSRTY
AT
"MAHINDRA & MAHINDRA LTD"
SUBMITTED IN PARTIAL REQUIREMENT OF MIB COURSE
BY
AISHWARYA CHANDA.
Roll No- IB14002
UNDER THE GUIDANCE OF
MR. ANIL KUMAR
POST GRADUATE DEPARTMENT OF COMMERCE& MANAGEMENT
MOUNT CARMEL COLLEGE (AUTONOMOUS)
BANGALORE-560052
2015-2016

2. CERTIFICATE FROM THE GUIDE
Certified that this report is based on an original project study conducted by AISHWARYA
CHANDA. Register Number - IB14002 under my guidance .She has attended the required
Guidance sessions held . This project report has not formed a basis for the award of any other
Degree / Diploma of any University or Institution.
Mr. Anil Kumar

3. DECLARATION BY THE STUDENT
I AISHWARYA CHANDA. Register number IB14002, student of Mount Carmel College
(Autonomous) hereby declare that this project entitled Internship on a import and export
Industry at "MAHINDRA & MAHINDRA .LTD" has been prepared by me in partial
fulfillment for the award of Masters International Business, Post Graduate Degree.
This has not been submitted in part or full towards any other Degree/Diploma to any
University or Institution.
I also declare that all information, data and input which I have used and referred to in this
report are meant only for Academic purpose only and will not be used for any other purpose.
Date:
BANGALORE AISHWARYA CHANDA.

4. ACKNOWLEDGEMENT
I express my profound thanks to Dr. Sister Arpana– the Principal, Mount Carmel College,
Dr. S. Ramesh - the Dean of Commerce and Management studies, Mr.Anil Kumar-guide
and lecturer,Mount Carmel College for having given this opportunity to undergo this
Internship Programme at MAHINDRA & MAHINDRA.LTD.
I also thank him for all the guidance and support.
I sincerely express my thanks to Mr.Pradeep Goud, Senior HR Manager of
"MAHINDRA & MAHINDRA.LTD" for having given me an opportunity to do my
Internship in their esteemed organization. The interaction with them gave me a lot of
practical inputs.
I am also thankful to the staff of all the Departments of MAHINDRA & MAHINDRA
.LTD. For all the guidance, information support given by them during the period of our
Internship.
Last but not the least, I am thankful to my parents for the motivation and the logistic support
during the period of Internship in the above said organization.
.

5. TABLE OF CONTENTS
SL NO PARTICULARS
PAGE NO
1
Introduction
1-7
2 Profile of the organization 8-13
3 Export Department
4 Import Department
4 Human Resource Department
5 Finance Department
6 Marketing Department
7 Research and Development Department
8 SWOT Analysis
9 Achievements And Recognitions
10 Corporate Social Responsibility
11 Findings , Suggestions &
Conclusions
Bibliography & Annexure

6. INTRODUCTION

7. Mahindra & Mahindra was set up as a steel trading company in 1945. It soon expanded into
manufacturing general-purpose utility vehicles, starting with assembly under license of the
iconic WillysJeep in India. Soon established as the Jeep manufacturers of India, M&M later
branched out into the manufacture of light commercial vehicles (LCVs) and agricultural
tractors. Today, M&M is the leader in the utility vehicle segment in India with its flagship
UV Scorpio and enjoys a growing global market presence in both the automotive and tractor
businesses.
Over the past few years, M&M has expanded into new industries and geographies. They
entered into the two-wheeler segment by taking over Kinetic Motors in India. M&M also has
controlling stake in REVA Electric Car Company and acquired South Korea's SsangYong
Motor Company in 2011.
The US based Reputation Institute recently ranked Mahindra among the top 10 Indian
companies in its 'Global 200: The World's Best Corporate Reputations' list.
MAHINDRA & MAHINDRA FARM DIVISION –ZAHEERABAD
PLANT
The Farm Equipment Sector of Mahindra & Mahindra Ltd., a part of the US $ 15.9 billion
(INR 871081500000) Mahindra Group, has opened the door of its maiden tractor
manufacturing plant in Zaheerabad, Andhra Pradesh.
The plant has taken shape at a substantial investment of over Rs. 300 crores. It will have an
installed capacity of 1, 00,000 tractors per annum, which can be enhanced to address
additional requirements. The world class facility which is fully equipped to meet
international manufacturing standards is spread across 80 acres of land and is built over
60,000 sq.mt. Making it the largest tractor plant in the country.region but will also present
significant employment opportunities to local residents. The plant illustrates Mahindra
Group’s far reaching vision and is sure to inspire corporate India to reach greater heights”
"The Group has always believed in investing for the future and this new tractor plant at
Zaheerabad is yet another example of our philosophy in action. Our endeavor is to be present
in the entire eco system of Agri Business and this new facility will help brand Mahindra to
deliver on its promise of Farm Tech Prosperity. This push towards rural prosperity will help
India, which is currently poised at a tipping point, to emerge as one of the fastest growing
economies in the world. The government of Andhra Pradesh and its administration has been

8. proactive in their support to Mahindra which has helped us to set up this facility in record
time," said Anand Mahindra, Chairman, Mahindra Group.
Mahindra & Mahindra sells tractors under 2 leading brands, i.e. ‘Mahindra’ & ‘Swaraj’.
Mahindra Tractors has had the highest market share in the domestic market for the last 29
years. Last year, the company sold 2, 21,730tractors in the domestic market.
“It gives immense joy and pride to see that Andhra Pradesh has been chosen as the
destination for the first tractor plant for Mahindra in south India. The new facility rejuvenates
the manufacturing sector of Andhra Pradesh by means of superior technological processes,
large-scale manufacturing set up and eco-friendly focus undertaken at the plant. It will not
only provide an impetus to industrial growth in the Mahindra & Mahindra was established on
October 2, 1945 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 thought. The Mahindra brothers joined hands with a
distinguished gentleman called Ghulam Mohammed. And, 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.
Mahindra & Mahindra is the only Indian company among the top three tractor manufacturers
in the world. The Group has a leading presence in key sectors of the Indian economy. The
Group employs over 50,000 people and has several state–of–the–art facilities in India and
overseas.
Mahindra & Mahindra has comprehensive manufacturing facilities with high level of vertical
integration. Catering to the Sector's diverse customer base spanning rural and semi urban
customers, defense requirements and luxurious urban utility vehicles or SUVs. These
manufacturing plants keep abreast with the latest technology to meet the growing market
expectations. These manufacturing facilities have some of the best technologies and
equipment in India and provide for a very challenging and satisfying work environment. Its

9. plants in Mumbai and Nasik manufacture multi–utility vehicles and engines are produced at
the Igatpuri plant. Utility Vehicles, Light commercial vehicles and 3 wheelers are
manufactured at the Zaheerabad plant in Andhra Pradesh and three–wheelers at the Haridwar
plant.
THE BUSINESS AREA OF THE COMPANY SPREADS TO:
AUTOMOTIVE SECTOR
The company manufactures & markets utility vehicles, light commercial vehicles that
includes three wheeler vehicles namely; Scorpio, Bolero, Champion and many more. The
company also exports its products to several countries in Europe, Africa, South America,
South Asia and the Middle East. M&M has a tie up with Renault for production & marketing
of Logan. Mahindra International is into producing trucks and buses.The company has
entered into a joint venture with Navistar for production of diesel engines & trucks.
FARM EQUIPMENT
M&M's farm equipment segment has presence in six continents and has a worldwide network
of 800 dealers .Its total combined production capacity is 1,50,000 tractors a year from
countries like India, USA, China and Australia. The company is also into agri business.
TRADE, RETAIL & FINANCE
Mahindra’s Intertrade Division provides steel & steel related services. It offers steel raw
materials, metals, ferro alloys, etc. It also processes Cold Rolled Grain Oriented (CRGO) and
Cold Rolled Non Grain Oriented (CRNGO) steels that are required for transformers &
compressors. Mahindra Retails is into distribution business and has tie up with big names
like Lego, Disney, Mattel and others. Mahindra Finance is into financing of tractors and
other vehicles and is also into Insurance broking
.
INFRASTRUCTURE
M&M has also entered Infrastructure development that operates in real estates, SEZs,
hospitality, project engineering and design. Under this it has created Mahindra Holiday &
Resorts, Mahindra Life spaces & Mahindra World City.

10. INFORMATION TECHNOLOGY
Tech Mahindra provides solutions & services to telecommucation majors namely Alcatel,
AT&T, BT, Convergys, Ericsson and O2, among others. It is also into business process and
technology consulting services through Bristle.
SYSTECH
It is into supply of automotive components. It produces forged and forged / machined
components, gears and composites.
SPECIALTY BUSINESS
Under this division it has companies like Mahindra Defence engaged in manufacturing
defence related vehicles & Mahindra Ashtech.
PRODUCTS AND SERVICES OFFERED BY THE COMPANY:–
AUTOMOTIVE
 Scorpio
 Xylo
 Bolero
 Maxx Range
 Naya Commander
 Savari
 Major
 Bolero Camper DLX
 Maxx Pic–ups
 Champion range of Three Wheelers.
 Farm Equipment
 Agri inputs and services
 Engines
 Farm Implements
 Tractors

11. FINANCIAL SERVICES
 Loans and Mutual Fund
 Distribution
 Insurance and Risk Management Services
Trade, & Retail and Logistics Retail – Mahindra Retail Ferro Alloys and Metal Scrap Steel
and Steel Related Services Technical Products and Services Toys and Apparel Corporate
People Movement Supply Chain Management Service Centre for Automotive and Electrical
Steels
INFORMATION TECHNOLOGY
 Dealership Management
 Facility Management
 Software Solutions
INFRASTRUCTURE DEVELOPMENT
 Development of Infrastructure Projects
 Engineering consultancy
 Integrated Business Cities
 Lifetime holidays
 Living Spaces and Working Spaces
SYSTECH
 Composites
 Engineering Services
 Forgings
 Gears
 Sourcing of Auto Components
 Stampings and Steel
SPECIALTY BUSINESS
 Ash Handling Euipments for Power Plants
 Defence Vehicles
 Information Security Consultancy

