ACKNOWLEDGEMENT

It is in particular that we are acknowledging our sincere feeling towards our mentor who
graciously gave us their time and expertise.

They have provided us with the valuable guidance, sustained efforts and friendly approach. It
would have been difficult to achieve the results in such a short span of time without their help.

We deem it our duty to record our gratitude towards the Project upervisor Ms. Roshni Tijoriwala
who devoted her precious time to interact, guide and gave us the right approach to accomplish
the task and also helped us to enhance our knowledge and understanding of the project.

With sincere regards,

Ruksar Ansari

Ravi Dhingani

Parth Khatri

Lo a Pan!"a

A#hilasha $olanki

Mit %agh&la

1
 TA'LE O( CONTENT$

$r No. Titl&

) A*knowl&!g&+&nt

, -ntro!u*tion o Co+ an"

/ 0R Poli*i&s o Co+ an"

2 (in!ings an! L&arning

4 Con*lusion

6 R&*o++&n!ation

7 'i#liogra h"

2
 C0APTER )8 -NTROD9CT-ON

Maruti $u:uki -n!ia Li+it&!, commonly referred to as !aruti and formerly known as Maruti 9!"og
Li+it&!, is an automobile manufacturer in India. It is a subsidiary of "apanese automobile and
motorcycle manufacturer u#uki. !aruti was incorporated in $%&$ as a government company. They
started production in 'ecember $%&( with collaboration of u#uki of "apan. Initially u#uki had )*+ e
uity which has since increased to - +.

PROD9CT RANGE O( MAR9T- $9;9K- -NCL9DE$8

It offer full range of cars/ from entry level !aruti & 0 1lto to stylish hatchback 2it#, 1 star, wift,
Wagon 2, and sedans '3ire, 4- and ports 5tility vehicle 6rand 7itara.

• !aruti &

• 1lto

• 8mni

• 6ypsy

3
•
•

3en 9stilo

Wagon 2

7ersa

1/ tar

2it#

4-

'#ire

6rand 7itara

. L-(E AT M$-L

The company that leads the Indian auto industry and defines the way India drives rides on the quality and

competence of its people. It’s a great place to discover all that you can be and maximize your potential.

:rom a genuinely e ual opportunity work culture, a sense of team spirit that goes right down to
a common lunchroom, to a feeling of oneness as senior managers and their teams sit
together in an open, wall;free environment, this is an uncommon place to work and excel.

!125TI is fast and flexible, resilient and responsive, as they<ll as decisive and responsible. It is a
place where your voice will be heard 0 valued.

Their people make them a company ready to meet the challenges of the dynamic auto market.
They value discipline and punctuality, and obsess over maintaining a safe 0 healthy work
environment. They like people who have an obsession to delight customers, and they leave them
free to take decisions in complex situations.

MAR9T-AN$

-nnovation

4
 D&!i*ation
R&s onsi#ilit"
Own&rshi .

These are the virtues that connect a !arutian to the organi#ation. !aruti u#uki offers a uni ue
opportunity for professional and personal growth as part of a multi;faceted organi#ation where
all work as one. To most !arutians, their colleagues have been part of an extended family.

With mix of generations and nationalities working together as one team, they provide the perfect
balance of energy, experience and exposure. 1t !aruti u#uki, while excellence is an integral part
of our work culture, they are steadfast in an ethical approach in all its dimensions.

OCC9PAT-ONAL AND 0EALT0 POL-C<

!aruti u#uki India =imited >! I=? is committed to ensure a safe and healthy working environment
for all employees, visitors, contractors, vendors and persons present at ! I= sites by prevention
of work related injuries and illness.

To meet the responsibilities, they are maintaining a safe working environment and have an
8ccupational @ealth and afety !anagement ystem >8@ ! ? in place toA

• Manag& Risks / by identifying all workplace ha#ards, undertaking assessments, internal

0 external audits, and taking all necessary actions for preven tion 0 control of injury,
ill;health, loss or damage by following safe work practices in operations as theyll as while
procuring new plant, machinery 0 e uipment.

• Co+ l" with l&gal an! oth&r o#ligations / by ensuring that our business is
managed in accordance with relevant occupational health and safety legislations,
standards and ! I= occupational health and safety policies 0 procedures.

