21 USMAN KHAN 53 TASNIM VADADRIYA 55 JASEEM SHAIKH 57 SHAFAQAT TAMBOLI 59 BASMAH ANSARI

Bajaj Auto
Bajaj Auto Limited it is an Indian motorized vehicle-producing company. Bajaj Auto is a part of Bajaj Group. Its founded by Jamnalal Bajaj at Rajasthan in the 1930s. It is based in Pune, Maharashtra, with plants in Chakan (Pune), Waluj (near Aurangabad) and Pantnagar in Uttaranchal. The oldest plant at Akurdi (Pune) now houses the R&D centre ahead. Bajaj Auto makes and exports automobiles, scooters, motorcycles and the auto rickshaw. The Forbes Global 2000 list for the year 2005 ranked Bajaj Auto at 1,946. It features at 1639 in forbes 2011 list. Over the last decade, the company has successfully changed its image from a scooter manufacturer to a two wheeler manufacturer. Its product range encompasses scooterettes, scooters and motorcycles. Its real growth in numbers has come in the last four years after successful introduction of a few models in the motorcycle segment. The company is headed by Rahul Bajaj who is worth more than US$1.5 billion. Bajaj Auto came into existence on 29 November 1945 as M/s Bach raj Trading Corporation Private Limited. It started off by selling imported two- and three-wheelers in India. In 1959, it obtained license from the Government of India to manufacture two- and three-wheelers and it went public in 1960. In 1970, it rolled out its 100,000th vehicle. In 1977, it managed to produce and sell 100,000 vehicles in a single financial year. In 1985, it started producing at Waluj near Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a single financial year. In 1995, it rolled out its ten millionth vehicle and produced and sold one million vehicles in a year. According to the authors of Globality: Competing with Everyone from Everywhere for Everything, Bajaj has grown operations in 50 countries by creating a line of value-formoney bikes targeted to the different preferences of entry-level buyers.

ORGANIZATION STRUCTURE
Managing Director Rajiv Bajaj Chairman of the Board

Rahul Bajaj Director Madhur Bajaj Director Manish Kejriwal Director Balaji Rao Director Nanoo Pamnani Director Serajul Khan Director Niraj Bajaj Director P Murari Director Shekhar Bajaj Director Kantikumar Podar Director J. Godrej Director Suman Kirloskar Director Naresh Chandra Director D. Mehta

COO Pradeep Shrivastava CTO AJ Secretary JS International Business RS Commercial Vehicles RM New Projects EV 2 Wheeler SS Motorcycle Business KS Business Development SR Commercial NH Social Responsibility CT CFO Kevin d'sa Human Resources AR

Executive Director SB

COMPANY PERSPECTIVES
Our Philosophy: We approach our responsibilities with ambition and resourcefulness. We organize ourselves for a transparent and harmonious flow of work. We respect sound theory and encourage creative experimentation. And we make our workplace a source of pride. We believe in: Transparency--a commitment that the business is managed along transparent lines. Fairness & mdash all stakeholders in the Company, but especially to minority shareholders. Disclosure--of all relevant financial and nonfinancial information in an easily understood manner. Supervision--of the Company's activities by a professionally competent and independent board of directors.