12. PROFILE OF THE
ORGANIZATION

13. Type Public
Traded as
BSE: 500520
BSE SENSEX Constituent
Industry Automotive
Founded 1945 (Ludhiana)
Headquarters Mumbai, Maharashtra, India
Area served Worldwide
Key people Anand Mahindra (MD)
Products
Automobiles, commercial
vehicles, two-wheelers
Revenue
₹691 billion (US$11 billion)
(2012)
Net income
₹41 billion (US$650 million)
(2012)
Total assets
₹712 billion (US$11 billion)
(2012)
Number of
employees
34,612 (Mar-2013)
Parent Mahindra Group
Subsidiaries
Mahindra three Wheelers limited
SsangYong Motor Company
Peugeot Motorcycles (51%)
Website http://www.mahindra.com/

14. 1945:
-The Company was incorporated and converted into public limited in 1955 at Mumbai. The
Company manufactured jeep type vehicles, petrol industrial engines, industrial control
instruments and flow meters. Trading in steel and manufacture of professional grade
electronic components. Jeeps are manufactured under a license and an agreement with Willys
Motors Inc., Toledo, Ohio, USA, for whom the company also acts as exclusive distributors
for the whole of India for their entire range of vehicles including utility vans, cargo/personnel
carriers and pick-up trucks.
1958:
-The Company entered into an agreement with Birfield Ltd., to from Mahindra Sintered
Products Private Limited for the manufacture of wide range of self lubricating bearings.
1968:
-The Instrumentation and Electronics Division came into existence as a result of merger of
the wholly-owned subsidiary of Mahindra Engineering Co. Ltd., with the Company with
effect from 1st April, 1968. The activities of merged company were being carried on in this
division.
-The Company acquired the whole paid-up capital of Mahindra Electro-Chemicals Products
Ltd. Company.
-With effect from 1st April, the wholly owned subsidiary Mahindra Engineering co. Ltd., was
merged with the Company International Tractor Company of India Ltd., was merged with the
Company effective from 1st November 1977.
1970:
-The name was changed from Mahindra Van Wijk&Visser Ltd. to Mahindra & Mahindra
Ltd. This was merged with the Indian Company National Diesel Engine Co. Ltd., during
1977-78, 1977-74.
-700-9.3% Pref. and 12,98,202 No. of Equity shares allotted without payment in cash to
shareholders of International Tractor Co. Ltd., on its merger in prop. 1:1 Pref. and 2:3 Equity.
12,500-7.8% Pref. shares redeemed on 1.2.1979.

15. 1978:
-The Company started negotiation with Balania K. Zacharopoulos Ltd., Athens for jointly
promoting a new company in Greece for the manufacture of Jeep Vehicles and trucks.
Initially, it was proposed to assemble these vehicles mainly from CKD packs to be shipped
from India.
1979:
-57,22,764 Bonus Equity shares issued in prop. 2:3 in October 1984.
1984:
-Mahindra Spicer Ltd. (MSL), was amalgamated with Mahindra & Mahindra Ltd. (MML)
with effect from 3rd April. Pursuant to the scheme of amalgamation of MSL with MML, the
shareholders of MSL were allotted 1,88,166 equity shares of MML in the ratio of 1 equity
share of MML for every 6 shares held in MSL.
-The Company entered into a collaboration agreement with Foramer S.A., an associate of
Forasol S.A. for purchase of lle d’ Amsterdam an offshore drilling rig at a price US $10.75
million. The Company arranged for a foreign currency loan through Bank of Baroda. In view
of this purchase, the Company obtained a firm order from ONGC for drilling services for 2
years.
1985:
A letter of intent was obtained for the manufacture of 50,000 lines of EPABX/PAXs in
collaboration with OKL Electric Co. of Japan.
-The Company also signed a Memorandum of Understanding with the British Telecom p.i.c.
of London under which the two companies were to jointly explore and develop opportunities
in telecommunication and technical fields in India.
-MBT was made a subsidiary of the Company with 60% holding and the remaining 40% was
subscribed by the foreign partners, the British Telecommunications p.i.c U.K. (BT) for
provision of software engineers of MBT to work on various projects of BT in the U.K. MBT
also decided to issue equity capital to the extent of Rs. 4 Crores out of which shares worth
Rs. 2.40 crores were to be offered to Mahindra & Mahindra Ltd., for subscription and the
balance shares worth Rs. 1.60 crores were to be offered to BT.

16. 1987:
-(17 months), approval from Government was received for the manufacture of Peugeot 504
pick-up vehicles in collaboration with Automobiles Peugeot of France
-A new model M-595 tractor in the 50 H.P. range was introduced.
1988:
-The Company acquired an offshore drilling rig “lle d’ Amsterdam” from Foramer S.A.,
France on 1st March. A firm letter of intent was received for one land rig for drilling
operations at Jwalamukhi, Himachal Pradesh against a tender from ONGC. The Company
already entered into an agreement with Forasel S.A., for purchase of a land rig and related
equipment.
1989:-
During the year improved versions of CJ500 range of jeeps and FJ range of LCVs were
introduced. Also a sporty model of jeep was introduced which was well received by the
target audience.
-During September, the Company acquired the automotive pressing unit at Kanhe from Guest
Keen Williams Ltd. for a gross consideration of Rs. 28.75 Crores. The unit has an installed
capacity of 10,000 tonnes per annum.
1992:
It was proposed to launch a new LCV with a much larger platform, imported driving comfort
and better styling.
-The Company issued 72,42,719-14.5% secured non-convertible redeemable debentures of
Rs. 100 each with a detachable warrant attached to each debenture entitling the holder
thereof to apply for 1 equity share of Rs. 10 each at a premium of Rs. 20 per share in the ratio
1 debenture: 5 equity shares held, on the expiry of six months and 36 months from the date of
allotment of debentures.
1996:
-The Company proposed to introduce the ‘Armada Grand’ with XD3 diesel engine. 5 speed
BA 10 transmission with air-conditioning and power steering as standard features. New
models like, soft top and FRP versions of CL/MM 550 models, comfortable 8

17. seaterArnadawith disc brakes and an optional factory fitted air conditioner, Commander 650
DI on a longer wheel base and MM 540/550 XDB models with the powerful 2.5 lines XD3
engines and all the-synchromesh 5 speed BA 10 transmission were launched during the year.
-During july the company offered US $ 100,00,000-5% convertible note during july 9, 2001
came into GDRs each representing one share at a cover sum price of US $ 11.955 per GDR.
Till date 15,73,830 shares issued.
2003:
-Unleashes Maxx Pik up utility vehicle.
-Signed an agreement with Canara Bank. Where in, Canara Bank will provide loan to those
farmers who are willing to buy Mahindra’s tractors and other farm implements.
-Mahindra and Mahindra Ltd on December 24th showcased its new products, Bolero XL and
Bolero XLS, for prospective customers in Karnataka.
2008:
-Mahindra & Mahindra acquires renowned Italian design house, GRD Italy.
2009:
-Mahindra & Mahindra unveiled its fourth generation Scorpio at an unbeatable price.
-Mahindra & Mahindra (M&M) signed the memorandum of understanding with State Bank
of Bikaner & Jaipur (SBBJ) for vehicle finance.
-Mahindra launches luxury sedan XYLO
-M&M enters retail space with Mom & Me.
-Mahindra sold 1,788 XYLOs in two weeks.
-M&M signs pact with State Bank of Bikaner.
-Mahindra gets order for 15,000 XYLO in three months.
2012:
-Mahindra & Mahindra had acquired Ssangyong Motor Company, a south Korean SUV
maker, almost a year ago and are now planning to set up an assembly plant and invest Rs.
800 crore over next 3-4 years.
-Mahindra and Mahindra wins arbitration award and class action suit against global vehicles.

18. -Mahindra & Mahindra has entered the Kenyan passenger vehicles market with the launch of
their utility vehicles, XUV500 and Scorpio. Other vehicles include pick up range, Genio and
Maxximo mini-truck.
-Mahindra & Mahindra Ltd said that the company has signed an agreement with Telephonics
Corporation to form a joint venture, named as Mahindra-telephonics integrated systems
limited.
-Mahindra Ugine linked joint venture with Sanyo special Steel & Mitsui & Co. Ltd. names
new venture as Mahindra Sanyo special Steel Pvt Ltd.
2013:
-Auto major Mahindra and Mahindra has inked partnership with online shopping portal,
Snapdeal.com to sell its two-wheelers on the site.
-Mahindra launches new visual identity reflecting modernity and dynamism.
-Mahindra & Mahindra Ltd- Mahindra launches the Verito Executive edition.

19. EXPORT DEPARTMENT

20. Imports and exports are managed by international operations.IO includes
o MUSA: Mahindra USA
o ROW: rest of world
MUSA: The US is a very important market for M&M's Farm Equipment Sector .MUSA
entered the US market with compact utility tractors. The company began by importing
tractors from India and later set up assembly plants in the US where it assembled CKD
(complete Knockdown kits) kits imported from low-cost manufacturing centers
IO needs LC (letter of credit) for its imports and exports. Letters of credit used by IO for
international transactions to ensure that payment will be received. Due to the nature of
international dealings including factors such as distance, differing laws in each country and
difficulty in knowing each party personally, the use of letters of credit has become a very
important aspect of international trade.
The bank acts on behalf of the buyer by ensuring that the supplier will not be paid until the
bank receives a confirmation that the goods have been received.
Export can be done:
o Fully built tractors
o SKD: Semi Knock Down, is an incompletely disassembled kit
o CKD: Complete Knock Down A common form of knock-down is a complete
knock-down (CKD), which is a complete kit needed to assemble a product.
A knock-down kit is a kit containing the parts needed to assemble a product. The parts are
typically manufactured in one country or region, and then exported to another country or
region for final assembly. Variant names include knockdown kit, knocked-down kit, or
simply knockdown, and the abbreviated KD.
Fully built tractors are exported to nearby countries like Nepal, Bangladesh and Sri Lanka.
UTILITY MAINTEINENCE
Utility maintenance department is responsible for the process of scrap and waste, which are
generated in the process of production.

