Industry 2.0 September 2009 by bhupinder sharma

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Innovative Coil crane control solutions • SINAMICS drives with high dynamic performance & response • Safety Integrated solutions (IEC 62061, ISO 13849-1, IEC 60204-32) • Low life cycle cost • Accurate load positioning in Manual / Auto mode • High quality Anti-Sway system with or without camera For more details mail to: cranes.india@siemens.com

Answers for industry.

Date: 20th & 21 s t N ove mber 2009

Time: 9:0 0 am to 5:00 pm

Venue : The Orchid, M u m b a i

Frost & Sullivan’s Manufacturing & Process Consulting practice brings to you the “Manufacturing Summit 2009” on 20th and 21st November, 2009 at The Orchid, Mumbai. After three highly successful and acclaimed events, this year’s summit will provide an ideal platform for knowledge exchange and business networking in addition to high profile presentations made on aspects most relevant to the manufacturing fraternity. The topics discussed will cover a wide range of areas that continue to pose a challenge and constrain achieving higher degrees of manufacturing excellence. Participants will have an excellent opportunity to learn about proven practices and hear industry experts speak on what factors contribute towards the successful deployment of these practices. The forum is designed to assist companies overcome their implementation constraints and thereby improve processes.

Knowledge Areas Covered ■ ■ ■ ■

Customer Orientation Asset Care Supply Chain Management Material Handling Systems

■ ■ ■ ■

Inventory Management Excellence through Automation Quality Management Systems Total Employee Involvement (Competency to Change)

■ ■ ■ ■

Operational Flexibility Visual Management Innovation Excellence through software integration

Event Highlights ■ ■ ■ ■ ■

14-16 Identified Best Practice presentations from the manufacturing industry spread over two days 4-6 presentations by industry stalwarts on new trends and future challenges for the manufacturing industry Panel discussions on how the Indian manufacturing industry can cope in the current economic scenario Opportunity to interact directly with experts and speakers at the end of each presentation Ideal platform for networking with the best minds in the manufacturing industry

Across Industry segments

Who should attend? ■ ■ ■ ■ ■ ■ ■

CMDs / MDs CXOs Presidents / Vice Presidents Executive Directors / Senior Directors Facility Heads Senior Level Managers Head of Operations and Quality

■ ■ ■ ■ ■ ■ ■

Head of Supply chain Head of Human Resources Change Agents (Head of Improvement Initiatives) Plant Managers IT Managers Manufacturing Engineers Industrial Engineers

■ ■ ■ ■ ■ ■

Automobiles and auto ancillary Metals Pharmaceuticals Chemicals Light and heavy engineering IT and hardware automation

Frost & Sullivan welcomes you to be an integral part of this interesting business paradigm dedicated to the Manufacturing fraternity!

Media Partners

To know more about the conference, please contact: Nitin Kalothia,Tel: +91 (80) 41783524, Mobile:+91-98454 47289; Email: nitin.kalothia@frost.com Or Abubaker Basheer Ahmed, Tel: +91 (80) 41783525; Mobile: +91-98866 19720; E-mail: abubaker.ahmed@frost.com Alternatively, visit www.frost.com/ms

EDITORIAL VOL. 09 | ISSUE 02 | SEPTEMBER 30, 2009

Managing Director: Dr Pramath Raj Sinha Printer & Publisher: Kanak Ghosh EDITORIAL Group Editor: R Giridhar Assistant Editor: P K Chatterjee Sr. Correspondent: Satish Chavan

Becoming an Innovative Organization

Sub-Editor: Reshmi Menon DESIGN Creative Head: Kabir Malkani Art Director: Rohit A Chandwaskar Chief Designer: N V Baiju Illustrators: Shrikrishna Patkar, Chaitanya Surpur Photographer: Jiten Gandhi

R Giridhar editor@industry20.com

SALES & MARKETING VP Sales & Marketing: Naveen Chand Singh General Manager: Nabjeet Ganguli National Manager - Events & Special Projects: Mahantesh Godi Business Manager - Engagement Platforms: Arvind Ambo (09819904050) Assistant Brand Manager: Arpita Ganguli Co-ordinator Ad Sales: Aatish Mohite Bangalore: Vinodh Kaliappan (09740714817) Coimbatore: D K Karthikeyan (09843024566) Delhi: Pranav Saran (09312685289) Kolkata: Jayanta Bhattacharya (09331829284) Mumbai: Sachin N Mhashilkar (09920348755) PRODUCTION & LOGISTICS Sr. GM Operations: Shivshankar M Hiremath Production Executive: Vilas Mhatre Logistics: MP Singh, Mohamed Ansari, Shashi Shekhar Singh OFFICE ADDRESS Nine Dot Nine Interactive Pvt Ltd C/o KPT House, Plot 41/13, Sector 30 Vashi (Near Sanpada Railway Station), Navi Mumbai 400703 For any information, write to info@industry20.com For subscription details, write to subscribe@industry20.com For sales and advertising enquiries, write to advertise@industry20.com Printed and published by Kanak Ghosh for Nine Dot Nine Interactive Pvt Ltd C/o KPT House, Plot 41/13, Sector 30 Vashi (Near Sanpada Railway Station) Navi Mumbai 400703 Editor: Anuradha Das Mathur C/o KPT House, Plot 41/13, Sector 30 Vashi (Near Sanpada Railway Station) Navi Mumbai 400703 Printed at Silverpoint Press Pvt. Ltd, Plot No. A-403, MIDC, TTC Industrial Area, Mhape, Navi Mumbai 400709.

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he last eighteen months have tested the mettle of corporate organizations and their managers in unprecedented ways. The exceptional scale and severity of the global downturn has compelled companies around the world to readjust their goals and strategies. Many smart business leaders have recognized that global economic order has changed, perhaps forever, and that conventional solutions may no longer be enough to prosper and grow. It is also a fact that during the downturn, few companies have had the wherewithal and the courage to continue to invest in innovation, research and new technologies to prepare for the future. Fewer still used the slowdown as an opportunity to re-skill, up-skill and develop their workforce. A recent survey by Industry 2.0 shows that a signiﬁcant number of Indian manufacturing managers believe the scarcity of suitable people represents a major obstacle to growth. To remain successful in the increasingly competitive economy, companies will need to innovate—quicker and better. To innovate, you need the right kind of people. But, “successfully managing talent to promote innovation is not easy,” says Katherine Dorr Abreu of the Economist Intelligence Unit. “Internal silos and a reluctance to look outside the organisation for skilled professionals can get in the way of success.” This means that companies that want to maximise their capacity for innovation must develop poli-

INDUSTRY 2.0

cies that will enable them to recruit and retain talented professionals that make innovation happen. Business leaders need to formulate a talentm anagements trategy, andpr ovide the direction needed to align the organisation’s approach to talent management with the constantly changing requirements of the business. Through constant involvement, thet opm anagementc an ensure that a consistent talent management methodology is adopted across functions and geographies by the entire organisation. Good intentions and right policies are not enough to spur and sustain innovation. Companies will need to execute on their people plans. For recruitment, ﬁrms will need to look across local, regional and national boundaries for people who can innovate—whether it is technology, management, design, marketing or customer service. This will be an enormous management challenge, particularly for companies that have never considered overseas talent. Companies will also need to nurture the environment needed for innovation by encouraging creativity and collaboration. Employees will need to communicate and collaborate not just within internal teams, but also across functions, geographic boundaries and external organisations like vendors and universities. This will need business leaders to evaluate the way the entire organization works—and how to get everyone involved in innovation.

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS | SEPTEMBER 30, 2009

CONTENTS IN CONVERSATION

22 S G Shirgurkar Managing Director, ACE Micromatic Group

Methodology ...............................................................................................50 Top 500 companies ....................................................................................52 Interview : R Mukundan, MD, Tata Chemicals .........................................76 Cover Design: Anil T

Interview : Deepak Chopra, Group CEO, Anand Automotive Systems ....78 Sector Report ..............................................................................................80

COVER STORY 12 Tooling Indian

31 Designing Medical Products There are a number of design validation software tools available for designers of medical products.

Manufacturing The demand for sophisticated machine tools is rising in the industry.

INFORMATION TECHNOLOGY 36 Safety & Security for Industrial Plants

MANUFACTURING TECHNOLOGY 26 Use of Biomass in Gasification Boilers Gasification boilers are more efficient than traditional wood burners.

FACILITIES & OPERATIONS 27 Reliability Drives Safety Cutting costs on maintenance and reliability affects productivity.

29 Safety in Bakeries Bakeries need to adopt safety programmes and invest in safety equipment.

SEPTEMBER 30, 2009 | INDUSTRY 2.0

Manufacturing companies need to adopt reliable and integrated safety and security solutions.

48 Gracias Thevar Country Manager Logistics Services, GAC

39 Building a Cloud Computing Environment IT security companies are now focusing on cloud computing.

SUPPLY CHAIN & LOGISTICS 46 Getting a Power Plant into the Jungle Planning for any project cargo shipment should commence at design stage itself.

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS

DEPARTMENTS 03

Editorial

Industry Update

Advertiser Index

Product Update

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INDUSTRY UPDATE Ministry Aims for Higher Steel Output

The ministry plans to increase the steel production capacity from the current 56 to 124 MT per year by 2011-12.

he steel ministry is planning to undertake a two-phase capacity building programme, under which it would focus on expansion of production capacity

and upgradation of manufacturing units to boost the steel sector. As per the new programme, the current production capacity of 56 million tonnes (MT) annually will be increased to 124 MT per year in the f rst phase, which is scheduled to be completed by 2011-12. The second phase would include doubling the production capacity further in another two years. The ministry is optimistic that the planned modernisation and expansion project of steel manufacturing units will meet with enormous success. It noted that inspite of the global economic recession, the production of steel witnessed a rise of three per cent and gross domestic steel consumption increased by three to f ve per cent.

Fiat Eyes India as Supplier Base

taly-based carmaker Fiat is planning to source more than $1 billion worth components from India in 2010 for its global businesses—a 70 per cent rise from what the group is currently sourcing from India. Out of the $1 billion components, about $280 million would be for exports and the balance $800 million for Fiat’s local businesses. India would contribute to about ﬁve per cent of Fiat’s global purchasing. The move strengthens the company’s plans to establish a strong supplier base in India. Fiat is also planning to invest locally and encourage its global partners to commence joint ventures for exports and local needs in India.

event update Excon 2009 The exhibition will display construction equipment and parts. Venue: Bangalore International Exhibition Centre Tel: +91-44-42444555 E-mail: businessfairs@cii.in DATE: Website: www.excon.in 25 November to 29 November 2009

Glasspex India The event will showcase latest developments and trends in the areas of glass production, processing and products. Venue: Pragati Maidan, New Delhi Tel: +91-11-26971745 E-mail: info@md-india.com DATE: Website: www.glasspex.com 2 December to 4 December 2009

Constro 2009 The international exhibition will display construction machinery, materials, methods and projects. Venue: Pune Tel: +91-20-25447356 E-mail: infoconstro@gmail.com DATE: Website: www.constroindia.org 2 December to 6 December 2009

LED Expo 2009

Government Plans to Increase Power Generation Capacity

he power ministry is eyeing super critical power plants with capacity between 660 to 800 MW, to increase domestic power generation capacity, in order to meet the rising energy demand. This was stated by the Union Minister of State for Power, Bharat Sinh Solanki. Solanki was speaking during the silver jubilee celebrations of the Hyderabad sub-station of Power

SEPTEMBER 30, 2009 | INDUSTRY 2.0

Grid Corporation of India. He added that the power plants will be set up through joint collaborations between Indian f rms and US and Japan companies. He said that to reduce distribution losses, the government was providing incentives to companies engaged in distribution, envisaging conversion of part of the loans to grant, if distribution losses were brought below 15 per cent.

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS

The event will display products and technology of LEDs and solid state lighting. Venue: Pragati Maidan, New Delhi Tel: +91-11-26445191 E-mail: info@theledexpo.com DATE: Website: www.theledexpo.com 18 December to 20 December 2009

IFEX 2010 The international exhibition will display foundry technology, equipment and materials. Venue: University ground, Ahmedabad Tel: +91-40-65594411 E-mail: g.vamshidhar@koelnmesse-india.com DATE: Website: www.koelnmesse-india.com 5 February to 7 February 2010

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INDUSTRY UPDATE Manufacturing Sector Returns on Growth Path

Courtesy: ABB Group

Robotics Market to Touch $21.4 bn in 2014

The robotics industry has expanded to include new, commercially viable types of service and security robots.

CC Research has launched a new technical market research report on robotics, titled, ‘Robotics: Technologies and Global Markets’. The report states that the global market for robotics, worth $17.3 billion in 2008, will increase to $17.6 billion in 2009 and to $21.4 billion in 2014, for a compound annual growth rate (CAGR) of 4.0 per cent. The robotics market can be divided into segments of industrial, domestic

SEPTEMBER 30, 2009 | INDUSTRY 2.0

service, professional service, military, security and space applications. Of these, industrial applications currently occupies the largest market share ($11.5 billion in 2008). It is likely to witness a slight decrease in 2009 to an estimated $10.5 billion, but would recover and touch $12.1 billion in 2014, for a CAGR of 2.8 per cent. Professional service applications enjoy the second largest market share. This sector, which was worth $3.3 billion in 2008, is likely to post an estimated $4.0 billion in 2009, and to grow for a CAGR of 6.0 per cent to reach $5.4 billion in 2014. Military is the third largest market segment, generating $917.0 million in 2008. This is likely to increase to $1.2 billion in 2009 and almost $1.6 billion in 2014, for a CAGR of 6.8 per cent. The robotics industry has expanded to include new, commercially viable types of service and security robots.

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS

A signif cant rise in new orders for the manufacturing industries have been seen in August, since July 2004. Rates of increase hit 56, 41 and 23-month highs in the US, Japan and China respectively. The Eurozone and Brazil saw slight gains in new orders for the f rst time since March 2008 and August 2008 respectively. Gains were also posted in almost all of the euro member nations, except by Italy and Ireland. In August, the UK and India saw growth of new work ease compared to July. Global manufacturers have also attained levels of new export business. Although the August data pointed to a reduction in global manufacturing for the seventeenth month running, the job losses eased to the weakest for a year. The decline remained broad-based by nation, with only China and Turkey amongst the nations covered to report an increase. Courtesy: Burns Engineering

lobal Manufacturing Purchasing Managers’ Index (Global PMI) rose to 53.1 in August, up from 50 in July, informs a recent report—produced by JPMorgan and Markit Economics, in association with the Institute for Supply Management (ISM) and the International Federation of Purchasing and Supply Management (IFPSM). The index has risen above the mark of 50, for the f rst time The manufacturing industry has seen a signiﬁcant rise in since May 2008. Although, the pace new orders in August, since July 2004. of production was increasing since European economies tended to lag June this year, in August it was the behind the rest of the nations surveyed. fastest, among the last 40 months. However, output growth was signalled The expansion was broad-based by in the Eurozone for the f rst time since nations, with gains especially marked May 2008, and gains recorded in the in the US (growth at a near four-year UK and Eastern Europe. Within the high), Japan (three-and-a-half year Eurozone, France and Germany led the high) and emerging Asian economies. upturn. Growth was muted, however, The rate of expansion in China hit a by the continued weakness of Italy and 22-month peak, but in India it eased to Ireland. Spain reported a drop in output the weakest in the current period following an increase in July. of recovery.

Plastics Additives Market to Go up

he global market for plastics additives is expected to touch $45.8 billion in 2014, for a compound annual growth rate (CAGR) of 4.1 per cent, according to a recent market research report released by BCC Research. The report titled, ‘Plastics Additives: The Global Market’, states that the global market for plastics additives was worth more than $36.2 billion in 2008 and an estimated $37.4 billion in 2009. The plastics additives market is divided into property modiﬁers, property stabilizers, property extenders and processing aids. Additives are integral components in plastics and contribute to the success of plastics in processability and in property modiﬁcation and performance.

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INDUSTRY UPDATE GAIL Signs MoU with KSIDC

AIL (India) and Kerala State Industrial Development Corporation (KSIDC), Government of Kerala, recently signed a Memorandum of Understanding (MoU) for natural gas infrastructure and city gas distribution in Thiruvananthapuram.

J Wason, executive director (Marketing), GAIL (extreme left) and Alkesh Sharma, MD, KSIDC, Government of Kerala, exchanging documents after signing of MoU in presence of Chief Minister V S Achuthanandan. The gas cooperation MoU between GAIL and Kerala aims to develop the natural gas distribution and city gas infrastructure, to develop the use of eco-friendly fuels, especially natural gas / CNG / PNG / R-LNG and to promote a joint

venture (JV) for domestic, industrial and transport sectors in Kerala. The two organisations would commence a joint exercise for immediate assessment of the demand potential of natural gas and allied products in the state. The MoU is also based on the strategy of Awareness, Prevention and Implementation to work towards the goal of clean and green environment. As per the agreement, GAIL will use its technical and commercial expertise to study various options and to evaluate the energy demand in the state. The two companies will conduct necessary techno-economic studies based on demand potential, including pipelines and city gas distribution networks, prepare the preliminary techno economic feasibility report for infrastructure development. Besides, the MoU also provides for GAIL and Government of Kerala, to identify industrial clusters for distribution of natural gas as fuel, and to determine modus operandi for setting up of joint ventures by GAIL in Kerala.

Cadence, GlobalFoundries Sign Technology Agreement

adence Design Systems and GlobalFoundries have entered into a multiyear software and services agreement for advanced semiconductor design. As part of the agreement, GlobalFoundries has adopted a comprehensive suite of Cadence technologies to aid in the design, veriﬁcation and manufacturing of complex semiconductor devices targeting process technologies of 45 nanometers and below. GlobalFoundries will also team with Cadence to build differentiated designenablement capabilities to support customers at advanced process nodes.

Cipla in Pact with Meda

ipla has signed a long-term collaboration agreement with Swiss pharmaceutical major, Meda, to develop and market an anti-allergic rhinitis drug for various global markets. As per the agreement, Cipla will manufacture the drug and Meda will market the product in Europe, Japan, Brazil, South Korea and Australia. The drug, which will treat allergic rhinitis that causes a runny nose, is currently in the ﬁnal phase of human clinical trials.

Swafe BPM, DCiEra Join Hands

wafe BPM and DCiEra have entered into an agreement to jointly address the growing energy needs of customers. Both companies will collaborate and provide services related to energy provisioning, management and improvement of energy eff ciency. Service offerings of the two companies will be combined to present a compelling programme of initiatives to customers in their drive towards improved energy eff ciency, within a framework that incorporates such standards as the USGBC, ASHRAE, The Green Grid, RoHS,BEE etc. The two companies will also build an ecosystem of channel partners called the ‘Green Index Group’

SEPTEMBER 30, 2009 | INDUSTRY 2.0

for accelerated penetration and coverage of the marketplace. Although, the companies have developed the initial blue print for the Green Index Group, they are working with a select few partners to test this programme on a pilot basis. With companies frequently struggling to right size their backup and captive power requirements, Swafe BPM’s on demand infrastructure service is aimed squarely at plugging the gap. When business expansion needs arise, companies simply go on an asset acquisition mode to service the power needs, which means more CAPEX is diverted to infrastructure such as UPS, Servo Stabilizers, PDUs, DGSets etc.

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CTS, ZF TVS Enter Marketing Agreement

TS has entered into an agreement with ZF Electronics TVS to market its range of automotive and electrocomponent products in India. CTS is planning to ﬁrst target the 4- and 2-wheeler automotive markets. It further plans to market its rotary and linear position sensors and ceramic fuel cards in various other market segments in India. The company is optimistic about its growth in India with the electronic content increasing in Indian automobiles and emission laws being tightened through the implementation of Bharat Stage III and IV emission norms.

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Photo Courtesy: Infotec Plasma

cover story

Tooling Indian Manufacturing

As Indian companies acquire new manufacturing capabilities, the demand for sophisticated machine tools is rising concomitantly. To cope up with the intensifying competition, manufacturers can no longer depend on simple machines. They are now demanding complete packages, including features likeâ&#x20AC;&#x201D;robotics, remote control and self fault detection capabilities. by satish chavan

september 30, 2009 | industry 2.0

- technology management for decision-makers

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ith India emerging as a global manufacturing hub for original equipment manufacturers (OEMs) in engineering, automotive components, and other manufacturing industries, end users are now demanding flexible and fast running machine tools to enhance their productivity. The new trend is ‘done in one’ style of manufacturing, in which multitasking or even ultratasking machines make complete parts in a single setup. End users are also demanding more machining accuracy to ensure that their products meet stringent quality standards prescribed by global OEM clients.

End users of machine tools (MTs) are now demanding versatile and hybrid machines to ensure a smooth and timely production. Apart from the perennial demand for minimum down time, the new demands are for automatic tool changers (ATCs), and multi-axis with multi-tasking CNC machines using advanced CAD/CAM software. Deepak Dua, marketing vice president of Batliboi’s machine tools division, says, “Among end-users today, the preference is for PC-based CNC systems, for ease of operation.” According to Pratap Sargod, maintenance manager of MICO, “Generally, CNC machines are flexible and versatile. However, we would like MT manufacturers to offer us all options; of elements, controls and drives.” Brakes India’s technical director Balajikrishna adds, “We also want more flexibility in bed sizes and an incremental increase in the working area. Indian manufacturers should make available the latest internationally available controllers in India.” As far as energy saving is concerned, Atul Vij, manufacturing vice president at Minda Industries, opines, “MT manufacturers should provide variable frequency drives and low air consumption valves. They should also expand the maintenance cycle to give longer mean time between failures (MTBF). Also, we would like them to provide us with programmable logic control (PLC) based control systems. It would also be nice to have luminous indicators (bulbs or LEDs), and use of sensitive beam sensors for safety. And there should be visual displays to enable easy operating and troubleshooting.” He also highlights, ‘Often, there is a lack of proper drawings and operating documents. Most human machine interface (HMI) screens are in another language, and there’s poor service support from manufacturers.” MT industry consultant Gautam Doshi says the main concern of the customers is—“Will the machine do my job in terms of cycle time and quality? Shall I get good after sales service support and easy availability of spares?”

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Photo Courtesy: Gildemeister

More Demanding Users

Amitabh Varma, head of marketing services at Bharat Fritz Werner’s (BFW), finds, “To meet customer demands, all efforts lead towards producing a simple machine that is installed and commissioned quickly, is versatile, saves on resources, and is accurate.” The Minda Industries’ deputy general manager of manufacturing, Hitesh Sharma sums it up by saying, “MTs are versatile today, but in time we would like MT manufacturers to come up with more innovative ideas and compact designs.” According to Dua, “There’s an emerging trend of combining turning, milling and grinding operations.” The widespread use of CNC MT is reflected in the fact that they account for the bulk of machines manufactured in India. This segment accounted for over 65 per cent share in the total metalworking MT output during 2008.

The control panel of a modern CNC turning/milling machine.

Maintenance and Operational Problems

S P Khare, deputy general manager of manufacturing at KSB Pumps complains, “There is a lack of availability of spares, and service backups. Also, the technical knowhow of support mechanisms in case of franchises is missing.” Balajikrishna says, “The main problem is a lack of non standard sizes and lack of adapting to local conditions. Most MTs have no provisions to hold the memory in case of power failures, which are frequent in India, making it impossible to restart from exactly the same function or position before the power failure.” In the words

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- technology management for decision-makers | september 30, 2009

Photo Courtesy: Gildemeister

cover story

A machine combining two vertical lathes to allow integrated work piece handling in a single turning centre.

of maintenance, repair and overhaul (MRO) service provider Pattabhi Raman, “Most companies don’t care for maitenance till a running machine stops. Also, it is difficult to prepare or retrofit, or upgrade a machine, especially setting up the system drive. Also, ball screws and nuts need to have better mechanical strength.” Khare adds, “For CNC machines, productivity is based on correct usage of the machine tools. Here, the raw material quality, set-up time, process design, expected accuracies, knowledge of tools, and understanding the drawings and the use of fixtures, play a very important role.” Doshi says, “For costly machines, the main problem is taking out maximum production. This requires process knowledge and trained people, which are major problems, especially in the SME sector.” One of the key attributes of a machine is its capacity to be retrofitted or upgraded. Such provisions expand the machine’s life span without turning it obsolete. Minda Industries (for example) is replacing older DC servos with AC servos, and their S-5 PLCs are being replaced by S-7 PLCs. Sargod says, “Rerotfitting or upgrading is an ongoing activity in our plant.”

TCO Versus ROI

Since machine tools need a huge captial investment, any buyer will consider all aspects at the time of purchase. Some companies consider the total cost of ownership (TCO), and some prefer measuring the return on investment (ROI). “It is always the TCO. There is no point in looking at the invoice price and later on incurring huge costs in running and maintenance,” says Balajikrishna. Sargod says, “We consider the cost of spares and consumables to be incurred over the next seven to eight years. This cannot be called TCO.” He also adds, “While we certainly like to have life cycle cost (LCC) value, we find MT suppliers do not give these figures. They should

september 30, 2009 | industry 2.0

- technology management for decision-makers

ensure that this figure is available henceforth, to ease our buying decisions.” Khare informs, “While buying all our machines, we consider the internal rate of return (IRR), with specific payback period included in our calculations. However, they do not fit in the price structure or ROI.” Vij advocates, “It is essential to understand the importance of capital budgeting while making decisions. We always calculate the net present value and IRR while deciding on new MT purchase.” While big companies have the financial muscle to consider all these aspects before buying an MT, companies in the SME sector (which amounts to a substantial market) have to balance between a tight capital budget and getting the best deal. Most small companies attend second hand MT auctions abroad, and buy servicable machines. Over 40 per cent of all machine tools produced in India are consumed by small job shops, who only perform machining operations. Only few of these machine shops can afford to go for new machines. Raman says, “A second hand machine costs about 30 to 40 per cent less.” According to Doshi, “Most buyers only consider initial value. The most important reason for this is the difficulty in finding out the TCO accurately. Secondly, as the resources are limited, lower initial cost becomes important.”

Shift towards Speed and Precision

Apart from versatile designs, MT technology is now focused on giving higher speeds and pinpoint accuracy. According to Varma, “Machine tool designing is witnessing rapid leaps in approach, technique and technology. Both electronic and mechanical systems are experiencing sweeping changes. FEM analysis and 3-D software no longer arouse curiosity. And multi-tasking, manufacturing flexibility and versatility are being defined afresh everyday.”

Top 10 Considerations while Buying a Machine Tool l Specific purpose for increasing capacity l Desired process capability and consistency in terms of process capability index (Cpk). l Delivery period l Machine tool accuracies and w.r.t components planned on the machine to be purchased l Make, price, and service infrastructure l Controls (mostly similar to existing machines) l Market presence in your industry segment. l References from actual users l Knowledge of the marketing representative l Technical specifications l Local spares availability and their costs

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- technology management for decision-makers | september 30, 2009

cover story

LMW is planning to offer a horizontal machining center with built in spindle motors, an integrated torque motor (direct driven) for the B-axis, and water cooling for controlling thermal expansions. The machine can develop maximum torque at 800 rpm without using gears. According to the company, the machine has been tested extensively for producing precision aerospace components. To ensure high speeds, new generation machines are using integral motor spindles. They also have high speed turrets and automatic tool changers, which cut machining time by approximately 25 to 30 per cent. The actual cutting time depends more on the process, type of material, and cutting tools used. Hence, machining time can be reduced only by eliminating non-cut time as much as possible. While explaining how this is done, Dr Jaiwardhana Velu, chief managing director of Laxmi Machine Works (LMW), says, “We have introduced the vertical pick up spindle CNC lathe, which picks up the components and loads/unloads by itself, without human intervention or expensive automation.” This reduces the loading/unloading time as it eliminates operator fatigue. Jyoti CNC Automation’s executive director Hiren Jadeja predicts, “We foresee a huge surge in CNC machines with applied automation in loading/unloadig, automatic pallet changers and robotic interfaces.” Commenting on enabling precision machining Dr Velu says, “In our years of experience, we have identified structural deformation due to static and dynamic loads and also due to temperature variations, as one of the primary contributors to inconsistency in machining. These problems are being addressed by using state-of-the-art software for analysis, using finite element method (FEM) techniques. In our new generation horizontal machining centers and vertical pickup spindle lathes, we prevent such deformation by using water cooled spindle and servo motors—so that heat generation is controlled at the source to ensure high performance and reliability.” Logically all developments in MT technologies will be driven the most by new workpiece materials, and

september 30, 2009 | industry 2.0

changing manufacturing processes. As manufacturers use new materials that are lighter and stronger, cutting tool makers have to develop tools that can machine the new materials with precision—while maintaning a high level of productivity. A good example of materials dictating technology trends is aluminium, whose use is rapidly rising, especially in automotives. Although, uncoated carbides and polycrystalline diamond tools presently dominate the machining of aluminum/silicon alloys, widespread usage of aluminum has now spwaned thin film diamond-coated carbide cutting tools—whose dual advantage of high wear resistance and geometric flexibility make them ideal to replace uncoated carbides and other expensive cutting tools. Another important emerging trend is of Cermet cutting tools, which is the manufacturer’s response to the user demands for near-net-shape machining. These tools lower manufacturing costs by casting and forging components near to their final (net) shape, which reduces the number of machining operations necessary to complete a part. Cermets are mostly made of titanium carbonitride (TiCN) with a nickelcobalt binder. They are hard and chemically stable giving high wear resistance. They work best to produce a ductile chip. Their high speed allows intricate machining of carbon, stainless steels and ductile irons. Also, they give good surface finishes.

CAD/CAM Gets Smart

CAM software has now graduated to application specific process automation. This allows all needs of a specific application to be met. For example in mould and die operations, software can be used for elec-

- technology management for decision-makers

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Production & Export of MetalWorking Machine Tools – 2008 [Value in Rs. million]

Machine Type

Production (Qty)

(Value)

(Qty)

(Value)

477 311 86 1,290 4 2,770 2,553 48 11 376 0 700 21 16 577 116

533 404 763 3,289 10 4,889 4,459 739 181 355 0 739 167 14 1,258 573

32 29 2 40 0 130 122 0 0 8 0 21 0 0 27 6

30 26 76 98 0 235 203 0 0 12 0 52 0 0 67 24

373

(CNC)

71 0 174 92 3 6,638 4,484

332 0 1,868 1,264 25 15,202 11,109

(Total)

168

349

(CNC) (Total) (CNC)

133 120 101

287 207 121

213

1,835

Metal-Cutting Machine Tools EDMs Machining Centres Lathes & Automats Boring-Milling Machines Milling Machines Drilling Machines Threading /Tapping Machines Grinding Machines

(Total) (CNC) - Hor. - Ver. - Oth. (Total) (CNC) (Total) (CNC) (Total) (CNC) (Total) (CNC) (Total) (CNC)

Honing, Polishing & Other SuperFinishing Machines Planing, Shaping, Slotting & Broaching Machines Gear-cutting Machines SPMs Other Metal-Cutting Machines Total Metal-Cutting Machine Tools Metal-Forming Machine Tools Bending, Folding, Straightening and Flattening Machines (Including Press Brakes) Punching and/or Shearing Machines

(Total) (CNC) (Total) (CNC)

Presses Die-casting Machines Other Metal Forming Machines Total Metal-Forming Machine Tools (CNC) Total Metalworking Machine Tools (CNC) Source: IMTMA

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Export

539 261 7,177 4,745

2483 479 17,685 11,588

trode design or tooling assembly creation. One CAM software enables multiple applications like core and cavity design, mould base design, electrode design and machining. Some CAM software can detect overlapping, or left out and twisted surfaces, gaps, holes, negative draft angles and undercuts, which can be fixed automatically. Some CAMs are evolving to speed

up tool path generation. Also, most CAM systems can now machine on a tessellated solid or surface model to minimize gouges and enhance the machining. It allows the software to calculate tool paths and display shaded 3D images quickly, enabling a complex surface to be represented as a single entity. In CAD/CAM for MTs, Varma says, “Increasingly sophisticated systems are being used. The number of system sources has also increased. You can see 31i system on several BFW machines. Systems from Mitsubishi or Heidenhain are not rare any more.”