COMPANY HISTORY
Bajaj Auto Limited is India's largest manufacturer of scooters and motorcycles. The company generally has lagged behind its Japanese rivals in technology, but has invested heavily to catch up. Its strong suit is high-volume production; it is the lowestcost scooter maker in the world. Although publicly owned, the company has been controlled by the Bajaj family since its founding. Origins The Bajaj Group was formed in the first days of India's independence from Britain. Its founder, Jamnalal Bajaj, had been a follower of Mahatma Gandhi, who reportedly referred to him as a fifth son. 'Whenever I spoke of wealthy men becoming the trustees of their wealth for the common good I always had this merchant prince principally in mind,' said the Mahatma after Jamnalal's death. Jamnalal Bajaj was succeeded by his eldest son, 27-year-old Kamalnayan, in 1942. Kamalnayan, however, was preoccupied with India's struggle for independence. After this was achieved, in 1947, Kamalnayan consolidated and diversified the group, branching into cement, ayurvedic medicines, electrical equipment, and appliances, as well as scooters. The precursor to Bajaj Auto had been formed on November 29, 1945 as M/s Bach raj Trading Ltd. It began selling imported two- and three-wheeled vehicles in 1948 and obtained a manufacturing license from the government 11 years later. The next year, 1960, Bajaj Auto became a public limited company. Rahul Bajaj reportedly adored the famous Vespa scooters made by Piaggio of Italy. In 1960, at the age of 22, he became the Indian licensee for the make; Bajaj Auto began producing its first two-wheelers the next year.

Rahul Bajaj became the group's chief executive officer in 1968 after first picking up an MBA at Harvard. He lived next to the factory in Pune, an industrial city three hours' drive from Bombay. The company had an annual turnover of Rs 72 million at the time. By 1970, the company had produced 100,000 vehicles. The oil crisis soon drove cars off the roads in favor of two-wheelers, much cheaper to buy and many times more fuelefficient. A number of new models were introduced in the 1970s, including the three-wheeler goods carrier and Bajaj Chetak early in the decade and the Bajaj Super and threewheeled, rear engine Auto rickshaw in 1976 and 1977. Bajaj Auto produced 100,000 vehicles in the 1976-77 fiscal years alone. The technical collaboration agreement with Piaggio of Italy expired in 1977. Afterward, Piaggio, maker of the Vespa brand of scooters, filed patent infringement suits to block Bajaj scooter sales in the United States, United Kingdom, West Germany, and Hong Kong. Bajaj's scooter exports plummeted from Rs 133.2 million in 1980-81 to Rs 52 million ($5.4 million) in 1981-82, although total revenues rose five percent to Rs 1.16 billion. Pretax profits were cut in half, to Rs 63 million. Key Dates: 1945: Bajaj Auto is founded. 1960: Rahul Bajaj becomes the Indian licensee for Vespa scooters. 1977: Technical collaboration with Piaggio ends. 1984: Work begins on a second plant. 1998: Bajaj plans to build its third plant to meet demand. 2000: Thousands of workers are laid off to cut costs. New Competition in the 1980s Japanese and Italian scooter companies began entering the Indian market in the early 1980s. Although some boasted superior technology and flashier brands, Bajaj Auto had built up several advantages in the previous decades. Its customers liked the durability of the product and the ready availability of maintenance; the company's distributors permeated the country. The Bajaj M-50 debuted in 1981. The new fuel-efficient, 50cc motorcycle was immediately successful, and the company aimed to be able to make 60,000 of them a year by 1985. Capacity was the most important constraint for the Indian motorcycle industry. Although the country's total production rose from 262,000 vehicles in 1976 to 600,000 in 1982, companies like rival Lohia Machines had difficulty meeting demand. Bajaj Auto's advance orders for one of its new mini-motorcycles amounted to $57 million. Work on a new plant at Waluj, Aurangabad commenced in January 1984. The 1986-87 fiscal year saw the introduction of the Bajaj M-80 and the Kawasaki Bajaj KB100 motorcycles. The company was making 500,000 vehicles a year at this point. Although Rahul Bajaj credited much of his company's success with its focus on one type of product, he did attempt to diversify into tractor-trailers. In 1987 his attempt to buy control of Ashok Leyland failed.

