The document summarizes the Maruti Manesar crisis of 2012, when auto workers attacked supervisors at Maruti's plant, killing one and injuring many. This created bad press for Maruti. The document then lists actions Maruti took in response, such as legal action against accused workers and portraying the violence as a conspiracy rather than spontaneous. It also suggests additional steps Maruti could have taken, such as improving its public relations response, addressing labor issues, and rebuilding its connection with India.

1. The Maruti Manesar Crisis

2. Background
On 18th July 2012, auto factory workers in Maruti's Manesar plant attacked
supervisors and started a fire that killed a company official and injured 100
managers, including two Japanese expatriates.
The attack was allegedly influenced by:
i. A caste slur (later discredited) by a supervisor against a worker
ii. Failed negotiations about employee regularization
The company has faced several incidents of employee protest, but never of
such scale and violence.
The incident is the worst-ever for Suzuki since the company began
operations in India in 1983.

3. The event has had the following
repercussions:
Bad Indian and international press for Maruti
created by reportage of:
•Damage to the Manesar plant
•Maruti’s alleged unethical practices
•Damage to Maruti’s profits

4. What Maruti Did
Covering the the extortionate demands levied upon
Maruti management, including 1 lakh rupee monthly salary.
Address the new mob violence
perception of Manesar plant
Provide interviews to show that
Maruti Manesar was a planned
conspiracy, and not a spontaneous
attack that can suddenly happen
again
Legal action on accused:
show that proactive
action is being taken
against any violations of
law.
Management also as
victims: to generate
sympathy and give a human
face to the violence
Demands included:
five-fold increase in basic salary
a monthly conveyance allowance of Rs.10,000
a laundry allowance of Rs. 3,000
a gift with every new car launch
a house for every worker who wants one /cheaper home
loans.
75 days of leave
Personal apology from Maruti MD: to show a
human touch to corporate management
The PR by Maruti has not been proactive.
Instead, it has been reactionary.

5. Diverting
Attention: Position
the Haryana’s
Government
Inaction on Labour
Laws
Demonstrate that the
work policies at Maruti
Manesar were in
accordance with state
labour policies, and
further, that this is a
volatile situation that
Indian industry needs to
address.
Further, addressing the
lack of an adequate
number of police
personnel to manage
such crises
Identify a credible
spokesperson
Unlike previous Maruti
leaders (R.C. Bhargava, J.
Khattar), who were also
industry leaders, a
lacking credible
spokesperson cannot
build media gravitas.
Possible option for
spokesperson:
SIAM President Mr. S.
Sandilya,
Condemned the attack,
stating that it tainted
India’s image as a
manufacturing base, as
an investment
destination
Rebuild Maruti’s
India-Connect
Mentions of
increasingly
Japanese
management at
Maruti was raised
during reportage. A
campaign to
associate Maruti’s
traditional image
with India will foster
unity amongst
employees
Maruti CSR
campaign
A Maruti grassroots
CSR campaign that
undertakes
fundraising for
education and
healthcare of labour
families, to prevent
further grassroots
support for planned
violence or mutiny
What Maruti Could have Done
Video: A Day in
the Life Of a
Maruti Worker
Due to conflicting
reported versions of
labour conditions at
Maruti, Maruti
should authorize a
video documentary
on improved work
conditions at the
plant.