Knowledge-based Machining

An important emerging trend in machining is knowledge-based machining—an ability for the MT to recognize features—where machining knowledge is stored for the soft1 1 ware to apply it automatically. After identifying a part’s geometric fea0 0 tures, the software will select spe0 0 cific machining processes to gener0 0 ate the appropriate lines of NC code. 7 41 Knowledge-based machining is a set 7 41 of machining rules, whose param0 0 eters are; workpiece material, geo268 612 metric features, and the required 206 469 machining operations, all defined by the software’s users. This enables consistency and minimum process 3 8 variables with optimzed tooling. Also, all these best practices can be stored 3 8 for future use. In fact one CAM pack2 3 2 3 age offers a graphical flow charting tool to assist in building machining 10 330 strategies. 0 0 Also, modern CAM has integrated 3 19 verification and post processing 18 360 software with tool path generation, allowing tool path verification and 5 11 generation to run concurrently, so 286 972 that the effect of changes can be 211 479 viewed instantaneously. In the near future, all CAM software will be automated and run unattended, converting part models into programs. Knowledge-based machining will embed machining intelligence into the software and automatically select the machining processes, parameters and cutting tools, to automatically create the final program.

industry 2.0

- technology management for decision-makers | september 30, 2009

cover story One of the biggest challenges that MT makers are facing these days is environmentally safe disposal of MT coolants and lubricants. Due to strict environmental regulations governing the disposal of cutting and coolant fluids, there is now a perceptible shift to dry machining. However, dry machining may not be appropriate for every process and material. In some cases, a careful selection of cutting tool materials can eliminate the use of coolants. A thick alumina coating allows higher feed rates in steel machining, reduces contact time between the insert and the workpiece and minimizes exposure to high cutting temperatures to allow dry machining. Advanced coatings such as physical vapour depostion (PVD) of TiAlN allows dry machining or a minimal use of coolants. Lubricious PVD MoS2 coatings will allow dry drilling and tapping. Environmental imperatives are bound to drive further developments in cutting tools with high resistance to thermal loads. Environmental regulations on disposing metalworking coolants are prompting manufacturers to investigate ways to perform dry machining operations. Thick chemical vapour deposition (CVD) and PVD coatings also offer productivity advantages. In fact, according to BFW director N N Upadhyay, “Demands from global OEM clients now include minimum quantity lubrication (MQL) machining due to environmental regulations.”

Market Dynamics

The Indian machine tool industry enjoyed a double digit growth rate till recently. Five Indian MT companies found a place in a list of top 115 MT companies across the world, ranked by a report by Metal Working Insiders, published last year. With an annual turnover of $ 98.1 million, the Ace Micromatic Group

Photo Courtesy: LMW

Dry Machining

A vertical machining centre at work. (Ace Designers, Ace Manufacturing Systems, Micromatic Grinding, Pragati and Micromatic) was ranked 83rd. India’s single largest MT company BFW was ranked 92nd with a $ 60.9 million turnover. Incorporated in 1961 in collaboration with Fritz Werner Werkzeugmaschinen GmbH, BFW now has a 100 per cent owned subsidiary in Germany serving automotive OEMs there. Interestingly, another company figuring in the list Jyoti CNC Automation (ranked 110th) recently acquired Huron Graffenstaden, a French CNC machine manufacturer which is ranked higher at 98th position. This reflects the aggressive strategy of Indian companies to garner a bigger share in key overseas markets. However, recessionary impact has slowed down

Some Important Developments in Various Areas of MT Technology l Human machine integration: The shift is towards automation

and minimum HMI. Machines now automatically do component pick up, inspection, loading/unloading, and final placement. Also, machines now have an ergonomically comfortable height from the floor to enable easy load/unload of components without straining the operator’s back bone. l Operator safety: Newer machines can only be started with a two hand push button. This ensures that both hands are outside the machine precluding any chance of an accident. Also, automatically releasing doors prevent hands being stuck in between doors. l Vibration control: All moving components are being made precisely, and spindles are getting the maximum attention for balancing. To ensure close tolerances, vibrations are being absorbed by the machine without being transferred to the component being machined. This is simulated at the design stage by using FEM,

september 30, 2009 | industry 2.0

- technology management for decision-makers

so that the force vectors are directed towards the base of the machine. l Energy efficiency: While the energy consumed by a machine tool is a valid indicator, the new measure is of energy cost per component machined. This is beacuse a machine may consume less power, but if it is less productive or creates rejected components, it stands out of favour. l Minimum downtime and maintenance: Electronic total productive maintenance (E-TPM or paperless maintenance) is the new mantra these days. It is now possible to monitor maintenance of a number of machines from a single computer. The machine is programmed to emit audio-visual signals to remind about a pending maintenance schedule. Some machines are also programmed to shut operations, if a further delay in scheduled maintenance is likely to cause damage.

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- technology management for decision-makers | september 30, 2009

Photo Courtesy: Gildemeister

cover story

Ergonomically designed machine tools provide adjustable operating consoles to provide operator comfort.

growth significantly during 2009. This is especially so in exporting sectors like auto components and textile machinery. Although, most affected tool makers are now shifting focus to the domestic market, according to N K Dhand, CEO of Micromatic Grinding Technologies and president of the Indian Machine Tool Manufacturers’ Association (IMTMA), “For the first time in the last five years, fortunes of Indian MT manufacturers remained flat. A turnaround in 2009 appears somewhat dim.” The slack in demand is not restricted to new orders. Many customers are not lifting machines they had already ordered. However, the case of BFW seems to be anomalous. BFW’s turnover shrunk 20 per cent during FY 200809, compared to the preceding year. Upadhyay says, “We were surprised when BFW still emerged as the largest single machine tool manufacturer in India in spite of a lower turnover. We accepted it as a fact of life, and concentrated on discovering opportunities in the adversity.” BFW compensated the drop in domsetic sales by maintaining its exports at 10 per cent during the period.

Recession Depresses Demand

According to the IMTMA, production in the metalcutting segment fell by one per cent. Production of metalworking machine tools by Indian manufacturers in 2008 stood at Rs. 17,685 million, which is a miniscule growth of 0.9 per cent over the previous year. A five per cent drop in CNC metal-cutting machines output is leading the slowdown in this segment. In contrast conventional metal-cutting tools grew a healthy 12 per cent. The metal-forming segment fared much better posting a 15 per cent growth in 2008. The CNC metal-forming segment aided this optimism with a substantial 17 per cent growth, compared to a moderate seven per cent growth posted by conventional metal-forming machines. The CNC seg-

september 30, 2009 | industry 2.0

- technology management for decision-makers

ment showed a five per cent fall in output. CNC turning, machining, and grinding centres, together with special purpose machines, accounted for nearly 90 per cent of the total CNC MT output, and nearly 60 per cent share in the metalworking output in 2008. These four segments have been leading the pack for over a decade now. Almost two-thirds of the Indian MT industry consists of small and medium manufacturers, which is primarily dominated by technocrat-entrepreneurs, most of whom are technologically advanced, yet cost-competitive. There is a concerted effort among MT manufacturers to scale up to global norms and emerge a major machine tool manufacturing country. However, to achieve this there is an urgent need to reform the government policy for this sector. To support local tool makers, “The government should extend investment allowance on the purchase of Indian machine tools. A similar measure has been introduced in Italy since July 2009,” says Dhand. There is also a strong case for duty free imports of the CNC components, which need to be imported by manufacturers. This duty should be minimised (to lower the total cost of the machine), or scrapped altogether, at least on machines destined for exports. But the single biggest factor hurting the domestic industry is of second hand machine imports. Industry sources say most of these machines are unsafe and obsolete. According to Dua, “China is dumping a lot of inferior and cheaper machines here. The government should slap anti dumping duty on them, otherwise the local MT industry won’t be able to sustain itself in the long run.” Interestingly, China itself does not allow import of second hand machines. To develop the local MT industry there’s an urgent need to start MT parks, which have been quite successful in China, Taiwan, and Korea. China has 25 institutions dedicated to MT R&D, and Taiwan has ten of them. The Indian government should develop more institutions similar to the CMTI in major MT hubs like Rajkot, Pune, Ludhiana, and Coimbatore. Also, the UNIDO’s cluster development programme in India needs to be stepped up. Essentially, MT builders, manufacurers of cutting tool consumables, software developers and providers of machining technologies, should collaborate to develop products that complement each other in an exceptionally integrated fashion. Also, there is an urgent need to assist machine tool makers (most of whom are in the SME sector), to tide over their existing funding problems. For starters, the government should declare MT SMEs eligible for priority lending. Most unit owners say they wish to expand operations, but don’t get adequate funding. n

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- technology management for decision-makers | september 30, 2009

cover story

â&#x20AC;&#x153;Indian manufacturing is moving towards high-end machinesâ&#x20AC;? The $98 million ACE Micromatic Group, is among the few companies in India that has developed competencies across the entire machine tool ecology, including machine tool design. In a freewheeling dicussion with Industry 2.0, the companyâ&#x20AC;&#x2122;s Managing Director, S G Shirgurkar, tracks dwells on the latest developments in machine tool design, and discusses emerging trends among end users of machine tools.

What are the latest trends in MT technology? All the major trends are driven by user demand. Manufacturers are now mostly focusing on Human Machine Interface (HMI), vibration control, enhanced safety features, energy efficiency and reducing down time. What are the improvements in HMI ? Users are looking for simpler HMI given the scarcity of skilled man power. Since automatic loading of the components for machines is a costly affair, focus is being given to automatic unloading of the components after machining. To reduce the interface of the operator, automatic measuring devices like tool probes and job probes have come into use. Machining software have eased programming for complicated profiles. Also, there is a greater awareness about ergonomics, and manufacturers are applying it effectively on machines. Are there any significant developments in vibration control? In line with high speed requirements of spindles, the vibration levels of the machines needs to be less. This results in high utilisation of the machine, better component accuracies and better tool life. Low vibration designs are being developed by using Finite Element Analysis (FEA). Also, to damp the

september 30, 2009 | industry 2.0

- technology management for decision-makers

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industry 2.0

- technology management for decision-makers | september 30, 2009

cover story vibrations, synthetic granite and polymer concrete beds and high precision bearings are being used. After the machine is assembled, the spindles are balanced within specified limits to control vibrations. What are manufacturers doing to enhance worker safety? With the thrust on occupational health and safety catching up, the requirement of safety features on the machines has become very important. High impact resistant safety covers, interlocks to prevent intentional misuse and other safety features during use and maintenance of machines, have all become basic features to be incorporated while desgning a machine

hence reliability has become a very important part of design and machine building process. Concepts like Total Productive Maintenance (TPM), preventive and predictive maintenance, operator friendly maintenance, cleaning, lubrication and inspection schedules are increasingly becoming a part of the machine operatorâ&#x20AC;&#x2122;s routine activity. High Mean Time Between Failures (MTBF) and low Mean Time To Recovery (MTTR) are the other important expectations from end-users. What are the emerging trends in machine tool design? Although, the requirement of standard 2-axis turning machines are still the highest, the user

The need for high speed and accuracy has become an important requirement of end-users. tool. Provision for equipment like fume, mist and dust collectors, interface for fire extinguishers inside the machines are also becoming common. Importantly, all machines being exported to Europe have to comply with almost all these requirements. Are machine tools becoming more energy efficient? With a growing number of endusers opting for Energy Management Systems (EMSs), energy efficiency of machines is emerging as an important requirement. Use of energy efficient motors, elimination of idle running of equipment when not in use, and power saving circuits are some of the important solutions being provided by manufacturers. What are manufacturers doing to reduce the downtime of MTs? Users are looking for more uptime of their machines, and

september 30, 2009 | industry 2.0

industry is slowly moving towards higher-end machines like turn mill centres, Y-axis and subspindle machines. The need for automation is also emerging strongly from the user endâ&#x20AC;&#x201D;due to the increasing man power cost and also the non-availability of trained manpower. Hence, the design processes are also undergoing a change to using FEM analysis, high-end features, built in high reliability and ease of maintainability. How are MT manufacturers meeting the needs of high speed and high accuracy in their machine design? The need for high speeds and precise accuracies has become an important requirement of end-users, and the machine tool industry has responded to these requirements. With easy availability of high quality inputs in the form of bearings, ball screws,

- technology management for decision-makers

higher end systems etc., the task of manufacturers has been made easy. Also, from the basic machine design point of view, manufacturers have now started looking at optimising their designs through the use of FEA. They are also using better manufacturing techniques, and are building better cooling systems, built in spindles, synthetic beds, etc., to name a few. What kind of design competency has your organisation achieved? We have developed all our products with inhouse expertise without any collaboration with any other organization. In the turning segment, our product line encompasses the full turning range; from a simple 2-axis machine to turnmill centres, also turnmill centres with Y-axis, and a sub-spindle in horizontal series, and vertical turnmill centres. The machines cover a wide range; from 2.2 kw to 30 kw power, and machining lengths range from 200 mm to 1500 mm. We also provide specialised work holding and tooling solutions to cater to the accuracy and productivity requirements of customers. Tell us about your MT production on a conveyor line. We drew a parallel from assembly lines in the automobile industry. Ace started assembling the much in demand fast moving model, the JobberXL series, on a conveyor line to meet the high volume requirements. The whole assembly sequence plan is based on per day work, and the assembly station is indexed to the next set of activities at the end of each day. This has resulted in an assured output of finished machines from the line, in addition to a large improvement in assembly processes. n

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industry 2.0

- technology management for decision-makers | september 30, 2009

MANUFACTURING TECHNOLOGY

Gasiﬁcation Boilers

Use Biomass for Economy Development of renewable biomass thermal energy technologies is an ongoing process. The contemporary gasiﬁcation boilers, which operate on burning of wood gas, are up to threefold more efﬁcient than the traditional wood burners.

Originally designed to be used in boilers with gas generated from coal, the non renewable fossil fuel, (during the infancy of the industrial revolution when coal burning was not considered as a problem) it was much eff cient than wood burning.

BY JOHN MAHONEY

What’s Wood Gas?

Composition of Wood Gas

molecular hydrogen, and CO2. In several gasif ers the actual gasif cation is preceded by Pyrolysis (transformation due to heat) of carbonaceous biomass matter to char, releasing methane and tar. In others, the gasif er is fed with pre-charred biomass.

Wood Gas Boilers

Wood gas is a mixture of several combustible gases, which would release thermal energy at high temperatures when burnt. It is also known as Producer Gas and contains a few other gaseous impurities as well. A typical sample obtained from wood gas would contain: Hydrogen –molecular (14 per cent) Carbon monoxide (27 per cent) Methane (3 per cent) Nitrogen (50.9 per cent) CO 2 (4.5 per cent) Oxygen (0.6 per cent) Polycyclic Aromatic Hydrocarbons (PAH) T ar

iomass is a cheap recycled fuel, which is also sustainable. Biomass probably would have been the original fuel used by human beings ever. The eff ciency would have been very low from the very inception, but it was never an issue then. Over the years, even the renewable biomass thermal energy technologies have improved to obtain higher eff ciencies in leaps and bounds— due to the dwindling resources and the need for conservation. One such improvement is the development of gasif cation boilers burning wood gas for space and water heating needs.

Production of Wood Gas

Photo courtesy: Alternate Heating Systems, Inc.

Wood Gasiﬁcation Boiler

SEPTEMBER 30, 2009 | INDUSTRY 2.0

Producer gas is generated by the Thermal Gasif cation of Biomass or other carbonaceous materials, such as coal in a gasif er (wood gas generator or synthesis gas generator). This involves two chemical processes at high temperatures (over 700OC). One is an endothermic reaction, which burns carbon to carbon-di-oxide (CO2), but is reduced with an endothermic reaction to produce carbon mono-oxide (CO) gas. The second reaction is where carbon is made to react with steam producing CO,

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS

A gasif cation boiler would use wood gas to produce heat energy. The technique is known as ‘updraft’ method. The process consists of 4 major stages. Drying and release of wood gases in the loading chamber in a slow glowing process Burning of gas mixture with secondary air in the lower chamber at a temperature of 1204OC Flame reheating and heat exchanging Combustion gases exhausting through chimney f ue Today you will f nd gasif cation boilers’ eff ciency has improved tremendously. The gasif cation process converts approximately 75 per cent of the fuel energy content of the biomass to combustible gas—up to three-fold increase in the conversion of energy contained in the fuel over that of traditional wood boilers. The eff ciency is affected by moisture content of the fuel. Longer the storage, lesser will be the humidity of biomass fuel. A humidity of 20 per cent is ideal for best energy eff ciency for low emission of CO, smoke etc. A wood pellet boiler with a centralized hydronic system, on the other hand, could be as eff cient as 92 per cent. Reprinted from www.articlesbase.com.

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FACILITIES & OPERATIONS

Reliability Drives Safety When the product piles up on the end of a main conveyor due to a neglected bearing, the operator makes a mad dash to clear the pile-up. On the way, he or she slips and falls in the area where the leak has created a puddle on the f oor. The spiral only worsens.

Illustration: Chaitanya Surpur

Need for a Paradigm Shift

When cost cutting or reduction becomes a priority, many organization-heads promiscuously decide to cut cost on maintenance and reliability. However, it leads to a compromise with safety, which ultimately affect productivity of the organization. BY JEFF SHIVER

n many circles over the last one year or so, the question of reducing the cost of reliability has been ever present. Many maintenance budgets have been slashed without due process or ref ecting on the true cost over time. Unfortunately, not everyone makes the tie that reliability and safety go hand in hand. I am reminded of a letter that a well known CEO sent to employees—where he said, “Reliability, like safety, is a critical element of operational excellence and requires our constant attention.” I could not agree. Reliability drives safety, and vice versa. Consider that most accidents do not occur when

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things are running smoothly and the equipment has a high level of reliability. Accidents occur when we fall into reactive chaos. When a packaging machine is no longer operating in a reliable state, lots of minor stops may cause an operator to reach into a running machine (bypassing the safe procedures) and remove jammed cartons or f lm. The moment of frustration may cause the loss of a f nger, hand or worse.

Effect of Inadequate Funding Less spending on maintenance may result in more leaking piping or vessels. The operator gives up on keeping the f oor clean. Now, not only are the pipes leaking, but the main process line is acting up.

INDUSTRY 2.0

Maintenance and reliability (M&R) is still viewed as ‘a necessary evil’, but the CEOs need to shift their paradigm. M&R is one of the most controllable costs in a site, when a CEO tosses out labour as a ‘sunk cost’ (X number of people to produce X number of widgets), the largest (and easiest) target is the maintenance budget.

The Right Way While it is one of the most controllable costs, maintenance and reliability can be one of the greatest drivers of productivity and reduced costs. This can be achieved not by slashing the budgets indiscriminately, but by keeping the focus on reliability as a long-term investment strategy.

The Parting Shot M&R professionals too have to connect the dots for their leadership. Whether in-house or outsourced, they need to elevate the standard of maintenance service, and create a f rm reliability, to establish M&R as an indispensable profession. So, when a CEO or plant manager raises the proposal of reducing reliability costs, the M&R professional should be in a position to ask if that leader is willing to reduce the organization’s investment in safety! Jeff Shiver is the managing principal of People and Processes, Inc. (www.peopleandprocesses. com).

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS | SEPTEMBER 30, 2009

FACILITIES & OPERATIONS

Managing Safety in Bakeries Labour-intensive Indian bakeries need to adopt safety programmes and invest on safety equipment keeping in view their long-term beneﬁts. BY SUBODH KUMAR SINGH

ndian bakeries, which mostly manufacture breads, biscuits, cakes along with many other eatables, are still forming a highly labour-intensive industry—as most of the owners consider that automation is not an economically viable proposition in this industry. A normal mid-size bakery employs about 250 to 500 workers. Bakeries in India have numerous accidents and injuries that generally go unnoticed. Most of the bigger manufacturers outsource the manufacturing processes from the contract manufacturers. These contract manufacturers are generally not f nancially sound enough—to implement all necessary safety requirements in their plants. Hence, it is the responsibility of the bigger players to ensure that safety standards, which include personal safety, f re safety and electrical safety, are adhered to into these smaller plants. Some of the very common areas that need special attention of the bakery management to prevent accidents are discussed below.

spillages all around production hall. Oil and water are the common materials that spill over the f oor. The major accident prone area is the premixing zone, where maximum spillages occur.

Safety of Working Personnel Slips, trips and falls are the major reasons for the accidents in bakeries. These happen due to

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Illustration: Chaitanya Surpur

INDUSTRY 2.0

Slippery tiles can also cause trips and falls. Improper f ooring often causes trip and fall—as material handling is done through pallet trucks and trolleys. In case of uneven f ooring the tendency of pallets and trolleys would be to upturn. Hence, proper f ooring is very essential in these bakeries. According to our Indian environment, Kota stone f ooring is the best. Loading and unloading of heavy bags of sugar and wheat f our (say 50 kg or 90 kg), when done manually, may cause permanent damage to the spine of the worker. Transfer of raw material directly from the trucks or tankers to the silos eliminate manual loading and unloading. Mechanical conveyors, bucket elevators, screw conveyors, pneumatic conveyors or bulk material handling systems are the remedies to such problems. Noise is another problem, which may cause (often permanent) deafness among workers—as they work in areas, where they are continuously exposed to sounds caused by machines, like mixers, compressors, generators, DG sets, blowers of ovens, vibratory sifters, grinders etc. Ear plugs protect the workers from this problem. Odour is another important health safety issue in bakeries. The major problems come from ammonia odour. If inhaled in large quantity, it causes breathing problem. Scrubber for ammonia can minimize the effect. Workers may be given respirators too.

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS | SEPTEMBER 30, 2009

FACILITIES & OPERATIONS Dust is a unique problem for bakery units you can f nd. Flour dust and sugar dust are quite common in them. These may cause breathing problem, asthma etc. These are generated at grinders, shifters and mixers. Heavy equipment like moulders, cutters, oven bands, conveyors etc., may cause accident during shifting or change over. Forklifts must be employed for such jobs. Cuts and burns are the most common minor injuries in bakery plants. Burns at places like ovens, boilers and heaters of packing machines or sealers are quite frequent. Explosions and f res have been reported from biscuit ovens of many plants. Explosion

be maintained in these areas. Insulation is one of the dangerous materials in these bakeries. As ovens are insulated through these insulations, any repair or replacement or dismantling of oven insulation requires proper precautions, such as workers need to wear boiler suits, caps, eye glasses etc., before such jobs.

Fire Safety Many inf ammable materials or equipment, which can cause f re hazards, are used in the bakery industry. They also need to be handled and/or stored properly in order to mitigate the chance of f re accidents. Packaging materials like wrappers, card board boxes (CBBs)

Eliminating risky operations through mechanization and automation, many accidents can be avoided. safety sheets may be provided to foil pressure building inside plant ovens. Cuts happen when operators are not careful during the process of packing of products, as it involves knives and cutters. Burns may happen at pre-mixing section, where operators have to handle some chemicals like acids. Protective gloves should be provided, while handling hot objects and dangerous chemicals. Asbestosis is a disease, which is caused because of exposure to asbestos. Many Indian bakery roofs or shades are made up of asbestos sheets, which may cause asbestosis. Metal shades are very essential in bakeries. Heat is yet another source of health hazard. Workers are exposed to high temperatures while working near ovens. The surrounding temperature zooms to 55 to 60oC in these zones. Ventilation and fresh air supply should

SEPTEMBER 30, 2009 | INDUSTRY 2.0

and laminates, storage, wastes are the main things that manifold the f re risk. Ovens are the main sources of f re hazards in bakery units. LPG /HSD/LDO fuel storage tanks also pose great risk of catching f re. To mitigate the risk, safety standards have to be maintained as per the Petroleum Act. Electrical loose wiring or short circuits too can be reasons for f re accidents. Every bakery plant needs to put f re hydrant system in the factory premises to handle f re emergency. Normal f re safety inventories like f re extinguishers, smoke detectors, heat detectors should be installed in the factory area.

Electrical Safety There are a few common areas that demand stringent attention in all mid-sized and large bakeries. Properly trained electricians should be recruited for mainte-

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS

nance jobs. Electrical safety is enhanced through proper installation of transformers, cable trays and panels in the bakery. All cables laid should have proper insulation. Attention must be paid to avoid loose wirings in the bakery. Routine check up or maintenance of switch gears is very essential. Proper safety loops should be designed during any switchgear installation. That will protect any major damage to the electrical installation.

Points Need to Be Considered Eliminating risky operations through mechanization and automation, and taking precautions like safety guards, safety interlocking, many accidents can be avoided. Safety auditing is very essential to avert major bakery accidents. Most of the bakery owners do not invest in the safety equipment and other protective equipment, for short-term benef ts, but in long-term this practice may prove counter productive. By adopting food safety standardsâ&#x20AC;&#x201D;like ISO22000 (Specif es requirements for a food safety management system), EMS ISO14000 (ISO 14000 series of standards is a common model for an Environmental Management Systems structure), GMP (Good Manufacturing Practice Regulations promulgated by the US Food and Drug Administration), HACCP (Hazard Analysis and Critical Control Point is a process control system designed to identify and prevent microbial and other hazards in food) and OSHA 18000 (An international occupational health and safety management system specif cation), bakery owners can raise the safety standards of their personnel, property and products. S K Singh is an independent bakery consultant. He maintains www.bakerybazar.com.

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FACILITIES & OPERATIONS

Designing

Medical Products

Medical pump delivery system from Modular Services Company for Headwall Systems for use in patientcare areas.

Designers of medical products have to meet the needs of physicians, patient safety and regulatory agencies. They cannot compromise on quality, because lives may depend on product performance. To be certain that they meet all these requirements, there are a number of design validation software tools available to help them meet their goals.

BY MANOJ MEHTA

edical product designers and developers face a number of business and design challenges specif c to the industry. Patient safety is as important as eff ciency, effectiveness and cost-containment in the design of products like implants, drug delivery systems, diagnostic equipment, laboratory instruments, surgical devices and pharmaceutical packagings.

Business Challenges Today’s medical industry is highly volatile and competitive, and it changes almost on a daily basis. Designers have to develop new products quickly, at lower cost, making sure of consistent high quality and performance. For example, when Tensys Medical developed the f rst non-invasive, continuous arterial blood pressure management system, the company knew it had a narrow window of opportunity and needed to get the product out to the market quickly. It credits its design validation tools with shortening the design cycle by 60 per cent and helping create

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a new medical market space. “Because we did not have a 100-person group and unlimited resources, we had to pursue an aggressive design process that was unlike anything we had ever done,”says Russ Hempstead, senior engineer, Tensys Medical. Medical equipment developers also need to comply with government and consumer agency standards and requirements, while simultaneously adapting products to customer demand. For instance, when the Kerr Group designs over-the-counter drug packaging, (for example) its designers have to balance childproof ng needs with the requirements of senior citizens to be

INDUSTRY 2.0

able to open the packages with arthritic hands—and do so to the satisfaction of the Consumer Products Safety Commission. Product designers, who want to compete successfully in the hectic medical products environment, have to work hard at reducing development and manufacturing costs, and minimizing product liability exposure. Design validation tools help them achieve these goals.

Design Challenges In addition to the challenges posed by the rigorous criteria already mentioned, medical product design challenges include —being able to understand and

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS | SEPTEMBER 30, 2009

FACILITIES & OPERATIONS design for the ergonomic issues that affect operating time and cause trauma among patients. The ever increasing cost of medical services makes it essential that products be more eff cient and user-friendly—to meet the goals of reducing operating time and surgery costs. Medical staff have def nite aesthetic needs, which also the designers have to meet along with such functional needs—as the range of motion required and the contact force requirements of instruments for specif c tasks. Also, the materials for medical products have become very sophisticated, and designers need to be educated about their strength, conductivity and the effects of sterilization on their material properties. Implanted devices such as

best design, design verif cation and assistance in obtaining regulatory approval. Proof of concept is required early in the development cycle. ‘What if’ studies can include variations in geometry, types of material and different operating loads. Design verif cation can help in testing product reliability—while reducing the number of costly and timeconsuming physical prototypes. Drop tests can be performed to ensure the durability of hand-held devices and home-care equipment. The results of all these tests are generally accepted by regulatory agencies, when companies seek approval.

Three Classiﬁcation Levels The Federal Food and Drug Administration (FDA) has three

‘What if’ studies can include variations in geometry, types of material and different operating loads. cardiovascular stents have to be perfect—because failure can cause death. Orthopaedic implants, such as hip and knee replacements, have to function f awlessly to avoid pain and the danger of fracture to patients. Designers have to predict the life of implantable devices accurately so that patients can have them removed or replaced in a timely, non-life-threatening manner. Simulation and virtual prototyping tools help designers in balancing such simultaneous needs, and gain assurance of product quality, reliability, and safety.

Design Validation The purposes for which designers need to perform design analysis include proof of concept, ‘what if’ studies to identify the

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classif cation levels for medical products. Class I products are passive devices that do not enter the patient’s body, just contact skin. Class II products are active devices that are used to administer f uids to the patient’s body. Class III products are implanted inside the patient’s body. The FDA is familiar with f nite element analysis (FEA), and even expects design validation results to accompany some submissions—particularly of Class II and III devices. The agency expects such analysis results to match those obtained with established experimental methods. A number of software tools— FEA, motion simulation and computational f uid dynamics (CFD), in conjunction with the CAD used

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for the designs, are available to help today’s medical designers meet the complex requirements.

Role of CAD and Validation After a product is designed, the next question is whether it will work and behave as desired. Here design validation software that is directly integrated with the 3D CAD program, makes it very easy for the designers to perform a variety of studies during the design process without switching between multiple interfaces. Simulation also meets the requirements of regulatory agencies for proof of design reliability. Full integration also makes it possible for medical product designers to perform easy design modif cations and conf gurationspecif c studies, and to enable manufacture of products customized to individual needs. They have access to the materials library used by the 3D CAD program along with other references. They can use e-Drawings to share analysis results and leverage more functionalities. However, not many design validation programs offer this kind of integration.

Proven Simulation Tools The analysis capabilities in a program grow out of the longproven experience of powerful FEA. Together with the CFD capabilities and rigid body motion simulation capabilities, 3D CAD users can test medical products like orthopaedic implants, cardiovascular stents, heart valve replacements, cancer treatment delivery systems, solution pumps, blood pressure monitors, anaesthetic units, open oxygen delivery systems, centrifugal blood separators, needle-free drug delivery systems and many more medical products. Top of the line makers of design validation programs pro-

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optimized the design for reliability and produced a part with the ability to f ex almost indef nitely.

Thermal

Stat Gun Charger from the Lucid Group, which is developing a groundbreaking cancer treatment technology.

vide tools comparable in sophistication to diff cult- to-use, costly FEA programs, and build so much intelligence into the software that it is easy to use by design engineers—who don’t have the long experience of dedicated analysts.

Thermal analyses are of high importance in medical products, because of the complex matrials they use, as well as the possible effects of human body temperatures. These software can test conductivity, coeff cient of thermal expansion, heat capacity and temperature distribution under specif c conditions. Most leading validation programs support thermal analysis of medical products—the material properties of which may change with temperature variations. Dräger Medical of Germany used linear static and thermal analyses to study the performance of a number of different plastic materials—from the viewpoints of performance and meeting statutory regulations, when they wanted to change the material used in the respiratory gas unit of a ventilator from aluminium to plastic.

Frequency and Vibration

Applications of Analysis Linear Static Stress and Displacement The software provides a wide range of analysis capabilities, including static analysis to determine stresses, strains and def ections. Using the results, medical product designers can avoid catastrophic (immediate or long-term) failure due to cyclic loading. This tool helped Tensys Medical to analyze an actuator that moves a sensor over the wrist of a patient during surgery, to f nd the optimal position to produce continuous waveform indication of the patient’s blood pressure by a safe, non-invasive device. The geometry of the actuator is complex, and Tensys engineers used the linear stress analysis capability to locate and eliminate areas of high stress. Then they

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Vibration analysis helps evaluate product designs for ultrasonic resonators, and other instruments that can be affected by natural frequency problems. Frequency analysis was particularly important to OLE Technology, based in China, which recently designed and analyzed a new computerized tomography (CT) scanner. The company needed to know the frequency of a key assembly very quickly. The head of the CAE department reports that OLE was able to obtain the required results in 20 minutes on a PC instead of weeks.

Contact Contact analysis is important for assemblies in all products, and particularly so in the medical product f eld—where safety is so critical. It is particularly important in situations where prema-

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ture failure might cause injuries or deaths. Medi-Ject developed a needle-free injection system that uses pressure to create a microthin stream of medicine that penetrates the skin and deposits medication into subcutaneous tissue. The company’s engineers performed static analysis on the safety mechanism of the device to predict the contact force required to activate it.

Nonlinear Analyses Nonlinear analysis is often critical to medical applications to determine the factors that may cause device failure. In-built material databases in design software have many nonlinear materials with predef ned properties, including one for Nitinol, a shape memory alloy widely used in medical devices. Nonlinear analysis can be used for such tasks as analyzing a catheter going through an artery to simulate the resistance and torsion caused by resistance from human tissues. When designing a new coronary and vascular stent that deforms less on insertion than traditional stents, Reva Medical working with a leading technology provider, tested the reliability of the device over time with multiple nonlinear analyses. These studies focused primarily upon welded connections that had been designed to be more f exible, fatigue-resistant and less susceptible to breakage than previous designs. The analyses made it possible to make several design changes that improved performance—and to f nalize the product design about 50 per cent sooner than had been anticipated. Inbuilt nonlinear analyses made it possible for engineers at the Okayama University Faculty of Dentistry to design an artif cial jaw joint—for patients with

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FACILITIES & OPERATIONS broken jaw joints caused by rheumatoid arthritis or by retreated lower jaws. They analyzed different plate-and-screw models and materials, and with the help of nonlinear analysis, they identif ed a specif c plastic material as the most appropriate material. Nonlinear analysis in conjunction with linear stress and thermal analyses helped National University Hospital in Copenhagen, Denmark, to study titanium spinal implants without resorting to invasive tests on people. As, the implants were intended to last the patient’s lifetime, the interaction between the titanium and natural bone (a nonlinear

study the effects of changing the position of patients to ensure that get enough oxygen. The company reported, use of CFD along with linear static stress and thermal analyses reduced test time by about 50 per cent, and cut number of physical prototypes needed by 75 per cent. Canadian medical equipment developer Southmedic designed the f rst minimal contact open oxygen delivery system, the OxyArm headset. The technology behind the device is based on torch-like or vortex-like f ow patterns generated inside a diffuser cup to deliver the correct concentration level of oxygen to

Implanted devices such as cardiovascular stents have to be perfect—because failure can cause death. material) was of particular importance.