The Bajaj Sunny was launched in 1990; the Kawasaki Bajaj 4S Champion followed a year later. About this time, the Indian government was initiating a program of market liberalization, doing away with the old 'license raj' system, which limited the amount of investment any one company could make in a particular industry. A possible joint venture with Piaggio was discussed in 1993 but aborted. Rahul Bajaj told the Financial Times that his company was too large to be considered a potential collaborator by Japanese firms. It was hoping to increase its exports, which then amounted to just five percent of sales. The company began by shipping a few thousand vehicles a year to neighboring Sri Lanka and Bangladesh, but soon was reaching markets in Europe, Latin America, Africa, and West Asia. Its domestic market share, barely less than 50 percent, was slowly slipping. By 1994, Bajaj also was contemplating high-volume, low-cost car manufacture. Several of Bajaj's rivals were looking at this market as well, which was being rapidly liberalized by the Indian government. Bajaj Auto produced one million vehicles in the 1994-95 fiscal year. The company was the world's fourth largest manufacturer of two-wheelers, behind Japan's Honda, Suzuki, and Kawasaki. New models included the Bajaj Classic and the Bajaj Super Excel. Bajaj also signed development agreements with two Japanese engineering firms, Kubota and Tokyo R & D. Bajaj's most popular models cost about Rs 20,000. 'You just can't beat a Bajaj,' stated the company's marketing slogan. The Kawasaki Bajaj Boxer and the RE diesel Auto rickshaw were introduced in 1997. The next year saw the debut of the Kawasaki Bajaj Caliber, the Spirit, and the Legend, India's first four-stroke scooter. The Caliber sold 100,000 units in its first 12 months. Bajaj was planning to build its third plant at a cost of Rs 4 billion ($111.6 million) to produce two new models, one to be developed in collaboration with Cagiva of Italy. New Tools in the 1990s Still, intense competition was beginning to hurt sales at home and abroad during the calendar year 1997. Bajaj's low-tech, low-cost cycles were not faring as well as its rivals' higher-end offerings, particularly in high-powered motorcycles, since poorer consumers were withstanding the worst of the recession. The company invested in its new Pune plant in order to introduce new models more quickly. The company spent Rs 7.5 billion ($185 million) on advanced, computer-controlled machine tools. It would need new models to comply with the more stringent emissions standards slated for 2000. Bajaj began installing Rs 800 catalytic converters to its two-stroke scooter models beginning in 1999. Although its domestic market share continued to slip, falling to 40.5 percent, Bajaj Auto's profits increased slightly at the end of the 1997-98 fiscal years. In fact, Rahul Bajaj was able to boast, 'My competitors are doing well, but my net profit is still more than the next four biggest companies combined.' Hero Honda was perhaps Bajaj's most serious local threat; in fact, in the fall of 1998, Honda Motor of Japan announced that it was withdrawing from this joint venture. Bajaj Auto had quadrupled its product design staff to 500. It also acquired technology from its foreign partners, such as Kawasaki (motorcycles), Kubota (diesel engines), and Cagiva (scooters). 'Honda's annual spend on R & D is more than my turnover,' noted Ruhal Bajaj. His son, Sangiv Bajaj, was working to improve the company's supply chain management. A marketing executive was lured from TVS Suzuki to help push the new cycles.

