Maruti Suzuki India Limited, an automobile manufacturer established in 1982, faced a violent incident at its Manesar plant on July 18, 2012, resulting in the death of a company official and injuries to many others. The dispute was fueled by workers' demands for better pay and working conditions, leading to significant operational losses and heightened tensions within the workforce. Suggested solutions include improving communication, maintaining employee relationships, and treating workers with respect.

1. PRESENTED TO:
DR. RASHMI BADJATYA RAWAT MA'AM

2. COMPANY
BACKGROUND
Maruti Suzuki India Limited is an automobile manufacturer in India,
established in 1982 and headquartered in New Delhi.
It was the first company in India to mass- produce and sell more than
million cars.
The company is engaged in the business of manufacturing, purchase
and sales of motors vehicles and spare parts (automobiles).

3. MANESAR DISPUTE
OVERVIEW
On 18 July 2012, Maruti’s Manesar plant was hit by violence.
As workers attacked supervisors and started fire that
The company’s General Manager of Human Resources
The incident is the worst ever for Suzuki since the
killed a company official and injured 100 managers,
including two Japanese expatriates.
had both arms and legs broken by the attackers.
company began operations in India in 1983.

4. General Manager
(Human Resources)
Maruti Suzuki
Awanish Kumar Dev
General Manager
Manesar Plant
Maruti Suzuki
Deepak Anand
Senior Advocate
Defence Attorney
Vrinda Grover
KEY
PEOPLE

5. TIMELINE OF THE DISPUTE
July 18, 2012
Burned
HR Manager
July 19, 2012
Police arrested
148 workers
March 2015
Court grants
bail to 77 of
the 145 workers
August 21, 2012
Resumes
production
at plant with
heavy security
February 19, 2017
Advocate argues that
112 of the accused
were not idetified
by any witness
March 10, 2017
13 held guilty of
murder and 18 are
convicted of rioting
March 17, 2017
Punishment
given

7. CAUSES
Workers demands : Increase in salary and allowances
Harsh working conditions
Low paid contract workers
Difference in salary pay
Supervisor had abused and made discriminatory
comments to a low caste worker

8. IMPACT ON COMPANY
Operation stopped for a month.
Loss of estimated to be over Rs.1500 crore.
Fear of insecurity to the employees and their families.
Problem of lock of labour resources.
Goodwill.

9. “IF THE SUPERVISOR IS RUDE AND EVEN
SLAPS US, HE IS AWARDED WITH A
PROMOTION BUT IN CASE A LABOURER
DARES TO REPLY, HE IS ISSUED A NOTICE
ON GROUND OF DISCIPLINARY ACTION”
Rajender Kumar
Technician

10. SATEMENT OF THE PROBLEM
Lack of communication and coordination between HR
and workers
Lack of coordination among managers
No proper salary rules
Contracts labour system

11. SOLUTIONS
Employee Labour Relationship
should had been maintained in
manners.
Flexibility is the key, not the
cheapness.
Treat workers in the factory like
humans.
The workers should refrain from
taking law into their own hands.

12. THANK
YOU SUBMITTED BY:
Roshan Baghel Devashish Rana
Rishabh Yadav Karan Yadav