Computational Fluid Dynamics (CFD) Fluid f ow issues also pervade medical applications. Whether for artif cial heart valves, solution pumps, oxygen delivery—and a host of other such products— a variety of f uids must move reliably as designed, and at prescribed temperatures. CFD capabilities make it possible to study such issues in a very straightforward manner. The fact that CFD capabilities are already embedded in the analysis software—makes it much simpler for design teams. It can simulate the f ow of f uids (including viscous f uids), mixing of f uids, conjugated heat transfer with f uid f ow, and external/internal f ow. In the case of the Dräger Medical ventilation system, the CFD capabilities helped the designers

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the patient at different f ow rates. Analysis required a combination of internal and external f ows in the process of mixing air and oxygen. The CFD capabilities made it possible to perform these complex analyses very easily.

Motion Simulation Motion simulation capabilities help designers make sure equipment and instruments move with no spikes in their motion and load behaviour. Load data results of simulation can also be transferred to the analysis program to check the strength of parts, playing an important role in optimizing medical product design. For example, a manufacturer of surgical instruments and devices for minimally invasive surgery such as staplers, fasteners and retrievers use motion simulation capabilities—to check the load prof les of each component. The company wanted to

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optimize the force needed for f ring and retracting the mechanism of an instrument that holds human tissue during surgery. The designers obtained the force data from motion simulation, and then used that to change the design to help. Surgeons use that, while causing the least possible damage to the patient.

Electromagnetics Pacemakers, chemotherapy delivery systems and similar products involve electromagnetic components, for which Micro-electro-mechanical System (MEMS) capabilities provide electric f eld strength optimization techniques. The Genetronics MedPulser is a system to make the cell walls of malignant tumours more permeable, and thus enable targeted delivery of smaller amounts of chemotherapeutic agents to f ght the tumour with less damage to healthy tissue. The company’s engineers used an integrated system of analysis and MEMS to determine the electrical f eld strength through the volume of the location where the procedure, called electroporation, would be performed. The results enabled the designers to make changes to the geometry of the electrode used in electroporation to optimize its shape and performance. Designers of medical products have to meet the needs of physicians, patient safety and regulatory agencies. They can never compromise on quality, because lives may depend on product performance. To be certain that they meet all these requirements, there are a number of design validation software tools available to help them meet their goals. M Mehta is the country manager, India and SAARC Operations, Dassault Systèmes SolidWorks Corporation.

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INFORMATION TECHNOLOGY

Integrating Safety and Security Solutions for Industrial Plants To run their business smoothly and proﬁtably, modern manufacturing companies need to create safe and secure workplaces by adopting reliable and integrated safety and security solutions. BY RAJIV KURUP

ccording to the American Petroleum Institute and the American Chemistry Council, the largest accidents in chemical and hydrocarbon processing facilities have severely injured or killed hundreds of people, and contaminated the environment, resulting in greater than $8 billion in property damage losses. The actual cost of these accidents is much higher if associated business

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interruption costs, cleanup costs, legal fees, f nes and losses of market share are also considered. Although, such statistics are not currently available for India, the business losses incurred are of similar magnitude. This undoubtedly implies that improving safety is an essential part of protecting personnel, assets, the environment and business prof tability. In the aftermath of a serious event, it is common to f nd

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indicators that, had they been recognized and addressed earlier, might have prevented the event. Near-misses are often indicators of potential problems in basic operations, conditions and practices. Near-misses can also reveal a previously unknown failure mode, and can help identify when an operation deviated from the established procedure. In today’s competitive environment, the stakes in plant safety have never been higher. A proactive approach to safety will improve a company’s performance, enhance the workplace and above all, save lives. At the core of this layered sphere of protection is a secure process control network—the

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embodiment of the business, safety and production considerations necessary for effective operations. This layer ensures the processes are controlled by a secure process control network extending across the entire plant and business networks. Next, effectively managing assets ensures that the process design continues to function as intended, while protecting the plant from pending incidents with an early indication of failing assets. Operator training solutions can help prepare an operator for abnormal situations. When an abnormal situation occurs, an alarm management, early event detection and Abnormal Situation Management (ASM) designed displays can help ensure the operator has the information that they need (and) in the context they need it. Properly designed emergency shutdown systems and automated procedures can move a plant to a safe state—in the event an incident escalates beyond the inner layers of this sphere of protection. Should an incident occur, f re and gas detection solutions coupled with rapid location of individuals and a carefully designed emergency response procedure will help contain the impact. The concept of layers of protection is widely recognized by the process industry, and the

Radar technology can be used to monitor access to remote areas of the facility.

term is clearly def ned in industry safety standards such as IEC 61508 and IEC 61511. According to these standards, it is very important that these layers, especially the Protection Layer (Emergency Shutdown Systems -ESD) and mitigation layer (Fire & Gas solutions) are independent from the basic control layer (Distributed Control System—DCS). However, what is desired is an operational level integration between the control and safety layer, where critical alarms and events are brought to the operator’s attention for due actions.

Using a Layered Approach

Finally, the layered solution protects the perimeter of an industrial facility using various security solutions—such as perimeter intrusion detection, radar video surveillance, etc., which secures access to structures, and monitors maritime/land traff c approaching a site.

Access Control Access control is often a part of advanced security management solutions that are scalable to secure small, mid-size and global enterprises, and can seamlessly integrate with digital video management systems, pagers, intercoms and biometric devices.

Video Surveillance The key to a successful video system is being able to manage and f lter through the vast amounts of video information, which is captured continuously. There are Digital Video Management solutions that enable control of all systems from a single workstation, and fully integrate them with access control and other intrusion systems. These systems have the f exibility to interface

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INFORMATION TECHNOLOGY

Process Control (DCS), Safety Systems (ESD and F&G Systems) and Security Solutions can be integrated into a comprehensie safety system.

with analog and digital cameras, and integrate with the Process Distributed Control System (DCS) in such a way that—any process alarm can automatically move the camera in the vicinity to give live video to the operator. Such features improve the eff ciency and safety of the plant.

Asset Tracking Asset Tracking utilizes Global Positioning System (GPS) technology to track hazardous cargo, vehicles and personnel, on or off site.

Automated Mustering This system automatically tracks when everyone is out and where they’re located, with up-to-the-minute information, so that managers don’t have to walk through a dangerous plant looking for their employees.

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Visitor Management Visitor Management systems replace the ineff cient manual log book as a means of managing the multitude of visitors to an industrial site. Modern day software are a self-contained kiosk—which controls access to unauthorized areas and assures visitors have left the plant at the designated time.

The Parting Shot The processing industry is facing real challenges—technology is forever advancing, seasoned industry professionals are retiring, and the business environment of the new global economy is pressurizing managers in different directions. At the same time, moral, regulatory and insurance requirements must be met in terms of maintaining a safe and secure workplace.

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Reducing the number of incidents and potentially decreasing the severity of such incidents when they occur, offer valuable benef ts to the operating companies, their personnel, the community and the insurer alike. In this increasingly competitive marketplace, the players in every sector of the industry have access to the same technologies. Implementing technology-driven solutions may provide some relief to the pending safety and security pressures. However, until a site considers independent yet interrelated layers of protection to deter, prevent, detect and mitigate potential threats, will there be a satisfactory answer to the question “Are you safe enough?” R Kurup is a safety consultant with Honeywell Process Solutions India, (www.honeywell.com).

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INFORMATION TECHNOLOGY

Binding a Trustworthy

Cloud Computing Environment

When CIOs and CISOs are getting lured by the concept of Cloud Computing, considering its cost advantages, many are yet not sure about how to cope up with the emerging security issues. IT security companies are now focusing on this emerging space with innovative solutions. BY BIKRAM BARMAN AND NIRANJAN MAKA

hese days, any discussion about information technologyâ&#x20AC;&#x201D;be it infrastructure or delivering servicesâ&#x20AC;&#x201D;ends becoming a conversation around Cloud Computing and Virtualization. These have become the emerging technology buzz words. So, what exactly is Cloud Computing?

Cloud Computing In simple words, Cloud Computing is the delivery of hosted

Principal Elements for Securing the Cloud

services over the internet. It is generally characterized by the following attributes: Utility service model of consumption and allocation (pay as you use model) Abstraction of infrastructure (servers, networks, storages etc.) using a technology like Virtualization. Virtualization is a technology platform that abstracts out the physical characteristics of the hardware (e.g. Compute, Storage, Network etc.) and provides a way to make a single physical resource (e.g. server) appear to function as multiple logical resources (e.g. multiple operating systems running in their virtual machines on a single physical server), or the ability to make multiple physical resources appear as a single logical resource (e.g. storage, network). Elasticity to grow/shrink resources as per demand Services Oriented Architecture (SOA) Multi Tenancy model at the cloud data center

Categories of Cloud Computing As per the Service-PlatformInfrastructure (SPI) classif cation model cloud computing can be

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INFORMATION TECHNOLOGY Digital Security Ecosystem

categorized into the following: Infrastructure as a Service (IaaS), e.g. Amazon Elastic Compute Cloud, GoGrid, EMC’s ATMOS Platform as a Service (PaaS), e.g. Azure Services Platform, Force.com, Mosso Software as a Service (SaaS), e.g. Salesforce.com, Google Apps, Web 2.0.

Different Models One could also look at some of the Cloud Service Deployment and Consumption Models: Public Cloud It’s typically consumer facing and not hosted by the enterprises/ users using it. It’s a multi tenant model and supporting multiple

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It’s typically enterprise hosted, and delivered enterprise exclusively to the Enterprise hosting it. Hybrid Cloud It’s a mix of the two.

dentiality, integrity and availability across the three ‘I’s (Identity, Information and Infrastructure) are the key to this trend. This is where security companies today are currently focused on.

Adoption of Cloud Computing

Advent of Security Issues

By now you can appreciate Cloud Computing’s lure—of bringing down the capital expenditure cost, optimizing the total cost of ownership (TCO), elasticity to grow or shrink as per demand. So, what’s holding back its adoption? One of the top current reasons slowing CIO and CISO adoptions are security concerns. The general security concerns of conf -

At this early stage in the development of public clouds, the offerings are a mix of commodity consumers and mainstream enterprise applications that deal with relatively non sensitive data such as email, instant-messaging services and web-based shared spaces and those that handle more sensitive data like Salesforce.com and EMC’s Mozy.

users/enterprises. Private Cloud

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INFORMATION TECHNOLOGY Building a Trustworthy Cloud

But as consumers and enterprises start getting on to this model, security issues of conf dentiality of data and legal compliance will drive demand for higher security levels in the sensitive applications being delivered by the cloud. Public cloud computing also introduces new stakeholders into the security equation—third party service providers, infrastructure vendors and contractors—and loosens the control that IT has on each of these three areas. If cloud computing is to succeed as an alternative to the corporate data center, IT departments will require relationships with cloud providers that allow them to trust cloud services and verify events in the cloud. It will have to effectively support a high level of security, similar to current control-centered models, and be implemented in a way that

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allows enterprises to develop conf dence in extending portions of their own data centers into a public cloud.

Some Key Issues Now let us examine some of these issues in greater detail. Changing Relationships

A key issue for cloud computing is that aspects of traditional infrastructure security move beyond an organization’s control and into the cloud. This will lead to fundamental changes in the number and roles of security stakeholders—as enterprises turn over control of security infrastructure and processes to outside contractors. Trust relationships between the various cloud stakeholders. (users, corporations, networks, service providers, etc.) need careful consideration as public

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cloud computing evolves to manage sensitive enterprise data. This is further compounded by the fact that legal compliance adherence liability still rests with the enterprises, even though the physical storage of their sensitive data is no longer on their premises—but residing in their cloud provider’s premises. Conventional data centers have based security on fortress like structures (often perimetric centered) that protect the data within secure physical, hardware, and software infrastructures: their security rests primarily on controlling access by users and maintainers of the data and infrastructure. In cloud computing, a data center still exists—somewhere—but who controls it? Cloud computing diffuses many of the traditional corporate security boundaries and substitutes transient chains of custody for

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the data, with major implications for security and trust for sensitive enterprise data and applications. The sharing of control raises many questions of responsibility. How will you know which employees of your cloud provider have access to what information and applications? That access needs to be f ne-grained with only a selected and authorized few having broader access. Standards, Interoperability and Portability Before sensitive and regulated data move into the public cloud, issues of security standards and compatibility must be addressed including strong authentication, delegated authorization, key management for encrypted data, data loss protections and regulatory reporting. How will these requirements be met across individual cloud infrastructures and across multiple clouds chosen by the consumer as best practices? Existing cloud service providers may become the de facto models, around which security and federation of authorization controls might emerge. Or answers may come from works currently being conducted by various agencies to questions such as which existing standards could be applied to cloud computing, what gaps exist, and what new standards need to be developed. While cloud computing conveys a promise of open architecture and easy integration, the early cloud offerings have tended to create security ‘silos’—users need an Amazon account to use Amazon’s EC2 service and a Google account to access AppEngine applications. Enterprises will require information and identity portability between varying clouds so that they can mix and match their services in an open, standards-based environment that permits interoperability.

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Portability will become a major issue as more complex services get delivered by multiple cloud infrastructures. Imagine, for instance, that you want to rent a massive amount of CPU power from Amazon for a few days to do a deep analysis of your customer data using a custom-built analytical tool—but the data resides in Salesforce.com. Clouds will have to talk to each other securely. Federation of identity credentials is a key technology enabler. Compound this with the fact that most cloud providers are startups. What’s the long term viability, if the cloud provider goes out of business or gets

providers will have to address this fundamental responsibility. Viable Access Controls

Information governance requirements will need to be balanced with the users’ desire for eff cient yet robust access control. Users and corporations will expect transparency and convenience of access. For many clouds, such as those delivering popular services to the general public, a token-based approach may not be tolerated by the users. Another major pain point is the lack of delegated authorization. While some cloud services provide for delegated strong authentica-

Before sensitive and regulated data move into the public cloud, issues of security standards and compatibility must be addressed acquired? How will the data be returned and in what format? Will it be usable? Conﬁdentiality and Privacy

Business units are already tasking IT departments to protect their data in the private and public clouds, with the expectation that sensitive information will either be desensitized or deployed with verif able access authorization to protect its privacy and conf dentiality. IT organizations have historically not developed the capability to effectively identify and classify users and sensitive data. Without this ability, they will face hurdles in extending security functionalities to cloud environments. How will your cloud provider ensure conf dentiality and privacy? How will you protect against insider threats, like an employee of the cloud provider walking off with sensitive enterprise information? Cloud

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tion (e.g., Salesforce.com) that enables access control based on user identity, few, if any, provide delegated authorization to enable access control—based on the content of the information itself. This capability is turning out to be increasingly important given the advent of Web 2.0—where f ne-grained entitlements for authorization management and control will be most essential. Compliance

Many business units are being drawn into using cloud services by the attractive economics, bypassing IT departments to host their applications and data in the cloud directly. This creates several problems for the IT organizations with reduced internal and external control. The business units’ activities multiply the IT department’s compliance challenges, even while legal and compliance departments are expecting the IT

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INFORMATION TECHNOLOGY departments to be able to report on and demonstrate control over sensitive information. Additionally, a cloud provider’s SAS-70 compliance must be carefully assessed by each enterprise customer—to see if the certif cation meets the compliance policy established by their own enterprise. Reporting will be a key requirement for any cloud environment—where personally identif able information (PII) and other sensitive or regulated data live. Who will be accountable for ensuring compliance is met—you or your cloud provider? Will you have access to log data from the cloud environment—where your company’s information lives, so that you can correlate it with

of control. To do that, they must be able to trust cloud systems and providers, and verify cloud processes and events. Important building blocks of trust and verif cation of relationships include access control, data security, compliance and event management—all security elements well understood by IT departments today, implemented with existing products and technologies and extendable into the cloud. Some of the key things are: Identity Security

End-to-end identity management, third-party authentication services, and federated identity will become a key element of cloud security. Identity security preserves the integrity

protects it. It will require the key elements of data isolation, more granular data security, consistent data security, effective data classif cation, information rights management, governance and compliance. Infrastructure Security

The foundational infrastructure for a cloud must be inherently secure whether it is a private or public cloud or whether the service is SAAS, PAAS or IAAS. It will require inherent componentlevel security, more granular interface security and resource lifecycle management. It will also require securing the virtualization infrastructure that’s being used as the basis for the cloud.

Conclusion

Identity security preserves the integrity and conﬁdentiality of data and applications, while making access readily available to appropriate users. events in other systems? What if someone steals data from your cloud-based system in an attempt to break into systems in your company’s internally managed data center? How do those events get correlated? Who is accountable if there’s a breach of PII? Will you even know where your information is physically located? These questions could potentially create an issue for compliance with international regulations.

and conf dentiality of data and applications, while making access readily available to appropriate users. Support for these identity management capabilities for both users and infrastructure components will be a major requirement for cloud computing, and identity will have to be managed in ways that build trust. It will require strong authentication and more granular authorization. Information Security

Principles for Securing the Cloud Public cloud computing requires a security model that reconciles scalability and multitenancy with the need for trust. As enterprises move their computing environments with their identities, information and infrastructure to the cloud, they must be willing to give up some level

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In the traditional data center, controls on physical access, access to hardware and software and identity controls all combine to protect the data. In the cloud, that protective barrier that secures infrastructure is diffused. To compensate, security will have to become information centric. The data needs its own security that travels with it and

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Cloud computing promises to change the economics of the data center, but before sensitive and regulated data move into the public cloud, issues of security standards and compatibility must be addressed including strong authentication, delegated authorization, key management for encrypted data, data loss protections and regulatory reporting. All are elements of a secure identity, information and infrastructure model, and are applicable to private and public clouds as well as to IAAS, PAAS and SAAS services. In the development of public and private clouds, enterprises and service providers will need to use these guiding principles—to selectively adopt and extend security tools and secure products to build and offer end-to-end trustworthy cloud computing and services. Building a trustworthy cloud is the need of the hour. B Barman is the senior engineering manager and N Maka is the senior engineering director of RSA, the Security Division of EMC (www. rsa.com).

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supply chain & logistics

Getting a

Power Plant into the Jungle Proper planning for any project cargo shipment must start from the component design stage only. Despite all adequately pre-planned precautions, if there is a loss in transit, only then insurance claims can be made.

cargo-securing processes can only be planned and performed successfullyâ&#x20AC;&#x201D;if all those involved are familiar with the transport drawing and observe the instructions.

by edwin mast and andrea kowalski

Method Statements

Doosan Heavy Industries and Construction ships a nuclear reactor head and control rod control systems to replace old facilities of a reactor in the US.

roject cargo, e.g., to build a power plant, typically consist of various heavy components whose weights, dimensions or technical characteristics place substantial demands in respect to packaging, means of conveyance and choice of route. What considerations help minimise the marine risks?

Logistics Analysis

The logistics analysis starts by identifying the routes most suitable for the shipment. Decisive factors include the duration of the shipment, climatic influences, type and quality of the means of

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conveyance and type and availability of equipment needed. A route survey is carried out to check the dimensions and loadbearing capacities involved. What loads will be exerted on the cargo during shipment? What transhipment operations and intermediate storage points are envisaged? All this information is required to establish the most appropriate packaging and cargo-securing systems. Other decisive factors are contacting the respective authorities and obtaining the necessary authorisations.

Transport Drawing

As there are no globally applicable standards, there are many different shipping and packaging instructions and guidelines. It is therefore very important to ensure that they are coordinated and that all parties involved are bound by them. The manufacturerâ&#x20AC;&#x2122;s transport drawing is a crucial part of this, with its centre of gravity indications, lifting instructions and indications as to cargo footprint size. The fact is that the handling, shipping, and

- technology management for decision-makers

When heavy components are transported, the practice of drawing up method statements has established itself on an international scale. Method statements describe the process of conveying the cargo, and contain details, for example, on shackles and wires, maximum operating load of the lifting gear, and all the data regarding the necessary classification of cranes, barges and tugs. Method statements ensure the reproducible quality of each individual shipment process. Surveyors can also work more efficiently on the basis of the detailed descriptions they contain.

Weight Log and Handling Instructions

The preparations for shipping a power plant component are not complete until all the required papers, including the weight log and the handling instructions, are available, and the package is marked and labelled accordingly. The weight log includes information on the contents, gross weight and dimensions. The handling instructions are detailed directions for the entire transport,

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handling and storage process. These directions are binding on all parties concerned and should be the subject of a contractual agreement with the transport services providers involved. Non-compliance with the instructions is only permissible with the approval of the manufacturer’s official in charge of transportation. As soon as the consignment has been marked and labelled properly and all the information regarding the destination, dimensions, weight, project designation and emergency phone number is complete, transit can finally begin.

Conclusion

The prerequisites for the successful and above all, lossfree shipment of power plant

Method statements, describing the process of conveying the cargo, ensure the reproducible quality of each individual shipment process. components are established by the manufacturer. The requirements and special features of transportation must be considered—when the components are designed and manufactured and when planning the entire project. Ideally, all parties concerned should work together as early as possible so that risks can be identified, avoided, or at least minimised well in advance. If, in spite of all the precautions and

planning, a loss in transit does occur, however, it is not only the cargo cover that attaches—but also the marine business interruption cover as part of the business interruption insurance of a construction project. n

E Mast is the technical consultant with marine, Munich Re (www.munichre.com). A Kowalski is the director of shipping logistics at Siemens. The article was first published in Munich Re’s publication Schadenspiegel 2, 2008.

Relays conforming to the highest levels of Performance and Reliability. Widely used in Process Controls, Automation, Instrumentation and Control Panels.

P. B. No 1952, Vyttila, Cochin - 682 019. Kerala, India Ph : 91 (0) 484-2301132, 3014001 Fax : 91 (0) 484-2302287, 2302211 website : www.oenindia.com E-mail : sales@oenindia.com.

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industry 2.0

- technology management for decision-makers | september 30, 2009

SUPPLY CHAIN & LOGISTICS

“Project Cargo is a specialised business” Gracias Thevar, Country Manager Logistics Services, Gulf Agency Company (GAC) India, observes that there are many big challenges to be overcome for the growth of project cargo logistics. In an interview with Reshmi Menon, Thevar focuses on the various challenges and the growth opportunities for this sector. undergoing modernisation, and there is a plan of building f yovers across various states in India. What are the critical factors contributing to the success of project cargo logistics? In this industry, success means delivering the product to the right place, at the right time, at the right cost and in the right condition. The crucial factors involved in each project include coordination skills, appropriate equipment, good relationship with the authorities—and the ability to keep things under control in any situation.

Gracias Thevar, Country Manager Logistics Services, Gulf Agency Company (GAC) India.

How would you describe the growth of project cargo logistics sector? The project cargo logistics sector has been constantly growing, and we have seen major infrastructural developments across India for the past few years. For example, New Delhi will be the off cial host of the 2010 Commonwealth Games, and the entire city has been undergoing a major revamp to build f yovers, Olympic village, hotels etc. There have been a lot of movement of huge / turnkey project set up to meet the requirement of the event. Besides, the country is also witnessing new highways, expressways, f yovers, mass transits and public transport systems, power plants and water facilities. Many major airports have been

SEPTEMBER 30, 2009 | INDUSTRY 2.0

What is the role of infrastructure development in project cargo logistics? Infrastructure support in terms of rails, roads and ports is one of the major challenges of project cargo logistics. They hold the key to the success of project logistics. In India, however, we have seen some progress in this area, such as the ‘Golden Quadrilateral Project’. This will bring signif cant increase in inbound and outbound of project cargo. The other major development is the freight corridors—(dedicated west and east freight corridors), which will be built by the government. It will save operational cost as well as increase the safety and reliability of shipment handling. The government has also extended license to private players to run regular rail wagons for cargo service and

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS

has introduced ‘Roll On - Roll Off’ concept for automotive industry. What is the contribution of information technology in facilitating project cargo logistics? The Information Technology (IT) system def nitely enables us to provide transparent supply chain, which increases our ability to plan and execute turnkey projects. GAC Freight and our in-house applications for freight forwarding sales and operation increase the eff ciency of logistics operation for air/sea/rail/road freight, including customs clearance. The Electronic Data Interchange (EDI) used in it allows data to be transferred electronically to other off ces, ports, custom authorities, carriers and overseas agents. Our latest real time GAC Track application, which will be launched early next year, will also provide real time tracking facility of cargo to the customers. How do you foresee the future of this sector? Project cargo is a specialised business. Customers want credible and experienced service providers to handle their projects. It is a cyclical business and it has to be viewed in that light. There are some potentials to be explored, and we can expect more turnkey projects to come. As India is undergoing major infrastructural changes, it will also lead to the formation of local procurement, where we can purchase equipment from local sources.

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Every year Industry 2.0 analyzes and presents a list of the nation’s largest and most proﬁtable manufacturing companies. In our 7th annual ranking of the Top 500 companies in India, we present companies, both large and small, that have turned in an exceptional performance during the ﬁnancial year 2008. To learn more about how we did the rankings, which companies made the cut, and what these companies do, we invite you to read this special section. Methodology ..................................................................................................................... 50 Top 500 companies ......................................................................................................... 52 Interview : R Mukundan, MD, Tata Chemicals ............................................................... 76 Interview : Deepak Chopra, Group CEO, Anand Automotive Systems .......................... 78 Sector Report ................................................................................................................... 80

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INDUSTRY 2.0

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS | SEPTEMBER 30, 2009

TOP 500

TOP 500 RANKING PROCESS

The Industry 2.0 rankings of manufacturing companies have been derived through an extensive and comprehensive analysis of ďŹ nancial data to give you insight into the performance of the manufacturing industry.

o determine ranking of manufacturing companies in India, data on key performance indicators w as obtained the CMIE Pro wess database. This repository contains information on more than 10,000 manufacturing companies. Organizations were selected based on the a vailability of financial data for the ears 2006-07 and 2007-08. Subsequently, companies with negative Profit after ax (PAT) for the y ear 2 007-08 w ere eliminated. A total of 1,897 1,995 manufacturing companies that met the selection criteria were considered for further analysis. Given a wide range of companies in terms of sales rev1,995 selected companies w ere enues in the sample , the 1,897 divided into tw o groups. Companies with net rev enues greater than Rs. 300 crore for the financial ear 2007-08 were classified as Sample 1 ( op manufacturing companies), while companies with net rev enues below Rs. 300 crore w ere included in Sample 2 (T op manufacturing SMBs). Of the 1,879 583 com1,995 companies we looked at, 644

Manufacturing SMBs Auto Ancillary

Cement

Chemicals Drugs & Pharmaceuticals

Electrical machines, equipment and goods

Electronics, Communication Equipment, Consumer Electronics

Food & Beverages

11%

Iron & Steel

Mechanical, machines and equipment

Metals & Alloys

Paper & Wood Products

Plastic & Plastic Products

Textiles Tubes & Pipes

15%

SEPTEMBER 30, 2009 | INDUSTRY 2.0

15% 2%

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS

Large Manufacturing Companies Auto Ancillary

Automotive/Automobile

Cement

Chemicals

Drugs & Pharmaceuticals

11%

Electrical machines, equipment and goods

Electronics, Communication Equipment, Consumer Electronics

Engineering & Heavy Engineering Food & Beverages

7% 10%

Iron & Steel

11%

Metals & Alloys

Paper & Wood products

Petroleum Products & Petrochemicals

Textiles

Tubes & Pipes

prised Sample 1, and remaining 1,296 1,351w ere classified as SMBs. This annual issue of Industry 2.0 lists the ranks of Top 5 00 Large Manufacturing Companies and T op 5 00 Manufacturing SMBs in two separate volumes. The performance of the selected companies w as compared and ranked across 9 parameters (sales turno ver, absolute increase in sales, percentage change in the sales turnover, net profit, increase in net profit, AT/Sales ratio, return on capital emplo yed, and increase across tw o financial ears). This method offered the adv antage of eliminating any subjectivity associated with assignment of weights to the parameters considered for ranking the performance of companies . Scores for all parameters were assigned based on the relative rank of an individual company on that parameter. Composite scores were then calculated for each compan y as the sum of the scores obtained by each compan y on all parameters . The companies were finally ranked on the composite scor .

WWW.INDUSTRY20.COM

Switchgear

Protection

Power Busbar

Lighting

electric

TOP 500

Industry 2.0 presents the Batch of 2009.

Meet the top performers of India who have scored big through innovative thinking, cost-optimisation strategies, intelligent marketing and quality products and services, and, of course, sheer hard work. strategies, intelligent marketing and quality products and services. RANK 2009 2008 1 10 2 77 3 55 4 73 5 6 78 7 122 8 9 133

Company Jindal Saw Ltd. Glenmark Pharmaceuticals Ltd. Sun Pharmaceutical Inds. Ltd. Jindal Steel & Power Ltd. H C L Infosystems Ltd. Nava Bharat Ventures Ltd. Blue Star Ltd. J C B India Ltd. Paradeep Phosphates Ltd.

Hindustan Unilever Ltd.

11 12 13 14 15 16 17 18 19 20 21 22

422 44 49 27 30 21 14 20 38

304

24 25 26

31 224

India Glycols Ltd. Reliance Industries Ltd. Dabur India Ltd. L & T-Komatsu Ltd. Prism Cement Ltd. Thermax Ltd. My Home Inds. Ltd. Grasim Industries Ltd. Divi’S Laboratories Ltd. Nestle India Ltd. Reckitt Benckiser (India) Ltd. A B B Ltd. Hindusthan National Glass & Inds. Ltd. Mangalam Cement Ltd. Dalmia Cement (Bharat) Ltd. Piramal Healthcare Ltd.