Several new designs and a dozen upgrades of existing scooters came out in 1998 and 1999. These, and a surge in consumer confidence, propelled Bajaj to sales records, and it began to regain market share in the fast-growing motorcycle segment. Sales of threewheelers fell as some states, citing traffic and pollution concerns, limited the number of permits issued for them. In late 1999, Rahul Bajaj made a bid to acquire ten percent of Piaggio for $65 million. The Italian firm had exited a relationship with entrepreneur Deepak Singhania and was looking to reenter the Indian market, possibly through acquisition. Piaggio itself had been mostly bought out by a German investment bank, Deutsche Morgan Grenfell (DMG), which was looking to sell some shares after turning the company around. Bajaj attached several conditions to his purchase of a minority share, including a seat on the board and an exclusive Piaggio distributorship in India. In late 2000, MarutiUdyog emerged as another possible acquisition target. The Indian government was planning to sell its 50 percent stake in the automaker, a joint venture with Suzuki of Japan. Bajaj had been approached by several foreign car manufacturers in the past, including Chrysler (subsequently DaimlerChrysler) in the mid-1990s. Employment fell from about 23,000 in 1995-96 (the year Bajaj suffered a two-month strike at its Waluj factory) to 17,000 in 1999-2000. The company planned to lay off another 2,000 workers in the short term and another 3,000 in the following three to four years. Principal Subsidiaries: Bajaj Auto Finance Ltd.; Bajaj Auto Holdings Ltd.; Bajaj Electricals Ltd.; Bajaj Hindustan Ltd.; Maharashtra Scooters Ltd.; Mukand Ltd. Principal Competitors: Honda Motor Co., Ltd.; Suzuki Motor Corporation; PiaggioSpA. Bajaj auto plans organization structure in five months Mumbai, May 12: In a bid to cut flab, Bajaj Auto (BAL) is currently reviewing its organizational structure. The new structure, to be put in place in the course of the next four-five months, is aimed at putting in place a leaner organizational structure. Speaking to The Financial Express, BAL vice-president (finance) Sanjiv Bajaj said, "We are trying to make the organizational structure more responsive. We have brought down the number of layers between the chief executive officer (CEO) and the shop-floor level to four, which is in line with existing standards." "We are further looking at cutting down on one more layers in the organizational structure," he added. This re-organization, according to him, is a reflection of the changing market structure and dynamics. BAL also plans to invest in marketing, sales and the R&D side. BAL had recently announced a voluntary retirement scheme for middle-level management covering around 400-500 people of which 170 odd opted... Bajaj Auto Limited , India's premier automotive company, has unveiled a focused organizational restructuring for the Auto business. With this restructuring, the existing business roles and responsibilities at the company has been strengthened and enhanced to ensure greater operational empowerment and effective management.

The five pillars of this new structure (Strategic units) are R&D, Engineering, Two Wheeler Business Unit, and Commercial Vehicles Business Unit & International Business Unit. These pillars will be supported by functions of Finance, MIS, HR, Business Development and Commercial. PradeepSrivastava, who was VP-Engineering prior to restructuring, will now, be President- Engineering. As per the reorganized structure the company will have three CEO's. S. Sridhar, currently, VP, Mktg. & Sales Two-Wheelers, will now head the Two Wheeler Business Unit as CEO with manufacturing operations at Waluj and Akurdi also reporting to him. RC Maheshwari has joined Bajaj Auto as CEO Commercial Vehicles. The company is in the process of identifying a CEO for its International Business. The three CEO's will be responsible for Top line, Business Growth & profitability of their respective businesses. Abraham Joseph will continue to lead Research & Development. The transition would be completed by August 01, 2007. Mr. Rajiv Bajaj, Managing Director, Bajaj Auto Ltd. Said, "The new structure would assist in "Aligning the Vectors" of the organization and will enable the company to live its Brand Values & be "Distinctly Ahead". The objective of this is to transit from relatively narrow functional definitions into more integrated and cross-functional working with clear focus on business results (Ahead) as well as focus on our Brand Values of speed, Innovation, and Perfection (Distinctly)."

PRODUCTS:
3 wheeler Bajaj re auto rickshaw

2 wheeler Bajaj pulsar Bajaj platina Bajaj XCD Bajaj discover Bajaj avenger

Discontinued model Bajaj chetak Bajaj sunny Bajaj caliber Bajaj CT 100

4 wheeler Bajaj re 60 (will be launching soon)

QUALITY CONTROL
Trust builds quality, Quality builds satisfaction. Satisfaction builds relationships, Relationships builds trust we believe in.. A Tradition of Trust

Research & Development Bajaj Auto has a huge, extensive and very well-equipped Research and Development wing geared to meet two critical organizational goals: Development of exciting new products that anticipate and meet emerging customer needs in India and abroad Development of eco-friendly automobile technologies The company has also been investing heavily in the latest, sophisticated technologies to scale down product development lifecycles and enhance testing capabilities. Bajaj Auto R&D also enjoys access to the specialized expertise of leading international design and automobile engineering companies working in specific areas.