21. SCRAP:
Scrap consists of recyclable materials left over from product manufacturing and
consumption, such as parts of vehicles, building supplies, and surplus materials. Unlike
waste, scrap has monetary value, especially recovered metals, and non-metallic materials are
also recovered for recycling.
Scrap generated from the plant will be processed and will be sold. This is the sole major
income for the plant.
Mahindra tractors operate in ten countries and has a fairly large customer base in the United
States, Australia, Chile, Serbia, Indian Subcontinent, Iran, Syria and a major part of the
African continent among many more. Mahindra operates in China, North America and
Australia through its subsidiaries. These subsidiaries are also responsible for sales. It also
operates in some Indian states through its subsidiaries namely Mahindra Gujarat and Swaraj.
MAHINDRA INDIA:
Mahindra tractors in number one in sales in India – the largest tractor market in the world
and it has been the market leader since 1983. Its sales are predominantly in the states of
Gujarat, Haryana, Punjab, Maharashtra and the Southern States. Its sales in Gujarat are under
the label Mahindra Gujarat and its sales in Punjab are under the label Swaraj. In 1999,
Mahindra purchased 100% of Gujarat tractors from the Government of Gujarat and Mahindra
purchased a 64.6% stake in Swaraj in 2004.
MAHINDRA USA:
In 1994, the company entered the American market as Mahindra USA, and in the few years
since, its tractors are being sold and serviced by hundreds of tractor dealers throughout the
country. Mahindra USA, a subsidiary of Mahindra Tractors, is responsible for sales in the
North American continent. Mahindra has three assembly plants in the US. One assembly
plant is at its North American headquarters in Houstan, Texas, another in Red Bluff,
California and the latest assembly and distribution centre moved from Calhoun, Georgia to
Chattanooga, Tennessee at the end of 2009. In August of 2012 Mahindra USA opened its
fourth assembly and distribution centre in Bloomsburg, Pennsylvania.
In addition to building their own tractors, Mahindra also sources tractors from other
manufacturers. For the USA market, Mahindra has bought tractors from Mitsubishi and Tong
Yang Moolsan to cover selected product ranges.

22. MAHINDRA AUSTRALIA:
Based in Brisbane, Mahindra Australia is a branch of Mahindra & Mahindra Ltd. In 2005, the
company entered the Australian market with the launch of its assembly & customer support
centre in Acacia Ridge, QLD. Currently, the company’s products are sold and serviced by 40
dealers throughout Australia. Mahindra Australia is also responsible for sales in New
Zealand and the rest of Australasia. The Company's products are distributed in Fiji by
Carpenters Motors. In Western Australia and South Australia, Mahindra tractors are
distributed by McIntosh Distribution.
JIANGLING:
In 2004, seeing an opportunity to enter the growing tractor market in China, Mahindra
purchased an 80% stake in Jiangling Tractors from Jiangling Motor Company. Mahindra also
has a factory in China.
Mahindra has also formed a joint venture with Yueda group in Yancheng, China.

23. IMPORT DEPARTMENT

24. The imports of materials are dealt with the buying team .M&M zaheerabad does not directly
import goods. The goods imported at other plants are transported to zhb M&M. The materials
arrived at the plant are inspected before they are loaded in the stores.
The process of manufacturing tractor is done in four stages irrespective of model.
1. ENGINE
2. VTU
3. TRANSMISSION
4. PAINT SHOP
Parts required for manufacturing of tractor will be procured from vendors. There are separate
stores for each stage of production. Parts will be stored in their respective stores and issued to
assembly line when needed as per the plan fixed.
Engine, VTU, and transmission are separate assembly processes and will be docked at one
place. Engine, VTU and transmission together are called as chassis. Painting for m chassis
and sheet metals will be done separately.
After the whole process of assembly the chassis will be sent for painting. After that fitment
of other parts such as tyre, seat, etc the tractor will be rolled out and testing will be done.
After testing tractor will be taken to stock yard and is ready for dispatch.
DEPARTMENTALFUNCTIONS
The whole process of manufacturing tractor involves many departments. The role of each
department is important for the smooth flow of the process.
There are certain roles and responsibilities assigned to each department.
The functions of each department are as follows:
SUPPLY CHAIN PLANNING AND CONTROL
Supply chain is the flow of goods, information and finance. It comprises of vendors that
supplyraw material, producers who convert the material into products, warehouses that store,
distribution centers that deliver to the retailers, and retailers who bring the product to the
ultimate user.

25. Supply chain controls all the functions of SCM, namely planning, logistics, material and be
fully accountable for meeting the customer requirements. Process includes from buying raw
materials to the finished goods and till the products reach the customers
Supply Chain Management (SCM) is the management of the flow of goods and services. It
includes the movement and storage of raw materials, work-in-process inventory, and finished
goods from point of origin to point of consumption. Interconnected or interlinked networks,
channels and node businesses are involved in the provision
of products and services required by end customers in a supply chain. Supply chain
management has been defined as the "design, planning, execution, control, and
monitoring of supply chain activities with the objective of create
ng net value, building a competitive infrastructure, leveraging worldwide logistics,
synchronizing supply with demand and measuring performance globally."
SCM draws heavily from the areas of operations management, logistics, procurement,
and information technology, and strives for an integrated approach.
This department performs major role and is directly related to the manufacturing of tractors.
The responsibility of buying of material or parts related to the plan received, storage of
material, control of material lies down in this department.
The process of this department is as follows:
 There is a central planning team set up in headquarters of tractor plant i.e.,
kandivali, Mumbai.
 Market forecasting will be done by CPP (central production planning) and
report will be prepared regarding the model of tractors that may have demand.
 Based on the capacity of the plant the draft plan will be drawn.
 This plan will be sent to plant and this is not the final plan.
 SCPC department will analyze the plan and check for the material availability
and manpower so that they can report whether the plan can be achieved.
 If the plan cannot be achieved they will report to CPP with the reasons.
 After taking into account the concerns raised by plant, the CPP will issue the
final plan.

26.  This plan will be given for three months.
 The plan of the first month will be given week wise.
 The plan of the next two months will be tentative.
 The production for the month will be based on the plan.
 This plan is given on every month 23rd and it is to be executed for the next
month.
After the final plan, the planning of material will be done by the SCPC department. This
department is divided into four sub categories for easy operations.
 PLANNING
 BUYING
 STORES
 LOGISTICS
PLANNING:
Planning is done based on the market forecast done through various research methods.
Planning Helps in the proper production of what type, quantity and quality of tractors are to
be produced. Planning helps the buying team for the purchase or issue of the raw materials
for the production process and the inventory control.
 The plan given by CPP which is of week wise for the first month will be divided as
three day plan.
 This plan details will be circulated to all the departments.
 Procurement of the material will be done based on this plan.
 If there are any unmanufactured models of the previous plan, they will be adjusted In
this plan.
 Planned production planning team will fix MRP (material requirement plan).
BUYING:
The commodity wise buying is followed and is first implemented in zaheerabad where as
other plants follow aggregate wise buying. Commodity wise buying is a lean structure and
helps in reducing redundancy and overlap of the parts hence helping fewer inventories.
Whereas aggregate buying produces redundancy of parts.

27.  There are different vendors for different parts which need to be procured.
 After fixing the quantity that is needed to be purchased, Purchase order(po )will be sent
to the vendor through mail.
 This PO consists of quantity that need to be supplied with the agreed rate.
 This purchase order will generally kept open. As there is the fixed price between the
suppliers and the buyers it is waste of time to frame new PO all the time.
 If there are any changes in price of the part the PO can be changed.
 This team is responsible for buying the material on time for the planned production.
 There are different teams formed to buy different parts such as casting, forging, sheet
metals, RPH(Rubber plastic hardware)
 Some parts require more time to get dispatched as it involves much process. This
generally happens because the vendors who will supply parts to Mahindra and Mahindra
will have their own tire suppliers. Vendors will bring work in progress from their tire
suppliers and process them and deliver them to M&M.
 It takes time for some parts to get dispatched. Keeping this in mind the buying team will
place the order in such a way that there are no issues regarding the availability of
material.
ABC ANALYSIS:
 Parts used in the manufacturing process will be categorized on the basis of their unit
price. Based on the value of the parts they are divided into A+, A, B and C.
 For example:
 A+ - 7500 & above.
 A - 7499 – 500.
 B - 499 – 50.
 C - 49 & below.
Buying is of two types: 1. Direct 2.indirect
Direct buying is readily available goods
o Starts with the design of the product
o Once the design is released ,its produced to supplier
o Price of the product

28. Indirect buying includes Purchase orders, Delivery, Quotations, Pre-determined budget.
Methodology for indirect buying: 1.Price comparisons 2.Quality 3.Supplier’s quotations etc.
Based on the planning the schedule agreement is prepared. Schedule agreement or purchase
orders, it includes the total quantity of material to be delivered over a certain period of
delivery schedule. It includes: standards, sub-contracting, stock transfers etc. Schedule
agreement is released, it’s generated every month by ppc, and has plan for current and
consecutive two months.
Based on the plan, two process
1. Material requirement planning
2. Manual method calculation.
Material Requirements Planning (MRP) is a computer-based production planning and
inventory control system. MRP is concerned with both production scheduling and inventory
control. It is a material control system that attempts to keep adequate inventory levels to
assure that required materials are available when needed. The major objectives of an MRP:
 Ensure the availability of materials and products for planned production and for
customer delivery
 Maintain the lowest possible level of inventory
 Plan manufacturing activities, delivery schedules, and purchasing activities.
MRP is released every month and is based on :
o The current stock
o The safety stock
o Requirements
Bill of material (BOM) contains information on every item or assembly required to produce
end items. Information on each item, such as part number, description, quantity per assembly,
next higher assembly, lead times, and quantity per end item, must be available.
Strategic sourcing is a procurement process that continuously improves and re-evaluates the
purchasing activities of an organization it has QUALITY information based on PPAP (part

29. production approval process). PPAP helps manufactures and suppliers communicate and
approve designs for production before and after buying.
Incoterms: it includes the rules for delivery of goods between suppliers and buyers
o Example: mode of transportation
o Who will bear the cost
o FOR: free on road
o Cost to be borne by the customers etc.
STORES:
This department is responsible for dispatching the material at their right place which are
received from the vendors.
 Based n the purchase order the vendor will send the material along with the invoice.
 Looking at the invoice a Physical count slip (PCS) will be generated at the gate by
the security.
 As there are four aggregate storage locations, code of respective material will be
generated.
 Date and time will be printed in the PCS.
 Details regarding the part no. , part description, vendor code and vendor name will be
printed on PCS.
 Information regarding the dispatch vehicle will be noted.
 The material will then be sent to the supervisor of that particular aggregate.
 There are separate docks for each aggregate.
 The supervisor will check the physical quantity of the material.
 If the physical quantity and invoice will match and there is no physical damage GRN
(goods receipt note) will be done.
 The whole lot will be declared as OK.