Industrial Activity Tubes & pipes Drug formulations Drug formulations Iron & steel Mini/micro computers Ferro alloys Air conditioning machines / systems Earth moving machinery Diammonium phosphate (DAP)(18-46-0) Cosmetics, toilet preparations, soap & washing prep Ethylene glycol Petroleum products (Refineries) Cosmetics & toilet preparations Earth moving machinery Cement Steam boilers Ordinary portland cement Cement Drugs, medicines & allied products Dairy products Soap, washing preparations, etc. Switchgears, nec Glass containers Ordinary portland cement Cement Drug formulations

Net Sales 2006-07 2007-08 3886.44 7396.22 799.59 1355.12 2310.11 3211.51 3521.51 5395.57 2309.97 11673.7 565.2 907.23 1599.28 2261.47 2051.37 3186.27 2026.67 2443.52

Change in Sales Rs. Crore Percentage 3509.78 90% 555.53 69% 901.4 39% 1874.06 53% 9363.73 405% 342.03 61% 662.19 41% 1134.9 55% 416.85 21%

12435.57

14037.3

1601.73

13%

901.85 110793.99 1609.26 809.46 555.43 2186.67 425.99 8799.46 733.68 2811.06 1100.67 4306.17

1327.06 139308.76 2101.84 1297.31 757.86 3228.79 779.28 10671.83 1038.31 3498.16 1324.71 5968.1

425.21 28514.77 492.58 487.85 202.43 1042.12 353.29 1872.37 304.63 687.1 224.04 1661.93

47% 26% 31% 60% 36% 48% 83% 21% 42% 24% 20% 39%

518.48

1026.25

507.77

98%

225.19 1118.48 1628.73

536.45 1654.62 1957.49

311.26 536.14 328.76

138% 48% 20%

september 30, 2009 | industry 2.0

- technology management for decision-makers

www.industry20.com

PBIT (Rs. Crore) 2006-07 2007-08 378.47 1330.36 209.06 475.21 636.15 1056.84 1102.77 1739.15 139.7 444.62 154.09 387.93 100.14 248.29 329.69 571.16 121.14 321.54

PAT (Rs. Crore) 2006-07 2007-08 167.95 1005.62 115.56 354.67 615.74 1013.62 701.84 1248.49 106.54 311.03 121.47 314.94 69.17 174.62 214.49 366.33 74.42 256.97

Change in PAT Rs. Crore Percentage 837.67 499% 239.11 207% 397.88 65% 546.65 78% 204.49 192% 193.47 159% 105.45 152% 151.84 71% 182.55 245%

ROCE 2006-07 2007-08 9.38 41.01 13.26 32.65 18.41 26.04 15.17 20.28 20.34 40.21 18.01 31.17 28.78 66.72 36.22 40.94 21.06 63.74

Change in ROCE Rs. Crore Percentage 31.63 337% 19.39 146% 7.63 41% 5.11 34% 19.87 98% 13.16 73% 37.94 132% 4.72 13% 42.68 203%

PAT/Net Sales 2006-07 2007-08 4% 14% 14% 26% 27% 32% 20% 23% 5% 3% 21% 35% 4% 8% 10% 11% 4% 11%

1869.53

2156.91

1537

1726.53

189.53

12%

61.08

82.93

21.85

36%

12%

88.45 15722.66 279.81 92.49 107.17 297.69 151.54 2311.06 235.53 448.63 156.74 518.48

278.32 24096.66 373.29 203.14 297.4 429.59 292.84 3312.13 392.92 572.17 258.58 768.19

36.12 11949.59 243.3 58.4 61.38 193.65 91.14 1508.67 191.87 282.76 121.87 334.85

177.12 19460.08 317.95 132.37 192.09 278.72 175.58 2179.47 335.88 356.52 224.73 491.69

141 7510.49 74.65 73.97 130.71 85.07 84.44 670.8 144.01 73.76 102.86 156.84

390% 63% 31% 127% 213% 44% 93% 44% 75% 26% 84% 47%

5.38 16.51 60.09 34.54 16.68 36.62 24.22 19.35 37.06 76.11 72.21 32.28

22.87 20.51 70.11 60.22 50.43 42.38 34.2 22.33 42.65 88.32 155.95 35.18

17.49 4 10.02 25.68 33.75 5.76 9.98 2.98 5.59 12.21 83.74 2.9

325% 24% 17% 74% 202% 16% 41% 15% 15% 16% 116% 9%

4% 11% 15% 7% 11% 9% 21% 17% 26% 10% 11% 8%

13% 14% 15% 10% 25% 9% 23% 20% 32% 10% 17% 8%

68.23

140.91

33.2

131.34

98.14

296%

9.79

20.09

10.3

105%

13%

63.42 349.55 248.88

146.14 546.18 401.98

47.93 205.15 163.97

113.32 346.32 284.38

65.39 141.17 120.41

136% 69% 73%

27.05 15.65 15.5

46.03 18.6 27.15

18.98 2.95 11.65

70% 19% 75%

21% 18% 10%

21% 21% 15%

5) Capital employed = (paid up equity capital + capital contribution by govt + cap suspense and other acct) +(paid up pref capital + pref suspense account) + (reserves and funds + res revaluation + misc exp not written off) + (borrowings â&#x20AC;&#x201C; sec short term bank borr unsec short term bank borr-commercial papers â&#x20AC;&#x201C; capital convertible warrants). 6) Source of Data: CMIE Prowess database. www.industry20.com

industry 2.0

- technology management for decision-makers | september 30, 2009

TOP 500 RANK 2009 2008 27 87 28 35 29 46 30 90 31 32 170 33 154 34 35 115 36

110

37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61

105 12 139 6 66 252 140 144 53 298 50 32 484 17 61 143 29 402 62 11 4

353

63 64 65 66 67 68 69 70 71 72 73

69 24 68 9 103 64 101 118 75 188

75 76 77 78 79 80 81

256 72 112 131 291 261 150

Company

Industrial Activity

Tata Chemicals Ltd. Siemens Ltd. Asian Paints Ltd. Crompton Greaves Ltd. Syngenta India Ltd. Lupin Ltd. Prakash Industries Ltd. K E C International Ltd. Welspun-Gujarat Stahl Rohren Ltd. Mangalore Refinery & Petrochemicals Ltd. Rashtriya Ispat Nigam Ltd. Steel Authority Of India Ltd. Chennai Petroleum Corpn. Ltd. Bilag Industries Pvt. Ltd. Hindustan Aeronautics Ltd. Exide Industries Ltd. Coromandel Fertilisers Ltd. Sarda Energy & Minerals Ltd. Colgate-Palmolive (India) Ltd. Orient Paper & Inds. Ltd. Indian Metals & Ferro Alloys Ltd. Texmaco Ltd. I T C Ltd. J S W Steel Ltd. Tata Sponge Iron Ltd. Shree Cement Ltd. Areva T & D India Ltd. Tebma Shipyards Ltd. Jubilant Organosys Ltd. Nilkamal Ltd. J K Cement Ltd. Tata Metaliks Ltd. Castrol India Ltd. Kesoram Industries Ltd. Ultratech Cement Ltd. Orchid Chemicals & Pharmaceuticals Ltd. Bosch Ltd. Bharat Heavy Electricals Ltd. Greaves Cotton Ltd. India Cements Ltd. Nalwa Steel & Power Ltd. Godrej & Boyce Mfg. Co. Ltd. A C C Ltd. J B F Industries Ltd. Amara Raja Batteries Ltd. M R F Ltd. Bombay Rayon Fashions Ltd.

Fertilisers Switching apparatus Decorative paints Motors & generators Pesticides Rifampicin Diversified Heavy structurals (Bridges & bridge sect, towers, l Tubes & pipes

Net Sales 2006-07 2007-08 4120.8 4663.62 4654.14 7938.13 2955.16 3619.35 3403.45 4093.03 850.34 1219.19 2003.03 2585.76 932.15 1254.82 2031.91 2795.5 2725.43 4045.71

Petroleum products (Refineries)

28184.99

32538.05

4353.06

15%

Finished Steel (Non-Alloy Steel) Finished Steel (Non-Alloy Steel) Petroleum products (Refineries) Pesticides & pesticide intermediates, nec Aircrafts Storage batteries Ammonium phosphate (16-20-0) Sponge iron Preparations for oral or dental hygiene Diversified Ferro silicon Diversified Cigarettes Hot rolled coils, strips, sheets Sponge iron Cement Switching apparatus Ships, boats, etc. Organic chemicals Plastic Products Pozzolana portland cement Pig iron Lube oils & lubricants Diversified Cement

8455.61 34685.05 24644.23 535.34 8647.57 1888.18 2099.42 373.16 1338.98 1091.36 544.42 433.4 12503.01 8574.72 270.78 1411.92 1614.56 142.54 1714.26 467.86 1250.12 685.24 1796.3 2227.3 4927.26

9702.9 40724.23 28221.48 788.48 10292.53 2883.68 3816.73 627.96 1527.93 1292.58 729.1 838.43 14400.6 11442.8 461.25 2149.95 2007.87 442.69 2112.85 806.79 1473.23 1039.32 1977.46 3001.66 5533.42

1247.29 6039.18 3577.25 253.14 1644.96 995.5 1717.31 254.8 188.95 201.22 184.68 405.03 1897.59 2868.08 190.47 738.03 393.31 300.15 398.59 338.93 223.11 354.08 181.16 774.36 606.16

15% 17% 15% 47% 19% 53% 82% 68% 14% 18% 34% 93% 15% 33% 70% 52% 24% 211% 23% 72% 18% 52% 10% 35% 12%

935.24

1309.32

374.08

40%

3895.21 17777.54 844.8 2256.46 225.36 2792.96 5728.46 1488.88 602.04 3734.52 494.72

4505.05 20481.28 1071.55 3088.83 529.78 3543.28 6909.77 2160.02 1102.72 4410.75 943.37

609.84 2703.74 226.75 832.37 304.42 750.32 1181.31 671.14 500.68 676.23 448.65

16% 15% 27% 37% 135% 27% 21% 45% 83% 18% 91%

366.65

755.4

388.75

106%

553.01 1345.83 1156.84 406.41 2264.51 6893.28 437.09

731.29 1577.83 1542.55 559.49 2596.46 8666.47 819.72

178.28 232 385.71 153.08 331.95 1773.19 382.63

32% 17% 33% 38% 15% 26% 88%

Icomm Tele Ltd. Otis Elevator Co. (India) Ltd. S K F India Ltd. Pidilite Industries Ltd. Voltamp Transformers Ltd. Britannia Industries Ltd. Rajesh Exports Ltd. Godawari Power & Ispat Ltd.

Drugs, medicines & allied products Automobile engine parts Prime movers Diesel engines Cement Sponge iron Diversified Cement Partially oriented yarn (POY) Storage batteries Tyres Cloth (Fabrics) Heavy structurals (Bridges & bridge sect, towers, l Lifts & elevators Ball or roller bearings Glues (adhesive) Transformers Biscuits Jewellery Semi-finished Steel

Change in Sales Rs. Crore Percentage 542.82 13% 3283.99 71% 664.19 22% 689.58 20% 368.85 43% 582.73 29% 322.67 35% 763.59 38% 1320.28 48%

september 30, 2009 | industry 2.0

- technology management for decision-makers

www.industry20.com

PBIT (Rs. Crore) 2006-07 2007-08 651.94 1156.71 508.74 808.34 414.75 571.25 331.37 511.01 91.02 166.1 313.63 480.08 153.25 241.47 220.22 332.5 303.29 664.32

PAT (Rs. Crore) 2006-07 2007-08 419.58 928.29 363.3 530.45 267.89 376.32 184.84 307.77 57.34 128.01 181.85 331.43 91.06 185.28 104.68 173.63 175.67 357.16

Change in PAT Rs. Crore Percentage 508.71 121% 167.15 46% 108.43 40% 122.93 67% 70.67 123% 149.58 82% 94.22 103% 68.95 66% 181.49 103%

ROCE 2006-07 2007-08 13.89 20.93 38.84 39.61 36.21 41.92 22.7 32.97 13.7 27.07 12.49 17.7 10.99 19.55 18.62 26.86 10.42 13.52

Change in ROCE Rs. Crore Percentage 7.04 51% 0.77 2% 5.71 16% 10.27 45% 13.37 98% 5.21 42% 8.56 78% 8.24 44% 3.1 30%

PAT/Net Sales 2006-07 2007-08 10% 20% 8% 7% 9% 10% 5% 8% 7% 10% 9% 13% 10% 15% 5% 6% 6% 9%

1304.27

1881.75

555.43

1217.81

662.38

119%

10.29

22.36

12.07

117%

2255.15 9566.8 1071.3 137.83 1674.67 260.87 178.66 60.33 194.12 239.55 98.98 45.31 3909.38 2314.4 40.9 204.71 203.4 9.5 315.99 17.56 321.08 57.3 219.9 387.36 1252.71

3024.28 11595.51 1910.37 195.2 2272.13 409.89 397.15 160 278.03 332.5 274.5 109.07 4500.9 2968.69 143.96 439.36 348.42 82.65 507.45 108.38 398.34 129.03 340.22 614.96 1583.6

1433.37 5996.41 571.63 106.02 1054.38 160.12 98.24 35.47 151.7 115.24 19.27 27.38 2637.68 1208.94 20.47 154.31 127.13 4.23 229.38 5.86 174.86 30.44 132.65 261.82 781.97

1927.84 7422.39 1110.99 158.55 1440.51 238.35 204.86 120.62 216.25 202.94 124.31 69.03 3002.66 1685.66 87.9 268.96 213.05 62.45 390.51 57.73 265.73 73.06 216 382.98 1008.53

494.47 1425.98 539.36 52.53 386.13 78.23 106.62 85.15 64.55 87.7 105.04 41.65 364.98 476.72 67.43 114.65 85.92 58.22 161.13 51.87 90.87 42.62 83.35 121.16 226.56

34% 24% 94% 50% 37% 49% 109% 240% 43% 76% 545% 152% 14% 39% 329% 74% 68% 1376% 70% 885% 52% 140% 63% 46% 29%

15.62 34.13 13.32 27.92 53.68 19.86 12.41 13.26 54.16 26.33 3.23 16.7 26.96 14.05 7.99 15.94 42.9 5.71 12.3 3.7 18.79 16.09 32.62 27.82 26.98

18 33.31 23.76 35.21 53.18 22.26 16.52 23.13 95.75 39.64 21.67 31.24 26.61 13.92 27.91 16.84 45.84 23.54 14.4 23.3 24.54 27.24 50.62 26.53 27.09

2.38 -0.82 10.44 7.29 -0.5 2.4 4.11 9.87 41.59 13.31 18.44 14.54 -0.35 -0.13 19.92 0.9 2.94 17.83 2.1 19.6 5.75 11.15 18 -1.29 0.11

15% -2% 78% 26% -1% 12% 33% 74% 77% 51% 571% 87% -1% -1% 249% 6% 7% 312% 17% 530% 31% 69% 55% -5% 0%

17% 17% 2% 20% 12% 8% 5% 10% 11% 11% 4% 6% 21% 14% 8% 11% 8% 3% 13% 1% 14% 4% 7% 12% 16%

20% 18% 4% 20% 14% 8% 5% 19% 14% 16% 17% 8% 21% 15% 19% 13% 11% 14% 18% 7% 18% 7% 11% 13% 18%

230.03

359.97

91.52

184.66

93.14

102%

5.78

9.95

4.17

72%

10%

14%

580.74 3296.39 132.15 628.52 29.08 177.93 1538.43 148.37 73.77 113.38 88.64

729.55 3878.63 161.63 998.54 80.93 294.38 1799.33 209.42 158.07 313.08 197.49

303.94 1946 74.27 472.76 15.53 72.57 1088.43 79.91 46.94 43.11 54.5

459.9 2283.93 121.8 614.9 57.26 157.15 1182.44 137.89 92.41 171.63 121.2

155.96 337.93 47.53 142.14 41.73 84.58 94.01 57.98 45.47 128.52 66.7

51% 17% 64% 30% 269% 117% 9% 73% 97% 298% 122%

15.45 23.26 30.72 17.71 7.34 7.79 30.88 10.38 16.25 4.1 12.59

18.3 23.14 40.64 16.44 21.91 14.96 28.4 14.29 19.51 14.27 14.72

2.85 -0.12 9.92 -1.27 14.57 7.17 -2.48 3.91 3.26 10.17 2.13

18% -1% 32% -7% 199% 92% -8% 38% 20% 248% 17%

8% 11% 9% 21% 7% 3% 19% 5% 8% 1% 11%

10% 11% 11% 20% 11% 4% 17% 6% 8% 4% 13%

24.32

74.19

11.37

40.35

28.98

255%

8.72

28.02

19.3

221%

120.83 150.89 155.69 62.95 117.84 197.91 75.92

193.9 244.13 246.33 125.02 216.2 363.11 137.76

70.85 93.57 115.14 39.36 103.29 101.31 52.28

121.49 152.64 180.92 79.9 168.53 206.54 95.53

50.64 59.07 65.78 40.54 65.24 105.23 43.25

71% 63% 57% 103% 63% 104% 83%

31.75 24.31 22.7 46.57 18.17 15.56 15.88

37.26 31.55 23.29 60.48 25.43 19.15 18.4

5.51 7.24 0.59 13.91 7.26 3.59 2.52

17% 30% 3% 30% 40% 23% 16%

13% 7% 10% 10% 5% 1% 12%

17% 10% 12% 14% 6% 2% 12%

industry 2.0

- technology management for decision-makers | september 30, 2009

TOP 500 RANK 2009 2008 82 226 83 52 84 147 85 351 86 250 87 228 88 89 142 90 97 91 48 92 151 93 94 70 95 104 96 93 97 80 98 67 99 163 100 74 101 102 102 103 37 104 117 105 106 39 107 76 108 109 269 110 279 111 178 112 235 113 129 114 7 115 116 116 117 86 118 119 71 120 233 121 240 122 114 123 190 124 125 417 126 109 127 187 128

272

129 130 131 132 133 134 135 136 137 138

43 398 107 253 121 315 157 214 207 -

Company A B G Shipyard Ltd. Cummins India Ltd. Apollo Tyres Ltd. H B L Power Systems Ltd. Jindal Poly Films Ltd. Bajaj Electricals Ltd. A I A Engineering Ltd. Sterlite Technologies Ltd. Graphite India Ltd. Aurobindo Pharma Ltd. Titagarh Wagons Ltd. Balasore Alloys Ltd. Suzlon Energy Ltd. Sterling Biotech Ltd. Walchandnagar Industries Ltd. S Kumars Nationwide Ltd. Cadbury India Ltd. Philips Electronics India Ltd. Maruti Suzuki India Ltd. Marico Ltd. Maithan Alloys Ltd. J K Lakshmi Cement Ltd. Binani Cement Ltd. Diamond Power Infrastructure Ltd. Chettinad Cement Corpn. Ltd. Ashok Leyland Ltd. Suashish Diamonds Ltd. Parle Biscuits Pvt. Ltd. Jayaswal Neco Inds. Ltd. Gokul Refoils & Solvent Ltd. Hero Honda Motors Ltd. Amtek Auto Ltd. Madras Cements Ltd. H E G Ltd. Ferro Alloys Corpn. Ltd. Gujarat Ambuja Exports Ltd. J V L Agro Inds. Ltd. Paharpur Cooling Towers Ltd. Bhushan Power & Steel Ltd. Monnet Ispat & Energy Ltd. Sintex Industries Ltd. Ranbaxy Laboratories Ltd. M D Overseas Ltd. Alembic Ltd. Ratnamani Metals & Tubes Ltd. Bharat Shell Ltd. Glaxosmithkline Consumer Healthcare Ltd. Lakshmi Machine Works Ltd. P S L Ltd. Cipla Ltd. Century Plyboards (India) Ltd. Plethico Pharmaceuticals Ltd. Ruchi Soya Inds. Ltd. Ballarpur Industries Ltd. Nectar Lifesciences Ltd. Usha Martin Ltd. Hyva (India) Pvt. Ltd.

Industrial Activity Ships, boats, etc. Internal combustion engines Tyres Nickel-cadmium accumulators Biaxially oriented polypropylene (BOPP) film Electric appliances Castings Jelly filled cables Graphite carbon bricks Drugs, medicines & allied products Railway wagons, coaches, etc., nec Ferro alloys Wind turbines (Wind electricity generator) Gelatin Industrial machinery Cloth (Fabrics) Chocolate confectionery Consumer electronics Passenger cars Edible oils Ferro alloys Cement Ordinary portland cement Cables & other conductors Cement Heavy commercial vehicles Diamonds Biscuits Pig iron Edible oils Motorcycles Automobile ancillaries, nec Cement Graphite carbon bricks Ferro alloys Soyabean oil cake Vanaspati Industrial cooling towers Flat products Semi-finished Steel Diversified Drugs, medicines & allied products Jewellery Drug formulations Tubes & pipes Lube oils & lubricants

Net Sales 2006-07 2007-08 719.38 985.57 1917.39 2425.74 3305.64 3709.24 511.18 969.89 1031.52 1289.96 1088 1384.63 410.28 618.92 1206.9 1698.15 874.93 1129.01 1971.03 2363 284.44 565.04 343.96 538.83 5448.58 7085.83 605.85 910.85 358.98 636.54 1234.85 1612.33 1058.14 1282.63 2582 2857.3 15250.5 18490.7 1368.1 1566.89 153.76 379.41 851.03 1138.17 675.34 958.46 122.04 442.44 731.51 930.36 7420.84 8054.43 978.83 1329.18 1344.09 1560.3 1237.97 1477.04 1532.26 2019.9 10267.95 11011.68 894.26 1191.32 1566.74 2012.95 837.85 962.29 191.43 302.57 1407.72 1845.58 685.19 1159.63 666.83 862.27 2727.93 3494.26 685.51 1205.68 1138.22 1694.41 3545.59 4108.51 5793.06 11434.08 702.89 1000.32 576.71 845.6 438 510.49

Change in Sales Rs. Crore Percentage 266.19 37% 508.35 27% 403.6 12% 458.71 90% 258.44 25% 296.63 27% 208.64 51% 491.25 41% 254.08 29% 391.97 20% 280.6 99% 194.87 57% 1637.25 30% 305 50% 277.56 77% 377.48 31% 224.49 21% 275.3 11% 3240.2 21% 198.79 15% 225.65 147% 287.14 34% 283.12 42% 320.4 263% 198.85 27% 633.59 9% 350.35 36% 216.21 16% 239.07 19% 487.64 32% 743.73 7% 297.06 33% 446.21 28% 124.44 15% 111.14 58% 437.86 31% 474.44 69% 195.44 29% 766.33 28% 520.17 76% 556.19 49% 562.92 16% 5641.02 97% 297.43 42% 268.89 47% 72.49 17%

Malted milk foods

1132.87

1322.37

189.5

17%

Textile spinning machines Tubes & pipes Drug formulations Plywood Drug formulations Soyabean oil Paper Drugs, medicines & allied products Wires & ropes of iron & steel Automobile bodies

1954.22 1442.36 3619.31 395.36 327.93 8642.39 1890.39 447.95 1411.51 234.62

2348.71 2043.92 4284.26 545.57 553.85 11073.8 2179.68 748.62 1686.65 366.25

394.49 601.56 664.95 150.21 225.92 2431.41 289.29 300.67 275.14 131.63

20% 42% 18% 38% 69% 28% 15% 67% 19% 56%

september 30, 2009 | industry 2.0

- technology management for decision-makers

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PBIT (Rs. Crore) 2006-07 2007-08 189.61 289.01 347.36 396.74 256.57 388.7 63.85 134.99 105.76 205.76 84.92 143.11 97.09 150.56 87.25 179.68 167.08 239.87 291.52 392.02 46.32 94.98 32.06 109.04 1207.06 1584.16 230.23 332.35 23.03 58.02 193.71 301 110.63 143.23 139.29 247.41 2282 2478 156.04 181.31 19.33 67.2 221.32 324.58 188.52 289.35 18.61 61.84 186.16 263.8 547.75 720.96 23.05 163.6 111.55 193.55 79.88 140.14 51.44 108.86 1261.19 1416.55 238.59 345.14 491.34 667.61 150.42 241.87 28.9 80.17 79.61 127.68 17.59 33.45 131.25 174.32 542.86 887.73 191.12 254.49 206.8 358.55 488.89 776.32 19.02 100.97 91.54 125.74 115.04 154.81 20.63 78.55

PAT (Rs. Crore) 2006-07 2007-08 104.11 152.17 241.1 280.62 114.26 219.13 31.41 68.3 64.82 132.57 37.91 71.05 66.52 108.25 42.41 85.32 87.95 139.28 206.77 285.23 28.07 59.75 5 57.77 998.33 1315.87 141.25 195.6 12.75 35.67 121.92 177.91 65.46 98.57 44.89 143.21 1529 1655.1 104.65 122.69 11.67 38.95 176.72 216.79 97.34 133.23 13.82 43.55 114.71 161.88 355.81 469.61 2.15 74.99 82.68 137.36 25.53 80.24 22.34 50.92 871.37 972.15 163.55 234.14 307.96 407.28 71.37 132.36 15.14 45.79 45.75 71.17 11.22 23.68 104.28 137.24 179.34 281.75 134.84 166.82 130.23 213.93 334.86 446.46 9.29 17.73 68.12 87.68 66.47 88.11 12.25 64.3

Change in PAT Rs. Crore Percentage 48.06 46% 39.52 16% 104.87 92% 36.89 117% 67.75 105% 33.14 87% 41.73 63% 42.91 101% 51.33 58% 78.46 38% 31.68 113% 52.77 1055% 317.54 32% 54.35 38% 22.92 180% 55.99 46% 33.11 51% 98.32 219% 126.1 8% 18.04 17% 27.28 234% 40.07 23% 35.89 37% 29.73 215% 47.17 41% 113.8 32% 72.84 3388% 54.68 66% 54.71 214% 28.58 128% 100.78 12% 70.59 43% 99.32 32% 60.99 85% 30.65 202% 25.42 56% 12.46 111% 32.96 32% 102.41 57% 31.98 24% 83.7 64% 111.6 33% 8.44 91% 19.56 29% 21.64 33% 52.05 425%

ROCE 2006-07 2007-08 19.76 21.59 28.03 27.47 10.2 16.7 10.94 16.23 6.81 13.3 19.94 30.25 19.87 22.77 9.14 14.37 9.55 13.74 10.76 12.28 28.38 32.89 1.3 14.97 27.94 19.29 6.01 7.37 12.91 29.02 11 12.39 16.44 24.68 6.63 16.57 23.55 20.21 31.67 42.78 18.39 33.24 18.07 17.92 11.13 13.12 9.49 19.15 24.38 25.34 16.52 18.32 0.25 7.66 13.48 18.98 5.59 16.8 14.69 23.59 36.08 33.79 7.28 7.91 27.58 21.55 8.34 16.73 12.96 34.71 15.16 20.03 15.3 31.56 28.06 28.47 5.08 5.51 9.98 9.7 12.29 10.68 9.46 9.54 19.97 28.88 15.42 17.51 27.88 28.15 10.07 40.17

Change in ROCE Rs. Crore Percentage 1.83 9% -0.56 -2% 6.5 64% 5.29 48% 6.49 95% 10.31 52% 2.9 15% 5.23 57% 4.19 44% 1.52 14% 4.51 16% 13.67 1052% -8.65 -31% 1.36 23% 16.11 125% 1.39 13% 8.24 50% 9.94 150% -3.34 -14% 11.11 35% 14.85 81% -0.15 -1% 1.99 18% 9.66 102% 0.96 4% 1.8 11% 7.41 2964% 5.5 41% 11.21 201% 8.9 61% -2.29 -6% 0.63 9% -6.03 -22% 8.39 101% 21.75 168% 4.87 32% 16.26 106% 0.41 1% 0.43 8% -0.28 -3% -1.61 -13% 0.08 1% 8.91 45% 2.09 14% 0.27 1% 30.1 299%

PAT/Net Sales 2006-07 2007-08 14% 15% 13% 12% 3% 6% 6% 7% 6% 10% 3% 5% 16% 17% 4% 5% 10% 12% 10% 12% 10% 11% 1% 11% 18% 19% 23% 21% 4% 6% 10% 11% 6% 8% 2% 5% 10% 9% 8% 8% 8% 10% 21% 19% 14% 14% 11% 10% 16% 17% 5% 6% 0% 6% 6% 9% 2% 5% 1% 3% 8% 9% 18% 20% 20% 20% 9% 14% 8% 15% 3% 4% 2% 2% 16% 16% 7% 8% 20% 14% 11% 13% 9% 11% 0% 0% 10% 9% 12% 10% 3% 13%

191.8

242.07

124.61

155

30.39

24%

24.49

26.07

1.58

11%

12%

301.4 144.79 806.92 32.29 93.77 229.99 350.73 80.96 204.23 32.92

367.86 186.73 846.78 72.01 153.54 356.4 419.24 119.09 294.68 66.9

201.71 62.16 660.02 20.27 86.02 53.11 193.59 48.36 86.3 20.35

239.2 84.77 698.51 44.52 141.12 108.67 249.61 72.92 136.64 41.7

37.49 22.61 38.49 24.25 55.1 55.56 56.02 24.56 50.34 21.35

19% 36% 6% 120% 64% 105% 29% 51% 58% 105%

39.61 10.31 25.33 13.43 21.73 4.3 7.53 13.05 6.76 39.49

35.76 12.64 20 23.84 19.83 7.33 8.67 14.35 9.34 49.16

-3.85 2.33 -5.33 10.41 -1.9 3.03 1.14 1.3 2.58 9.67

-10% 23% -21% 78% -9% 70% 15% 10% 38% 24%

10% 4% 18% 5% 26% 1% 10% 11% 6% 9%

10% 4% 16% 8% 25% 1% 11% 10% 8% 11%

industry 2.0

- technology management for decision-makers | september 30, 2009

TOP 500 RANK 2009 2008 139

205

140 141 142 143 144 145 146 147 148

95 389 145 187 155 160 56 88

149

445

150

493

151

152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185

212 175 162 111 452 158 194 299 45 159 152 15 59 263 216 47 55 165 249 163 238 229 85 174 124 -

186

266

187 188 189 190 191 192

189 96 81 271 79

Company Bongaigaon Refinery & Petrochemicals Ltd. Tata Steel Ltd. Flawless Diamond (India) Ltd. Cethar Vessels Pvt. Ltd. Numeric Power Systems Ltd. Bharat Forge Ltd. Amtek India Ltd. Videocon Industries Ltd. Tata Motors Ltd. Jain Irrigation Systems Ltd. Hitachi Home & Life Solutions (India) Ltd. Adani Wilmar Ltd. Punjab Chemicals & Crop Protection Ltd. Essar Steel Ltd. Finolex Cables Ltd. Alfa Laval (India) Ltd. Jyoti Structures Ltd. Indian Farmers Fertiliser Co-Op. Ltd. Godfrey Phillips India Ltd. Emco Ltd. Rei Agro Ltd. Penna Cement Inds. Ltd. Gallantt Metal Ltd. Sterlite Industries (India) Ltd. Bosch Chassis Systems India Ltd. Torrent Pharmaceuticals Ltd. Birla Corporation Ltd. K S Oils Ltd. Audco India Ltd. Sesa Industries Ltd. [Merged] Maharashtra Elektrosmelt Ltd. Havells India Ltd. Ahmednagar Forgings Ltd. Gujarat Alkalies & Chemicals Ltd. Phillips Carbon Black Ltd. Pennar Industries Ltd. Su-Raj Diamonds & Jewellery Ltd. Liberty Oil Mills Ltd. Gitanjali Gems Ltd. Max India Ltd. Gujarat Fluorochemicals Ltd. Bhushan Steel Ltd. Ambuja Cements Ltd. Ajanta Manufacturing Ltd. Cadila Healthcare Ltd. Action Construction Equipment Ltd. Halonix Ltd. Gujarat State Fertilizers & Chemicals Ltd. Ankur Drugs & Pharma Ltd. Balkrishna Industries Ltd. Titan Industries Ltd. Ipca Laboratories Ltd. Neelachal Ispat Nigam Ltd. Bharat Electronics Ltd.