• Esta#lish targ&ts an! r&vi&w +&*hanis+ ; They shall manage our obligations using
coordinated occupational health and safety plans for each area and site, with challenging
targets to measure progress
5
$WOT ANAL<$-$

!aruti u#uki is the market leader in India and has ama#ing brand e uity. !aruti is known for the
service it provides and is synonymous with !aruti & / the longest running small car in India. @ere
is a W8T of !aruti u#uki, its strengths, weaknesses, opportunities and threats.

$tr&ngths
•
!aruti u#uki is in a leadership position in the market with a market share of -&.B-

•
!ajor strength of !aruti u#uki is having largest network of dealers and after sales service
centers in the country.

6
• 6ood promotional strategy is adopted by !aruti u#uki to transfer its thoughts to the people
about its products.

• !aruti u#uki recorded highest number of domestic sales with %,**,--B units from
B,*C,C(( units in the previous fiscal. It recently attained the $ million domestic sales mark.

• trong Drand 7alue and =oyal Eustomer Dase are big strengths for !aruti u#uki

• There are around $C vehicles in !aruti Product portfolio. @as good product lines with
good fuel efficiency like !aruti wift, 'iesel, 1lto etc

• 1lto still beats the small car segment with highest number of sales

• !aruti u#uki is the first automobile company to start second hand vehicle sales through its
True; value entity.

• !aruti u#uki has good market share and hence it<s after sales service is a major revenue
contributor.

W&akn&ss&s

• =ow interior uality inside the cars when compared to uality players like @yundai and other
new foreign players like 7olkswagen, Fissan etc.

• 6overnment intervention due to having share in !aruti u#uki.

• Gounger generations started getting a great affinity towards new foreign brands

• The management and the company<s labor unions are not in good terms. The recent
strikes of the employees have slowed down production and in turn affecting sales.

• !aruti hasn<t proved itself in 57 segment like other players.

O ortuniti&s

• !aruti u#uki can start 20' on electric cars for a much better substitute of the fuel.

• !aruti<s cervo * has a huge potential in tapping the middle class segment and act as a
strong threat to Fano

• Few '3ire from !aruti will capture the market share and expected to create the same magic as
!aruti 9steem>currently not available?

• 9xport capacity of the company is giving new hopes in 1merican and 5H markets

7
 • 9conomic growth of the country is constantly increasing and the government is working
hard to increase the 6'P to double digit.

Thr&ats

• !aruti u#uki recently faced a decline in market share from its C . %+ to -&. % + in the
previous year>) $$?
• !ajor players like !aruti u#uki, @yundai, Tata has lost its market share due to many small

players like 7olkswagen; polo. :ord has shown a considerable increase in market share due to
its :igo.
• Tata !otors recent launches like Fano ) $), Indigo e;cs are imposing major threats to its
respective competitor<s segment
•
Ehina may give a good competition as they are also planning to enter into Indian car segment

• =aunch of @yundai<s @& may result in the decline of 1lto sales

C0APTER , 0R POL-C-E$ O( COMPAN<

0R %-$-ON

=ead and facilitates continuous change towards organi#ational excellence create a learning
organi#ation with high sense of pride amongst it members.

0R -N-T-AT-%E$

• Prepare !5= trategies Dusiness Plan to achieve the 7ision and 6oal.
• Improve the Performance 1ppraisal ystem
• Improvements in Internal and external training and its effective utili#ation
• ystematic career planning
• Periodic communication meeting at various levels
• 2etention of Talent

,.) RECR9-TMENT

8
2ecruitment is an important part of an organi#ation<s human resource planning and their
competitive strength. Eompetent human resources at the right positions in the organi#ation are a
vital resource and can be a core competency or a strategic advantage for it.

The objective of the recruitment process is to obtain the number and uality of employees that can
be selected in order to help the organi#ation to achieve its goals and objectives. With the same
objective, recruitment helps to create a pool of prospective employees for the organi#ation so that
the management can select the right candidate for the right job from this pool.

2ecruitment acts as a link between the employers and the job seekers and ensures the
placement of right candidate at the right place at the right time. 5sing and following the right
recruitment processes can facilitate the selection of the best candidates for the organi#ation.

In this is competitive global world and increasing flexibility in the labour market, recruitment
is becoming more and more important in every business. Therefore, recruitment serves as the
first step in fulfilling the needs of organi#ations for a competitive, motivated and flexible hu
man resource that can help achieve its objective

RECR9-TMENT PROCE$$ (OR (RE$0ER$8

They recruit fresh 6raduates from premier T=$*hools and '=$*hools across the country in order
to build our future leadership talent pipeline. .