Eco Spirit They is committed for continual improvement of safety, occupational health & environment performance & compliance with applicable safety, occupational health & environmental legislations, regulations & other requirements. Create a proactive SHE management system that addresses significant safety, occupational health & environment aspects related to activities, Products & services. Minimize the generation of waste& conserve resources through better technology & practices for prevention of pollution. Identify potential risks/hazards & follow safe work practices by using equipments, tools & personal protective equipments as applicable. Promote SHE awareness amongst all who work for & on behalf of Bajaj Auto Ltd. & motivate them to fulfill our commitments. They pledge towards creating & preserving a cleaner, healthier & safe work environment.

Environmental Policy Bajaj Auto Ltd., manufacturer of two and three wheeler vehicles is committed to prevention of pollution, continual improvement of our environmental performance and compliance with all applicable environment legislation and regulation.

Marketing Strategies Being the leading manufacturer of two & three wheelers market BAL(Bajaj Auto Ltd.) has been providing the best of the class models at competitive prices. Most of the Bajaj models come loaded with the latest features within the price band acceptable by the market. They regularly update the low price bikes with the latest features like disk-brakes, anti-skid technology and dual suspension, etc.

Marketing Strategies BAL adopted different marketing strategies for different models, few of them are discussed below: - Kawasaki 4S - First attempt by Bajaj to make a mark in the motorcycle segment. The target customer was the father in the family but the target audience of the commercial was the son in the family. The time at which Kawasaki 4S was launched Hero Honda was the market leader in fuel-efficient bikes and Yamaha in the performance bikes. The commercial of Kawasaki 4S had the punch line "Kyun Hero" means "now what hero" which reflected the aggressiveness in the marketing front by the company. Caliber - The focus for the Caliber 115 was youth. And though Bajaj made the bike look bigger and feel more powerful than its predecessor its approach towards advertising is even more radically different this time around. The teaser campaign and the emphasis on the Caliber 115 being a `Hoodibabaa' bike placed it as a trendy motorcycle for the college-goers and the 25 plus executives both at the same time

MARKETING STRATEGIES
Marketing Strategies Pulsar Discover Bajaj Auto's entire product portfolio, from the entry-level to the premium, is being sold by the same dealers. The restructuring will involve separate dealer networks catering to the urban and rural markets as well as its three-wheeler and premium bikes segments. Bajaj Auto also plans to set-up an independent network of dealers for the rural areas. The needs of financing, selling, distribution and even after-sales service are completely different in the rural areas and do not makes sense for city dealers to control this.

CORPORATE GOVERNANCE
Corporate Governance It is defined as a set of systems, processes & principles which ensure that a company is governed in the best interest of all stake holders. Bajaj Autos commitment to good corporate governance practices predates the laws and mandates of the Securities and Exchange Board of India (SEBI) and the stock exchanges. Transparency, fairness, disclosure and accountability have been central to the working of the company, its management and its board of directors. The standing that the

company enjoys in the corporate world has as much to do with its reputation for integrity and transparency as with its performance. Bajaj Auto set up its audit committee in 1987. Since then, the company has been reviewing and making appropriate changes in the composition and working of the committee from time to time to bring about greater effectiveness and to comply with various requirements under the Companies Act, 1956 as well as Clause 49 of the listing agreement. The current audit committee consists of the following directors: S H Khan, Chairman D J Balaji Rao J N Godrej Naresh Chandra Nanoo Pamnani

MISSION
Focus on value based manufacturing Fostering the teamwork and enhancing the capacity of the team Continual improvement Total elimination of wastes Pollution free and safe environment

VISION
To attain world class Excellency by demonstrating value added product to customer.