Industrial Activity Petroleum products (Refineries)

Net Sales 2006-07 2007-08

Change in Sales Rs. Crore Percentage

5674.26

5988.91

314.65

17914.77 302.75 943.21 272.87 1941.95 476.46 6456.58 27522.88 1227.57

20446.38 565.25 1233.65 388.78 2306.95 771.72 7669.57 29312.99 1688.7

2531.61 262.5 290.44 115.91 365 295.26 1212.99 1790.11 461.13

14% 87% 31% 42% 19% 62% 19% 7% 38%

Window/split airconditioners

325.53

449.46

123.93

38%

Edible oils

2689.6

3446.36

756.76

28%

Pesticides

321.95

459.11

137.16

43%

8220.72 1052.09 600.42 968.63 10496.75 763.83 659.95 1083.63 704.63 217.26 11957.35 366.52 894.74 1560.57 1071.46 690.57 403.61 235.07 1546.8 374.78 1078.31 1029.43 320.12 1571.88 1045.93 2227.99 186.9 236.85 3874 6336.66 319.08 1514.4 248.63 280.61

10931.45 1409.89 704.74 1364.62 12447.8 899.2 951.32 1854.88 868.56 389.24 13481.76 544.78 1002.38 1729.9 2056.4 865.34 521.79 322.41 2060.91 597.49 1163.81 1056.57 537.85 2174.8 1683.07 2709.15 353.39 384.15 4228.05 6240.58 474.88 1755.5 411.35 359.86

2710.73 357.8 104.32 395.99 1951.05 135.37 291.37 771.25 163.93 171.98 1524.41 178.26 107.64 169.33 984.94 174.77 118.18 87.34 514.11 222.71 85.5 27.14 217.73 602.92 637.14 481.16 166.49 147.3 354.05 -96.08 155.8 241.1 162.72 79.25

33% 34% 17% 41% 19% 18% 44% 71% 23% 79% 13% 49% 12% 11% 92% 25% 29% 37% 33% 59% 8% 3% 68% 38% 61% 22% 89% 62% 9% -2% 49% 16% 65% 28%

3352.2

3600.21

248.01

373.55 877.62 2083.71 936.38 1251.77 4028.11

674.97 1001.81 3020.05 1111.01 1420.32 4250.05

301.42 124.19 936.34 174.63 168.55 221.94

81% 14% 45% 19% 13% 6%

Finished Steel (Non-Alloy Steel) Diamonds Steam boilers Uninterupted power supplies Automobile ancillaries, nec Automobile ancillaries Television receivers Heavy commercial vehicles Tubes, pipes & hoses of poly vinyl chloride

Hot rolled coils, strips Cables & other conductors Machinery used in food & beverage industries Heavy structurals (Bridges & bridge sect, towers, l Mixed fertilisers Cigarettes Transformers Rice Cement Semi-finished Steel Copper Suspension & braking parts Drug formulations Cement Mustard oil Valves Pig iron Ferro manganese Wires & cables, insulated Forgings Sodium hydroxide (Caustic Soda) Carbon black Cold rolled coils, strips, sheets Diamonds Edible oils Diamonds Biaxially oriented polypropylene (BOPP) film Refrigerant gases Cold rolled coils, strips, sheets Cement Storage batteries Drug formulations Mobile cranes Auto head lights Urea Drug formulations Tyres Jewellery of precious metals Drug formulations Pig iron Electronics

september 30, 2009 | industry 2.0

- technology management for decision-makers

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PBIT (Rs. Crore) 2006-07 2007-08

PAT (Rs. Crore) 2006-07 2007-08

Change in PAT Rs. Crore Percentage

ROCE 2006-07 2007-08

Change in ROCE Rs. Crore Percentage

PAT/Net Sales 2006-07 2007-08

342.22

447.08

234.63

283.36

48.73

21%

25.42

26.64

1.22

6445.46 10.18 152.94 25.75 412.5 112.23 1177.16 2723.61 168.96

7980.32 30.63 272.07 48.23 471.62 188.67 1445.42 2817.23 284.53

4153.67 7.26 95.19 18.93 237.77 66.78 815.24 1849.67 82.4

4658.77 24.12 162.74 40.07 272.83 117.17 848.88 1978.11 116.4

505.1 16.86 67.55 21.14 35.06 50.39 33.64 128.44 34

12% 232% 71% 112% 15% 75% 4% 7% 41%

23.63 35.51 48.13 20.15 11.23 11.93 10.61 22.06 9.44

13.66 45.3 38.97 33.14 10.91 11.16 9.37 19.09 9.79

-9.97 9.79 -9.16 12.99 -0.32 -0.77 -1.24 -2.97 0.35

-42% 28% -19% 64% -3% -6% -12% -13% 4%

23% 2% 10% 7% 12% 14% 13% 7% 7%

23% 4% 13% 10% 12% 15% 11% 7% 7%

19.19

41.92

14.89

33.53

18.64

125%

21.39

39.49

18.1

85%

81.84

137.02

4.06

31.2

27.14

668%

1.27

10.51

9.24

728%

23.89

68.3

4.88

29.78

24.9

510%

4.25

21.18

16.93

398%

1240.65 111.87 104.9 120.57 612.41 136.88 85.48 183.41 178.05 18.62 981.44 38.78 146.47 477.94 89.23 83.35 62.8 27.35 137.42 62.61 310.12 79.65 30.23 62.47 8.01 118.22 25.74 353.95 647.31 1973.76 29.83 260.77 28.27 36.9

1438.59 136.73 133.49 166.69 778.41 174.11 128.94 307.6 237.04 53.72 1245.78 62.11 189.31 568.93 219.67 108.79 93.5 55.71 186.42 109.99 298.1 133.43 57.9 95.85 20.82 218.11 79.65 456.04 949.67 2466.57 66.59 311.5 46.76 58.8

428.7 68.86 67.53 55.2 156.56 86.83 39.39 90.62 103.09 4.03 686.07 24.73 101.32 322.61 57.32 52.36 41.53 17.89 102.5 40.67 181.24 24.01 14.87 47.9 2.58 81.9 14.04 241.19 271.42 1421.54 12.13 207.4 19.68 31.03

445.77 86.09 88.46 72.42 241.71 112.93 65.34 109.28 146.02 30.83 936.99 40.74 141.15 389.48 120.1 68.14 62.43 36.15 141.43 65.54 219.79 85.66 30.81 62.57 10.96 138.15 61.98 298.79 402.37 1638.14 37.48 231.5 36.12 48.18

17.07 17.23 20.93 17.22 85.15 26.1 25.95 18.66 42.93 26.8 250.92 16.01 39.83 66.87 62.78 15.78 20.9 18.26 38.93 24.87 38.55 61.65 15.94 14.67 8.38 56.25 47.94 57.6 130.95 216.6 25.35 24.1 16.44 17.15

4% 25% 31% 31% 54% 30% 66% 21% 42% 665% 37% 65% 39% 21% 110% 30% 50% 102% 38% 61% 21% 257% 107% 31% 325% 69% 341% 24% 48% 15% 209% 12% 84% 55%

4.23 9.29 29.31 23.03 2.91 20.4 13.48 10.55 23.17 2.22 10.26 12.96 14.99 49.08 48.44 28.53 28.97 28.8 38.17 16.05 17.82 7.81 7.77 8.83 2.58 8.19 1.28 26.91 7.77 37.5 4.4 17.65 26.4 24.88

4.51 10.79 33.57 22.48 4.06 22.36 14.54 9.92 21.97 13.83 9.05 18.84 17.49 41.23 26.61 30.69 31.97 44.13 28.78 16.22 19.08 23.46 15.13 10.35 13.2 8.2 3.65 22.55 7.16 35.1 10.51 15.58 29.26 32.3

0.28 1.5 4.26 -0.55 1.15 1.96 1.06 -0.63 -1.2 11.61 -1.21 5.88 2.5 -7.85 -21.83 2.16 3 15.33 -9.39 0.17 1.26 15.65 7.36 1.52 10.62 0.01 2.37 -4.36 -0.61 -2.4 6.11 -2.07 2.86 7.42

7% 16% 15% -2% 40% 10% 8% -6% -5% 523% -12% 45% 17% -16% -45% 8% 10% 53% -25% 1% 7% 200% 95% 17% 412% 0% 185% -16% -8% -6% 139% -12% 11% 30%

5% 7% 11% 6% 1% 11% 6% 8% 15% 2% 6% 7% 11% 21% 5% 8% 10% 8% 7% 11% 17% 2% 5% 3% 0% 4% 8% 102% 7% 22% 4% 14% 8% 11%

4% 6% 13% 5% 2% 13% 7% 6% 17% 8% 7% 7% 14% 23% 6% 8% 12% 11% 7% 11% 19% 8% 6% 3% 1% 5% 18% 78% 10% 26% 8% 13% 9% 13%

403.43

394.06

207.99

229.45

21.46

10%

12.7

13.66

0.96

51.6 155.34 157.91 170.91 192.03 1039.99

99.22 189.45 171.02 199.34 263.74 1088.1

32.56 87.74 95.63 119.41 49.58 704.71

63.49 105.04 103.15 141.12 105.65 721.04

30.93 17.3 7.52 21.71 56.07 16.33

95% 20% 8% 18% 113% 2%

15.16 16.75 21.81 21.19 2.51 30.38

14.06 19.01 19.49 19.84 5.02 24.75

-1.1 2.26 -2.32 -1.35 2.51 -5.63

-7% 13% -11% -6% 100% -19%

9% 10% 5% 13% 4% 17%

9% 10% 3% 13% 7% 17%

industry 2.0

- technology management for decision-makers | september 30, 2009

TOP 500 RANK 2009 2008 193 297 194 195 198 196 345 197 282 198 324 199 200 201 217 202 203 293 204 487 205 22 206 207 208 177 209 300 210 211 212 161 213 28 214 200 215 216 217 179 218

137

219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 234 235 236 237 238 239 240 241 242 243 244 245 246 247 248 249

287 235 272 84 230 312 201 328 234 313 204 210 323 172 488 169 349 283 296

Company Rashtriya Chemicals & Fertilizers Ltd. Koutons Retail India Ltd. Automotive Axles Ltd. I F B Industries Ltd. Anik Industries Ltd. Greenply Industries Ltd. K C P Ltd. Sathavahana Ispat Ltd. Bata India Ltd. Andhra Cements Ltd. Ceat Ltd. Hatsun Agro Products Ltd. Voltas Ltd. S E L Manufacturing Co. Ltd. Oil Country Tubular Ltd. Man Industries (India) Ltd. Welspun Power & Steel Ltd. Tata Cummins Ltd. Sharp Menthol India Ltd. Alok Industries Ltd. Praj Industries Ltd. Balmer Lawrie & Co. Ltd. Kalpena Industries Ltd. Opto Circuits (India) Ltd. Intas Pharmaceuticals Ltd. Deepak Fertilisers & Petrochemicals Corpn. Ltd. Godrej Consumer Products Ltd. Abbott India Ltd. Glaxosmithkline Pharmaceuticals Ltd. Bharat Bijlee Ltd. Venky’S (India) Ltd. M S P Steel & Power Ltd. Honeywell Automation India Ltd. Elgi Equipments Ltd. Claris Lifesciences Ltd. J K Tyre & Inds. Ltd. E I Dupont India Pvt. Ltd. Kansai Nerolac Paints Ltd. Shri Lakshmi Cotsyn Ltd. Foods, Fats & Fertilisers Ltd. Savita Oil Technologies Ltd. B A S F India Ltd. Electrotherm (India) Ltd. Panchmahal Steel Ltd. Nuziveedu Seeds Ltd. Banco Products (India) Ltd. Berger Paints India Ltd. Excel Crop Care Ltd. Chambal Fertilisers & Chemicals Ltd. Bharati Shipyard Ltd. Powerica Ltd. Aarti Industries Ltd. T R F Ltd. Desai Brothers Ltd. Mangalore Chemicals & Fertilizers Ltd. Elder Pharmaceuticals Ltd. Lloyd Electric & Engineering Ltd.

Industrial Activity Urea Apparels (Readymade garment) Axle shafts Washing machines Dairy products Plywood Cement Pig iron Leather shoes Cement Tyres Milk Diversified Cloth (Fabrics) Seamless tubes & pipes Tubes & pipes Sponge iron Other engines Essential oils Cloth (Fabrics) Brewery machinery Diversified Other articles of plastics, nec Medical equipment Drug formulations Chemicals Soap Drug formulations Drug formulations Transformers Poultry Sponge iron Process control equipment Compressors Drug formulations Tyres Pesticides Industrial paints Man-made fabrics Vegetable oils Lube oils & lubricants Leather auxilliaries Semi-finished Steel Flat products Agriseed Automobile engine parts Decorative paints Pesticides Urea Ships, boats, etc. Generating sets with diesel engines Para nitrochlorobenzene Material handling equipment Bidis Urea Drug formulations Accessories of air conditioners & refrigerators

Net Sales 2006-07 2007-08 3544.22 5205.11 401.17 790.5 461.76 617.32 327.07 426.27 475.22 750.91 372.93 526.41 252.26 344.87 249.26 356.54 762.45 863.29 99.56 442.25 2138.48 2335.32 589.16 867.24 2521.94 3077.3 201.64 392.32 264.08 340.35 1122.92 1447.3 230.91 321.85 1316.03 1520.98 390.3 677.4 1944.08 2443.4 615.71 738.64 1284.33 1461.6 306.64 454.23 203.95 340.17 772.92 990.58

Change in Sales Rs. Crore Percentage 1660.89 47% 389.33 97% 155.56 34% 99.2 30% 275.69 58% 153.48 41% 92.61 37% 107.28 43% 100.84 13% 342.69 344% 196.84 9% 278.08 47% 555.36 22% 190.68 95% 76.27 29% 324.38 29% 90.94 39% 204.95 16% 287.1 74% 499.32 26% 122.93 20% 177.27 14% 147.59 48% 136.22 67% 217.66 28%

850.16

1076.92

226.76

27%

753.76 519.45 1612.22 474.82 412.19 210.73 643.85 379.73 381.24 2632.63 991.22 1308.68 362.36 307.02 827.56 772.44 726.65 429.47 381.47 265.71 1164.86 411.91 2605.6 456.6 644.22 704.8 337.85 411.12 1373.31 448.44 496.19

892.06 604.72 1680.66 565.25 525.08 361.08 866.88 454.23 564.4 2829.57 1071.53 1428.18 606.43 461.53 937.53 916.27 1328.89 512.96 507.71 305.03 1347.26 519.13 2791.35 482.95 819.44 887.58 364.74 467.49 1662.2 550.96 669.71

138.3 85.27 68.44 90.43 112.89 150.35 223.03 74.5 183.16 196.94 80.31 119.5 244.07 154.51 109.97 143.83 602.24 83.49 126.24 39.32 182.4 107.22 185.75 26.35 175.22 182.78 26.89 56.37 288.89 102.52 173.52

18% 16% 4% 19% 27% 71% 35% 20% 48% 7% 8% 9% 67% 50% 13% 19% 83% 19% 33% 15% 16% 26% 7% 6% 27% 26% 8% 14% 21% 23% 35%

september 30, 2009 | industry 2.0

- technology management for decision-makers

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PBIT (Rs. Crore) 2006-07 2007-08 279.36 297.04 64.16 138.6 70.37 89.41 7.6 24.69 27.34 52.81 33.31 65.67 76.9 101.25 28.39 74.03 32.11 52.81 -31.38 84.06 112.64 174.65 17.72 37.99 216.46 282.42 35.42 69.66 27.87 52.71 108.43 133.53 23.43 71.54 158.7 179.08 17.37 36.69 407.8 661.91 110.76 174.98 106.49 124.93 18.03 32.68 77.73 126.8 84.22 115.02

PAT (Rs. Crore) 2006-07 2007-08 134.44 140.66 34.64 69.26 42.68 53.62 6.57 23.57 11.53 23.72 14.94 33.27 47.42 63.51 14.25 36.14 17.02 42.28 -59.95 69.69 30.22 68.4 6.52 17.76 166.69 177.29 23.81 46.09 15.76 28.91 55.29 71.21 4.34 34.42 106.64 119.19 4.22 14.52 160.73 196.85 86.67 154.11 66.88 78.48 9.87 21.04 72.78 107.77 61.59 80.47

Change in PAT Rs. Crore Percentage 6.22 5% 34.62 100% 10.94 26% 17 259% 12.19 106% 18.33 123% 16.09 34% 21.89 154% 25.26 148% 129.64 -216% 38.18 126% 11.24 172% 10.6 6% 22.28 94% 13.15 83% 15.92 29% 30.08 693% 12.55 12% 10.3 244% 36.12 22% 67.44 78% 11.6 17% 11.17 113% 34.99 48% 18.88 31%

ROCE 2006-07 2007-08 8.64 8.46 27.27 20.96 30.37 31.09 6.28 28.18 6.81 13 7.65 13.88 27.22 28.85 6.69 14.16 9.1 21.14 238.37 58.67 5.2 10.63 5.96 14.05 48.16 36.59 13.67 14.3 23.61 38.36 13.86 13.6 3.93 12.58 44.15 40.86 4.43 12.88 4.99 3.78 85.31 61.76 25.12 25.82 11.45 20.26 46.26 37.51 20.46 18.12

Change in ROCE Rs. Crore Percentage -0.18 -2% -6.31 -23% 0.72 2% 21.9 349% 6.19 91% 6.23 81% 1.63 6% 7.47 112% 12.04 132% -179.7 -75% 5.43 104% 8.09 136% -11.57 -24% 0.63 5% 14.75 62% -0.26 -2% 8.65 220% -3.29 -7% 8.45 191% -1.21 -24% -23.55 -28% 0.7 3% 8.81 77% -8.75 -19% -2.34 -11%

PAT/Net Sales 2006-07 2007-08 4% 3% 9% 9% 9% 9% 2% 6% 2% 3% 4% 6% 19% 18% 6% 10% 2% 5% -60% 16% 1% 3% 1% 2% 7% 6% 12% 12% 6% 8% 5% 5% 2% 11% 8% 8% 1% 2% 8% 8% 14% 21% 5% 5% 3% 5% 36% 32% 8% 8%

144.19

176.75

93.38

102.37

8.99

10%

11.42

11.07

-0.35

-3%

11%

10%

140.36 86.21 548.6 87.33 24.71 33.65 77.85 34.8 86.87 100.7 46.81 157.33 26.24 23.75 62.01 78.63 84.7 46.38 132.57 33.5 112.22 31.56 295.4 119.21 106.13 58 32.14 59.92 58.7 76.73 56.57

180.27 100.13 580.55 113.69 50.75 61.9 89.4 53.55 127.07 192.2 85.45 171.22 72.12 38.35 87.66 93.91 173.68 44.84 174.29 54.23 131.13 45.55 326.15 170.67 127.63 90.83 58.94 78.85 72.1 102.06 72.23

115.8 58.64 353.73 54.02 11.74 20.12 58.29 23.35 61.99 16.42 23.14 103.07 15.84 7.09 45.7 49.11 43.19 29.67 77.35 24.89 82.94 10.91 136.8 71.92 83.69 21.14 19.16 37.52 27.85 52.83 42.97

148.21 66.68 369.97 72.66 26.74 34.25 64.72 37.49 76.11 59.54 46.26 119.21 36.32 17.22 60.33 59 62.18 41.28 91.04 42.8 91.65 22.69 170.02 106.47 104.07 36.59 38.93 50.58 36.03 68.4 52.72

32.41 8.04 16.24 18.64 15 14.13 6.43 14.14 14.12 43.12 23.12 16.14 20.48 10.13 14.63 9.89 18.99 11.61 13.69 17.91 8.71 11.78 33.22 34.55 20.38 15.45 19.77 13.06 8.18 15.57 9.75

28% 14% 5% 35% 128% 70% 11% 61% 23% 263% 100% 16% 129% 143% 32% 20% 44% 39% 18% 72% 11% 108% 24% 48% 24% 73% 103% 35% 29% 29% 23%

80.86 25.2 32.85 46.92 8.41 13.28 32.7 18.4 21.59 1.78 10.92 18.4 8.59 7.42 20.23 16.93 12.32 20.48 12.77 24.56 30.75 10.66 6.49 10.45 52.44 5.71 37.32 26.03 8.32 14.62 14.32

61.51 27.83 28.83 45.71 17.38 15.4 29.57 25.48 18.06 6.63 18.94 18.26 9.24 15.67 22.34 18.35 9.48 24.46 12.17 33.85 28.41 20.05 6.76 13.81 32.3 8.64 52.06 30.01 10.79 14.51 13.97

-19.35 2.63 -4.02 -1.21 8.97 2.12 -3.13 7.08 -3.53 4.85 8.02 -0.14 0.65 8.25 2.11 1.42 -2.84 3.98 -0.6 9.29 -2.34 9.39 0.27 3.36 -20.14 2.93 14.74 3.98 2.47 -0.11 -0.35

-24% 10% -12% -3% 107% 16% -10% 38% -16% 272% 73% -1% 8% 111% 10% 8% -23% 19% -5% 38% -8% 88% 4% 32% -38% 51% 39% 15% 30% -1% -2%

15% 11% 22% 11% 3% 10% 9% 6% 16% 1% 2% 8% 4% 2% 6% 6% 6% 7% 20% 9% 7% 3% 5% 16% 13% 3% 6% 9% 2% 12% 9%

17% 11% 22% 13% 5% 9% 7% 8% 13% 2% 4% 8% 6% 4% 6% 6% 5% 8% 18% 14% 7% 4% 6% 22% 13% 4% 11% 11% 2% 12% 8%

industry 2.0

- technology management for decision-makers | september 30, 2009

TOP 500 RANK 2009 2008 250 251 258 252 288 253 365 254 255

256 257 258 259

197 130 167 166

260

261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285

394 438 186 311 123 387 310 419 247 496 119 460 341 440 -

286

364

287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304

438 23 191 354 100 449 476 65 295 433 318 202 278 63

Company Inductotherm (India) Pvt. Ltd. Astrazeneca Pharma India Ltd. Cosmo Films Ltd. Nirma Ltd. Sudhir Gensets Ltd. Carrier Airconditioning & Refrigeration Ltd. Nitco Ltd. Finolex Industries Ltd. Uttam Galva Steels Ltd. Biocon Ltd. Gujarat Narmada Valley Fertilizers Co. Ltd. Uflex Ltd. Ind-Swift Laboratories Ltd. R R Kabel Ltd. Jamna Auto Inds. Ltd. Emami Ltd. N K Proteins Ltd. Chandan Steel Ltd. Kaytee Switchgear Ltd. [Merged] Godrej Industries Ltd. O C L India Ltd. V V F Ltd. Tamil Nadu Newsprint & Papers Ltd. Goodyear India Ltd. Paras Pharmaceuticals Ltd. Atlas Copco (India) Ltd. Asian Star Co. Ltd. Compuage Infocom Ltd. Indian Steel Corpn. Ltd. Brakes India Ltd. Manugraph India Ltd. Hikal Ltd. Novartis India Ltd. Ugar Sugar Works Ltd. Visa Steel Ltd. Skipper Steels Ltd. Procter & Gamble Hygiene & Health Care Ltd. Ind-Swift Ltd. Hindalco Industries Ltd. Mideast Integrated Steels Ltd. Ramsarup Industries Ltd. Bharat Aluminium Co. Ltd. Jindal Photo Ltd. Elecon Engineering Co. Ltd. Kriti Industries (India) Ltd. D C W Ltd. United Breweries Ltd. Tinna Oils & Chemicals Ltd. Indian Oil Corpn. Ltd. Supreme Petrochem Ltd. Tide Water Oil Co. (India) Ltd. F A G Bearings India Ltd. Grindwell Norton Ltd. Time Technoplast Ltd. Mahindra & Mahindra Ltd.

Industrial Activity Industrial furnaces & ovens Drug formulations Biaxially oriented polypropylene (BOPP) film Synthetic detergents Generating sets with diesel engines Window/split airconditioners

Net Sales 2006-07 2007-08 261.18 308.57 274.2 311.05 533.41 586.16 2150.96 2200.14 620.1 779.82

Change in Sales Rs. Crore Percentage 47.39 18% 36.85 13% 52.75 10% 49.18 2% 159.72 26%

588.87

760.84

171.97

29%

Ceramic tiles Amino/phenolic resins & polyurethanes Flat products Bio-tech base drugs

415.95 1048.85 2590.78 866.82

578.31 1421.12 3185.74 897.79

162.36 372.27 594.96 30.97

39% 35% 23% 4%

Urea

2751.86

3379.01

627.15

23%

Plastic packaging goods Drugs, medicines & allied products Cables & other conductors Leaf springs (Automotive) Cosmetics & toilet preparations Cotton seed oil Semi-finished Steel Motors & generators Organic chemicals Cement Other fixed vegetable fats & oils nec Writing, printing paper Tyres Drug formulations Compressors Diamonds Computer peripherals Clad, plated or coated flat rolled products Suspension & braking parts Printing machinery Organic chemicals Drug formulations Sugar Pig iron Welded steel tubular poles

1239.03 346.32 320.8 278.58 499.82 944.96 281.1 330.88 759.5 786.42 810.96 897.18 832.89 300.42 739.2 1170.21 287.37 427.8 1418.65 379.23 238.42 586 174.43 548.77 120.51

1363.76 454.75 402.32 469.68 571.91 1349.42 414.98 404.08 818.48 762.68 1108.4 990.28 894.97 335.69 971.87 1326.31 588.08 716 1655.83 454.07 316.37 600.21 437.59 692.44 315.4

124.73 108.43 81.52 191.1 72.09 404.46 133.88 73.2 58.98 -23.74 297.44 93.1 62.08 35.27 232.67 156.1 300.71 288.2 237.18 74.84 77.95 14.21 263.16 143.67 194.89

10% 31% 25% 69% 14% 43% 48% 22% 8% -3% 37% 10% 7% 12% 31% 13% 105% 67% 17% 20% 33% 2% 151% 26% 162%

575.14

541.64

-33.5

-6%

377.52 18545.24 297.9 1275.46 4234.89 363.6 719.78 331.01 662.24 1039.32 380.94 221146.86 1429.16 359.67 546.32 380.6 352.42 10250.36

513.73 19624.79 597.05 1776.36 4246.05 361.28 829.03 474.02 750.77 1345.17 488.89 249640.63 1504.21 428.08 651.41 453.09 466.52 11587.19

136.21 1079.55 299.15 500.9 11.16 -2.32 109.25 143.01 88.53 305.85 107.95 28493.77 75.05 68.41 105.09 72.49 114.1 1336.83

36% 6% 100% 39% 0% -1% 15% 43% 13% 29% 28% 13% 5% 19% 19% 19% 32% 13%

Cosmetics & toilet preparations Drug formulations Aluminium, unwrought Pig iron Wires & ropes of iron & steel Aluminium, unwrought Photographic or cinematographic goods Material handling equipment Vegetable oils Poly vinyl chloride Beer Edible oils Petroleum products (Refineries) Polystyrene Lube oils & lubricants Ball or roller bearings Abrasive powder or grain on a base Reservoirs, tanks, etc. Utility Vehicles incl. jeeps

september 30, 2009 | industry 2.0

- technology management for decision-makers

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PBIT (Rs. Crore) 2006-07 2007-08 80.58 100.98 74.57 94.73 45.38 71.9 194.41 192.33 135.43 147.87

PAT (Rs. Crore) 2006-07 2007-08 49.54 64.81 48.36 60.84 24.26 42.7 110.3 162.27 118.93 132.36

Change in PAT Rs. Crore Percentage 15.27 31% 12.48 26% 18.44 76% 51.97 47% 13.43 11%

ROCE 2006-07 2007-08 60.27 60.93 35.97 40.42 10.02 17.59 4.54 6.05 56.09 28.75

Change in ROCE Rs. Crore Percentage 0.66 1% 4.45 12% 7.57 76% 1.51 33% -27.34 -49%

PAT/Net Sales 2006-07 2007-08 19% 21% 18% 20% 5% 7% 5% 7% 19% 17%

30.65

52.12

15.52

30.93

15.41

99%

13.95

15.38

1.43

10%

63.66 112.74 267.47 178.26

74.55 119.1 327.28 201.46

38.02 70.02 100.25 153.07

51.02 69.05 109.86 188.63

13 -0.97 9.61 35.56

34% -1% 10% 23%

11.57 10.15 8.08 16.06

11.23 9.9 7.04 15.27

-0.34 -0.25 -1.04 -0.79

-3% -2% -13% -5%

9% 7% 4% 18%

9% 5% 3% 21%

490.95

486.27

303.43

271.32

-32.11

-11%

21.55

15.78

-5.77

-27%

11%

87.5 49.79 18.24 19.71 78.6 2.36 22.91 13.88 100.25 146.04 82.02 141.54 56.19 56.95 114.73 79.31 7.12 18.42 165.76 75.57 51.47 130.65 13.08 51.38 7.62

140.6 69.93 36.68 50.27 109.66 7.85 34.24 31.76 139.65 212.48 113.28 187 67.18 63.32 126.19 87.79 14.01 43.56 185.9 100.18 73.18 148.78 43.67 96.72 22.73

22.72 20.62 8.09 6.32 66.27 1.21 10.25 3.21 61.54 71.51 25.66 85.23 30.41 34.64 69.11 27.7 1.96 1.08 100.28 48.68 34.5 80.21 1.38 18.73 2.82

61.33 36.69 20.58 17.04 92.04 3.99 15.19 19.2 98.75 111.34 34.49 102.11 38.18 45.18 71.68 38.79 4.27 9.4 102.28 63.12 43.51 93.5 9.91 37.48 9.44

38.61 16.07 12.49 10.72 25.77 2.78 4.94 15.99 37.21 39.83 8.83 16.88 7.77 10.54 2.57 11.09 2.31 8.32 2 14.44 9.01 13.29 8.53 18.75 6.62

170% 78% 154% 170% 39% 230% 48% 498% 60% 56% 34% 20% 26% 30% 4% 40% 118% 770% 2% 30% 26% 17% 618% 100% 235%

1.92 5.75 11.72 8.04 37.16 3.16 14.54 2.53 10.08 12.49 5.56 9.31 17.23 22.79 23.4 9.63 5.08 0.45 20.48 24.72 10.94 21.83 0.8 3.09 12.71

4.1 8.5 21.07 11.66 32.68 8.66 20.87 15.49 10.56 14 6.09 9.52 24.26 27.84 18.56 12.16 10.62 3.62 17.39 23.02 12.45 22.21 4.96 4.17 17.32

2.18 2.75 9.35 3.62 -4.48 5.5 6.33 12.96 0.48 1.51 0.53 0.21 7.03 5.05 -4.84 2.53 5.54 3.17 -3.09 -1.7 1.51 0.38 4.16 1.08 4.61

114% 48% 80% 45% -12% 174% 44% 512% 5% 12% 10% 2% 41% 22% -21% 26% 109% 704% -15% -7% 14% 2% 520% 35% 36%

2% 6% 3% 2% 13% 0% 4% 1% 8% 9% 3% 9% 4% 12% 9% 2% 1% 0% 7% 13% 14% 14% 1% 3% 2%

4% 8% 5% 4% 16% 0% 4% 5% 12% 15% 3% 10% 4% 13% 7% 3% 1% 1% 6% 14% 14% 16% 2% 5% 3%

142.82

145.6

88.88

100.63

11.75

13%

35.67

35.69

0.02

15%

19%

45.94 3808.88 20.69 99.99 1122.9 38.09 101 11.51 32.6 121.5 8.51 11787.91 47.86 16.44 110.76 68.15 56.63 1430.28

67.87 3527.9 56.11 186.79 941.82 57.36 123.95 23.26 62.51 132.08 21.94 11228.69 69.58 32.65 124.59 80.92 75.27 1207.69

20.5 2572.31 2.01 43.56 768.35 30.28 52.14 2.61 10.74 55.21 2.41 7372.52 13.8 8.94 74.83 45.51 39.21 1060.38

30.5 2227.6 11.58 63.19 765.83 46.91 65.05 7.48 33.63 60.4 9.68 6602.21 31.3 19.16 79.14 54.88 49.94 816.7

10 -344.71 9.57 19.63 -2.52 16.63 12.91 4.87 22.89 5.19 7.27 -770.31 17.5 10.22 4.31 9.37 10.73 -243.68

49% -13% 476% 45% 0% 55% 25% 187% 213% 9% 302% -10% 127% 114% 6% 21% 27% -23%

8.2 15.42 0.3 21.97 27.18 25.68 24.17 5.01 2.66 8.52 3.63 13.69 4.34 8.94 35.28 24.86 15.72 24.08

9.49 10.43 1.42 10.91 23.57 30.46 21.32 12.97 5.96 7.23 13.6 10.93 9.77 16.84 28.22 23.19 13.73 13.75

1.29 -4.99 1.12 -11.06 -3.61 4.78 -2.85 7.96 3.3 -1.29 9.97 -2.76 5.43 7.9 -7.06 -1.67 -1.99 -10.33

16% -32% 373% -50% -13% 19% -12% 159% 124% -15% 275% -20% 125% 88% -20% -7% -13% -43%

5% 14% 1% 3% 18% 8% 7% 1% 2% 5% 1% 3% 1% 2% 14% 12% 11% 10%

6% 11% 2% 4% 18% 13% 8% 2% 4% 4% 2% 3% 2% 4% 12% 12% 11% 7%

industry 2.0

- technology management for decision-makers | september 30, 2009

TOP 500 RANK 2009 2008 305 193 306 34 307 136 308 89 309 371 310 368 311 312 340 313 33 314 126 315 316 342 317 462 318 319 320 289 321 237 322 468 323

324 325 326 327 328 329 330 331 332 333 334 335 336 337 338 339 340 341 342 343 344 345 346 347 348 349

372 308 209 329 259 467 26 331 362 426 301 285 280 481 47

350

351 352 353 354 355 356 357 358 359 360

336 181 360 1

Company

Industrial Activity

Tata Ryerson Ltd. Honda Siel Cars India Ltd. Motherson Sumi Systems Ltd. Adhunik Metaliks Ltd. Gitanjali Exports Corporation Ltd. X L Telecom & Energy Ltd. Gillanders Arbuthnot & Co. Ltd. V I P Industries Ltd. Century Textiles & Inds. Ltd. B E M L Ltd. Responsive Industries Ltd. Ineos A B S (India) Ltd. Tulsyan N E C Ltd. Mafatlal Industries Ltd. Electronics Corporation Of India Ltd. Kei Industries Ltd. Ingersoll-Rand (India) Ltd. Sunflag Iron & Steel Co. Ltd.