1t !aruti u#uki, they give ample opportunities for learning 0 growth through hands;on
experience 0 rigorous training sessions. The young talent undergoes a structured induction,
buddy 0 umbrella mentoring sessions, periodic management inputs and cross functional
exposure.

With their exciting career paths coupled with hard work 0 dedication from your end, they
believe that you will keep on creating success stories in !aruti u#uki.

RECR9-TMENT PROCE$$ (OR E>PER-ENCED CAND-DATE

:or the last three decades, they have established themselves as the !arket =eader in 1utomobile sector in
India. They appreciate the Hnowledge 0 expertise that the experienced professionals bring with them,
9
and they come from diverse backgrounds to strengthen the business pillars and explore new
hori#ons with us.

They invite applicants, who

• 1re excellent performers with enthusiasm for constant improvement

• @ave intense desire to be a member of the organi#ation and its success with a
constant yearn to learn

• 1re star performers, put in extra effort 0 are committed to engage in work that
contributes to business success

, $ELECT-ON

It is the process of searching the potential candidate. It is negative in nature in the Indian
context. Dut it is positive in the 5 context.

teps in election Process of !aruti 5dyog ltd

election process consists of a series of steps, at each stage, facts may come light which may lead to the

rejection of the applicant. It is a series of successive hurdles or barriers which an applicant must cross.

These hurdles or screens are designed to eliminate an un ualified candidate at any point in the
selection process There is no standards selection procedure to be used in all organi#ations or
for all jobs. The complexity of selection procedures increases with the level and responsibility of
the position to be filled. .

)? Pr&li+inar" -nt&rvi&w @s*r&&ning a li*ations

Initial screening is done to weed out totally undesirableJun ualified candidates at the outset. It is
essentially a sorting process in which prospective candidates are given the necessary
information about the nature of the job and the organi#ation, at the same time, the necessary
10
information is also elicited from the candidates about their education, skills, experience, salary
expected and the like. It helps to determine whether it is worthwhile for a candidate to fill up the
application form.

,? A li*ation (or+

1pplication form is a traditional and widely used device for collecting information from
candidates. It should provide all the information relevant to selection, where reference for
caste, religion, birthplace, may be avoided as it may be regarded an evidence of discrimination.

/? $&l&*tion T&st

Psychological tests are being increasingly used in e mployee selection, where a test may involve some

aspect of an individual<s attitudes, behavior and performance. Tests are useful when the number of

applicants is large, as at best it reveals that the candidates who scored above the predetermined cutoff

points are likely to be more successful than those scoring below the cutoff point.

2? E+ lo"+&nt -nt&rvi&w

Interview is an essential element of selection and no selection procedure is complete without one or
more personal interviews, where the information collected through application letter or application

forms and tests can be cross;checked in the interview, where candidates demonstrates their capabilities
and strength in relevant to their academic credentials. election in interview serves three purposesA

a? 6iving information to candidates about the company, the specific job and human
resource policies and

b? 9stablishing a friendly relationship between the employer and the candidate so as to

motivate the successful applicant to work for the organi#ation.
@owever, in practice interview becomes a one;sided affair serving only the first purpose.

11
4? M&!i*al EBa+ination

1pplicants who have crossed the above stages are sent for a physical examination
either to the

company<s physician or to a medical officer approved for the purpose. uch examination
serves the following purposesA;

• It determines whether the candidate is physically fit to perform the job, where those who are

physically unfit are rejected.

• It reveals existing disabilities and provides a record of the employee<s health at the time
of

selection. This record will help in settling company<s liability under the workmen compensation

1ct for claim for any injury.

• It prevents the employment of people suffering from contagious diseases.
• It identifies candidates who are otherwise suitable but re uire specific jobs due
to physical handicaps and allergies.

*? R& &r&n*& Ch&*ks

The applicant is asked to mention in his application form, the names and addresses of two or more

persons who know him well. These may be his previous employers, heads of education institutions or

public figures. These people are re uested to provide their frank opinion about the candidate
without

incurring any liability. In government and public sector organi#ations, candidates are generally
re uired to route their applications through their present employers, if any. The opinion of referees

can be useful in judging the future behavior and performance of candidate, but is not
advisable to
rely exclusively on the referees because they are generally biased in favor of the candidate.