30. STORES
Engine Hydraulics Transmission Tractor
LOGISTICS:
Logistics management is a supply chain management component that is used to meet
customer demands through the planning, control and implementation of the effective
movement and storage of related information, goods and services from origin to destination.
Logistics is a vital link that holds many processes together. Supply Chain Management,
People Transport Management – no matter what it is, logistics remains a basic need for any
business to survive. It is the wheel that enables uninterrupted business activities. A small
setback in a single process can hamper the whole process altogether.

31. The logistics management process begins with raw material accumulation to the final stage
of delivering goods to the destination. Logistics management involves numerous elements,
including:
 Selecting appropriate vendors with the ability to provide transportation facilities.
 Choosing the most effective routes for transportation.
 Discovering the most competent delivery method.
PAINTSHOP
The process of whole painting is divided into two sub groups:
1. PTCED
2. CHASSIS.
Pre treatment cathode electrolytic diode (PTCED)
Paint for all the sheet metals will be done at this stage. This is more complex stage than
chassis as the sheet metal is directly exposed to sun it should be done with utmost care.
 Sheet metal will be loaded.
 Solvent wiping will be done so as to remove impurities.
 Hot water rinsing is done. The temperature of the water will be 500 – 600. Any oil
content on sheet metal will be removed in this stage.
 Pre Degrease and dip degrease of sheet metal will be done using chemical called
gardoband for about 3 minutes to improve the effectiveness of the sheet metal.
 The sheet metal will be rinsed with water. This will be done in two ways : 1 ) water
rinse spray 2 ) water rinse dip.
 The sheet metal will be dipped in CED tank.
 Ultra filtrate 1 – The sheet metal here will be sprayed with pure H2O.
 Ultra filterate 2 – The sheet metal will be dipped to remove excess deposition.
1It neutralises the body of the sheet metal.
 CED bake oven :
It enables the solvent on body of the sheet metal to evaporate.

32.  Inspection of the sheet metal will be done so as to check the quality of PTCED
process.
 Sheet material will be unloaded and is ready for assembly.
CHASSIS PAINT SHOP
The stage of the tractor where engine, hydraulics and transmission got assembled is called
chassis.
Painting for chassis is not more complex compared to ptced.
Stages of chassis painting:
Stage 1: pretreatment stage.
 Pretreatment of the chassis will be done first so as to remove any oil content on the
chassis.
 Pretreatment involves spray, nozzles, riser, bay filter.
 The conditions for temperature are:
Temperature: ambient.
Spray pressure: 0.8 – 1.2 kg/cm2.
PH : 5.5 – 7.5.
Conductivity : < 20 micro seman/cm.
Total acidity : max 1.5ml.
The chemical solution is completly washed off from the chassis to remove chemical traces.
Stage 2: degrease iron phosphating 1.
In this stage degreasing of the chassis of will be done.
 The chemical used in degreasing tank is gandabond DG-28.
 Capacity of the tank will be 7800 ltr.
 The temperature of the tank should be 500 - 550.
Stage 3: Degreasing iron phosphating 2.
The name of the machine used here is degrease iron phosphating 2.

33.  The capacity of the tank will be 7900 ltrs.
 Temperature should be 500 – 550 c.
MANUAL AIR BLOW ZONE:
Manual air blow will be done to remove any excess water on the chassis.
This area is noise monitoring area and safety measures will be taken to protect the ears of
the workmen.
WATER DRY OFF OVEN:
The chassis will be sent into water dry off oven to get completely dried.
This stage makes the chassis ready for the painting.
SPRAY BOOTH:
For the chassis to get completely painted there are different spray booths.
 In First booth, pink primer will be sprayed. This Pink primer acts as the base for the
final paint.
 In second booth, painting of chassis will be done by the robots. There are two robots
which are placed on either side. There will be a programme written and on that basis
the robots will paint the chassis. There is also a human interface so that if there is any
change the people can control the process.
 In third booth, manual painting will be done so that the paint is evenly sprayed on
chassis.
PAINT BAKE OVEN:
After the spray the chassis will move to the paint bake oven whih is of high temperature.
The chassis will completely get dried here. If there are any places that the painting is need to
be done manual coating will be done and the chassis will be sent to assembly line for fitment
of further parts
PTCED PROCESS:

34. QUALITY
FES ( farm equipment sector ) has been the market leader in the Indian tractor Industry for
the last 25 years and is historically known for the superior quality of its products and focus
on customer centricity. It is also the only tractor company in the world to win both the
Deming Application Prize and the Japan Quality Medal, two of the highest quality accolades
which can be won by any company.
"Quality is about meeting the needs and expectations of customers"
Customers want quality that is appropriate to the price that they are prepared to pay and the
level of competition in the market.
Loadingof
sheet metal
Solvent wiping
Hot water
rinse
Pre degrease
spray
Degrease spray Dip degrease
Water rinse
Dip water rinse
Surface
activation
Phosphate dip
Water rinse
spray
Water rinsedip
RCDM dip
CED tank dip
UF rinsespray UF rinsedip
DI water rinse
spray
Flash off zone
CED bake oven
Inspection
Unload of
sheet material

35. Key aspects of quality for the customer include:
 Good design – looks and style
 Good functionality – it does the job well
 Reliable – acceptable level of breakdowns or failure
 Consistency
 Durable – lasts as long as it should
 Good after sales service
Value for money: Value for money' is especially important, because in most markets there is
room for products of different overall levels of quality, and the customer must be satisfied
that the price fairly reflects the quality..
For the firm, good design is fundamental, so that the product can be produced efficiently,
reliably and at the lowest possible cost.
Quality plays a vital role in the manufacturing company. If there are any quality issues in
tractor it will directly impact the company’s brand image.
The function of the quality department is to assure the quality of the parts received from
different vendors.
The role of this department starts from the point where goods are received at dock of all the
stores(engine, hydraulics, transmission and tractor) and ends after the inspection of tractors is
done and there is no issue related to quality.
Quality department is divided into two sub department so as to make inspection process
convenient.
1. Engine and transmission .
2. Hydraulics and tractor.
The inspection of the parts related to engine & transmission will be done in one department
and VTU & tractor will be done in another department.
Process of quality assurance:
 The material or stock will be dispatched at the dock of each store.

36.  Based on the lot size some of the parts from each lot will be picked for quality
 Parts will be physically checked first, to make sure that there is no physical damage.
 Based on the function of the part there will be a checklist prepared.
 This check list describes the points or areas to be worked on so as to declare the parts
as OK with respect to quality.
 If the sample parts are ok the whole lot will be declared as ok.
 Only after the declaration from the quality department GR of the stock will be done.
 If any single part is not ok the whole lot will be sent to rejection.
 Although all the sample parts are OK, some quality issues may arise in the assembly
line during fitment. These are called as skip lots.
 The part which is rejected at the assembly line will be sent to quality department for
inspection.
 The department will work out on the problem and find reasons.
 It concludes whether the part can be used further or not.
 If no, it will be sent to rejection.

37. HUMAN RESOURCE
DEPARTMENT
The Farm Equipment Sector’s strategy is aligned to delivering Farm Tech Prosperity to the
farmer. The core business of tractors will deliver this through its range of existing and future
products that reduced and enhance farm productivity. At the same time, the business will
continue to build units position of global leadership in volumes across major markets around

38. the world. In addition, your Company will offer a wider range of mechanization solutions to
make life easier and more prosperous for farmers. This will enable the organization to offer
farmers arrange of inputs and know-how .All these together will thus lead to greater farm
productivity and deliver prosperity, strengthening the Company’s leadership position.
The strategic purpose of Human Resources in the Mahindra Group continued to Bethe
creation of a culture of sustained business out performance while simultaneously
addressing the needs of all its stakeholders, starting with customers and employees, and
strengthening the core values of the Group. In the long run, the metric for success would be
improvements in the total factor productivity, while addressing the business imperatives of
cash, cost, competence and confidence. The emphasis was on aligning all the HR levers
towards achieving these goals. The strategic purpose of Human Resources in the Mahindra
Group continued to be the creation of a culture of sustained business out performance
while simultaneously addressing the needs of all its stake holders, starting with customers
and employees, and strengthening the core values of the Group. In the long run, the metric
for success would be improvements in the total factor productivity, while addressing the
business imperatives of cash, cost, competence and confidence. The emphasis was on
aligning all the HR levers towards achieving these goals.
A major challenge for HR during the year was to create a detailed plan of action for bringing
the RISE pillars–accepting no limits, alternative thinking and driving positive change–into the
nuts and bolts of the HR levers. This is a gigantic ask which brought together business and
HR professionals from a cross the Group to formulate a detailed roll-out plan over the next
few years. It also created a platform for sharing best practices which would take the
Company to the next orbit.
In this over al architecture, some key strategic initiatives that need mention are employer
branding, the employee value proposition, the template for creating Tomorrow’s Leaders
and harnessing the power of diversity(across its many dimensions which include gender,
age, nationality and culture). There was huge focus on the Talent Management and
Leadership Development process which included Development Centers, Individual
Development Planning, e-learning, up-skilling programs, Leadership Lifecycle programs
and action-learning projects. This was supplemented by a continuous dialogue with top
management through Intranet and Fireside Chats. An important development was the

39. establishment of an ongoing partnership with the Centre for Creative Leadership USA, one
of the world’s leading executive education providers, to deliver leadership lifecycle programs
for early, emerging and senior leaders. HR continued to harness t he power of IT
throu gh Project Harmony, which now covers 24HR processes across the Group.
Needless to say, all the initiatives mentioned above need to apply not only to Officers but
also to the blue collar workforce. To that extent, the ongoing ‘Transformational Work
Culture’ initiatives have grown both in depth and width of coverage. It must, however, be
noted that while Industrial Relations largely remained cordial and harmonious during the
year, the overall industrial relations climate in the country is volatile especially the issue of
contract labor. In this context, training and engagement programs were organized across
locations for developing personal, interpersonal and technical skills of the Company’s
workmen. These training programs covered a wide range of topics which included
Positive Attitude, Stress Management, Creativity, Team Effectiveness, Safety and
Environment, Quality Tools, TPM, Dexterity and Technical Training. The workmen
participated wholeheartedly in the training programmers, in many cases on holidays or
after working hours. The permanent employee strength of Mahindra & Mahindra Limited
as on31st March,2012 was17,847.
Internal Control Systems
The Company maintains adequate internal control systems which provide, among other
things, reasonable assurance of recording the transactions of its operations in all material
respects and of providing protection against significant misuse or loss of Company assets.
The Company uses an Enterprise Resource Planning (“ERP”) package, which e nha nc e s
the internal control mechanism. The Company has a strong and independent internal
audit function. The Chief Internal Auditor reports directly to the Chairman of the Board.
Professionally qualified, technical and financial personnel of the internal audit function
conduct periodic audits to ensure that the Company’s internal control systems are adequate
and are complied with.