Semi-finished Steel Passenger cars Wiring harness & parts Iron & steel Diamonds Cordless phone Diversified Moulded luggage Cement Earth moving machinery Floor coverings of plastics Acrylonitrile butadiene styrene Finished Steel (Non-Alloy Steel) Cloth (Fabrics) VHF radio systems Cables & other conductors Compressors Other alloy steels, nec Sulphonated & nitrated derivatives of Bodal Chemicals Ltd. hydrocarbons Spicer India Ltd. Axle shafts F D C Ltd. Drug formulations Wockhardt Ltd. Drug formulations Jai Balaji Inds. Ltd. Semi-finished Steel S P S Steel & Power Ltd. Semi-finished Steel Tata Refractories Ltd. Other refractories Temptation Foods Ltd. Vegetable / fruit products Arch Pharmalabs Ltd. Drugs, medicines & allied products Aarti Steels Ltd. Bars & rods Monsanto India Ltd. Pesticides Numaligarh Refinery Ltd. Petroleum products (Refineries) Esab India Ltd. Welding electrodes / sticks / wires / fluxes Garden Silk Mills Ltd. Polyester filament yarn (PFY) Jay Bharat Maruti Ltd. Other Automobile ancillaries, nec B C L Industries & Infrastructures Ltd. Edible oils Century Enka Ltd. Polyester filament yarn (PFY) U S V Ltd. Drug formulations National Steel & Agro Inds. Ltd. Clad, plated or coated flat rolled products Hindustan Paper Corpn. Ltd. Writing, printing paper Nagarjuna Agrichem Ltd. Monocrotophos Apar Industries Ltd. Diversified Legrand (India) Pvt. Ltd. Automatic circuit breakers Classic Diamonds (India) Ltd. Diamonds S A L Steel Ltd. Sponge iron Jai Corp Ltd. Clad, plated or coated flat rolled products Maharashtra Seamless Ltd. Seamless tubes & pipes Heavy structurals (Bridges & bridge sect, Kalpataru Power Transmission Ltd. towers, I Yokogawa India Ltd. Process control equipment Modern Dairies Ltd. Skimmed milk powder Jindal Industries Ltd. Tubes & pipes Bilcare Ltd. Sheets, films, etc. of plastic, not reinforced Frigerio Conserva Allana Ltd. Meat preparations Vimal Oil & Foods Ltd. Cotton seed oil Tata Toyo Radiator Ltd. Radiators Khazana Jewellery (Madras) Pvt. Ltd. Jewellery of gold Johnson & Johnson Ltd. Diversified Hindustan Zinc Ltd. Zinc

Net Sales 2006-07 2007-08 1034.54 1280.81 3902.63 3957.55 1100.54 1328.08 790.21 1050.04 844.62 959.56 399.07 525.19 262.3 395.72 429.78 554.09 3232.04 3545.61 2459.09 2586.68 222.57 373.82 493.72 560.65 430.25 532.72 157.09 404.42 921.14 960.01 601.28 877.81 622.21 542.7 799.36 957.53

Change in Sales Rs. Crore Percentage 246.27 24% 54.92 1% 227.54 21% 259.83 33% 114.94 14% 126.12 32% 133.42 51% 124.31 29% 313.57 10% 127.59 5% 151.25 68% 66.93 14% 102.47 24% 247.33 157% 38.87 4% 276.53 46% -79.51 -13% 158.17 20%

257.57

415.08

157.51

61%

577.18 432.28 1184.15 1057.44 727.17 459.44 39.28 362.99 596.35 323.05 6988.47 292.04 963.88 519.76 205.89 983.38 653.55 1843.41 769.65 354.86 1448.44 239.67 663.69 266.25 344.21 1410.85

638.83 502.51 1292.01 1322.62 1061.7 528.08 329.24 514.65 710.31 381.42 7868.27 346.11 1405.1 657.39 404.93 1190.76 712.38 2158.34 812.16 413.44 1688.98 322.31 716.21 377.31 434.93 1529.48

61.65 70.23 107.86 265.18 334.53 68.64 289.96 151.66 113.96 58.37 879.8 54.07 441.22 137.63 199.04 207.38 58.83 314.93 42.51 58.58 240.54 82.64 52.52 111.06 90.72 118.63

11% 16% 9% 25% 46% 15% 738% 42% 19% 18% 13% 19% 46% 26% 97% 21% 9% 17% 6% 17% 17% 34% 8% 42% 26% 8%

1500.79

1696.98

196.19

13%

316.67 173.19 474.47 340.28 617.81 492.48 308.83 438.27 1513.88 8726.76

368.71 412.89 610.75 421.98 826.95 637.24 331.21 767.64 1703.51 8509.18

52.04 239.7 136.28 81.7 209.14 144.76 22.38 329.37 189.63 -217.58

16% 138% 29% 24% 34% 29% 7% 75% 13% -2%

september 30, 2009 | industry 2.0

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PBIT (Rs. Crore) 2006-07 2007-08 61.92 74.68 376.08 379.91 149.47 146.74 111.61 146.46 37.84 44.02 19.34 32 13.77 31.72 29.66 37.18 498.77 507.69 314.64 349.3 29.29 42 41.09 53.38 17.89 35.6 -31.3 55.03 183.61 207.75 78.38 100.25 75.31 98.15 60.63 74.23

PAT (Rs. Crore) 2006-07 2007-08 34.92 39.13 244.33 254.13 107.71 100.72 75.73 78.84 17.6 24.79 10.04 20.27 5.3 13.99 13.01 18.84 334.71 300.05 197.92 203.85 22.41 33.27 26.29 34.16 6.05 13.76 -70.21 25.51 114.51 121.41 40.29 43.82 46.12 70.79 37.05 43.62

Change in PAT Rs. Crore Percentage 4.21 12% 9.8 4% -6.99 -6% 3.11 4% 7.19 41% 10.23 102% 8.69 164% 5.83 45% -34.66 -10% 5.93 3% 10.86 48% 7.87 30% 7.71 127% 95.72 -136% 6.9 6% 3.53 9% 24.67 53% 6.57 18%

ROCE 2006-07 2007-08 17.87 16.06 30.8 24.61 20.22 15.61 15.9 10.25 11.3 14.18 15.45 15.9 3.16 6.54 10.22 12.49 25.29 16.13 21.19 15.07 25.79 19.8 14.73 16.79 6.06 11.53 464.35 23.1 27.96 23.91 16.33 11.77 10.68 12.35 8.55 8.41

Change in ROCE Rs. Crore Percentage -1.81 -10% -6.19 -20% -4.61 -23% -5.65 -36% 2.88 25% 0.45 3% 3.38 107% 2.27 22% -9.16 -36% -6.12 -29% -5.99 -23% 2.06 14% 5.47 90% -441.25 -95% -4.05 -14% -4.56 -28% 1.67 16% -0.14 -2%

PAT/Net Sales 2006-07 2007-08 3% 3% 6% 6% 10% 8% 10% 8% 2% 3% 3% 4% 2% 4% 3% 3% 10% 8% 8% 8% 10% 9% 5% 6% 1% 3% -45% 6% 12% 13% 7% 5% 7% 13% 5% 5%

15.78

34.54

11.16

17.39

6.23

56%

25.91

24.23

-1.68

-6%

51.27 79.2 323.61 127.07 53.72 36.86 6.05 58.44 53.74 63.13 680.93 62.24 81.08 20.95 2.51 35.79 160.11 54.29 129.49 42.68 101.14 38.21 57.62 26.66 82.68 355.01

60.86 78.49 309.96 208.9 89.66 47.34 27.53 82.49 87.18 78.76 427.7 79.03 104.49 28.77 6.7 55.13 163.89 69.56 134.37 53.75 108.18 43.39 59.92 52.37 138.54 303.62

45.1 61.34 254 59.98 20.84 16.39 6.02 23.81 26.92 54.28 646.07 39.67 21.84 11.78 0.55 1.82 140 22.61 85.38 21.2 43.79 22.85 22.37 0.86 67.42 233.85

49.58 65.12 213.88 76.63 28.9 26.29 23.81 33.61 32.07 52.55 364.17 51.5 22.43 15.77 2.26 10.76 139.18 25.26 89.14 25.19 43.56 27.55 31.39 10.76 120.47 195.24

4.48 3.78 -40.12 16.65 8.06 9.9 17.79 9.8 5.15 -1.73 -281.9 11.83 0.59 3.99 1.71 8.94 -0.82 2.65 3.76 3.99 -0.23 4.7 9.02 9.9 53.05 -38.61

10% 6% -16% 28% 39% 60% 296% 41% 19% -3% -44% 30% 3% 34% 311% 491% -1% 12% 4% 19% -1% 21% 40% 1151% 79% -17%

35.35 19.64 15.49 14.53 8.28 6.73 45.99 9.58 6.78 15.46 29.73 64.89 2.55 11.58 3.22 0.25 22.4 6.64 9.92 14.22 17.74 20.35 10.71 0.26 19.34 24.46

33.94 18.07 12.94 7.44 6.56 10.38 24.06 8.49 8.18 16.39 16.03 57.04 2.49 13.21 9.44 1.44 18.48 6.98 10.05 17.28 15.65 19.35 13.36 3.17 7.89 17.64

-1.41 -1.57 -2.55 -7.09 -1.72 3.65 -21.93 -1.09 1.4 0.93 -13.7 -7.85 -0.06 1.63 6.22 1.19 -3.92 0.34 0.13 3.06 -2.09 -1 2.65 2.91 -11.45 -6.82

-4% -8% -16% -49% -21% 54% -48% -11% 21% 6% -46% -12% -2% 14% 193% 476% -18% 5% 1% 22% -12% -5% 25% 1119% -59% -28%

8% 14% 21% 6% 3% 4% 15% 7% 5% 17% 9% 14% 2% 2% 0% 0% 21% 1% 11% 6% 3% 10% 3% 0% 20% 17%

8% 13% 17% 6% 3% 5% 7% 7% 5% 14% 5% 15% 2% 2% 1% 1% 20% 1% 11% 6% 3% 9% 4% 3% 28% 13%

241.49

234.79

156.38

143.47

-12.91

-8%

31.41

18.31

-13.1

-42%

10%

30.94 6.08 30.69 97.9 73.73 9.94 21.4 25.27 194.17 6470.77

33.89 22.23 38.83 113.03 68.98 14.69 39.67 43.54 170.54 5859.02

19.83 2.51 16.7 58.68 48.32 3.48 12.05 10.93 112.84 4409.78

22.99 5.68 21.68 61.75 44.11 5.63 21.8 17.14 101.52 4167.01

3.16 3.17 4.98 3.07 -4.21 2.15 9.75 6.21 -11.32 -242.77

16% 126% 30% 5% -9% 62% 81% 57% -10% -6%

22.32 3.28 26.23 11.46 15.04 14.84 21.39 16.36 61.57 75.93

24.69 5.43 23.44 10.17 12.16 17.03 26.68 12.18 34.67 42.79

2.37 2.15 -2.79 -1.29 -2.88 2.19 5.29 -4.18 -26.9 -33.14

11% 66% -11% -11% -19% 15% 25% -26% -44% -44%

6% 1% 4% 17% 8% 1% 4% 2% 7% 51%

6% 1% 4% 15% 5% 1% 7% 2% 6% 49%

industry 2.0

- technology management for decision-makers | september 30, 2009

TOP 500 RANK 2009 2008 361 54 362 363 364 365 3 366 325 367 239 368 369 213 370 371 372 244 373 376 374 317 375 377 376 377 379 378 379 380 199 381 423 382 227 383 384 274 385 386 40 387 373 388 447 389 390 391 392 215 393 394 395 60 396 397 358 398 399 184 400 469 401 402 403 404 374 405 284 406 18 407 403 408 409 410 411 260 412 413 241 414 211 415 416 442 417 243 418 -

Company

Industrial Activity

Bharat Petroleum Corpn. Ltd. Shalimar Paints Ltd. Vikash Metal & Power Ltd. Asia Motor Works Ltd. Hindustan Copper Ltd. Supreme Industries Ltd. Eicher Motors Ltd. Oswal Woollen Mills Ltd. Aditya Birla Nuvo Ltd. Jaksons Ltd. T T K Prestige Ltd. K R B L Ltd. K S L & Industries Ltd. Jyothy Laboratories Ltd. Lanco Industries Ltd. Godavari Sugar Mills Ltd. Murli Industries Ltd. Vardhman Industries Ltd. Tinna Agro Inds. Ltd. Galaxy Surfactants Ltd. Arvind Ltd. Wyeth Ltd. Swaraj Mazda Ltd. South Asian Petrochem Ltd. Transformers & Rectifiers (India) Ltd. United Spirits Ltd. Vesuvius India Ltd. Zenith Birla (India) Ltd. Mahamaya Steel Inds. Ltd. Olam Exports (India) Ltd. Bilpower Ltd. West Coast Paper Mills Ltd. V S T Industries Ltd. Abhishek Industries Ltd. Hindustan Petroleum Corpn. Ltd. Radico Khaitan Ltd. Wheels India Ltd. Kajaria Ceramics Ltd. Kirloskar Pneumatic Co. Ltd. Manaksia Ltd. Indagro Foods Ltd. Xerox India Ltd. Tata Coffee Ltd. Fedders Lloyd Corpn. Ltd. Kirloskar Ferrous Inds. Ltd. National Aluminium Co. Ltd. Clariant Chemicals (India) Ltd. S S A International Ltd. Provogue (India) Ltd. Jaybharat Textiles & Real Estate Ltd. Allanasons Ltd. J S L Ltd. Sandvik Asia Ltd. Kirloskar Electric Co. Ltd. Varun Beverages Ltd. Ion Exchange (India) Ltd. Kirloskar Oil Engines Ltd. Indofil Organic Inds. Ltd.

Petroleum products (Refineries) Decorative paints Sponge iron Heavy commercial vehicles Copper Plastic Products Motorcycles Wool & woollen textiles Diversified Generating sets with diesel engines Cookers Rice Cloth (Fabrics) Other washing preparations Spun pipes Sugar Soyabean oil Cold rolled coils, strips, sheets Edible oils Organic surface-active agents other than soap Cloth (Fabrics) Drug formulations Light commercial vehicles Polyethylene terephthalate (PET) Transformers Ethyl alcohol (strength less than 80%) - (potable a Other refractories Tubes & pipes Structures Cashew nuts Stampings & laminations Paper Cigarettes Cotton yarn Petroleum products (Refineries) Indian made foreign liquors Wheels for automobiles Ceramic tiles Compressors Crown caps Vegetables, frozen Electronic paper copiers Coffee Air conditioning machines / systems Pig iron Aluminium, unwrought Dyes Rice Apparels (Readymade garment) Sarees Meat preparations Flat products Machine tools for drilling, boring, milling, etc. Motors & generators Soft drinks Water treatment plants Internal combustion engines Pesticides

Net Sales 2006-07 2007-08 97000.43 111223.9 257.72 301.66 169.63 335.13 98.22 540.2 1573.97 1657.44 995.06 1169.45 1981.67 2233.25 322.13 445.03 3466.27 3942.01 444.92 524.23 280.71 326.74 916.62 1002.75 517.1 648.25 343.2 365.38 370.89 467.15 470.95 577.5 520.32 649.67 282.77 330.17 240.79 316.47 322.88 386.51 1870.16 2327.56 299.12 344.88 603.46 669.54 1026.04 1042.5 218.25 306.2 2992.15 3134.19 271.09 321.36 378.93 479.97 239.58 314.86 933.29 1269.39 223.27 308.48 557.58 589.18 322.11 345.7 835.14 1085.38 90054.96 106209.52 571.03 793.71 1005.36 1143.73 411.36 503.69 354.32 400.26 645.4 741.35 270.84 427.07 498.4 559.18 267.97 325.88 278.29 348.21 529.02 736.18 6187.58 5394.61 692.9 869.7 292.62 381.79 235.82 338.22 249.74 424.29 2523.02 3011.07 4967.79 5255.21 1010.73 1224.4 592.7 729.13 323.11 367.18 408.97 479.7 1983.48 2212.66 204.68 420.09

Change in Sales Rs. Crore Percentage 14223.47 15% 43.94 17% 165.5 98% 441.98 450% 83.47 5% 174.39 18% 251.58 13% 122.9 38% 475.74 14% 79.31 18% 46.03 16% 86.13 9% 131.15 25% 22.18 6% 96.26 26% 106.55 23% 129.35 25% 47.4 17% 75.68 31% 63.63 20% 457.4 24% 45.76 15% 66.08 11% 16.46 2% 87.95 40% 142.04 5% 50.27 19% 101.04 27% 75.28 31% 336.1 36% 85.21 38% 31.6 6% 23.59 7% 250.24 30% 16154.56 18% 222.68 39% 138.37 14% 92.33 22% 45.94 13% 95.95 15% 156.23 58% 60.78 12% 57.91 22% 69.92 25% 207.16 39% -792.97 -13% 176.8 26% 89.17 30% 102.4 43% 174.55 70% 488.05 19% 287.42 6% 213.67 21% 136.43 23% 44.07 14% 70.73 17% 229.18 12% 215.41 105%

september 30, 2009 | industry 2.0

- technology management for decision-makers

www.industry20.com

PBIT (Rs. Crore) 2006-07 2007-08 3415.67 3064.17 13.47 20.84 15.2 26.72 4.4 13.84 360.84 316.05 74.17 95.81 99.98 95.83 30.05 48.79 482.25 458.3 28.78 34.87 23.47 27.14 102.22 128.07 68.59 80.9 51.48 56.5 36.72 62.56 32.09 36.55 57.66 86.28 8.17 19.92 4.28 10.64 38.99 43.76 176.76 178.27 110.04 117.78 31.96 48.89 82.76 102.28 31.23 56.61 675.5 600.6 42.36 51.82 28.22 42.79 11.01 15.11 30.93 46.96 27.24 36.42 79.71 93.98 84.48 86.07 104.44 119.43 2509.04 2058.07 72.92 85.17 57.25 81.01 34.1 60.46 35.91 37.34 71.58 80.72 34.92 34.7 9.97 22.11 38.14 50.11 16.64 26.92 73.2 69.18 3679.96 2553.27 53.32 49.53 11.52 18.83 27.91 46.5 41.55 50.41 26.73 24.47 717.21 621.52 151.74 97.29 21.47 25.42 30.63 41.92 17.73 22.64 224.74 209.22 16.32 30.72

PAT (Rs. Crore) 2006-07 2007-08 1927.65 1455.88 4.75 9.63 7.61 12.38 0.03 1.13 308.11 232 39.38 39.19 58.51 55.5 14.81 20.48 175.05 153.34 26.65 32.13 11.76 15.67 50.46 54.82 36.81 44.81 42.46 49.05 9.93 17.13 6.37 12.87 40.85 54.25 0.66 9.84 0.5 5.25 25.25 28.16 14.42 14.87 91.01 81.11 15.37 24.29 44.5 54.24 18.55 32.79 435.43 301.09 28.78 31.76 11.22 19.09 5.07 9.62 10.99 10.88 17.29 22.52 66.21 76.91 56.7 58.14 36.88 36.33 1261.13 743.19 25.99 26.33 23.2 25.98 7.97 14.92 22.64 27.68 32.97 38.98 23 21.88 0.1 9.91 14.81 24.09 12.16 18.25 43.59 37.58 2396.47 1637.02 33.36 28.4 3.58 5.83 19.77 26.55 31.76 32.63 13.94 12.35 370.86 266.77 100.45 61.87 16.43 17.99 14.06 20.92 5.99 10.67 154.71 111.18 8.33 13.36

Change in PAT Rs. Crore Percentage -471.77 -24% 4.88 103% 4.77 63% 1.1 3667% -76.11 -25% -0.19 0% -3.01 -5% 5.67 38% -21.71 -12% 5.48 21% 3.91 33% 4.36 9% 8 22% 6.59 16% 7.2 73% 6.5 102% 13.4 33% 9.18 1391% 4.75 950% 2.91 12% 0.45 3% -9.9 -11% 8.92 58% 9.74 22% 14.24 77% -134.34 -31% 2.98 10% 7.87 70% 4.55 90% -0.11 -1% 5.23 30% 10.7 16% 1.44 3% -0.55 -1% -517.94 -41% 0.34 1% 2.78 12% 6.95 87% 5.04 22% 6.01 18% -1.12 -5% 9.81 9810% 9.28 63% 6.09 50% -6.01 -14% -759.45 -32% -4.96 -15% 2.25 63% 6.78 34% 0.87 3% -1.59 -11% -104.09 -28% -38.58 -38% 1.56 9% 6.86 49% 4.68 78% -43.53 -28% 5.03 60%

ROCE 2006-07 2007-08 13.2 8.26 12.36 24.15 6.2 7.27 0.02 0.29 41.76 24.71 10.2 9.86 11.32 10.27 8.6 8.79 4.32 3 28.1 25.23 16.13 21.62 13.81 12.69 6.66 5.35 17.87 17.95 3.48 5.31 2.36 4.75 14.24 8.53 0.72 11.39 1.09 10.09 21.04 20.48 0.54 0.57 35.89 31.19 21.65 21.19 9.22 9.84 47.77 24.92 18.6 11.43 22.14 21.48 6.79 7.42 8.12 11.67 31.97 23.62 28.81 24.32 20.89 15.84 28.9 26.84 3.66 2.77 10.85 4.95 6.03 4.96 7.53 7.69 2.51 4.09 25.83 24.79 8.14 7.38 13.81 11.81 0.06 5.23 3.64 4.68 16.86 16.45 20.83 12.8 35.27 19.76 10.08 9.06 7.62 11.06 10.09 8.27 21.67 12.4 13.32 10.8 11.03 5.66 29.47 15.08 16.69 14.57 4.62 6.91 4.39 7.4 18.15 10.27 18.02 12.6

Change in ROCE Rs. Crore Percentage -4.94 -37% 11.79 95% 1.07 17% 0.27 1350% -17.05 -41% -0.34 -3% -1.05 -9% 0.19 2% -1.32 -31% -2.87 -10% 5.49 34% -1.12 -8% -1.31 -20% 0.08 0% 1.83 53% 2.39 101% -5.71 -40% 10.67 1482% 9 826% -0.56 -3% 0.03 6% -4.7 -13% -0.46 -2% 0.62 7% -22.85 -48% -7.17 -39% -0.66 -3% 0.63 9% 3.55 44% -8.35 -26% -4.49 -16% -5.05 -24% -2.06 -7% -0.89 -24% -5.9 -54% -1.07 -18% 0.16 2% 1.58 63% -1.04 -4% -0.76 -9% -2 -14% 5.17 8617% 1.04 29% -0.41 -2% -8.03 -39% -15.51 -44% -1.02 -10% 3.44 45% -1.82 -18% -9.27 -43% -2.52 -19% -5.37 -49% -14.39 -49% -2.12 -13% 2.29 50% 3.01 69% -7.88 -43% -5.42 -30%

PAT/Net Sales 2006-07 2007-08 2% 1% 2% 3% 4% 4% 0% 0% 20% 14% 4% 3% 3% 2% 5% 5% 5% 4% 6% 6% 4% 5% 6% 5% 7% 7% 12% 13% 3% 4% 1% 2% 8% 8% 0% 3% 0% 2% 8% 7% 1% 1% 30% 24% 3% 4% 4% 5% 8% 11% 15% 10% 11% 10% 3% 4% 2% 3% 1% 1% 8% 7% 12% 13% 18% 17% 4% 3% 1% 1% 5% 3% 2% 2% 2% 3% 6% 7% 5% 5% 8% 5% 0% 2% 6% 7% 4% 5% 8% 5% 39% 30% 5% 3% 1% 2% 8% 8% 13% 8% 1% 0% 7% 5% 10% 5% 3% 2% 4% 6% 1% 2% 8% 5% 4% 3%

industry 2.0

- technology management for decision-makers | september 30, 2009

TOP 500 RANK 2009 2008 419

420 421 422 423 424 425 426 427 428 429 430 431 432 433 434

500 400 449 339 410 355 437

435

397

436 437 438 439 440 441 442 443 444 445 446 447 448 449 450 451 452 453 454 455 456 457 458

451 221 359 171 375 220 367 480 219 435 281 441 343 378 -

459

460 461 462 463 464 465 466 467 468 469 470 471 472 473

347 326 232 498 392 383 156 268 444 321 443

Company I O L Chemicals & Pharmaceuticals Ltd. Turbo Energy Ltd. Kanoria Chemicals & Inds. Ltd. Ralson (India) Ltd. Meghmani Organics Ltd. Chandigarh Distillers & Bottlers Ltd. Macleods Pharmaceuticals Ltd. Vikas W S P Ltd. Krishna Maruti Ltd. Krishna Lifestyle Technologies Ltd. United Phosphorus Ltd. Mirc Electronics Ltd. Aventis Pharma Ltd. Poona Dal & Oil Inds. Ltd. S I Group-India Ltd. Eskay K’N’It (India) Ltd. Sree Rayalaseema Alkalies & Allied Chemicals Ltd. Henkel India Ltd. Lucas-Tvs Ltd. Ambica Steels Ltd. Jayant Agro-Organics Ltd. Madras Aluminium Co. Ltd. Deepak Cables (India) Ltd. Shriram Pistons & Rings Ltd. Amira Foods (India) Ltd. Thirumalai Chemicals Ltd. Smartlink Network Systems Ltd. L T Foods Ltd. Krishna Knitwear Technology Ltd. Paper Products Ltd. Shrenuj & Co. Ltd. Kennametal India Ltd. Kwality Dairy (India) Ltd. Unichem Laboratories Ltd. Sharda Motor Inds. Ltd. Escorts Construction Equipment Ltd. Garware-Wall Ropes Ltd. Nakoda Textile Inds. Ltd. Nagreeka Exports Ltd. Kurlon Ltd. Dishman Pharmaceuticals & Chemicals Ltd. Everest Kanto Cylinder Ltd. Paramount Communications Ltd. Nelcast Ltd. Good Luck Steel Tubes Ltd. Essel Propack Ltd. Andhra Pradesh Paper Mills Ltd. Kanishk Steel Inds. Ltd. Vardhman Textiles Ltd. National Fertilizers Ltd. Haldia Petrochemicals Ltd. Seshasayee Paper & Boards Ltd. K S B Pumps Ltd. Unimark Remedies Ltd. Mahindra Ugine Steel Co. Ltd.

Industrial Activity Carboxylic acids Automobile ancillaries Inorganic chemicals Cycle tyres Pesticides Rectified spirit Drug formulations Guar gum Auto seating systems Cloth processed Pesticides Television receivers, colour Drug formulations Vegetable oils Phenol Cloth (Fabrics) Sodium hydroxide (Caustic Soda) Soap Electrical automobile parts Semi-finished Steel Hydrogenated castor oil Aluminium, unwrought Cables & other conductors Pistons Milling products Phthalic Anhydride Computer peripherals Rice Knitted fabrics Plastic packaging goods Diamonds Machine tools Dairy products Drug formulations Automobile ancillaries, nec Mobile cranes Twine, cordage, rope & cables Partially oriented yarn (POY) Cotton yarn Rubberised coir products & bonded fabrics Drug formulations LPG cylinders & other gas containers Jelly filled cables Cast iron castings Tubes & pipes Plastic packaging goods Paper Bars & rods Cotton yarn Urea Polyethylene Paper Pumps Drug formulations Alloy steel, nec

Net Sales 2006-07 2007-08

Change in Sales Rs. Crore Percentage

202.69

318.11

115.42

57%

466.74 434.21 354.21 476.06 327.64 403.17 249.26 400.45 264.62 1510.25 1509.7 923.06 380.91 612.14 479.71

486.48 437.17 412.78 601.72 429.13 521.85 318.04 525.11 365.48 1665.88 1526.54 926.8 438.88 655.33 652

19.74 2.96 58.57 125.66 101.49 118.68 68.78 124.66 100.86 155.63 16.84 3.74 57.97 43.19 172.29

4% 1% 17% 26% 31% 29% 28% 31% 38% 10% 1% 0% 15% 7% 36%

378.05

451.23

73.18

19%

318.19 914.81 319.94 453.44 422.74 699.7 479.34 370.4 536.51 289.15 484.3 1363.47 470.85 883.01 327.9 149.64 547.14 304.79 360.55 336.75 335.4 264.94 268.64

393.5 965.53 438.37 606.86 493.11 721.79 555.05 536.28 586.37 303 576.29 1494.58 537.42 997 355.58 333.1 579.22 368.54 540.12 398.7 558.17 334.11 321.69

75.31 50.72 118.43 153.42 70.37 22.09 75.71 165.88 49.86 13.85 91.99 131.11 66.57 113.99 27.68 183.46 32.08 63.75 179.57 61.95 222.77 69.17 53.05

24% 6% 37% 34% 17% 3% 16% 45% 9% 5% 19% 10% 14% 13% 8% 123% 6% 21% 50% 18% 66% 26% 20%

289.72

361.65

71.93

25%

340.85 311.17 306.82 321.46 304.18 493.59 344.43 2112.83 3876.03 7246.83 459.31 406.05 418.52 715.74

344.56 446.28 363.39 341.99 350.65 603.96 414.88 2328.5 4178.58 7513.4 501.98 470.71 512.03 920.79

3.71 135.11 56.57 20.53 46.47 110.37 70.45 215.67 302.55 266.57 42.67 64.66 93.51 205.05

1% 43% 18% 6% 15% 22% 20% 10% 8% 4% 9% 16% 22% 29%

september 30, 2009 | industry 2.0

- technology management for decision-makers

www.industry20.com

PBIT (Rs. Crore) 2006-07 2007-08

PAT (Rs. Crore) 2006-07 2007-08

Change in PAT Rs. Crore Percentage

ROCE 2006-07 2007-08

Change in ROCE Rs. Crore Percentage

PAT/Net Sales 2006-07 2007-08

14.02

30.55

6.6

10.63

4.03

61%

7.05

7.44

0.39

99.7 48.41 5.41 56.58 13.62 63.32 49.24 16.83 5.52 223.68 68.04 247.24 3.32 13.45 17.61

99.62 66.29 14.72 56.64 20.39 64.21 73.72 26.62 9.95 183.14 63.35 216.21 6.41 36.3 34.87

63.39 12.9 0.6 40.71 7.95 42.94 41.97 10.74 5.4 67.99 30.81 166.64 2.1 0.39 20.7

65.41 26.84 5.82 37.86 10.57 36.16 45.01 12.87 9.23 64.42 34.19 138.66 3.98 8.23 20.68

2.02 13.94 5.22 -2.85 2.62 -6.78 3.04 2.13 3.83 -3.57 3.38 -27.98 1.88 7.84 -0.02

3% 108% 870% -7% 33% -16% 7% 20% 71% -5% 11% -17% 90% 2010% 0%

44.26 2.74 0.89 12.79 9.47 22.68 13.32 18.17 0.95 2.65 8.82 30.33 12.68 0.26 5.77

34.57 5.32 7.78 9.54 10.08 15.78 9.7 15.88 1.67 2.1 9.77 21.6 17.77 5.29 4.73

-9.69 2.58 6.89 -3.25 0.61 -6.9 -3.62 -2.29 0.72 -0.55 0.95 -8.73 5.09 5.03 -1.04

-22% 94% 774% -25% 6% -30% -27% -13% 76% -21% 11% -29% 40% 1935% -18%

14% 3% 0% 9% 2% 11% 17% 3% 2% 5% 2% 18% 1% 0% 4%

13% 6% 1% 6% 2% 7% 14% 2% 3% 4% 2% 15% 1% 1% 3%

52.46

56.9

18.52

21.36

2.84

15%

4.5

5.08

0.58

13%

22.98 84.45 16.35 15.56 154.18 110.87 71.7 24.51 48.41 26.27 42.93 79.75 40.8 84.6 63.94 7.45 105.54 27.74 25.49 33.99 11.62 15.65 18.87

34.28 82.05 24.52 20.18 94.11 138.21 77.73 38.76 59.74 35.42 55.88 91.37 35.43 98.27 59.89 11.8 93.24 32.98 30.68 42.9 19.01 18.32 21.16

7.32 64.34 7.21 5.31 135.22 68.09 40.17 6.61 25.48 20.24 20.02 16.79 24.44 27.99 38.96 3.71 86.37 16.75 16.11 22.24 6.07 6.29 10.98

10.6 60.5 9.24 6.12 81.47 68.4 39.65 7.92 29.59 25.24 25.4 19.32 27.18 30.9 36.82 4.71 73.91 21.27 16.17 24.21 6.78 8.2 13.36

3.28 -3.84 2.03 0.81 -53.75 0.31 -0.52 1.31 4.11 5 5.38 2.53 2.74 2.91 -2.14 1 -12.46 4.52 0.06 1.97 0.71 1.91 2.38

45% -6% 28% 15% -40% 0% -1% 20% 16% 25% 27% 15% 11% 10% -5% 27% -14% 27% 0% 9% 12% 30% 22%

3.14 17.41 11.55 9.95 45.92 57.12 12.72 8.83 13.58 11.26 15.03 1.53 10.52 12.52 22.56 17.1 23.92 19.83 21.88 12.49 12.39 4.55 20.64

4.96 14.66 11.14 9.64 21.97 36.92 10.47 8.17 12.59 12.76 11.69 1.67 9.83 9.9 20.8 14.69 17.53 16.2 13.01 11.28 9.26 6.36 19.75

1.82 -2.75 -0.41 -0.31 -23.95 -20.2 -2.25 -0.66 -0.99 1.5 -3.34 0.14 -0.69 -2.62 -1.76 -2.41 -6.39 -3.63 -8.87 -1.21 -3.13 1.81 -0.89

58% -16% -4% -3% -52% -35% -18% -7% -7% 13% -22% 9% -7% -21% -8% -14% -27% -18% -41% -10% -25% 40% -4%

2% 7% 2% 1% 32% 10% 8% 2% 5% 7% 4% 1% 5% 3% 12% 2% 16% 5% 4% 7% 2% 2% 4%

3% 6% 2% 1% 17% 9% 7% 1% 5% 8% 4% 1% 5% 3% 10% 1% 13% 6% 3% 6% 1% 2% 4%

72.63

76.73

60.87

51.29

-9.58

-16%

13.53

8.92

-4.61

-34%

21%

14%

63.79 68.2 37.58 12.68 77.03 23.17 17.95 258.33 274.35 1053.55 58.6 79.53 54.73 82.37

79.88 70.55 48.35 23.88 94.08 52.25 18.71 270.98 157.66 589.7 88.5 64.36 61.58 78.5

36.91 38.09 19.9 4.45 35.5 3.32 9.93 168.27 164.5 476.26 41.42 51.51 28.25 44.32

50.78 32.65 26 8.97 36.58 5.61 10.92 97.45 88.32 198.34 45.51 41.86 28.96 28.36

13.87 -5.44 6.1 4.52 1.08 2.29 0.99 -70.82 -76.18 -277.92 4.09 -9.65 0.71 -15.96

38% -14% 31% 102% 3% 69% 10% -42% -46% -58% 10% -19% 3% -36%

15.29 20.96 28.51 11.37 5.05 0.52 14.01 7.58 12.56 9.82 15.57 28.11 18.21 19.89

11.97 10.5 20.48 15.52 4.74 0.75 13.76 3.33 6.36 4.15 11.14 18.97 12.15 10.46

-3.32 -10.46 -8.03 4.15 -0.31 0.23 -0.25 -4.25 -6.2 -5.67 -4.43 -9.14 -6.06 -9.43

-22% -50% -28% 36% -6% 44% -2% -56% -49% -58% -28% -33% -33% -47%

11% 12% 6% 1% 12% 1% 3% 8% 4% 7% 9% 13% 7% 6%

15% 7% 7% 3% 10% 1% 3% 4% 2% 3% 9% 9% 6% 3%

industry 2.0

- technology management for decision-makers | september 30, 2009

TOP 500 RANK 2009 2008 474 471 475 276 476 265 477 478 429 479 99 480 472 481 411 482 395 483 42 484 182 485 153 486 292 487 255 488 348 489 492 490 490 491 492 330 493 494 246 495 485 496 497 2 498 499 300 500 176 501 192 502 470 503 108 504 505 506 369 507 267 508 275 509 510 401 511 512 483 513 356 514 515 516 517 518 465 519 520 521 350 522 91 523 475 524 525 526 388 527 16 528 454 529 530 231 531 8

Company Merck Ltd. Sundram Fasteners Ltd. Kalyani Steels Ltd. Sharda Solvent Ltd. Carborundum Universal Ltd. Sanghi Industries Ltd. G K N Driveline (India) Ltd. Indian Hume Pipe Co. Ltd. T V S Srichakra Ltd. Panacea Biotec Ltd. Simpson & Co. Ltd. Rimjhim Ispat Ltd. Jagatjit Industries Ltd. Skol Breweries Ltd. Denso India Ltd. Rupa & Co. Ltd. Punjab Tractors Ltd. [Merged] H S I L Ltd. I G Petrochemicals Ltd. R L Steels & Energy Ltd. Eastern Silk Inds. Ltd. Deepak Nitrite Ltd. Gujarat Guardian Ltd. Dr. Reddy’S Laboratories Ltd. S L Lumax Ltd. Welspun India Ltd. Sona Koyo Steering Systems Ltd. Mcnally Bharat Engg. Co. Ltd. Bajaj Hindusthan Ltd. Rain C I I Carbon (India) Ltd. Bhuwalka Steel Inds. Ltd. Avon Cycles Ltd. Mukand Ltd. I S M T Ltd. Tata B P Solar (India) Ltd. Ramco Industries Ltd. Subros Ltd. Aditya Medisales Ltd. Timken India Ltd. Universal Cables Ltd. Somany Ceramics Ltd. Falcon Tyres Ltd. Nicco Corpn. Ltd. Igarashi Motors India Ltd. Asahi India Glass Ltd. Kalyani Carpenter Special Steels Ltd. Atul Ltd. Agro Tech Foods Ltd. Tata Tea Ltd. D I C India Ltd. Rathi Steel & Power Ltd. H & R Johnson (India) Ltd. N R B Bearings Ltd. S R F Ltd. Ciba India Ltd. Sudarshan Chemical Inds. Ltd. Kamdhenu Ispat Ltd. Kirloskar Brothers Ltd.