• !ost candidates are employed at the time of their application, and do not wish their
employers to know they are looking elsewhere.
• Decause of a prospective employer would be breaking a confidence if he or she asked for
a

reference before an offer of a job had been made and accepted.

• Dy the time an offer has been accepted, selection is over and the reference is too late to affect
it.
• 1n offer may be made Ksubject to satisfactory references<, but as most references are received
after the candidate has started work, they can only be used to warn managers of possible faults
in the candidate which in serious cases may eventually lead to warnings followed by dismissal.

12
 • 9mployers giving references are usually extremely cautious many references merely
state the job title, the date of employment, and reasons for leaving.
• 2eferences are occasionally biased, giving a good reference to hasten an
employee<s departure or a poor one because of a grudge.
• Therefore, the best references are obtained in person, where there is a chance to see
whether

nonverbal behavior matches what is said. If such a meeting cannot be arranged,

telephoning is the next best alternative.

7? (inal A roval

In most of the organi#ations, the human resource dep artment carries out selection process,
where the decisions of the department are recommendatory. The executive of concerned
departments or units finally approves the candidates shortlisted by the department.

1? E+ lo"+&nt.

9mployment is offered in the form of an appointment letter mentioning the post, the rank, the
salary grade, the date by which the candidate should join and other terms and conditions in

brief. In some organi#ations, both the candidate and the representative of the organi#ation
sign a contract of service. It is at this point where a selected applicant is handled with a
letter of offer for a jobA

• The wage or salary offered must not only be appropriate to the job and attractive to the
candidate

but consistent with the earnings of present employees.

• The job must be named and any special conditions stated, for instance, the first year you
will be under training at the head office, then you will be transferred to up;country
branches.
• The candidate must know the essential conditions of employment, such as
hours of work, holidays, bonuses and fringe benefits.
• 1ny provisos must be clearly stated, for example, your employment will be subject to

satisfactory references and medical examinations. 1ppointment is generally made on probation

of one or two years, where upon satisfactory performance during this period, the cand idate is

finally confirmed in the job on the terms employed with, whether permanent or contractual basis.
13
 3? -n!u*tion.

The process of receiving employees when they begin work, introducing them to the

company and to their colleagues, and informing them of the activities, customs and traditions
of the company is called induction. 1t this juncture various induction courses are done to
new recruit in order to acclimati#e them with the new working environment.

)5? (ollow u @Evaluation

1ll selection should be validated by follow;up, it a stage where employee is asked how he or
she feels about progress to date and the worker<s immediate supervisor is asked for
comments, which are compared with the notes taken at the selection interview. If a follow;up
is unfavorable it is probable that selection has been a fault the whole process from job
specification to interview is then reviewed to see if a better choice can be made next time.

$&l&*tion Pro*&ss or (r&sh&r s8

$&l&*tion Pro*&ss or EB &ri&n*&! Can!i!at&8

,./ TRA-N-NG AND DE%ELOPEMENT

!aruti have invested about 2s $) crore in their training program. 2ecently they took a decision
to establish a world class !aruti training centre which might come up on a *;& acre plot.

14
This kind of infrastructure will operate in decentrali#ed manner. It will have a residential
facility, an e learning facility and will look at the perspective of developing our own technician
level guys for which campus recruitment takes place.

TRAD-T-ONAL AND MODERN APPROAC0 O( TRA-N-NG AND DE%LOPMENT

Tra!itional A roa*h / !ost of the organi#ations before never used to believe in training. They are
holding the traditional view that managers are born and not made. There are also some views that
training is a very costly affair and not worth. 8rgani#ations used to believe more in executive
pinching. Dut now the scenario seems to be changing.

The +o!&rn a roa*h of training and development is that Indian 8rgani#ations have reali#ed the
importance of corporate training. Training is now considered as more of retention tool than a
cost. The training system in Indian Industry has been changed to create a smarter workforce
and yield the best results

-+ ortan*& o training

8ptimum utili#ation of resources

'evelopment of human resources
'evelopment of skills of
employees Productivity
Team spirit
8rgani#ation
culture Luality
@ealth and safety

T0' aids in organi#ational development. 8rgani#ation gets more effective in decision making
and problem solving. It helps in understanding and carrying out organi#ational policies.