40. FINANCE DEPARTMENT
The financial statements have been prepared incompliance with the requirement so f the
Companies Act, 1956 and Generally Accepted Accounting Principles (GAAP) in India. The
Group’s consolidated financial statements have been prepared incompliance with the
standard A S 21 on Consolidation of Accounts and presented in a s e p a r a t e
section. The Company has provided segment reporting on a consolidated basis as per
standard AS17 on segment reporting. This information appears along w it h the

41. consolidated accounts.
FINANCIAL INFORMATION(STANDALONE)
March31,2012 March31, 2011
Raw materials and
Bought out components as a % of cost
of materials consumed
4.43% 5.33%
Finished goods as a % of
Sales of products
3.73% 2.66%
There auctioning raw material and bought out components as a percentage of
consumption is due to better materials planning and control. However, finished goods as a
percentage have increased during the current year due to the slow down being witnessed in
the tractor market in the closing months of the year.
TRADE RECEIVABLES:
Trade Receivables amounts to Rest .1,988.36 crores as at March31,2012, as compared with
Rs.1,260.31crores as at March31,2011.As a percentage of sales of products and services,
the trade receivable is higher at 5.87% for the year ended March31,2012,as compared to
5.01% for the previous year. The increase in the trade receivable levels during the current
year is due to stiff competition and slows down in the tractor market.
LONG TERM AND SHORT TERM BORROWINGS:
Borrowings (including current maturities of long term debt and unclaimed matured
deposits) have increased from Rs. 2,405.29 crores in the previous year to Rs.3,582.67 crores
in the current year. The increase is primarily on account of increased foreign currency
borrowings in the current year.
NET SALES, INCOME FROM OPERATIONS AND OTHER
INCOME:
The net sales and income from operations of the Company grew by 35.78% over the
previous year on a growth of 47.54% in the automotive business and 19.61% in the

42. Company’s tractor business. This growth in the businesses was due to the Rs.434.15crores
earned in the previous year due to higher dividend income from subsidiaries and other
miscellaneous income
EXPENDITURE:
Material Cost:
For the year ended 31stMarch ,2012, material cost has increased by 44.49% which is higher
than the increase in net sales and income from operations. Material cost as a percentage to
net sales and income from operations increased to73.77% in Financial Year 2012 as
compared with 69.33% in Financial Year 2011.The increase in material cost has been
largely driven by the hike in input cost due to higher commodity prices, changes in product
mix and cost of compliance with regulatory norms. The a2bovewerepartiallyoffsetthrough
selling price increase and continued cost reduction initiatives under taken by the
Company
Personnel Cost:
Personnelcosthasincreasedby18.88%to Rs.1, 701.78croresfromRs.1,431.52 crores in the
previous year. This is mainly due to increase in strength and annual increments during the
year..
Other Expenses:
Other expenses as a percentage of net sales and operating income shows decrease over the
Financial Year-2012 Financial Year-2011 Inc./(Dec.)
Amount
% to Net Sales and
Income
Amount
% to Net Sales and
Income
%
from Operations from Operations
Material Costs 23,499.77 73.77 16,263.94 69.33 44.49
Employee Benefits
Expense
1,701.78 5.34 1,431.52 6.1 18.88
Finance Costs 162.75 0.51 72.49 0.31 124.51
Depreciation and
Amortisation Expense
576.14 1.81 413.86 1.76 39.21
Other expenses 2,881.25 9.05 2,310.47 9.85 24.7
Total Expenses 28,821.69 90.48 20,492.28 87.35 40.65

43. previous year .However, expenses in absolute terms are higher due to great marketing related
expenses on warranty ,incentives ,advertisement and sales promotion due to increased
volumes ,professional fees and brand building..
Depreciation and Amortization:
The depreciation and amortization for the year ended 31st
March, 2012is at Rs. 576.14 crores as compared to
Rs.413.86crores in the previous year. This Is due to the impact in the current year on account capitalization of
assets during the year and increased amortization of intangibles.
FINANCE COSTS:
The interest expense for the year ended 31st
March,2012 is Rs.162.75 crores ,as compared to Rs.72.49 crores in
the previous year. This is mainly due to new borrowings during the year and in the last quarter of the previous
year..
EXPENDITURES:
31stMarch,2012 is Rs.108.27 croresas against Rs.117.48 crores in the previous year. The
profit in the current year is on account of reversal of provision for impairment of assets of
the automotive.
INCOME TABLE:
Particulars
Financial Year-2012 Financial Year-2011 Inc./(Dec.)
Amount % Amount % %
Sale of Products 33,531.33 105.27 24,795.02 105.69 35.23
Sale of Services 361.69 1.13 341.72 1.46 5.84
Other Operating Revenues 461.49 1.45 418.28 1.78 10.33
Gross Sales & Income from
Operations
34,354.51 107.85 25,555.02 108.93 34.43
Less : Excise Duty on Sales 2,500.99 7.85 2,094.76 8.93 19.39
Net Sales & Income from Operations 31,853.52 100 23,460.26 100 35.78
Other Income 465.79 1.46 434.15 1.85 7.29
Following is the Balance sheet of Mahindra & Mahindra Ltd:
Parameter MAR'13 MAR'12 YoY

44. (Rs. in Cr.) (Rs. in Cr.) %Change
EQUITY AND LIABILITIES
Share Capital 295.16 294.52 0.22%
Share Warrants & Outstanding
Total Reserves 14,232.30 11,699.47 21.65%
Shareholder's Funds 14,658.92 12,104.69 21.10%
Long-Term Borrowings 0.00 0.00 0.00%
Secured Loans 266.67 400.01 -33.33%
Unsecured Loans 2,905.77 2,773.82 4.76%
Deferred Tax Assets / Liabilities 614.85 527.13 16.64%
Other Long Term Liabilities 379.83 236.32 60.73%
Long Term Trade Payables 35.57 38.45 -7.49%
Long Term Provisions 441.59 363.49 21.49%
Total Non-Current Liabilities 4,644.28 4,339.22 7.03%
Current Liabilities
Trade Payables 5,579.71 4,736.35 17.81%
Other Current Liabilities 1,052.17 1,226.70 -14.23%
Short Term Borrowings 54.63 0.39 13907.69%
Short Term Provisions 1,463.88 1,362.61 7.43%
Total Current Liabilities 8,150.39 7,326.05 11.25%
Total Liabilities 27,453.59 23,769.96 15.50%

45. ASSETS
Non-Current Assets 0.00 0.00 0.00%
Gross Block 9,005.78 7,865.47 14.50%
Less: Accumulated Depreciation 4,047.92 3,572.12 13.32%
Less: Impairment of Assets 0.00 0.00 0.00%
Net Block 4,957.86 4,293.35 15.48%
Lease Adjustment A/c 0.00 0.00 0.00%
Capital Work in Progress 495.54 569.93 -13.05%
Intangible assets underdevelopment 367.94 224.80 63.67%
Pre-operative Expenses pending 0.00 0.00 0.00%
Assets in transit 0.00 0.00 0.00%
Non Current Investments 10,571.50 9,260.45 14.16%
Long Term Loans & Advances 2,087.47 1,476.68 41.36%
Other Non Current Assets 29.85 36.45 -18.11%
Total Non-Current Assets 18,510.16 15,861.66 16.70%
Current Assets Loans & Advances
Currents Investments 1,261.96 1,036.90 21.71%
Inventories 2,419.77 2,358.39 2.60%
Sundry Debtors 2,208.35 1,928.53 14.51%
Cash and Bank 1,781.41 1,188.43 49.90%
Other Current Assets 508.54 465.06 9.35%
Short Term Loans and Advances 763.40 930.99 -18.00%

46. Total Current Assets 8,943.43 7,908.30 13.09%
Net Current Assets (Including Current Investments) 793.04 582.25 36.20%
Total Current Assets Excluding Current Investments 7,681.47 6,871.40 11.79%
Miscellaneous Expenses not written off 0.00 0.00 0.00%
Total Assets 27,453.59 23,769.96 15.50%
Contingent Liabilities 2,092.76 2,215.53 -5.54%
Total Debt 3,488.59 3,580.76 -2.57%
Book Value (in Rs.) 0.00 204.56 -100.00%
Adjusted Book Value (in Rs.) 245.91 203.43
The following is the Profit & Loss A/c of Mahindra & Mahindra Ltd.:
Parameter MAR'13
(Rs. In Cr.)
MAR'12
(Rs. in Cr.)
Change %
Gross Sales 43,412.65 34,348.18 26.39%
Less :Inter divisional transfers 0.00 0.00 0.00%
Less: Sales Returns 0.00 0.00 0.00%
Less: Excise 2,971.49 2,500.99 18.81%
Net Sales 40,441.16 31,847.19 26.99%
EXPENDITURE:
Increase/Decrease in Stock -78.03 -579.89 86.54%
Raw Materials Consumed 30,502.55 24,097.10 26.58%