Industrial Activity Drug formulations Automobile ancillaries Alloy steel, nec Edible oils Abrasive powder or grain on a base Cement & clinker Drive transmission & steering parts Products of cement, concrete, etc. Tyres Drug formulations Diesel engines Crude steel Liquors Beer Electrical automobile parts Apparels - knitted / crocheted Tractors Ceramic sinks, wash basins, etc. Phthalic Anhydride Semi-finished Steel Silk & silk textiles Para nitrochlorobenzene Float glass & surface polished glass Drugs, medicines & allied products Auto head lights Terry towelling & similar woven terry fabrics Drive transmission & steering parts Material handling equipment Sugar Petroleum coke Flat products Bicycles Flat products Alloy steel, nec Solar appliances Asbestos-cement products Automobile ancillaries, nec Drug formulations Tapered roller bearing, incl. cone Cables & other conductors Ceramic tiles Tyres Jelly filled cables AC motors, others Toughened & laminated (safety) glass Alloy steel, nec Dyes Edible oils Tea Printing ink Bars & rods Glazed ceramic tiles, paving & flags Ball or roller bearings Nylon tyre cord fabric Synthetic colouring substances Pigments Bars & rods Pumps

Net Sales 2006-07 2007-08 354.71 349.71 1193.83 1216.35 934.22 979.78 425.12 567.02 467.67 605.08 820.07 861.02 296.61 336.05 325.01 367.3 416.34 459.56 865.08 862.83 604.86 618.13 382.88 483.08 451.39 549.94 882.45 1110.44 427.69 474.42 300.79 351.6 977.42 988.08 479.77 522.24 585.35 589.75 259.5 348.27 465.67 491.88 416.38 470.48 462.56 423 4188.59 3676.3 230.78 312.53 1046.83 1328.81 583.63 690.16 508.93 548.16 1533.66 1882.94 431.21 546.79 477.05 516.22 296.56 328.27 1870.51 1979.36 1209.02 1220.2 668.59 923.27 365.07 398.64 647.21 662.83 1132.73 1376.43 334.42 345.04 382.4 495.08 275.64 330.16 280.45 449.04 382.9 434.35 260.49 306.81 777.25 1048.68 568.11 677.76 919.21 1028.97 1034.7 1006.42 1266.95 1268.61 339.47 406.4 391.05 518.5 899.42 1011 305.59 326.85 1807.32 1627.13 515.26 474.13 385.66 397.69 297.51 355.06 1563.33 1552.37

Change in Sales Rs. Crore Percentage -5 -1% 22.52 2% 45.56 5% 141.9 33% 137.41 29% 40.95 5% 39.44 13% 42.29 13% 43.22 10% -2.25 0% 13.27 2% 100.2 26% 98.55 22% 227.99 26% 46.73 11% 50.81 17% 10.66 1% 42.47 9% 4.4 1% 88.77 34% 26.21 6% 54.1 13% -39.56 -9% -512.29 -12% 81.75 35% 281.98 27% 106.53 18% 39.23 8% 349.28 23% 115.58 27% 39.17 8% 31.71 11% 108.85 6% 11.18 1% 254.68 38% 33.57 9% 15.62 2% 243.7 22% 10.62 3% 112.68 29% 54.52 20% 168.59 60% 51.45 13% 46.32 18% 271.43 35% 109.65 19% 109.76 12% -28.28 -3% 1.66 0% 66.93 20% 127.45 33% 111.58 12% 21.26 7% -180.19 -10% -41.13 -8% 12.03 3% 57.55 19% -10.96 -1%

september 30, 2009 | industry 2.0

- technology management for decision-makers

www.industry20.com

PBIT (Rs. Crore) 2006-07 2007-08 103.79 99.08 138.35 133.01 141.42 127.81 8.19 15.84 87.63 97.68 229.54 206.14 42.92 44.27 24.15 30.54 18.67 24.95 224.2 186.01 108.82 99.54 21.73 27.91 25.58 27.45 66.84 49.17 43.64 42.14 22.05 26.27 110.81 97.81 58.82 61.05 49.55 44.97 16.64 23.28 89.86 79.81 21.74 22.52 160.86 114.87 1393.13 587.9 16.86 34.1 184.17 184.3 49.21 49.69 31.7 39.58 329.07 169.14 134.14 76.03 11.68 18.61 20.29 26.16 223.61 232.58 207.5 193.11 56.17 49.39 49.59 56.48 47.97 52.65 16.92 40.81 57.92 56.29 40.43 40.91 16.78 21.88 8.36 15.43 27.11 30.77 14.48 19.83 118.91 105.03 44.91 39.84 51.71 55.23 20.81 22.17 382.53 281.89 18.43 23.06 14.5 18.02 42.38 39.61 63.29 58.19 469.82 229.34 28.97 31.97 14.98 21.94 17.83 21.39 376 160.1

PAT (Rs. Crore) 2006-07 2007-08 69.93 68.03 71.95 67.86 89.22 78.67 2.05 3.5 50.93 38.44 142.77 106.4 27.44 28.05 10.24 13.78 6.81 9.47 146.69 117.08 76.83 66.97 18.09 19.49 12.86 13.47 30.35 22.42 27.54 27.07 9.83 11.64 77.5 64.97 28.06 28.35 29.08 28.66 6.77 8.46 57.68 52.6 2.81 6.79 111.01 79.67 1172.3 470.1 10.23 14.61 40.98 19.81 27.38 25.32 19.74 20.72 163.34 40.89 86.33 47.37 1.25 3.69 13.22 15.38 61.62 44.79 106.58 85.78 44.21 22.14 24.12 25.54 28.41 28.57 2.87 1.36 37.5 36.61 21.78 16.48 1.46 3.58 2.59 3.5 4.54 6.57 3.57 5.52 25.28 9.21 20.82 15.62 21.19 17.75 15.57 15.79 293.89 145.64 7.43 7.76 6.91 8.44 8.2 6.94 37.92 33.51 289.24 134.96 15.81 19.29 4.06 6.96 11.39 13.79 326.87 99.48

Change in PAT Rs. Crore Percentage -1.9 -3% -4.09 -6% -10.55 -12% 1.45 71% -12.49 -25% -36.37 -25% 0.61 2% 3.54 35% 2.66 39% -29.61 -20% -9.86 -13% 1.4 8% 0.61 5% -7.93 -26% -0.47 -2% 1.81 18% -12.53 -16% 0.29 1% -0.42 -1% 1.69 25% -5.08 -9% 3.98 142% -31.34 -28% -702.2 -60% 4.38 43% -21.17 -52% -2.06 -8% 0.98 5% -122.45 -75% -38.96 -45% 2.44 195% 2.16 16% -16.83 -27% -20.8 -20% -22.07 -50% 1.42 6% 0.16 1% -1.51 -53% -0.89 -2% -5.3 -24% 2.12 145% 0.91 35% 2.03 45% 1.95 55% -16.07 -64% -5.2 -25% -3.44 -16% 0.22 1% -148.25 -50% 0.33 4% 1.53 22% -1.26 -15% -4.41 -12% -154.28 -53% 3.48 22% 2.9 71% 2.4 21% -227.39 -70%

ROCE 2006-07 2007-08 20.24 16.68 14.85 11.76 18.56 12.41 3.11 3.11 14.43 7.35 9.61 6.59 15.32 13.77 6.64 8 7.63 9.77 19.88 12.86 19.07 14.21 51.76 24.01 5.04 4.79 5.59 3.04 18.31 15.74 10.83 11.18 11.66 9.8 9.35 8.88 10.75 10.69 11.71 10.57 19.35 14.45 1.35 2.76 33.83 24.99 33.87 9.93 10.16 7.76 2.91 1.14 16.08 10.54 16.31 14.52 8.41 1.17 29.6 7.56 1.84 4.51 13.15 12.94 3.92 2.83 9.37 6.66 23.68 7.06 6.56 6.3 15.45 13.48 5.33 3.68 20.01 16.25 11.49 7.99 0.94 2.15 3.46 2.57 2.12 3.23 3.54 5.15 2.48 0.79 16.28 10.94 3.89 3.01 16.29 15.18 20.05 7.65 6.49 6.4 4.47 2.87 2.02 1.85 18.38 14.07 24.78 10.31 6.44 6.68 3.08 5.17 31.64 19.79 66.29 14.2

Change in ROCE Rs. Crore Percentage -3.56 -18% -3.09 -21% -6.15 -33% 0 0% -7.08 -49% -3.02 -31% -1.55 -10% 1.36 20% 2.14 28% -7.02 -35% -4.86 -25% -27.75 -54% -0.25 -5% -2.55 -46% -2.57 -14% 0.35 3% -1.86 -16% -0.47 -5% -0.06 -1% -1.14 -10% -4.9 -25% 1.41 104% -8.84 -26% -23.94 -71% -2.4 -24% -1.77 -61% -5.54 -34% -1.79 -11% -7.24 -86% -22.04 -74% 2.67 145% -0.21 -2% -1.09 -28% -2.71 -29% -16.62 -70% -0.26 -4% -1.97 -13% -1.65 -31% -3.76 -19% -3.5 -30% 1.21 129% -0.89 -26% 1.11 52% 1.61 45% -1.69 -68% -5.34 -33% -0.88 -23% -1.11 -7% -12.4 -62% -0.09 -1% -1.6 -36% -0.17 -8% -4.31 -23% -14.47 -58% 0.24 4% 2.09 68% -11.85 -37% -52.09 -79%

PAT/Net Sales 2006-07 2007-08 20% 19% 6% 6% 10% 8% 0% 1% 11% 6% 17% 12% 9% 8% 3% 4% 2% 2% 17% 14% 13% 11% 5% 4% 3% 2% 3% 2% 6% 6% 3% 3% 8% 7% 6% 5% 5% 5% 3% 2% 12% 11% 1% 1% 24% 19% 28% 13% 4% 5% 4% 1% 5% 4% 4% 4% 11% 2% 20% 9% 0% 1% 4% 5% 3% 2% 9% 7% 7% 2% 7% 6% 4% 4% 0% 0% 11% 11% 6% 3% 1% 1% 1% 1% 1% 2% 1% 2% 3% 1% 4% 2% 2% 2% 2% 2% 23% 11% 2% 2% 2% 2% 1% 1% 12% 10% 16% 8% 3% 4% 1% 2% 4% 4% 21% 6%

industry 2.0

- technology management for decision-makers | september 30, 2009

TOP 500 RANK 2009 2008 532 335 533 203 534 338 535 536 537 412 538 539 540 541 486 542

543 544 545 546 547 548 549 550 551 552 553 554 555 556 557 558 559 560 561 562 563 564 565 566 567 568 569 570 571 572 573 574 575 576 577 578 579 580 581 582 583 584 585 586 587 588

309 302 370 418 393 390 337 413 125 425 474 305 427 436 319 346 455 36 366 434 489

Company Pfizer Ltd. Electrosteel Castings Ltd. Gokaldas Exports Ltd. Sujana Universal Inds. Ltd. Metalman Industries Ltd. Gulf Oil Corpn. Ltd. Swastik Pipes Ltd. Unitech Machines Ltd. S P S Steels Rolling Mills Ltd. Value Industries Ltd. Automotive Stampings & Assemblies Ltd. Raymond Ltd. Bhilai Engineering Corpn. Ltd. G H C L Ltd. International Tractors Ltd. Surana Industries Ltd. Hyderabad Industries Ltd. Precision Wires India Ltd. I C I India Ltd. J B Chemicals & Pharmaceuticals Ltd. Alps Industries Ltd. Andhra Sugars Ltd. Shree Renuka Sugars Ltd. Aarti Drugs Ltd. Ruchi Strips & Alloys Ltd. Parryware Roca Pvt. Ltd. Surya Roshni Ltd. Vijay Solvex Ltd. Vijai Electricals Ltd. Khaitan Electricals Ltd. Technocraft Industries (India) Ltd. Sujana Metal Products Ltd. Kryfs Power Components Ltd. Tube Investments Of India Ltd. Raymond Apparel Ltd. Karp Impex Ltd. Khaitan Chemicals & Fertilizers Ltd. Hinduja Foundries Ltd. Munjal Showa Ltd. Positive Packaging Inds. Ltd. Dharampal Satyapal Ltd. Bharti Teletech Ltd. Sangam (India) Ltd. Avon Ispat & Power Ltd. Shasun Chemicals & Drugs Ltd. Automobile Corpn. Of Goa Ltd. Shree Bankey Behari Exports Ltd. Renaissance Jewellery Ltd. Vippy Industries Ltd. Metro Tyres Ltd. Piramal Glass Ltd. Zuari Industries Ltd. L G Balakrishnan & Bros. Ltd. Kores (India) Ltd. Trend Electronics Ltd. S P L Industries (Shivalik Prints) Ltd. Blue Bird (India) Ltd.

Industrial Activity Drug formulations Tubes & pipes Apparels (Readymade garment) Cast iron castings Cold rolled coils, strips, sheets Lube oils & lubricants Tubes & pipes Electric signalling apparatus Steel castings Domestic appliances (Electro-mechanical) Auto sheet metals parts Woven fabrics of wool Diversified Sodium carbonate (Soda Ash) Tractors Alloy steel, nec Asbestos-cement products Copper winding wires Decorative paints Drug formulations Other textile articles Diversified Sugar Anti dysentery medicaments Cold rolled coils, strips, sheets Ceramic sinks, wash basins, etc. Diversified Vanaspati Transformers Fans Tubes & pipes Flat products Stampings & laminations ERW tubes & pipes Apparels (Readymade garment) Diamonds Single superphosphate Automobile ancillaries Shock absorbers Plastic laminated sheets Chewing tobacco, jarda, scented tobacco Electronic telephones Cotton & blended yarn Cold rolled coils, strips, sheets Drugs, medicines & allied products Other Automobile ancillaries, nec Wheat flour Jewellery Soyabean oil Tyres & tubes Vials for injectables NPK mixed fertilisers Chains & anchors of iron & steel Diversified Television receivers Apparels (Readymade garment) Registers, account books, note books, etc.

Net Sales 2006-07 2007-08 703.56 734.12 1149.52 1397.26 1036.9 1077.4 891.67 912.77 343.37 371.28 636.67 769.44 383.5 446.14 316.9 353.5 271.73 348.74 1122.66 1302.94

Change in Sales Rs. Crore Percentage 30.56 4% 247.74 22% 40.5 4% 21.1 2% 27.91 8% 132.77 21% 62.64 16% 36.6 12% 77.01 28% 180.28 16%

313

301.25

-11.75

-4%

1401.75 324.83 1092.08 1109.41 775.96 438.62 586.79 1189.08 532.46 431.77 584.24 802.94 282.89 475.29 275.46 1097.11 535.45 1325.08 289.53 307.76 726.34 261.52 1782.21 256.47 1033.72 373.02 394.18 701.51 334.88 658.56 2451.43 552.5 462.31 407.88 334.92 350.84 394.99 480.65 376.92 399.43 2790.91 484.51 746.32 775.56 249.44 454.76

1464.27 311.95 1085.71 964.72 803.7 483.75 574.26 1057.53 561.82 633.87 488.86 733.7 311.52 451.72 343 1270.19 646.64 1334.5 329.25 332.87 750.53 305.91 1839.99 351.23 1029.62 399.31 451.44 719.84 338.17 565.02 1552.47 699.86 427.62 463.99 336.13 417.35 439.06 542.39 401.73 489.65 2660.4 550.51 747.86 833.17 331.82 458.97

62.52 -12.88 -6.37 -144.69 27.74 45.13 -12.53 -131.55 29.36 202.1 -95.38 -69.24 28.63 -23.57 67.54 173.08 111.19 9.42 39.72 25.11 24.19 44.39 57.78 94.76 -4.1 26.29 57.26 18.33 3.29 -93.54 -898.96 147.36 -34.69 56.11 1.21 66.51 44.07 61.74 24.81 90.22 -130.51 66 1.54 57.61 82.38 4.21

4% -4% -1% -13% 4% 10% -2% -11% 6% 47% -16% -9% 10% -5% 25% 16% 21% 1% 14% 8% 3% 17% 3% 37% 0% 7% 15% 3% 1% -14% -37% 27% -8% 14% 0% 19% 11% 13% 7% 23% -5% 14% 0% 7% 33% 1%

september 30, 2009 | industry 2.0

- technology management for decision-makers

www.industry20.com

PBIT (Rs. Crore) 2006-07 2007-08 149.23 172.59 175.85 63.69 96.22 81.79 36.26 53.93 19.3 24.66 46.02 40.49 13.28 16.23 41.75 42.08 15.3 13.2 49.57 83.81

PAT (Rs. Crore) 2006-07 2007-08 92.88 61.38 102.99 24.36 67.4 47.6 20.81 22.76 5.44 6.65 18.01 12.42 3.53 3.94 19.76 20.46 6.1 5.19 8.82 5.26

Change in PAT Rs. Crore Percentage -31.5 -34% -78.63 -76% -19.8 -29% 1.95 9% 1.21 22% -5.59 -31% 0.41 12% 0.7 4% -0.91 -15% -3.56 -40%

ROCE 2006-07 2007-08 25.37 11.83 8.56 1.57 14.49 9.22 5.7 4.89 7.05 8.2 7.22 4.15 7.55 7.37 27.82 18.4 15.23 12.07 1.72 0.83

Change in ROCE Rs. Crore Percentage -13.54 -53% -6.99 -82% -5.27 -36% -0.81 -14% 1.15 16% -3.07 -43% -0.18 -2% -9.42 -34% -3.16 -21% -0.89 -52%

PAT/Net Sales 2006-07 2007-08 13% 8% 9% 2% 7% 4% 2% 2% 2% 2% 3% 2% 1% 1% 6% 6% 2% 1% 1% 0%

8.58

9.14

0.43

4.16

3.73

867%

0.53

4.37

3.84

725%

204.63 26.06 255.11 160.87 65.88 26.61 30.97 300.67 90.27 55.24 114.94 90 25.91 7.95 29.11 53.73 15.04 244.93 21.13 56.49 44.68 38.66 201.32 19.89 58.43 21.27 28.65 40.02 13.66 118.66 47.1 58.42 24.05 44.06 31.26 3.82 26.79 1.53 19.94 66.64 475 59.35 29.43 25.69 17.74 53.17

149.53 32.32 190.77 96.62 73.14 28.73 30.97 111.6 66.45 43.7 83.87 94.32 29.71 11.31 27.02 50.73 20.27 172.93 28.83 45.81 54.06 30.11 99.89 20.87 52.99 24.2 35.97 33.07 17.61 82.6 32.85 45.09 27.9 30.19 28.95 6.29 25.04 4.64 22.33 73.97 171.39 46.68 30.93 20.86 12.33 68.96

106.16 11.67 139.42 112.68 30.76 14.41 17.04 159.91 70.27 29.24 60.55 57.43 12.8 0.22 18.02 14.38 7.28 135.48 11.93 37.96 28.23 28.91 149.64 11.13 18.64 9.13 14.47 25.89 0.32 80.61 27.37 27.03 7.45 36.56 20.26 0.24 20.49 -1.89 3.58 25.2 355.29 28.95 13.78 7.8 6.67 26.94

51.56 13.48 80.77 65.25 32.42 12.96 17.22 78.45 43.21 6.63 44.23 54.49 13.11 1.21 17.12 5.58 5.33 64.39 13.21 30.27 22.99 19.21 52.42 7.67 19.28 8.9 13.52 20.45 2.03 50.46 17.31 6.4 7.84 21.15 19.58 0.33 16.05 2.68 3.35 9.43 71.99 15.41 12.19 4.5 2.99 22.63

-54.6 1.81 -58.65 -47.43 1.66 -1.45 0.18 -81.46 -27.06 -22.61 -16.32 -2.94 0.31 0.99 -0.9 -8.8 -1.95 -71.09 1.28 -7.69 -5.24 -9.7 -97.22 -3.46 0.64 -0.23 -0.95 -5.44 1.71 -30.15 -10.06 -20.63 0.39 -15.41 -0.68 0.09 -4.44 4.57 -0.23 -15.77 -283.3 -13.54 -1.59 -3.3 -3.68 -4.31

-51% 16% -42% -42% 5% -10% 1% -51% -39% -77% -27% -5% 2% 450% -5% -61% -27% -52% 11% -20% -19% -34% -65% -31% 3% -3% -7% -21% 534% -37% -37% -76% 5% -42% -3% 38% -22% -242% -6% -63% -80% -47% -12% -42% -55% -16%

5.54 15.04 12.83 24.82 14.38 9.23 11.85 22.59 17.07 6.47 13.75 19.04 6.17 0.49 20.78 3.9 13.91 27.73 11.22 12.66 8.74 49.74 20.63 8.58 3.95 8.14 8 18.68 0.18 10.68 16.64 5.12 4.45 14.57 58.26 1.39 29.12 10.07 4.61 4.86 28.6 11.34 12.39 3.45 3.13 19.75

2.52 14.5 5.94 13.04 8.18 7.94 10.19 9.63 8.63 1.04 9.4 8.53 5.72 2.22 9.13 1.41 7.55 9.03 8.4 7.66 6.06 18.92 6.18 4.37 2.86 7.55 5.07 12.26 1.11 5.71 12.41 0.91 4.74 7.24 23.51 1.09 12.87 5.76 4.52 1.69 5.03 4.88 8.31 2.03 1.39 10.15

-3.02 -0.54 -6.89 -11.78 -6.2 -1.29 -1.66 -12.96 -8.44 -5.43 -4.35 -10.51 -0.45 1.73 -11.65 -2.49 -6.36 -18.7 -2.82 -5 -2.68 -30.82 -14.45 -4.21 -1.09 -0.59 -2.93 -6.42 0.93 -4.97 -4.23 -4.21 0.29 -7.33 -34.75 -0.3 -16.25 -4.31 -0.09 -3.17 -23.57 -6.46 -4.08 -1.42 -1.74 -9.6

-55% -4% -54% -47% -43% -14% -14% -57% -49% -84% -32% -55% -7% 353% -56% -64% -46% -67% -25% -39% -31% -62% -70% -49% -28% -7% -37% -34% 517% -47% -25% -82% 7% -50% -60% -22% -56% -43% -2% -65% -82% -57% -33% -41% -56% -49%

8% 4% 13% 10% 4% 3% 3% 13% 13% 7% 10% 7% 5% 0% 7% 1% 1% 10% 4% 12% 4% 11% 8% 4% 2% 2% 4% 4% 0% 12% 1% 5% 2% 9% 6% 0% 5% 0% 1% 6% 13% 6% 2% 1% 3% 6%

4% 4% 7% 7% 4% 3% 3% 7% 8% 1% 9% 7% 4% 0% 5% 0% 1% 5% 4% 9% 3% 6% 3% 2% 2% 2% 3% 3% 1% 9% 1% 1% 2% 5% 6% 0% 4% 0% 1% 2% 3% 3% 2% 1% 1% 5%

industry 2.0

- technology management for decision-makers | september 30, 2009

TOP 500 RANK 2009 2008 589 391 590 591 592 461 593 594 595 223 596 380 597 598 599 600 601 602 344 603 604 236 605 606 446 607 608 609 610 432 611 361 612 408 613 357 614 615 294 616 464 617 183 618 497 619 620 106 621 453 622 623 624 625 424 626 406 627 430 628 629 630 631 632 633 634 327 635 636 637 638 185 639 640 641 473 642 448 643 644 431

Company J K Paper Ltd. Vaibhav Gems Ltd. Chiripal Industries Ltd. Ruchi Infrastructure Ltd. Axles India Ltd. Surya Foods & Agro Ltd. Bannari Amman Sugars Ltd. Pricol Ltd. Delphi-T V S Diesel Systems Ltd. Emcure Pharmaceuticals Ltd. Avtec Limited P I Industries Ltd. Sunbeam Auto Ltd. Mcleod Russel India Ltd. Enkei Castalloy Ltd. Riddhi Siddhi Gluco Biols Ltd. Rico Auto Inds. Ltd. Minda Industries Ltd. Sutlej Textiles & Inds. Ltd. Sakthi Sugars Ltd. V A Tech Wabag Ltd. T V S Motor Co. Ltd. Omax Autos Ltd. Visaka Industries Ltd. Facor Steels Ltd. Goldmohur Foods & Feeds Ltd. Lumax Industries Ltd. T T Ltd. Sundaram-Clayton Ltd. Kohinoor Foods Ltd. P C S Technology Ltd. Nahar Spinning Mills Ltd. Banswara Syntex Ltd. Cmi F P E Ltd. Manali Petrochemical Ltd. Superhouse Ltd. Precot Meridian Ltd. Siyaram Silk Mills Ltd. S T L Global Ltd. Loyal Textile Mills Ltd. Ucal Fuel Systems Ltd. Futura Polyesters Ltd. J C T Ltd. R R B Energy Ltd. Orient Craft Ltd. Hindustan Newsprint Ltd. Tinplate Co. Of India Ltd. C M S Computers Ltd. Anchor Electricals Pvt. Ltd. Binani Zinc Ltd. Mirza International Ltd. Super Spinning Mills Ltd. Rama Newsprint & Papers Ltd. Hind Agro Inds. Ltd. Everest Industries Ltd. Rajshree Sugars & Chemicals Ltd.

Industrial Activity Paper Diamonds Cloth (Fabrics) Edible oils Axle shafts Biscuits Sugar Automobile equipment Fuel pumps, diesel Drug formulations Automobile ancillaries, nec Organophosphorous insecticides Auto castings Tea Aluminium castings Starches Automobile ancillaries Automobile equipment Synthetic filament yarn other than sewing threads Sugar Water treatment plants Two wheelers Other Automobile ancillaries, nec Asbestos-cement products Flat products Animal and bird feeds Auto head lights Cotton & blended yarn Suspension & braking parts Rice Computer systems Cotton & blended yarn Synthetic filament yarn other than sewing threads Other industrial machinery Propylene glycol Leather shoes Cotton yarn Cloth (Fabrics) Cloth processed Cloth (Fabrics) Carburettors Polyester staple fibre (PSF) Cloth (Fabrics) Wind turbines (Wind electricity generator) Apparels (Readymade garment) Newsprint Tin plates, sheets & strips Computer peripherals Switching apparatus Zinc, unwrought Leather shoes Cotton & blended yarn Newsprint Meat of buffaloes Asbestos-cement products Sugar

Net Sales 2006-07 2007-08 767.01 666.53 282.69 313.98 379.88 459.68 884.58 983.28 295.4 358.44 266.65 330.97 665.84 541.06 605.93 636.82 502.98 467.69 437.06 462.75 573.68 478.75 356.31 416.11 840.86 783.7 633.74 675.64 231 328.67 333.53 334.71 776.49 719.01 393.1 404.3 723.85 826.38 809.24 695.91 250.09 327.8 3873.48 3244.41 695.24 725.58 420.86 434.49 425.96 480.68 350.74 422.67 547.84 533.24 598.03 650.28 855.94 458.7 589.92 634.3 419.07 325.53 914.88 920.61 393.78 438.2 511.37 327 316.57 329.46 296.8 314.65 339.6 371.55 525 488.41 310.92 342.69 374.33 412.91 298.46 303.29 520.75 420.77 524.32 516.14 761.47 596.37 784.83 747.06 317.54 303.12 462.72 407.4 512.26 504.08 845.82 830.52 582.69 480.66 307.21 317.92 405.3 398.9 353.92 356.79 473.1 359.58 302.35 300.22 380.88 335.72

Change in Sales Rs. Crore Percentage -100.48 -13% 31.29 11% 79.8 21% 98.7 11% 63.04 21% 64.32 24% -124.78 -19% 30.89 5% -35.29 -7% 25.69 6% -94.93 -17% 59.8 17% -57.16 -7% 41.9 7% 97.67 42% 1.18 0% -57.48 -7% 11.2 3% 102.53 14% -113.33 -14% 77.71 31% -629.07 -16% 30.34 4% 13.63 3% 54.72 13% 71.93 21% -14.6 -3% 52.25 9% -397.24 -46% 44.38 8% -93.54 -22% 5.73 1% 44.42 11% -184.37 -36% 12.89 4% 17.85 6% 31.95 9% -36.59 -7% 31.77 10% 38.58 10% 4.83 2% -99.98 -19% -8.18 -2% -165.1 -22% -37.77 -5% -14.42 -5% -55.32 -12% -8.18 -2% -15.3 -2% -102.03 -18% 10.71 3% -6.4 -2% 2.87 1% -113.52 -24% -2.13 -1% -45.16 -12%

*1) Net sales = Total income – Other income – Extra ordinary income – Prior period income – Indirect taxes. 2) PAT = PBIT – Tax. 3) PAT net of pne = PAT – Prior period income – Extra ordinary income + Prior period expenses + Extra ordinary expenses. 4) Roce = PAT net of pne/Avg capital employed. 5) Capital employed = (paid up equity capital + capital contribution by govt + cap suspense and other acct) +(paid up pref capital + pref suspense account) + (reserves and funds + res revaluation + misc exp not written off) + (borrowings – sec short term bank borr unsec short term bank borr-commercial papers – capital convertible warrants). 6) Source of Data: CMIE Prowess database.

