ASSIGNMENT 2

The company I wish to join is SMLISUZU History: SML ISUZU Ltd. (formarly Swaraj Mazda Ltd.) is a leading commercial vehicle manufacturer in India with their registered office and works at Village Asron in Nawan Shahar District of Punjab India. SML ISUZU Ltd. (formarly Swaraj Mazda Ltd.) was set up in 1983 as a joint venture between Sumitomo Corporation and Mazda Motor Corporation Japan, at a capital outlay of Rs. 32.5 crores for the manufacture of 5000 Light Commercial Vehicles (5- 10 ton GVW). Over the years, the Company has expanded its capacities to 20,000 LCVs per annum and the product portfolio consists of 5 truck models and 5 bus models, special application vehicles, all within the 5 -12 ton GVW range. Since inception, continuous up gradation & automation has been a regular feature with their manufacturing activities. The products are designed with utmost care using modern techniques in production, surface finish and painting with all modern equipments to give a longer life not only for the basic functional items like ENGINE GEAR BOX, DIFFERENTIAL but also for the CHASSIS FRAME and other body components. Engine is tested for fuel efficiency, power & torque test in specially designed Engine Test shop. All the vehicles are passed through rigorous drive test on the test track to ensure that all products going out of the factory are as per the quality standards set by SML ISUZU Ltd. (formarly Swaraj Mazda Ltd).

To broaden its product portfolio, SML ISUZU Ltd. (formarly Swaraj Mazda Ltd.) in year 2006 entered into a Technical Assistance agreement with ISUZU MOTORS JAPAN, one of the global leaders in Commercial vehicle and Diesel engine markets with a focus to timely address and cater to the emerging demand particularly in Bus segment, with regard to strengthening of existing national highways and widening / strengthening of State Highways which will provide for increased passenger transportation, high in luxury, speed, safety and comfort. SML ISUZU Ltd. (formarly Swaraj Mazda Ltd.) soon after the establishment of partnership with Isuzu Motors, activities for setting up two state-of-the-art plants, one for production of Isuzu vehicles (first phase 12000 p.a.) and the second one for manufacture of bus bodies (7000 p.a.) were kicked off in August, 2006 at the existing factory site on a 120 acre plot at Village Asron Distt. Nawanshahar Punjab. Total capital outlay of these two plants is estimated at Rs.300 crores. In 2009 SML ISUZU Ltd. (formarly Swaraj Mazda Ltd.) started to roll out Luxury buses and medium-duty trucks powered by Isuzu Engines from a new plant in Punjab. Plans are to build multi-axle trucks, tractor units and refrigerated trucks within the next three years. In addition, SML ISUZU Ltd. (formarly Swaraj Mazda Ltd.) is moving and laid emphasis on Research & Development and thus made the range of company product variants, the widest amongst all new LCV manufacturers and has made it lead the indigenization of hi-tech components. The company has made improvement in product-mix and made wider market segment coverage.

Board of Directors of SML ISUZU LIMITED:

Name Mr. S.K. Tuteja (IAS) Mr. Harkirat Singh Mr. A.K. Thakur Mr. P.K. Nanda Mr. M. Tabuchi Mr. E. Seto Mr.K.Lida Mr.Katsuya Okihiro Mr. Pankaj Bajaj Mr. R.P. Sehgal Mr. Y. Watanabe Designation Chairman Director Director Director Director Director Director Director Director Director Managing Director

Employee Strength and H.R. Practises at SMLISUZU: The Company has always strived to attract the best talent, provide invigorative work environment, retain achievers and out-performers and inculcate in the employees loyalty for the organization. Raising employees' involvement in the decision making process and grooming them for leadership positions has been

an ongoing process. Employee strength as on 31st March, 2012 was 1098

(1073). All employee benefits payable wholly within twelve months of rendering the service are classified as short-term employee benefits.

A holistic approach to human resource management, processes and optimal utilisation of resources have contributed to the turnaround at SMLISUZU. The turnaround had been achieved through strategic initiatives involving changes at every level of management, increased employee involvement and structured communication exercises, removal of non-performers, building collaborative union initiatives, competency building and employee recognition mechanisms. Production processes had been revamped, optimising supply chain and rationalising resources and cost reduction. These had contributed to significant enhancement in indicators of improvement such as production, productivity, adherence to targets, positive relationship with workmen and profitability. Ramanjit Nanda is GM-HR at SMLISUZU Ltd.