47. Power & Fuel Cost 206.39 175.78 17.41%
Employee Cost 1,866.45 1,701.78 9.68%
Other Manufacturing Expenses 436.91 388.77 12.38%
General and Administration Expenses 114.53 100.19 14.31%
Selling and Distribution Expenses 1,381.15 1,187.29 16.33%
Miscellaneous Expenses 1,317.07 1,029.44 27.94%
Expenses Capitalized 0.00 0.00 0.00%
Total Expenditure 35,747.02 28,100.46 27.21%
PBIDT (Excl OI) 4,694.14 3,746.73 25.29%
Other Income 564.33 489.78 15.22%
Operating Profit 5,258.47 4,236.51 24.12%
Interest 191.19 162.75 17.47%
PBDT 5,067.28 4,073.76 24.39%
Depreciation 710.81 576.14 23.37%
Profit Before Taxation & Exceptional Items 4,356.47 3,497.62 24.56%
Exceptional Income / Expenses 90.62 108.27 -16.30%
Profit Before Tax 4,447.09 3,605.89 23.33%
Provision for Tax 1,094.27 727.00 50.52%
PAT 3,352.82 2,878.89 16.46%
Extraordinary Items 0.00 0.00 0.00%
Adj to Profit After Tax 0.00 0.00 0.00%
Profit Balance B/F 7,904.54 6,208.54 27.32%

48. Appropriations 11,257.36 9,087.43 23.88%
Equity Dividend (%) 260.00 250.00 4.00%
Earnings Per Share (in Rs.) 56.80 48.87 16.21%
Book Value (in Rs.) 245.91 203.43 20.88%

49. MARKETING
DEPARTMENT
With its quest to deliver ‘Farm Tech Prosperity’ to the Indian farmer, Financial Year 2012
saw numerous initiatives by the Sector in the area off mechanization and across the
agriculture value chain.
Tractor and Farm Mechanization Business
In Financial Year 2012, Mahindra retained its leadership in the domestic tractor market

50. for the29
Th
consecutive year, with a 41.4% market share. In this period, your Company sold
2, 36,666 tractors under the Mahindra and Swaraj brands, as against 2, 14,325 tractors sold
in the previous year - at 10.4%increase.
In the less than 30HP segment, the Mahindra Yuvraj215, which aims to provide they as
number of small and marginal farmers with affordable mechanization, practically doubled
its volumes over the last year, with salesof10, 760unitsthis year .Strengthening the Swaraj
presence in this segment was the Swaraj 724Orchard, which also focused on this niche but
growing segment.
In the 30-40HP segment, the largest segment in the tractor industry, customer options were
further enhanced with the launch of the 35HP Mahindra 265 Power Plus in March2012.
This product will gradually be rolled out across the country in Financial Year 2013.This
launch was accompanied by the introduction of ‘Robo lift ’hydraulics which deliver
superior precision ,better uniformity and the ability to optimize performance in arrange of
agricultural applications.

51. In the 40-50 HP segment, the Swaraj 855XM series with side shift was also launched. As
far as the over 50 HP segment is concerned ,the Arjun Multi Application Tractor(MAT)
launched last year has been well accepted in the market, contributing to the 50% market
share of the Farm Equipment Sector in this segment.
Bolstering this leadership was the introduction of the Arjun International 8085. This
product represents a quantum leap in technology and comfort, giving the affluent and
often demanding Indian farmers world class experience. Company was also among the
first manufacturers in the country to prepare itself for the advent of Term III Anorms
in this segment by not only meeting these stringent emission norms but also by retaining
an edge over competition in terms of fuel efficiency. The product’s superiority, coupled
with unmatched service quality and reach have resulted in the highest customer
satisfaction in the industry
Global Footprint
The Sector continued to expand its global footprint with a focus on the key markets of USA
and China, amongst other regions.
CHINA
In China, the second largest tractor market in the world, Mahindra volumes from the two
Joint Ventures, Mahindra (China) Tractor Company Limited (MCTCL) and Mahindra Yueda
Yancheng Tractor Company Limited (MYYTCL), crossed the 30,000 mark for the first time
.Mahindra retained its position amongst the top five brands in this market. While
domestic volumes grew to26,444 tractors, an increase of 11%, exports from China grew by
a healthy 20% to 5,244 units. Amongst many high lights was the inauguration of
MYYTCL’s integrated manufacturing facility which has the capacity to produce over 40,000

52. tractors.
USA
Mahindra USA crossed the 10,000 volume mark for the second time in its history. This
represents a strong growth of 35% and again in market share. Compact and Cabin tractor
models introduced in the last couple of years, combined with high customer and dealer
satisfaction levels for both products and service have been major contributors to this
success. The 40254WD was also launched in this market and received a good response from
customers, strengthening the Mahindra portfolio in the USA
REST OF THE WORLD
The growths toryforFinancialYear2012wascharacterized by the success of the
Sector’sAfricanoperations,with77% increase seen in this market over the last
year. The introduction of the 90HP tractor to the Sector’s portfolio
contributed to this performance. The Sector’s nascent presence in South
America and Turkey were the other key areas of growth. Turkish operations
saw strengthening of the distribution network, together with product
portfolio augmentation due to the launch of a number of models
fromthe‘30 series’of tractors. Your Company continued it strong performance
in the SAARC region with over 40% market share in both Nepal and
Bangladesh, though with limited volume growth due to a challenging business
environment in these markets
Mechanisation (Mahindra AppliTrac) -Towards Agri Prosperity

53. With labour scarcity becoming an ever increasing challenge for farmers across
the country, mechanization of most agricultural operations is the way
forward. This has fuelled demand for better and mo re efficient eq uip ment
across the spectrum of operations. Applied continued to grow the market for
mechanization in the country, playing its parting boosting agricultural
productivity.
 Mahindra Gyrovator– The pride of the rotavation range of equipment in
the AppliTracstable, this product has been well accepted by the Indian
farmer by virtue of its sheer performance, placing it in a league of its
own. As a result, overall sales of rotavation equipment grew by over
30% over last year.
 New mechanization solutions –Due to increasing labour scarcity, more
and more agri operations are moving towards mechanization. To meet
emerging needs in this segment, Appli Trac introduced three new
products this year-sprayers, shredders and mulchers ,thus expanding
the range of options available to the Indian farmer.

54. RESEARCH AND
DEVELOPMENT
DEPARTMENT

55. Liked Parameter The main reason for M&M victory are parameter like reasonable
Maintenance,
 fuel efficiency, cheap &easy availability of spares parts , engine power, application
suitability
 Apart from Mahindra & Mahindra most known company. Influencer In case of Mahindra &
Mahindra main influencer in final buying decision are own decision. Friends and Past
experience are most powerful for choosing products Affecting Decision In case of Mahindra
and Mahindra the parameter affecting buying decision are reasonable maintenance.fuel
efficiency, cheap and easy available spares parts brand image status
Dislike parameter The most dislike parameter of Mahindra & Mahindra owners are
experience at Dealer price hydraulic problem Services Consumer Perception: Consumer
perception of regarding Mahindra services provide by Mahindra is not so good; Mahindra
customer relationship is not appreciated by consumer. Behavior of the employees at the
dealer place is not good. This impact handled by the sales person during the sales. The most
dislike parameter is service offered by Mahindra and Mahindra and customer relation ship
Resolving Conflict Providing proper customer service throughout the customer experience
will hopefully limit the need to handle conflict. When conflict does arise, it's important to
limit any damage and seek to mend the relationship with your customer. Employees should
demonstrate empathy when handling angry or upset customers. Demonstrate empathy by
allowing the customer to vent and then respond with an affirmation of the problem and your
desire to assist in getting the problem resolved as soon as possible. Offer solutions to help
remedy the problem--this can include discounts or free services depending on the severity of
the issue.
Track customer complaints to help identify possible problems within the company. Follow-
up on complaints to ensure customers received appropriate care and service after the
complaint Trade show Auto shows can be a great marketing opportunity for tractor brands,
with the larger trade shows attracting thousands of visitors from across the villagers. These
shows are much more than the chance to wander around and admire the latest technology
product instead they play an essential role in how people connect with brands, and can be a

56. great way to launch a new product. It makes the presence in consumer mind. Servicing
Campaign The major problem of Mahindra’s servicing campaign is People don’t know
about servicing campaign
 A larger population don’t not have any idea about campaign is running for tractors.
 They don’t know the date and place where servicing campaign is running
There is no announcement before campaign.
 This is the loss of customer satisfaction process and marketing campaign for new prospects.
Some recommendation to service campaign Service campaign has to set up at visible
location
 People have to know earlier about service campaign
 A proper service call before service campaign.
 After sales service improve Ask customer for feedback When you let your customer know
that their opinion is important to you they will be more inclined to feel like an individual
with thoughts and feelings, rather than just another customer. Don’t ask for their feedback to
improve your “score” or reputation, rather ask for their feedback because you are genuinely
interested in what they think. Stay in contact with customers Contact customer immediately
upon payment confirmation and thank them for their purchase. Stay in touch with them
through the whole process. Contact them again when you ship their merchandise. Estimate
the approximate time their package is scheduled to arrive and contact them to make sure their
package was delivered safe and sound, and to see if they have any questions about their
merchandise. When customers see that you aren’t forgetting them as soon as they have paid
for their purchase they will realize you are passionate about your product and service and that
you genuinely want them to be satisfied shopping with you. Give customer an incentive to
shop with you again If you are serious about business and you are in it for the long haul, then
do everything you can to foster repeat business. Nothing tells a customer that you appreciate
them more than offering them a “gift” or a discount to shop with you again. Limitation of the
Survey Though best effort have been made to made to make the study fair transparent and
error free yet there might be some inevitable and limitation. Although outright measures area

57. undertaken to make the report most accurate some inadvertent errors might have crept in and
suggestion to improve or eliminate the same are most welcome. The limitation f the survey is
narrated below: The project is valid for the predefined area of work
There may be some biased response from the respondent
 Some respondent did not provide the full data
SWOT ANALYSIS