OBJECTIVE

Bajaj ltd is to cater the market need of transportation by providing 2 wheeler and 3 wheeler. BALW has been producing the catalogue products to cater the changing market requirement. Based on customer feedback, improvements are being made continuously in the existing product.

GOALS
To catapult Bajaj auto as the country largest automobile company

FUTURE GOALS
Continuously launching bikes with new technologies like Digital Twin Spark - Swirl induction (DTS-Si) engine. Along with Renault they are ready to launch their new concept car Bajaj lite.

Local Community Development Jankidevi Bajaj Gram Vikas Sanstha Bajaj Autos Corporate Social Responsibility towards the rural poor is carried out by a trust, Jankidevi Bajaj Gram Vikas Sanstha (JBGVS). This trust was formed in 1987. JBGVS acts as a catalyst for development at the grass root level in 44 villages around Bajaj Auto plants in Pune and Aurangabad District. A project on Rural Education and Information Network (REIN) is being implemented in 27 villages of Maval Taluka. This project imparts non formal education to non school going and poorly performing school going children. JBGVS assist BPL families to construct low cost houses under Indira Awas Yojana. As also help repair school rooms, old structures and construct cowsheds / mangers, community centers etc

Local Community Development JBGVS also conduct classes for vocational training like tailoring, bamboo craft, handicraft, making of greeting cards, mats, paper bags and assist computer training for Maharashtra State-CIT examination. Samaj Seva Kendra was established in 1975 by Bajaj Auto and is part of JBGVS. SSK provides facilities for social development of the residents of Akurdi, Nigdi and adjoining townships, with the aim of improving their quality of life, through skill development training, hobby centre, nursery education, health care, sports, music, dance and cultural programmes

RECOGNITIONS BAL look to continuously improve their Products and services to compete with global standards as new technologies are introduced at the blink of an eye. BAL obsession with perfection has been recognized by various institutions such as Automotive Publications like Overdrive, BBC world wheel awards, CNBC Autocar awards. Almost all the new bikes introduced by Bajaj in previous 5-6 years have been awarded with the bike of the year award. It includes bikes like Pulsar, Discover, Eliminator & Platina

HUMAN RESOURCE MANAGEMENT

Human Resource Concern The world's 4th largest two- and three-wheeler company live their brand by its values of Innovation, Perfection, and Speed. They are distinctly ahead through excitement engineering. Innovation is how they create the future. It is a value that provokes them to reach beyond the obvious in pursuit of that which exceeds the ordinary. Perfection is how they set new standards. It is a value that exhibits their determination to excel by endeavouring to establish new benchmarks all the time.

Speed is how they convey clear conviction. It is a value that keeps them sharply responsive, mirroring their commitment towards their goals and processes.

Organization Structure Chairman & MD: Rahul Bajaj Vice Chairman: Madhur Bajaj Executive Director: Sanjiv Bajaj Top: Rahul Bajaj Left: Madhur Bajaj, Right: Sanjiv Bajaj

PRODUCTION & QUALITY CONTROL CASTING & FORGING Crank Case Misc. Alu. Casting Misc nuts & bolts Sheet plates Buffing & Heat treat. Machining Buffing Cutting to size El. Plating Pressing Minor ass. Engine testing Final assembly painting Engine ass. Chassis forming Weld/buff chassis forming Wheel assembly Dispatch for sale Ht. Trt. & Grd. Bought out comp. Quality test.