T0' helps in developing leadership, motivation, loyalty, better attitude, and other aspect that
workers and mangers usually display.

TRA-N-NG PROCE$$ (OR $ALE$ E>EC9T-%E$8 =

-ND9CT-ONA ; aims to provide an understanding of the industry, its policies and products.

15
PROD9CT PROGRAM$A ; imparts complete knowledge on !aruti u#uki and its competitors.

$ELL-NG $K-LL$ CON$9LT-%E $ELL-NG PROCE$$A ; enables understand customer<s needs

sales processes and enables apply learning in actual selling.

C9$TOMER CAREA ; positive attitude and the ability to move is a pre re uisite for excellent
performance in any world. Program aims at helping one to build a positive attitude and
interpersonal skills and to enable better customer handling.

AD%-$OR (OR L-(E PROGRAMA ;in this changed competitive environment, role of dealer sales
executive is seen more than a person who is selling cars to the customers. @e is expected to be
the customer<s for life .he has to be Msingle window interfaceN with his customers on all
matters related to cars, that is, finance, insurance, 9xtended warranty, service etc.

The training program on< 'elivery Process< has been developed as delivery now has the maximum the

right age in the new factor structure. 'elivery is not the end of a sale but a beginning of a relationship.

TRA-N-NG PROCE$$ (OR $ALE$ MANAGER$ GENERAL MANAGER$ 'RANC0 0EAD$

$. D&al&rshi Manag&+&nt Progra+A ;:or second generation dealers, and 6!<s and executives on
how to manage entire 'ealership 8perations. :inancial !anagement, staff management, motivation, tie
management planning are covered.

). $al&s Manag&rs T&a+ L&a!&rs Progra+A The Training covers issues like ales management
>target setting and achievement, en uiry management, resource and time management?,
upervisory skills, Practical Eoaching skills, knowledge of !aruti :inance, !aruti Insurance
9xtended warranty, !61, True value and car advisor for life concept.

(. 'ran*h +anag&rs Progra+A many of the dealers have multiple outlets. While the owners sit any
one outlet and control the others from there, different branch heads that managers the day to
day operations of the outlet manages the other outlets

-. The training covers topics like; making the business plan, :undamentals of 'DP, @r
management, Team building and supervision skills, ability to motivate the team and get a buy
in on the business plan, time managementJ prioriti#ing etc.

16
,.2 RETENT-ON EMPLO<EE WEL(ARE8

9mployee retention is a process in which the employees are encouraged to remain with the

organi#ation for the maximum period of time or until the completion of the project. 9mployee
retention is beneficial for the organi#ation as well as the employee.

EMPLO<EE WEL(ARE8

2esidential Eolonies for 9mployees / Ehakkarpur

@ospitali#ation 2eimbursement / on actuals without Eeiling

7ehicle =oans

@ousehold 9 uipment =oans

@ouse Duilding 1dvance

1nnual 1dvance

!5=O P: Trust / for better !gt., ervice 0 speedy redress

Proposed !5= Pension cheme

=earningO 8pportunity ; Denchmark in 1uto Technology

ProfessionalO 7alue addition through Training

8pportunityO for foreign training at !E, "apan

"obO 2otation 0 "ob enrichment

,.4 PER(ORMANCE APPRA-$AL

Maruti a!o ts F/65 !&gr&& a raisal s"st&+

17
It would seem that there is no corporate human resources policy that has not had its share of controversies

for being biased. With an increasing number of ualitative factors that affect employees at the workplace, the

performance appraisal process to make it as fair as possible has been the dream of every @2 manager.

1nd now ualitative factors are not just at play in the services sector, but also in manufacturing.
With cubicles giving way to open offices, the top;down approach to employee performance
appraisal is also on its way out.

8ne company that has set itself on course to further demonstrating and opening up its
employee evaluation process is car market leader !aruti 5dyog.

The company has introduced a uni ue (* ;degree feedback system, starting with its senior leadership.
The new system has been co;developed with 9rnst 0 Goung and has been put in place recently.

5nder the (* ;degree feedback system, the employee is rated not just by his superiors, but
also by his peers and subordinates.