58. Continued support from the Government for agriculture and rural development, broad
basing of the rural economy, greater adoption of improved agricultural practices
(mechanization, micro-irrigation, hybridseeds, nutrient based fertilizer application, etc.)
are positive developments that will drive sustainable agriculture and rural growth.
Despite having the second largest area of arable land in the world and favorable
environmental conditions, lower than world average yields have limited India’s agricultural
output. Having taken on the goal of ‘Delivering Farm Tech Prosperity’ and with the
creation of the agribusiness vertical, your Company is geared to contribute in this area.
Within India, there are several areas of low tractor penetration, especially among the large
base of small and marginal farmers. With increasing cost and scarcity off arm labor, greater
adoption of various forms of mechanization is the way forward. These are opportunities
which your Company is well positioned to tap.
The Indian domestic tractor market, having recorded a significant growth in the
last two financial years, is expected to see more competition among existing players.
International brands have been investing in capacity augmentation and are gradually
increasing their market share. Increased competition will lead to more frequent product
launches in all industry segments and raise customer expectations in terms of
performance, quality and technology, leading to higher costs. Your Company views this as
both an opportunity and a challenge.
Power shortage remains reality across the country with power capacity additions not

59. keeping up with demand growth. This is an opportunity for your Company to continue to
offer power solutions to retail and institutional customers in urban and rural centers,
increasing their realm of possibility.
RISKS AND CONCERNS
The Company’s business is exposed to many internal and external risks. Your
Company has put in place robust systems and processes, along with appropriate review
mechanisms to actively monitor ,manage and mitigate these risks.
Commodity Prices
On the back of a strong increase in commodity prices in FinancialYear2010-11(even higher
than the previous record highs of Financial Year 2008-09 ), the FinancialYear2011-12saw a
firming up of prices in the international market, leading to a moderate increase in
commodity prices in the domestic market. This trend is expected to continue into Financial
Year 2012-13, putting pressure on margins. Your Company will continue to focus on cost
re-engineering to minimize the impact of this development.
Capacity
With the rapid growth in demand, some of the Company’s key suppliers occasionally face
capacity constraints and are unable to meet demand peaks. This could lead to potential
loss of volumes and market share. The Company is working closely with its key suppliers
to minimize such supply constraints through capacity planning, capacity enhancement and
longer term contracts. Opportunities for global sourcing are also being actively explored.
Competitive Intensity
Keeping in mind the high growth potential of the Indian Automotive market, all Original
Equipment Manufacturers (OEMs) are actively investing in new product development and
product technology upgrades. Multinational players are increasingly becoming India
focused and are developing products which are built around the needs of the Indian

60. customer. With increased local sourcing and development taking place in India, cost
structures of multinational corporations are becoming competitive.
Your Company continues to invest in new product development as well as technology
upgrades and will focus on delivering customer centric products. Frugal innovation
remains a thrust area for the Company.
 Huge increase in export: Indian tractors are cheapest in the world. It costs as much as
a gear box costs in a developed country. Indian tractors are gaining international
acceptance because of their standard. Thus there is a huge opportunity for exports to
various countries in Asia and Africa and exports have seen a growth of about 45% in
year 2007-08.
 Increase in credit availability: More private banks are also now lending credit to
farmers along with nationalized banks for purchasing farm machinery. This provides
an opportunity for growth in sales of tractor.
 Technological innovation: There are also several innovations taking place such as
fuel efficient tractors and tractor that use alternate energy source. These will be the
tractors of the future and if a company acquires competencies in this, it gains huge
advantage.
 The government has been trying to strengthen the exports of agricultural products.
As a result, the quality of agricultural products necessarily has to be very high. For
this, they need better rural and agricultural infrastructure. This might result in an
increase in demand for tractors.
 In India, the penetration of tractors is 10 tractors per 1000 hectares of cropped area,
which is much below the world average of 19 tractors for the same. Thus there is
scope for the demand to increase.
 Mahindra & Mahindra had acquired a majority stake in Punjab Tractors Limited
(PTL) in early 2007. PTL is a good strategic fit to the company, as it comes with its
strength of efficient design (strong R&D abilities) and the Brand Swaraj, which
enjoys a strong customer loyalty for being sturdy and reliable. This acquisition has
an opportunity of getting advantages of economies of scale, sourcing benefits and
vendor rationalization.
THREATS:

61. Dependency on monsoon: the growth of tractor industry is heavily dependent on the growth
of agriculture. Good monsoon increases the agricultural GDP and hence boost tractor sales.
The sales dip significantly in the year when the monsoon fails
 Entry of foreign players: they are no cap of FDI that can be invested in this industry.
Hence foreign players who wish to enter this industry do not need a joint venture or
any tie up with the existing Indian tractor manufacturers. Moreover, the foreign
players like John Deer and New Holland who have entered in the market have
technological superiority which poses a threat to current players.
 Farm land fragmentation: One measure characteristics of Indian farm land is that
they are heavily fragmented and are of small size. The farmers do not hold sizeable
chunk of land to use agricultural machinery like tractor in their land.
Strength and Weakness of Mahindra Tractor
Strength Weakness

62. 1. Market leader in terms of market
share is its biggest strength
2. The company's ability to introduce
new products in the market and to
generate sales from those new
products is a major strength. The
reason being that this is very
essential for any company, for its
survival in the long run.
3. The company has established its
brand name in other countries of the
world as well which is biggest
strength of a company to extend and
diversify the business
4. Large and effective distribution
channel.
5. Sufficient financial resources
1. The company is highly
dependent on the rural sector
2. Less technological ability as
compared to Foreign players
3. Low labor productivity

63. ACHIEVEMENTS/
RECOGNITION
2009:
 Golden Peacock Award for Occupational Health & Safety – 2009

64.  Mahindra FES won gold as the Best New Tractor in the Lower Horse Power Category
(upto 70 Hp) at the 76th International Novisad Fair.
 On May 14, 2009, Mahindra & Mahindra was awarded the prestigious 21st CFBP
Jamnalal Bajaj UchitVyavaharPuraskar 2008,
 On April 29, 2009, Club Mahindra Snow peaks Resort, Manali was awarded as the
Best Socially Responsible Resort at Manali.
 The Scorpio receive the Best Off roader vehicle of the year 2009 award and the Start–
stop technology received the Environment Initiative of the year 2009 award from
Carwale.com on April 29, 2009.
 On April 8, 2009, 'Club Mahindra' was adjudged a Consume Super brand after
passing a rigorous consumer validation process, which included a survey across
19000+ respondents and scrutiny by the Brand Council Club Mahindra falls within
the top 10% of all brands across all segments and categories.
 Mahindra received five corporate collateral awards.
 Mahindra received the Green Award for the Scorpio M2DI.
 Mahindra Renault received the Integrated Marketing Campaign of the Year award.
 Mr. Anand Mahindra, VC & MD, Mahindra Group, was felicitated with the Qimpro
Platinum Standard (Business) 2008 award.
 Mahindra’s Auto Sector has won the ‘Top Gear Manufacturer of the Year’ award.
 For the Third time in a row, Mahindra’s Zaheerabad plant bagged the 1st prize in
Andhra Pradesh Productivity Council Energy Conservation Award – 2008.
 Mahindra received the Best Innovation Award at the UTViAutocar Awards 2009.
2008:
 Mahindra & Mahindra was awarded the Niryat Shree Bronze Trophy by FIEO.
 Mahindra Farm Equipment Sector (FES) with their partner RC&M (a leading
experimental marketing solution provider) bagged two gold’s at the second edition of
the Rural Marketing Association of India (RMAI) awards 2008.
 Mahindra and Mahindra Limited has been conferred with the CSIR Diamond Jubilee
Technology Award 2007.
 Mahindra & Mahindra Ltd. received the prestigious ICSI National Award for
Excellence in Corporate Governance for the year 2008.

65.  Zaheerabad plant has bagged the 1st prize in National Energy Conservation Award –
2008.
 Nashik Plant has been awarded the National Certificate of Merit for Excellence in
Energy Management.
 Nashik Plant was awarded the prestigious CII National Award For Excellence in
Water Management 2008.
 The Mahindra Group was honored with nine communication awards at the 48th
annual ABCI (Association of Business Communicators of India) awards nite in
Mumbai on Friday, 7th November 2008.
 Tech Mahindra Limited was conferred the 2008 Frost & Sullivan Growth Excellence
Award.
 Auto Sector Igatpuri Plant won the Best Kaizen Award at the 12th National Kaizen
Conference in Delhi on October 13–14.
 The Nashik Plant became the first plant to win the prestigious CII National Award for
Excellence in Energy Management 2008.
 Club Mahindra Lake View Resort, Munnar has won the CNBC AWAAZ Travel
Awards '08 for Best Resort for Health and Rejuvenation.
 Mahindra & Mahindra was honored with the Business world FICCI–SEDF Corporate
Social Responsibility Award.
 Mahindra World City is the runner–up in the Best Developer – Mixed Use category at
the 2008 Cityscape Asia Real Estate Awards.
 Mahindra Life spaces bagged the Creative Excellence in Employer Branding award
from the Economic Times in the Real Estate category at a ceremony held in Mumbai
in March 2008.
 Mahindra Life spaces’ project ‘The Woods’ in Wakad, Pune won the AESA
(Architects Engineers & Surveyors Association of Pune) Gold Award, 2008.
 M&M won the Auto Monitor CSR award for the Lifeline Express at a glittering
ceremony held in New Delhi on the 7th of March 2008.
 Mahindra & Mahindra won the following awards at the Asia Pacific HRM Congress
2007–08 in Mumbai on February 14, 2008.
 Employer Brand of the Year 2007–08, Award.
 Best HR Strategy in line with Business, Award for Talent Management, –Award for
Continuous Innovation in HR Strategy at Work,–Award for Excellence in Training,–

66. Award for Managing Health at Work –Award for Global HR Strategy, –Award for
Excellence in HR through Technology and –Award for Innovative Retention
Strategy.
 Mahindra & Mahindra Ltd. was awarded the 'Excellence in Innovation' Award.
 Mr. Anand Mahindra received the CEO of the Year award.
 On January 19, Mr. Anand Mahindra, Vice Chairman and Managing Director of
Mahindra & Mahindra, was honored with Business India's Businessman of the Year
2007.
 On January 18, Mahindra Holidays & Resorts India Limited bagged the coveted
Avaya Global Connect Award.
 On January 18, Mahindra and Mahindra won the BSE award.
 On January 15, FES won the prestigious 'Golden Peacock National Quality Award –
2007'
 On January 10, the Logan won the Midsize Car of the Year Award.
 Logan was declared the Hindustan Times Car of the Year 2007.
 The Scorpio and the Logan received the TNS 'The Voice of the Customer' award.
2007:
 The Nashik Plant of Automotive Sector was awarded the prestigious Platinum 1st
Runner Up Award.