BALANCE SHEET
Bajaj Auto Limited
Mumbai - Pune Road, Akurdi, Pune 411 035
UNAUDITED STAND-ALONE FINANCIAL RESULTS OF BAJAJ AUTO LIMITED FOR THE QUARTER ENDED DECEMBER 31, 2011 (` In Lakh ) QUARTER QUARTER QUARTER NINE MONTHS NINE MONTHS YEAR Particulars ENDED ENDED ENDED ENDED ENDED ENDED 31.12.2011 30.09.2011 31.12.2010 31.12.2011 31.12.2010 31.03.20 11 (Unaudited) (Unaudited) (Unaudited) (Unaudited) (Unaudited) (Audited )

Sales in numbers

1,075,441 508365 24370 483995 22321 506316 338

1,164,137 523793 24854 498939 27787 526726 (4153)

946,850 421367 23352 398015 19693 417708 3793

3,332,393 1506346 69874 1436472 74299 1510771 7662

Gross Sales Less: Excise duty Net Sales Other Operating Income TOTAL INCOME EXPENDITURE : a) (Increase) / decrease in stock in trade and work in progress b) Consumption of raw materials c) Purchase of traded goods d) Employees Cost

2,875,75 6 1255244 68588 1186656 54240 1240896 9282

3,823,95 4 1683023 93341 1589682 71211 1660893 (8279)

335624 20399 13204

360365 19944 13108

278449 16018 10660

1013530 57971 40201

828342 44573 34714

1131319 56841 47678

e) Depreciation and write downs f) Other expenditure g) Expenses capitalized h) Total Profit from Operations before Other Income, Interest & Exceptional Items Other Income ( net ) Profit before Interest & Exceptional Items Interest Profit after Interest but before Exceptional Items Exceptional items Valuation losses on derivative hedging instruments (See note 1) Surplus on prepayment of sales tax deferral liability/loan Provision for diminution in value of investment in PT. Bajaj Auto Indonesia Profit / (Loss) from ordinary activities before tax Tax expense Net Profit / (Loss) for the period Paid up Equity

3214 32256 (1645) 403390 102926

3942 32849 (1124) 424931 101795

3102 24270 (414) 335878 81830

10220 91355 (2909) 1218030 292741

9279 72394 (751) 997833 243063

12284 96508 (1666) 133468 5 326208

9081 112007

7448 109243

9946 91776

23838 316579

26484 269547

36581 362789

2 112005

2022 107221

36 91740

2047 314532

164 269383

169 362620

(5886)

(9541)

(15427)

82682

(1022 7)

106119

97680

91740

299105

269383

4350 75 10110 2 3339 73 28937

26600 79519 28937

25100 72580 28937

25029 66711 28937

75900 223205 28937

75449 193934 28937

Share Capital (Face value of ` 10/-) Reserves excluding Revaluation Reserves 462085 Basic and Diluted Earnings Per Share ( `) (not annualized) before and 27.5 25.1 23.1 77.1 after extraordinary items Public shareholding No. of shares 144,437,440 144,437,440 145,460,562 144,437,440

67.0

115.4

145,460,562

Percentage of 49.91% 49.91% Shareholding Promoters & Promoter Group Shareholding (a) Pledged/Encumbered No. of shares 237,636 437,091 Percentage of 0.16% shares (as a % of the total shareholding of promoters & promoter group) Percentage of 0.08% shares (as a % of the total share capital of the company) (b) Non-Encumbered No. of shares 144,495,696

50.27%

49.91%

50.27%

144,4 13,55 4 49.91 % 743,0 89 0.51%

887,445 0.62%

237,636 0.16%

887,445 0.62%

0.30%

0.15%

0.31%

0.08%

0.31%

0.26%

144,296,241

142,798,879

144,495,696

142,798,879

Percentage of shares (as a % of the total shareholding of promoters & promoter group) Percentage of shares (as a % of the total share capital of the company)

99.84%

99.70%

99.38%

99.84%

99.38%

143,9 90,24 3 99.49 %

49.94%

49.87%

49.35%

49.94%

49.35%

49.76 %

COMPETITION
Name Bajaj Auto Hero Motocorp TVS Motor Mah Scooters LML Kinetic Motor Last Price 1,587.85 1,853.90 53.55 286.40 8.20 13.05 Market Cap. (Rs. cr.) 45,947.14 37,020.07 2,544.09 327.31 67.23 35.95 Sales Turnover 15,998.12 19,245.03 6,289.31 6.20 373.79 0.05 Net Profit 3,339.73 1,927.90 192.58 21.73 -99.54 0.56 Total Assets 5,235.37 4,447.22 1,784.83 210.31 -138.25 25.19