We are starting the (* ;degree feedback process with employees in the top management such
as chief general managers and general managers, whose performance will now be assessed
based on feedback from their peers and junior management employees within the same
department. Till last year, their performance was being appraised only by the 'irectors and the !
anaging 'irector, says !arutiQs Ehief 6eneral !anager >@2?, !r .G. iddi ui.

9rnst 0 Goung, in consultation with !aruti, has listed a set of leadership competencies that are
expected in a general manager. Dased on that, it has prepared a uestionnaire to which peers
and subordinates can respond online.

1lthough acknowledged as an effective tool for leadership development in the West, Indian
companies have been shy of introducing such a feedback system for fear of disturbing
traditional hierarchical structures.

@2 consultants feel that the critical issues in implementing such a system include assuring respondents that

their feedback will remain confidential and convincing the person receiving the feedback that this is a

development tool and not an appraisal tool. !aruti has handled this by getting 90G and other consultants to

make detailed presentations to the senior management personnel before the process got under way. The

18
company has a committee of general managers, called @uman 2esource Inter 'ivisional
Eommittee >@2I'E?, which is consulted on all major @2 issues.

The initiative has been unveiled with an e;mail by !arutiQs !anaging 'irector, !r "agdish
Hhattar, asking people to support the online uestionnaire process. The (* ;degree feedback
system will also include a self;appraisal by the general manager. 1t the end of the process,
he can compare his self; appraisal with the assessment of his subordinates and peers.

8ne of the benefits that !aruti is hoping to get out of the (* ;degree feedback process is the sense of

empowerment and importance felt by subordinates, when they are asked to offer their feedback about

their superiors. !aruti currently has over -, employees on its rolls.

C0APTER 4 (-ND-NG$ AND LEARN-NG$

• They treat all employees e ually

• They tries their best to increase the efficiency of the employee by providing them
with different motivational programs
• They make new recruits aware about the company and working conditions
• !aruti u#uki has finite recruiting and training procedures.
• @aving different recruitment process for different departments of the organi#ation
• They provide different types of training to the different department according to the
need of the people
• They take feedback from their employee on regular basis
• !aruti have adopted (* degree method of performance appraisal for their employees
• There are uality circles which can motivate employee and employer relationship

19
 C0APTER 6 CONCL9$-ON

1utomobile market today is very dynamic 0 competitive with a range of players and products.
There are many reasons for the impressive growth of the Indian passenger car Industry. ome of
these are easy availability of vehicle finance, attractive rate of interest and convenient
installments. In todayKs cutthroat competition it is very difficult to survive. tiff competition has
forced manufacturers to be innovative and responsive to customer demands and needs. !aruti
u#uki India =imited is a leading company in Indian 1utomobile sector that occupies prominent
place due to its innovative strategic marketing and effective @2 policies.

ome of the valuable facts and experiences are as followsA;

!5= is also going for M85T 852EIF6N.

Eompany also conducts M94IT IFT927I9W N at the time when any employee is leaving the
organi#ation. In this he is free to say anything what heJshe feels like about the
organi#ation and its members.
Initial training given to workers is of approx. );( months and for managers $ month.

Training also helps in !orale;Doosting and increase in efficiency of employees.

20
 In :inancial Incentives company offers;MP28'5ETI7ITG =IFH9'N and M29TI29!9FT
D9F9:IT N.

In Fon;:inancial Incentives company offers M 8EI1= W82H I!P82T1FE9N and M"8D

9E52ITGN.
!5= adopts MP12TIEIP1TI79 !1F169!9FT TG=9N.

C0APTER 7 RECOMMEDAT-ON

• !aruti u#uki should focus on each and every department

• The complexity of the election Process should be minimi#ed
•
The company follows the exit interviews before the employee leaves the job it is the better way to

improve the various problems occurring in the company. Dut the company should conduct the

interviews where the employers can discuss their problems and the problem of leaving the job will

not occur. o time to time interviews with employees is also a necessity.

• The company should give freedom to employees to form the informal groups it can
help the company to know about the thinking of the employees easily through rumors.
• The company should give promotion to employees, it can help in increasing their morale

21
 '-'L-OGRAP0< RE(ERENCE$

www.wikipedia.com
www.marutisu#uki.comJcompany;profile.aspx
www.marutisu#uki.comJlife;at;msil.aspx
www.marutisu#uki.comJfreshers.aspx
httpAJJwww.studymode.comJsubjectsJhr;policy;maruti;page$.html

22
P0OTOGRAP08

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