 Mahindra & Mahindra Auto Sector's Zaheerabad plant has won the First Prize in the
National Energy Conservation Awards – 2007.
 Mahindra & Mahindra was honored with the Pegasus Corporate Social Responsibility
Gold Award.
 Mahindra Powerol has won the prestigious 'VOICE OF CUSTOMER' award.
 Mr. Bharat Doshi, Executive Director & Group CFO, M&M, received the CFO of the
Year award.
 Mahindra & Mahindra has been awarded as the organization with the
“Best Automotive Manufacturing Supply Chain Excellence”.
 Mr. ArvindTawde, Sr. VP and CIO, Mahindra & Mahindra, received the CTO of the
Year 2007 award.

67.  Mahindra & Mahindra has been honored with the coveted Bombay Chamber Good
Corporate Citizen Award 2006–07.
 The Institute of Economic Studies (IES), New Delhi, has awarded the 'Udyog Rattan'.
 M&M has won the Security Strategist Award 2007.
 Mahindra Life spaces has been honored as the Best Developer in the Best Transparent
Systems category at the recently held CNBC Awaaz – CRISIL Real Estate Awards.
 Mahindra & Mahindra was awarded the prestigious SAP ACE 2007.
 Mahindra & Mahindra Farm Equipment Sector has won an AE50 Outstanding
Innovation Award 2007. 'Golden Peacock Occupational Health &Safety Award' for
the year 2007, and many more.

68. CORPORATE SOCIAL
RESPONSIBILITY

69. Since its inception, the Company has been a socially responsible Corporate making
investments in the community which go beyond any mandatory legal and statutory
requirements. The 'Core Purpose' of the Company is to "challenge conventional thinking and
innovatively use all our resources to drive positive change in the lives of our stakeholders
and communities across the world, to enable them to RISE". In line with the Company's Core
purpose, the Corporate Social Responsibility ("CSR") vision is to focus efforts within the
constituencies of girls, youth and farmers by innovatively supporting them through programs
in the domains of education, health and environment, while harnessing the power of
technology. By investing in CSR efforts in these critical constituencies that contribute to
nation building and the economy, the Company will enable its stakeholders and communities
to RISE.
Some of the major initiatives in which the Company has invested during the Financial Year
2013–14 are described below:
A. PROJECT NANHI KALI – FOR THE GIRL CHILD
The Mahindra Group has supported the education of 36,248 underprivileged girls through
Project Nanhi Kali which was started by the K. C. Mahindra Education Trust ("KCMET") in
1996 and is jointly managed by KCMET and Naandi Foundation since 2005. The Nanhi Kali
sponsorship provides underprivileged girls not only with academic support classes where
concepts of Math’s, Science and Language are taught but also with material support
comprising uniforms, school bags, shoes, socks, etc. which free their families from the
hidden costs of education and enable them to attend school with dignity. In the last Financial
Year, KCMET garnered support from 8,289 individuals and Corporates resulting in 91,537
underprivileged girls accessing quality remedial classes across 9 States of India. The
significant impact of this is evident from the fact that there was an 10% increase in learning
outcomes across all project areas and 90% of girls remained in school to continue their
education.
B. MAHINDRA PRIDE SCHOOLS – SKILLING PROGRAM FOR YOUTH
The Mahindra Pride Schools ("MPS") through its one–of–a–kind livelihood training program
continues to take forward its vision to not only train youth from socially and economically

70. disadvantaged communities but also place them in high growth service sector careers after a
90 day intensive training course. In Financial Year 2013–14 a total of 2,233 Scheduled
Caste/Scheduled Tribe students received training at the 5 MPSs in Pune, Chennai, Patna,
Chandigarh and Srinagar, in one of the three areas of Hospitality Craft, Information
Technology
Enabled Services (ITES – for BPOs & KPOs) and CRM. The total number of MPs students
trained since its inception is 8,677. Post training, the MPS students have been recruited by
hospitality chains such as McDonald's, Pizza Hut, KFC, Cafe Coffee Day, Marriott Group
and Hotel Le Meridian, department stores such as Westside, Mom & Me, BPOs and KPOs
such as Wipro, Cap Gemini, Syntel, HCL, TCS, Dell, Cognizant, Tech Mahindra and
Mphasis. The highlight of the placement process has been 100% placement of students in
lucrative jobs and a consistent increase in average salary per batch to over Rs. 10,000 per
month currently.
C. SCHOLARSHIPS AND GRANTS
1. Mahindra All India Talent Scholarships –
Vocational Education Instituted in 1995, Mahindra All India Talent Scholarships ("MAITS")
are awarded to students from lower socio economic strata to enable them to pursue a job
oriented diploma course at a recognized Government Polytechnic in India. Approximately
500 scholarships are given every year to students who undergo a three year course. In
Financial Year 2013–14, 550 students were awarded the MAITS and this scholarship has
benefitted 6,904 students till date.
2. K. C. Mahindra Scholarships for Post Graduate Studies Abroad
The K. C. Mahindra Scholarship for Post Graduate Studies Abroad is an interest free loan
scholarship which is awarded to deserving graduates interested in pursuing their post
graduate studies overseas.
This scholarship has been ongoing since 1956. In the Financial Year 2013–14, 43 students
were awarded this interest free loan scholarship of Rs. 2 lakhs each and 3 students were
awarded Rs. 8 lakhs each from the K. C. Mahindra Fellows Fund. These scholarships were

71. given to students who gained admission in renowned Universities such as Harvard, Yale,
Stanford, Massachusetts Institute of Technology, Carnegie Mellon, London School of
Economics, across a wide variety of disciplines. The total number of scholarships awarded
till date is 1,115.
3. K. C. Mahindra United World College Scholarships
Till date 78 students have benefited from the K. C. Mahindra United World College
Scholarships enabling them to study at the Mahindra United World College of India. During
Financial Year 2013–14, 10 students were given these scholarships.
4. Mahindra Search for Talent Scholarship
This scholarship which rewards excellence in academics has been set up in 37 institutions in
India. In addition, students who receive the Mahindra Search for Talent Scholarship for two
consecutive years also receive the Honors Scholarship Award comprising a cash prize of Rs.
5,000 and a citation from the Trust.
D. MUMBAI PUBLIC SCHOOL INITIATIVE
The Mahindra Group supported 28 Mumbai Public Schools (BMC English medium schools
run by Naandi Foundation) enabling 12,174 children to access quality education. In the last
Financial Year, the project had a noteworthy impact including 13% increase in enrollment
numbers, 50% increase in Government teacher recruitment and formation of 24 School
Management Committees.
E. DISASTER RELIEF AND REHABILITATION
In response to the catastrophic calamity caused by the incessant rain and flash floods which
struck Uttarakhand in June, 2013, the Mahindra Group immediately responded to the appeal
put forth by the Chief Minister and contributed Rs. 1 crore to the Chief Minister's Relief
Fund (Uttarakhand). Further, employees of the Mahindra Group donated one day's salary to
the Mahindra Foundation with a specific intent to donate Mahindra vehicles such as Scorpio,
Trucks, Buses and Bolero Pik–Ups to support rehabilitation efforts being undertaken by the
State Government of Uttarakhand. Apart from these vehicles, 300 solar lanterns, 150 solar

72. street lights and a mobile DG set were also donated to the State of Uttarakhand on 30th
December, 2013. Further, Rs. 1 crore was donated to the 'Maharashtra Chief Minister's
Drought Relief Fund' to support the Government in its efforts to counter the serious drought
situation in the State of Maharashtra.
The Company also supported the education of 1,000 underprivileged children in Udaipur and
Rajsamand districts of Rajasthan, through the NGO partner SevaMandir.

73. FINDINGS AND
CONCLUSION

74. Findings of the Study:
 The following is derived from the data evaluated and analyzed by survey:
 According to the survey it was found that Mahindra tractors have a brand loyalty than
other tractors, because of its advanced features.
 Among 50 respondents it was found that 52%, which is of 26 respondents, was aware
of Mahindra tractors and like to purchase Mahindra vehicles only because of its good
performance.
 Out of 50 respondents it was found that 62% which of 31 respondents purchase
tractors for agricultural purpose, 14% respondents for business and 24% respondents
for other purposes, therefore we can say agriculture is the main reason for purchasing
of tractors.
 According to survey, it was clear that the availability of spare parts was very easy.
 Out of 50 respondents it can be seen that 36% i.e. 18 respondents purchases tractors
by wall and 4% among 54% of the respondents were purchased from others. The 02
or 03 respondents by TV ads and magazines.
 Out of respondents we find that 54%, which of 27 respondents are in a income group
of Rs. 71,000 to Rs. 1,00,000 and 12% which are respondents are in an income level
of Rs. 41,000 to 71,000.
 Out of 50 respondents it was found that 30 respondents are influenced by company
showroom during purchase, company sales man and rest of others by advertising
friends/relatives, etc. influence 20 respondents.
 Among 50 respondents 35 are like to purchase vehicle through credit mode and 15
respondents by cash.

75. CONCLUSION:
Mahindra & Mahindra motors have a very good market share in the vehicle segment
specifically tractors.
The company is offering good services, which is reflected on the satisfaction of the customer.
Majority of the customer are satisfied with the design of the vehicle.
Mahindra & Mahindra motors are providing better facilities as compared to other brands.
As 67% of the respondents are satisfied that they are happy with the products, it satisfies that
the customer satisfaction levels are very high. If the company were to identify the pitfalls in
their product and undertake remedial measure, thus it will lead to more good word of mouth
publicity.
Though majority of the customer are satisfied that the maintenance cost of Mahindra vehicles
is less, around 20% are not satisfied which may be because of comparison with the newly
launched competing brands coming with even lower maintenance cost.
As 80% of the respondents are happy with the space availability in Mahindra vehicles, it can
be conducted that the company has undertaken proper R&D in this aspect.
A 20% of the respondents who have answered negatively may be comparing with the vehicle
in the same category launched very recently.