Top of Form Compare Bajaj Auto with another company Bottom of Form

Balance Sheet

------------------- in Rs. Cr. -------------------

Bajaj Auto

Hero Motocorp

TVS Motor

Mah Scooters

Scooters India

Mar '11

Mar '11

Mar '11

Mar '11

Mar '11

Sources Of Funds Total Share Capital Equity Share Capital Share Application Money Preference Share Capital Reserves Revaluation Reserves Net worth Secured Loans Unsecured Loans Total Debt Total Liabilities 289.37 289.37 0.00 0.00 4,620.8 5 0.00 4,910.2 2 23.53 301.62 325.15 5,235.3 7 39.94 39.94 0.00 0.00 2,916.12 0.00 2,956.06 1,458.45 32.71 1,491.16 47.51 47.51 0.00 0.00 951.90 0.00 999.41 565.93 219.49 785.42 11.43 11.43 0.00 0.00 198.89 0.00 210.32 0.00 0.00 0.00 210.32 42.99 42.99 10.49 0.00 -101.53 0.00 -48.05 4.30 86.55 90.85 42.80

4,447.22 1,784.83

CORPORATE SOCIAL RESPONSIBILITY

Education Health Kamalnayan Bajaj hospital, Aurangabad. Bajaj YCM hospital A.R.T centre for HIV/Aids, Pimpri. Jankidevi Bajaj gram vikas sanstha Shiksha mandal, Wardha. Jamnalal Bajaj institute of management studies.

Women Empowerment Jankidevi Bajaj gram vikas sanstha IIMC ladies wing jankidevi Bajaj puraskar

Self Reliance Jamnalal Bajaj seva trust Institute of gandhian studies IMC Ramakrishna Bajaj national quality award Jankidevi Bajaj gram vikas sanstha

Rural Development Distribution of solar-lantern & solar cookers Installation of biogas plant Deepening and widening of wells and drinking water scheme

Environment and Natural Resources Water conversation project for improving agriculture productivity Construction of latrines

SWOT
SWOT Analysis Strengths Highly experienced management. Extensive R & D focus. Widespread distribution network. High performance products across all categories. WEAKNESSES still has no established brand to match Hero Honda's Splendor in

commuter segment. Not a global player in spite of huge volumes. Not a globally recognizable brand (unlike the JV partner Kawasaki)

SWOT Analysis OPPURTUNITIES Double-digit growth in two-wheeler market. Untapped market above 180 cc in motorcycles. The growing gearless trendy scooters and scooter market. Growing world demand for entry-level motorcycles especially in emerging markets THREAT The competition catches-up any new innovation in no time. Threat of cheap imported motorcycles from China. Margins getting squeezed from both the directions (Price as well as Cost) TATA Ace is a serious competition for the threewheeler cargo segment. Highlights: This report includes Bajaj Auto Ltd.'s business description, segment overview, company history, products and services, SWOT analysis, management statement, key executives and biographies, key competitors, locations and subsidiaries, contact information, latest news, and corporate activity including M&A, private equity, venture financing, public offerings, private placements and partnerships, and a list of legal and financial advisors.

SCOPE
Reasons to Purchase: - Gain understanding of the company and the factors that influence its strategies - Track strategic initiatives of the company and latest corporate news and actions - Assess prospective partners, vendors and suppliers - Support sales activities by understanding your customers' businesses better - Stay up to date on your competitors' business structure, strategy and prospects

CONCLUSION
Bajaj is Indias largest automobile manufacturer. They firmly believe in providing the customer VALUE FOR MONEY, FOR YEARS through their products & services. Quality, safety & service has been given as much considerations as productivity, cost & delivery

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