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PBIT (Rs. Crore) 2006-07 2007-08 93.44 65.84 29.39 23.17 43.35 38.74 39.52 33.12 17.94 19.72 4.84 5.95 116.7 46.84 68.88 48.74 80.43 41.23 82.73 56.18 53.48 40.71 19.41 20.71 19.71 18.01 91.58 70.6 19.43 14.73 44.14 43.8 54.55 47.43 26.59 25.3 65.68 62.52 179.94 132.31 13.12 5.16 129.26 35.22 52.94 44.38 45.6 32.51 12.51 10.69 4.8 4.55 33.9 22.36 22.15 16.72 141.63 47.56 48.47 34.13 15.95 14.48 109.41 46.76 39.42 32.06 29.44 21.2 23.39 8.27 16.24 13.86 34.11 17.44 26.27 23.31 28.85 20.42 26.89 22.11 29.18 25.69 34.7 34.06 29.03 29.54 46.95 24.53 70.33 41.49 46.58 18.8 41.21 23.4 25.9 16.12 111.81 17.87 38.09 17.03 43.42 23.64 40.32 24.99 58.23 27.43 17.72 12.1 20.83 14.77 49.66 15.53

PAT (Rs. Crore) 2006-07 2007-08 31.08 21.64 24.47 14.98 21.32 7.65 20.31 6.67 5.26 3.13 2.25 1.39 90.96 38.29 36.4 18.47 55.64 26.6 42.64 22.02 25.5 16.09 4.28 2.07 13.17 9.14 44.57 13.05 12.07 2.59 26.89 19.02 25.95 14.46 13.88 10.44 35.06 0.96 96.03 28.38 5.53 0.61 64.68 13.97 23.63 8.96 22.67 11.27 5.7 2.23 3.22 0.21 20.39 10.97 5.11 0.21 87.84 22.35 22.06 5.19 3.12 3.2 61.78 10.12 14.26 3.78 16.67 8.86 12.22 5.7 7.14 3.68 18.9 5.35 15.97 7.39 11.61 4.12 8.9 0.84 14.72 6.95 9.27 4.87 5.83 1.24 12.18 8.17 31.86 7.31 31.9 11.65 10.39 2.84 9.14 0.47 96.94 2.86 16.89 3.18 18.7 3.66 14.33 0.91 23.73 0.84 5.24 0.73 10.18 2.05 28.6 2.47

Change in PAT Rs. Crore Percentage -9.44 -30% -9.49 -39% -13.67 -64% -13.64 -67% -2.13 -40% -0.86 -38% -52.67 -58% -17.93 -49% -29.04 -52% -20.62 -48% -9.41 -37% -2.21 -52% -4.03 -31% -31.52 -71% -9.48 -79% -7.87 -29% -11.49 -44% -3.44 -25% -34.1 -97% -67.65 -70% -4.92 -89% -50.71 -78% -14.67 -62% -11.4 -50% -3.47 -61% -3.01 -93% -9.42 -46% -4.9 -96% -65.49 -75% -16.87 -76% 0.08 3% -51.66 -84% -10.48 -73% -7.81 -47% -6.52 -53% -3.46 -48% -13.55 -72% -8.58 -54% -7.49 -65% -8.06 -91% -7.77 -53% -4.4 -47% -4.59 -79% -4.01 -33% -24.55 -77% -20.25 -63% -7.55 -73% -8.67 -95% -94.08 -97% -13.71 -81% -15.04 -80% -13.42 -94% -22.89 -96% -4.51 -86% -8.13 -80% -26.13 -91%

ROCE 2006-07 2007-08 3.6 2.33 3.7 2.31 9.13 3.18 7.47 1.7 8.83 4.6 2.55 1.28 17.08 6.11 10.75 4.57 25.86 10.43 12.56 4.36 7.71 4.97 3.29 1.38 10.97 6.42 5.87 1.72 11.01 1.52 13.34 6.81 6.89 3.35 14.48 7.46 7.75 0.16 10.98 2.44 5.74 0.37 5.55 1.09 11.77 4 9.35 4.09 15.25 4.29 15.77 1.03 15.6 6.25 4.64 0.14 24.72 6.75 9.97 2.07 3.85 2.85 7.76 1.15 6.56 1.28 19.81 10.56 9.24 4.5 7.21 3.19 7.25 1.64 8.51 3.16 8.35 2.35 2.99 0.24 5.56 2.41 4.24 2.07 1.48 0.24 15.24 3.76 8.96 1.68 14.89 4.97 4.45 0.94 5.09 0.23 50.22 0.62 14.27 2.88 13.3 2.2 4.95 0.31 4.59 0.17 4.79 0.64 6.82 1.06 14.15 0.89

Change in ROCE Rs. Crore Percentage -1.27 -35% -1.39 -38% -5.95 -65% -5.77 -77% -4.23 -48% -1.27 -50% -10.97 -64% -6.18 -57% -15.43 -60% -8.2 -65% -2.74 -36% -1.91 -58% -4.55 -41% -4.15 -71% -9.49 -86% -6.53 -49% -3.54 -51% -7.02 -48% -7.59 -98% -8.54 -78% -5.37 -94% -4.46 -80% -7.77 -66% -5.26 -56% -10.96 -72% -14.74 -93% -9.35 -60% -4.5 -97% -17.97 -73% -7.9 -79% -1 -26% -6.61 -85% -5.28 -80% -9.25 -47% -4.74 -51% -4.02 -56% -5.61 -77% -5.35 -63% -6 -72% -2.75 -92% -3.15 -57% -2.17 -51% -1.24 -84% -11.48 -75% -7.28 -81% -9.92 -67% -3.51 -79% -4.86 -95% -49.6 -99% -11.39 -80% -11.1 -83% -4.64 -94% -4.42 -96% -4.15 -87% -5.76 -84% -13.26 -94%

PAT/Net Sales 2006-07 2007-08 4% 3% 9% 5% 6% 2% 2% 1% 2% 1% 1% 0% 14% 7% 6% 3% 11% 6% 10% 5% 4% 3% 1% 0% 2% 1% 7% 2% 5% 1% 8% 6% 3% 2% 4% 3% 5% 0% 12% 4% 2% 0% 2% 0% 3% 1% 5% 3% 1% 0% 1% 0% 4% 2% 1% 0% 10% 5% 4% 1% 1% 1% 7% 1% 4% 1% 3% 3% 4% 2% 2% 1% 6% 1% 3% 2% 4% 1% 2% 0% 5% 2% 2% 1% 1% 0% 2% 1% 4% 1% 10% 4% 2% 1% 2% 0% 11% 0% 3% 1% 6% 1% 4% 0% 7% 0% 1% 0% 3% 1% 8% 1%

Disclaimer: While every care has been taken to ensure accuracy in compiling this data, neither the publisher nor the editor will be responsible for any omissions or errors, or be held responsible for actions taken by any person (s) in reliance upon the data herein. Errors, omissions and mistakes may be brought to the attention of the editor for rectification in future issues of the magazine.

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industry 2.0

- technology management for decision-makers | september 30, 2009

interview

“Fundamentals of chemical industry remain strong” The global economic recession had its effect on all sectors of the manufacturing industry. In an exclusive interview, R Mukundan, Managing Director, Tata Chemicals, expresses his views on the impact of global recession on the chemical industry in India, to Reshmi Menon. He also focuses on his company’s performance and the future growth prospects of the Indian chemical industry.

R Mukundan, Managing Director, Tata Chemicals.

How would you describe the growth of the chemical industry in India? The Indian chemical industry has seen encouraging growth in the last five to seven years in all the sectors of the industry. The impact of the global economic crisis was visible to some extent, but the industry has been able to weather it better than the industries in other developed nations. Fundamentals of Indian chemical industry remain strong and attractive.

september 30, 2009 | industry 2.0

How did the industry overcome the global economic crisis? Quickly adopting to the global scenarios, and continuously innovating in all the processes as ever have helped the industry handle the situation better. Rapidly putting in place cost cuts has been the key contributor to the industry’s response. Did the economic downturn affect the growth performance of Tata Chemicals in a major way? The global economic downturn

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has affected all the organisations in some way or the other. For Tata Chemicals, the effects have been varying for different products and geographies it operates. The diverse portfolio of the company has worked as a natural hedge. There has been no impact on our consumer products and crop nutrition businesses. Soda ash business had been affected due to slowdown in demand of flat glass industry, for which our product is one of the key raw materials. This had resulted in demand destruction by around 15 per cent in soda ash. The soda ash market seems to have bottomed out already, and the past few months have been stable. The demand scenario is also improving. In fact, the US market seems to be the first one out of trouble, and we are now expecting to be working on near full capacity in the US. What are the major challenges faced by the chemical industry in India now? With excess capacity in all commodities due to the sudden demand collapse, domestic industry needs to be protected from undue competition from overseas players—who may be looking forward to liquidate their inventories or stabilizing their industry at our cost. Government should immedi-

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Tata Chemicals’ Babrala plant in Uttar Pradesh produces ammonia and urea.

ately look at providing temporary protection against such issues. What are the new trends in the chemical process industry? The new trends in the chemical processing industry can be foreseen on three tracks, namely, size, nature and geography, inherent and intrinsic safety in processes and environmental sustainability. First, the enormous size plants will be replaced by new plants that work with smaller footprint and higher throughputs. With more flexibility and integration, there will also be an effort to exploit advances in biotechnology, novel materials, nanotechnology and micro-fabrication for smaller and more efficient processes for refining, petro-chem, pharmaceuticals, production of ethanol from agricultural products, production of chemicals from waste materials and gases, and advanced polymer resins and plastics. Nanotechnology and process intensification will be new areas of engagement. Globalization over the past few decades has fueled major emerging market investment in the Middle East and China. India has the opportunity to strategically exploit the geographical shifts in chemical processing. This growth has forced chemical companies in the US and Europe—to either scale down and streamline their production or move in to new and more specialized business models. We find that the nature of industry is being shaped by emerging models around. The second major trend in chemical engineering is the emergence of safety from a craft to a science by coherent methodology of designing, building, maintaining and operating safe plants. Inherent and intrinsic safety and zero tolerance will guide the industry to improve its

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image to ensure reliable and safe performance and commitment to responsible care. The third major trend is sustainability—climate change, environmental regulations and usage of renewable raw materials and energy as emerging drivers for the chemical industry. Every waste material is potentially a feed for a new product—in a way making the chemical supply chain mimic the nature’s biological process. How do you foresee the future of the Indian chemical industry? India is one of the most promising economies in the world, and has much technological awareness to its advantage. This is the right time for the chemical industry to invest in the areas of green chemistry, waste management, pharmaceuticals, solar energy, safe water etc., that are burning issues currently and will be vital for sustenance of any organization in the future. In a way, the downturn has provided an opportunity to build sustainability initiatives of the industry, and make the Indian chemical industry the most environment friendly industry. Today, there is a growing realization of importance of being a sustainable organization. Every organiza-

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tion is trying to shift towards low carbon and green technology. I expect this trend will accelerate in the future. Every organization is having a focus on benchmarking and improving their Environmental, Health, Safety & Security (EHS&S) systems, and is volunteering to opt for cleaner and greener technologies in spite of the incremental costs they incur in switching to these technologies. Many organizations are signatory to Responsible Care 14001: 2005 systems, and are leading industry’s efforts in improving the industry image—by demonstrating being responsible corporate citizen. The most important prospect, for Indian chemical industry, is the ‘Consuming Class’ in India. The downturn provides opportunities for organizations—to utilize this time to invest in research and development to develop products and solutions for the customers, who have not participated in the consuming cycle before. However, most of the players in the chemical industry may not have direct consumer interface, they can collaborate with their supply chain partners, and develop new products and solutions for this new consumer class. n

- technology management for decision-makers | september 30, 2009

interview

“Auto components industry slowly coming back on track” Anand Automotive Systems provides a wide range of automotive systems. Slowly coming back to normalcy from the effects of economic recession, the company is aiming to achieve a target of $1 billion sales by 2012. Deepak Chopra, Group CEO of the organization, in a tête-à-tête with Reshmi Menon, discusses the effects of global recession on the Indian automotive components industry, and how the industry will grow in the future. any other component manufacturer—leading to severe austerity measures across the Group. However, as the group is fairly diversified, the impact of recession was short lived. We had expected a flat growth, but due to the continuous measures towards cost control and rationalisation of resources, the group was able to achieve a growth of about 5 to 6 per cent. Exports were affected tremendously by coming down from 20 to 14 per cent of the total turnover. However, the aftermarket fared well, growing at about 25 to 30 per cent, contributing to about 8 to 9 per cent of the total sales, the impact was significant—since it is a profitable segment. Deepak Chopra, Group CEO, Anand Automotive Systems.

How is the automotive component industry reeling in the postrecession period? India has been comparatively lucky than US and Europe, recession has been less than what was assumed for the Indian economy. All sectors are picking up except perhaps—medium and high commercial vehicles. The speed of the sectors that bounced back was faster than expected, but products or sectors that were dependent on exports were affected—and will take sometime to recover. How did the recession wave affect your company? The recession affected us like

september 30, 2009 | industry 2.0

How can companies be prepared to overcome such an economic turmoil in the future? Preparation against such economic turmoil can be—first of all maintaining cost effective operations with continuous emphasis on waste reduction of all kinds. Secondly, designing innovative products and features to provide better value to customers. Thirdly, curtail non-value add activities, and lastly build engineering, design, research and development (R&D) capabilities in India. How would you describe the growth of the automotive compo-

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nent industry in India now? Though global recession had affected the Indian auto components industry, it is now slowly coming back on track. The vehicle production for the year 2008-09 as compared to 2007-08, showed a negative or marginal growth. The commercial vehicles were worst affected, and has still not recovered. Companies took this opportunity to reorganise and revamp their operations to reduce cost and rationalize resources. From being a supplier of lowvalue components to the domestic aftermarket in the beginning, the industry has evolved into a global hub for providing a range of high-value and critical automobile components. In its endeavour to stay ahead, the component industry adopted global best practices like lean manufacturing, Six Sigma, etc. Propelling modernisation and high-value development to substantially improve production capacities and capabilities, the industry has started investing in research and development (R&D), but needs the support of the government to create and provide platforms for testing and validating. How would you describe the growth of Anand Automotive Systems over the years? Anand Automotive Systems is a

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fairly diversified Group, and has had a compound annual growth rate (CAGR) of about 25 per cent till last year (2008-09), where the growth was to the tune of 5 to 6 per cent, due to the recession that hit the industry adversely. The topline is expected to grow at about 10 to 11 per cent for the current year closing 2010, despite the low export volumes. The exports are expected to improve from 2011, we are very positive about the prospects of the domestic automotive industry in the medium and long term. Growth of domestic industry, exports and the inorganic growth through our new ventures will help us achieve target of $1 billion sales by 2012. What are the prime challenges now in a nutshell? Some of the basic challenges are—(say firstly) to make the industry more self-sufficient by investing in R&D and validation facilities. Then we need supply chain upgradation providing a critical mass. Tier two and three suppliers have to build capability for enhanced technology and quality products, so as to create a pipeline for better quality components. Also, the backward linkage with suppliers has to be strengthened. How do you foresee the growth of the sector in the coming years? The current automotive business and globalisation efforts will offer many new business opportunities for the Indian industry. The small car, which has always been an Indian phenomenon so far, is becoming a global necessity. This demand clubbed with the Indian industry’s expertise and knowledge in this area—will provide a thrust, and position India on the global landscape. As the recessionary effects recede, the Indian auto component industry looks forward to brighter opportunities, which can be fulfilled by being not only a low cost manufacturing base—but also by providing technologically advanced engineering products. n

Advertiser Index Siemens India ................................................. Inside Front Cover Lapp India . ................................................................................... 1 Rockwell Automation ................................................................... 5 OCLP ............................................................................................. 7 Demag Cranes & Components . .................................................. 9 Zab Machine Tools .....................................................................15 Premium Energy Transmission Ltd ...........................................19 Power Build Ltd ..........................................................................21 QCI . .............................................................................................23 Elecon Engineering Co. Ltd. ......................................................25 OEN India Ltd. ............................................................................47 Control and Switchgear Pvt Ltd . ...............................................51 Hpl India Ltd ...............................................................................79 TaeguTec India P Ltd ....................................... Inside Back Cover Crompton Greaves Ltd. ............................................... Back Cover

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- technology management for decision-makers | september 30, 2009

SECTOR REPORT

Buoyant Prospects for Aluminium Given the low per capita consumption of aluminium in India, and the increasing trend of aluminium replacing other metals in manufacturing industries, growth prospects for the Indian aluminium industry remain buoyant.

Source: INCAL

BY VIMAL KUMAR SOMANI

ndia has the ﬁfth largest bauxite reserves in the world with deposits of about 2 billion tonnes. But in contrast to this, India’s share in global installed aluminium capacity is estimated to be about only 3 per cent. Therefore, in view of India’s bauxite reserves, local smelting capacity of the metal can be increased substantially to meet the expected rise in demand for aluminium in the near future. Global economy growth is largely fuelled by growth in Asian economy, and aluminium has the highest growth rate as compared to other metals.

Fuelling Demand The per capita consumption of aluminium in India continues to remain abysmally low at 1.3 kg, compared to the global average of 30 to 32 kg in the US and Europe, 33 kg in Japan, 20 kg in France and 9 kg in China. The demand for aluminium in India is estimated to grow at 6 to 8 per cent per annum in view of the low per capita domestic consumption. This is expected to grow further as demand for the metal picks 80

SEPTEMBER 30, 2009 | INDUSTRY 2.0

up after consuming sectors like power, infrastructure and transportation recover from the ongoing recession in the near future. Already, India’s Index of Industrial Production (IIP) has bounced back, registering marginal growth during August this year. The consumption pattern of aluminium in India changed very much from year 1970-71 to 2006-07—Electrical (48 to 39 per cent) , Transport (8 to17 per cent) , Building (2 to 15 per cent), Packaging (8 to 9 per cent), Machinery & Equipment (6 to 4 per cent) and others (28 to 16 per cent), while the global consumption pattern of aluminium is Electrical—9 per cent, Transport—29 per cent, Building—18 per cent, Packaging—18 per cent, Machinery & Equipment—8 per cent and others—18 per cent. According to the Aluminium Association of India, demand for the metal in India is expected to grow more than ﬁve fold by the year 2030. Alcoa, one of the world’s major producer of aluminium, has projected the demand for aluminium to grow at a CAGR of around 6 per

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cent till 2018, propelled by newer packaging applications and increased usage of aluminium in automobiles, consumer durables, construction and defence. Aluminium is widely used in packaging and consumer industries too. The growth in packaging and retail industry and the change in lifestyle i.e., increased health consciousness, hygiene consciousness, exponential increase in number of women working for supporting family, trend towards nuclear family, more and more men/ women relocating for job will fuel up the demand for aluminium consumption. Indian retail is expected to grow @ 25 per cent annually. Modern retail in India could be worth US $175 to 200 billion by 2016. The food retail industry in India dominates the shopping baskets, which also leads to the growth in demand of foils and containers.

Protectionist Measure Another important factor driving the sales turnover of domestic aluminium manufacturers is—the duty imposed on aluminium imports in order to protect the domestic industry. The government has imposed additional safe-guard duty on imports of aluminium products from China. Imports of sheets and coils are imposed a duty of 20 per cent, while that of foils attract around 35 per cent duty—over and above the import duty of 5.75 per cent on rolled products. The duty has been imposed for a period of two years starting March 2009. This measure will ensure that the local demand for aluminium is met mostly by Indian manufacturers. Buoyant demand, due to its widening applications and recyclability, should ensure robust demand for aluminium in the future. V K Somani is the managing director of Gujarat Foils Ltd., www.gujaratfoils.com.

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SECTOR REPORT

Auto Sector Eyes on Domestic Market The passenger car and motorcycle segment in India is growing by 8 to 9 per cent. Commercial vehicle will grow by 5.2 per cent. Sports Utility Vehicles (SUVs) in the Indian market will increase in the coming years. Auto sector in India is the sourcing base for global auto majors. BY JAYMIN PANCHAL

Indian auto companies stock are riding high on backdrop of launches of new models by companies along with recovery of economy showing signs of higher demand in automobiles.

he Indian auto industry is the tenth largest in the world. It has an annual production of approximately 2.3 million units. According to the economic survey 2008-09 presented in parliament, the automotive industry in India grew at a computed annual growth rate (CAGR) of 11.5 per cent over the past ﬁve years in 2003–08. The industry has a strong multiplier effect on the economy due to its deep forward as well as backward linkages with several key segments of the economy. The industry mainly comprises three sections, namely—twowheeler (75 per cent market share), passenger-vehicle (16 per cent) and three-wheeler segment (four per cent).

crises, and had to face a drop in sales ﬁgures. The depleting economic conﬁdence in domestic market made the demand across the automobile industry declivitous. The backwash could be seen even in early 2009, after registering growth of around 9 per cent in 2008, the auto industry is being expected to register a growth of 3.5 per cent in 2009. However, the industry has shown a sign of revival from the second quarter of 2009. The sector, which was plagued by economic downturn, amidst a credit crisis managed a growth of 0.7 per cent in 2008-09 with passenger car sales registering 1.31 per cent growth, while the commercial vehicles segment slumped 21.7 per cent.

Performance The industry had its dream from 2003 to mid of 2008, where it witnessed high growth on backdrop of blooming of economic parameters like GDP, per capita income, along with the growing base of middle class and more disposable income. Besides the domestic companies, many global players entered the Indian market through alliances with them to reap benefits— either by marketing agreement or transfer of technology. Then the high flying auto sector encountered severe global financial WWW.INDUSTRY20.COM

Government Measures In order to make India a power to reckon with in the automotive sector, the government launched the Automotive Mission Plan (AMP) 2006-2016. As per AMP, it is being estimated that the total turnover of the automotive industry in India would be in the order of $122 to 159 billion by 2016. It is also being anticipated that in real terms, India would continue to enjoy its eminent position of being the largest tractor and three-wheeler manufacturers in the world, and the second

INDUSTRY 2.0

largest two-wheeler manufacturer. By 2016, India will emerge as the world’s seventh largest car producer and retain the fourth position in world truck manufacturing sector. Further, by 2016, the automotive sector would double its contribution to the country’s GDP i.e., from current level of 5 per cent to 10 per cent. The budget holds beneﬁts for the commercial vehicle segment in the form of recent excise cut. The excise duty for petrol trucks was reduced to 8 per cent from 20 per cent. In addition, the ad valorem duty on cars and sports utility vehicles of engine capacity equal and above 2,000cc has been reduced by Rs 5,000/unit to Rs 15,000/unit, auspicating well for vehicle manufacturers. The government has also focused on increasing expenditure by National Highway Authority of India (NHAI), enhancement of outlay of Prime Minister’s Gram Sadak Yojana by 59 per cent and further expansion of allocation to Jawaharlal Nehru National Urban Renewal Mission (JNNURM) would have signiﬁcant positive impact on the automobile industry, in the medium to long term.

Outlook Even when auto companies worldwide are experiencing a low, India saw a 25.59 per cent growth in the sale of passenger cars in the domestic market in August 2009. According to the Society of Indian Automobile Manufacturers (SIAM), 120,669 units were sold last month, compared to 96,082 units in August 2008. Also, two-wheeler sales surged 25.11 per cent to 776,777 units from 620,883 units. In India, the sales of commercial vehicles increased for the second consecutive month, growing 18.48 per cent to 40,624 units in August from 34,289 units in the year-ago period.

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS | SEPTEMBER 30, 2009

SECTOR REPORT

Auto Ancillary Sector Picking up Pace After a slowdown caused by a speed breaker of recession, the auto ancillary market is all geared for long haul of growth in future. However, the growth of the sector depends heavily not only on domestic automotive sector—but also on the global market. BY JAYMIN PANCHAL

industry in the domestic market at the time—when the global auto market and players are facing the heat of global ﬁnancial crisis.

Source: Anand Rathi Research

Performance of the Industry

Auto ancillary sector after having dream run until 1H 2008, had a steep fall due to global meldown. But now the sector is all set to having rearing growth based on domestic opportunities.

ndian auto component industry is quite comprehensive with about 575 ﬁrms in the organized sector producing practically all parts, and more than 10,000 ﬁrms in the small unorganized sector. The auto component industry is directly correlated with not only domestic but also global auto industry. The industry employs more than 250,000 people. Since the FY04, the industry has witnessed a 19.87 per cent increase in the turnover, and is expected to maintain the good growth pace with a 15 to 20 per cent increment till 2015-16. The growth of the sector depends heavily—not only on the domestic automotive market, but also on the global market.

Recessionary Effect Because of the global recession, the Indian automotive industry witnessed a 40 to 60 per cent y-o-y drop in volumes. The main losses were in commercial and passenger vehicle segments towards the end of 2008. There was a marked drop in the purchases by the original equipment manufacturers (OEMs) and the 82

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replacement market. The threat of inventory pile-up across the supply chain coerced the companies to reduce productions in H2FY2009.

Automobile Industry Even though the global automotive sector is still seeing red, the Asian market is slowly picking up—especially, the Indian car market with various models from companies in different segments waiting to get launched soon. The auto ancillary sector for the short term will have to depend on domestic and Asian markets for its growth—as the western peers, like FORD and GM are still struggling. Thus, demand for exports is not expected to rise soon. However, measures—like economic stimulation initiated by various governments to revive their countries from the downturn recession—will once again help the automotive industry globally, thus creating demand for the ancillary products going forward. The above detail, in the light of the fact that automobile penetration in India is very low, offers a great opportunity to the auto component

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During the FY09, the sector’s domestic turnover showed a gain of six per cent to a sum of Rs 76,320 crore. In addition, the exports registered a growth of 6.14 per cent y-o-y to Rs 15,000 crore. These numbers are in backdrop of recession from 2008, and are not projecting the exact potential of the market, which is already on growth path. In H2FY09 a fall in the costs of the major components required for automobile manufacturing will consequently beneﬁt the OEMs, in terms of less cost of production and higher sales. A drop of 40 per cent in prices of rubber, steel and aluminum was seen in July ’08. Also, in the international market the aluminum prices dropped by ~42 per cent and steel prices plunged by ~47 per cent from its peak. In the forthcoming years, the prices of commodities are expected to go up, but the pace of increase would be lesser compared to what was recorded in FY08.

Outlook ACMA is predicting a high paced growth for the Indian automotive industry. By the year 2016 the turnover is expected to go from $35 to $45 billion, and the export revenue is likely to reach $35 billion from the present $4.1 billion. It is quite likely that the automotive sector will be contributing up to 10 per cent to the country’s GDP. Going by the growth in the automotive sector, the domestic auto component industry is also poised to grow at the same pace. WWW.INDUSTRY20.COM

SECTOR REPORT

Non-ferrous M&A Sector Lacks Luster A multi-year bear market is in store for the Indian non-ferrous metals—owing to a combination of high inventory, falling global demand and an ensuing steep fall in average global production cost due to fall in energy prices. BY JAYMIN PANCHAL

After metal prices reached at their peak in the ﬁrst half of 2008, due to recession and slowdown of economy, prices dropped until ﬁrst quarter of 2009. Now, the prices are picking up, but at a lower pace.

ndian non-ferrous metals are to face a multi-year bear market, due to falling global demand, high inventory and a sharp drop in average global production cost—as a result of falling energy prices. Global economic slowdown, adding to the woes of the sector, is indicating few signs of recovery in near future as a result—the demand for nonferrous metals is likely to remain subdued. The future doesn’t seem to be sunny side up for the Indian producers. Apart from the threat posed by falling prices, beneﬁt from lower raw material prices would be minimal—as the contract coal prices for their captive alumina and power plants are ﬁxed lower than global prices. Indian non-ferrous metal sector is mainly focused on three metals, Aluminium, Copper and Zinc.

Aluminium and Zinc The slump in automobile and construction sectors has adversely affected the demand for aluminium, while zinc suffers only because of the slowing of construction activities. Industry experts predict a drop of 2.9 per cent in aluminium demand WWW.INDUSTRY20.COM

and ﬂat curve for the demand of zinc in FY2009. Whereas the foreseen price of aluminium would be between $1,500 to 1,800 per tonne, and zinc prices to hover between $1,100 to 1,300 per tonne. Global aluminium demand is expected to decline by over 4 million tonnes, which is a shrink of about 10 per cent. US demand weakness is expected to remain as such, whereas China would probably attain a stagnation after its phenomenal run of the past few years. The Indian market is being anticipated to follow the GDP growth pattern. Owing to the reduced demand, the prices of aluminium are expected to experience an acute fall of over 50 per cent in about 4 months—rendering many high cost smelters unviable. However, the long term future is augured to be better, and by the FY10 the surplus is expected to reduce signiﬁcantly.

Copper The Indian copper industry can own up to 3 per cent of the world market, which is about a capacity of 4 lakh tonnes. The three major producers of

INDUSTRY 2.0

copper in India are Sterlite Industries, Hindalco and Hindustan Copper. The escalation of production by three companies has potentiated India to become an emerging net exporter from the status of net importer. Demand destruction, liquidity crunch and bankruptcy of iconic financial majors caused the prices, which were ruling at historical highs, to fall down to a half within a mere six months span. In the first half of FY2008 the concentrate market remained in a deficit, which strengthened the price and demand of copper. As the long term contracts are negotiated in the month of January, the TC/ RC contracts went in favour of miners and the LT TCRC were close to bottom at around 45/4.5. However, buoyant by product demand and attractive prices during first half of FY 09 helped copper smelters offset the impact of lower TCRC. Surplus in the global refined copper is likely to remain in the near future— as the demand would further contract by about four per cent in CY09. China will continue to play a vital role in determining the market trends. The pressure on spot TCRCs is predicted to increase due to higher capital costs, decline in ore grades and restricted availability of concentrate. In India, as real estate and construction sectors foresee a slowdown, the demand of copper is expected to fall marginally.

Sector Outlook Although, the copper consumption in India is less than a kg as compared to seven kg in US or 3.6 kg in China, the growth potential for the sector is enormous. Plus, with renewed thrust on power sector reforms and urban housing—long term fundamentals of copper look strong and the future looks hopeful.

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS | SEPTEMBER 30, 2009

SECTOR REPORT

Steel Shows Good Growth Potential Indian steel companies have an edge over their global peers, and are expected to contribute four per cent year-on-year growth by replacing 2.1 million tonnes of India’s net imports in FY10 as against global estimate of two per cent growth. BY JAYMIN PANCHAL

Governments’ spending on infrastructure has been the boon to the steel market. Roadways and power plants are one of the major demand drivers of the steel sector.

lobally, the Indian steel market is the second fastest growing one. Also, the country is the ﬁfth largest producer of steel. India, by producing about 53 million tonnes of steel a year, today accounts for a little over seven per cent of the world’s total steel production. All these have been possible because of lesser cost and higher availability of iron ore in the country. In India, demand of steel and GDP growth rate are highly correlated. The Indian economy is fast recuperating. The past few years have witnessed an impressive GDP growth with the average standing at nine per cent, although the global slowdown has somewhat stunted the growth, pulling the average down to six per cent—the future holds promise of good growth.

cent from the previous year. Fourth quarter saw, most of the large steel cos—such as SAIL, Tata Steel, Essar and JSW operating at full capacity. Apart from India and China, global demand of steel is not expected to increase in the near future. However, this will not affect the growth of the sector, and these countries will continue to be parts of the few fastgrowing markets. Protectionist measures by the central govt place steel companies in a horizon safer than their global peers. Also, EBITDA margins of Indian ﬁrms is slated to improve in FY10E and FY11E, as cost of production for it is expected to reduce due to lower contracted imported coal prices. Lower iron ore prices too will be an additional trigger.

Encouraging Steps Sector Performance In the ﬁrst 10 months of 2008-09, India’s steel production went up to 46.8 million tonnes—up by 1.1 per 84

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The govt has planned to invest in the infrastructure sector above nine per cent of GDP by the year 2014. The 11th ﬁve year plan ensures allocation

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS

of sufficient resources to the infra sector, resulting in an increase in the demand for long products—mainly bars and rods. This growth is expected to be 57.7 per cent of the total planned investment towards electricity, telecommunication and railways. Given that the real estate demand is expected to rise towards the end of this fiscal year—in view of low interest and high liquidity. Resurgence in volumes has stabilized the prices, and any increase in real estate demand’ll have multifold effect on steel—as it’s one of the core inputs in real estate. The govt has removed full exemption of customs duty on some industrial and agricultural commodities. Iron and steel products like pig iron, spiegeleisen, semi-finished products, flat products and long products are now subject to a basic custom duty of five per cent ad valorem. The domestic automobile market has been recovering. Signs of upturn in industrial activities are being observed in the country, e.g., an evident increase in sales of commercial vehicles. Auto sales recorded a strong growth of 11.1 per cent year-on-year in May 2009. Post December 2008 index of even consumer durables segment shows considerable revitalization. Each MW of power capacity addition needs 1.3 tonnes of steel. Now, the proposed capacity addition in power sector is 78,577MW, hence, it will also fuel the demand of steel.

Future Looking Statement A Credit Suisse Group study states that India’s steel consumption will continue to grow by 16 per cent annually till 2012, fuelled by demand for construction projects worth $1 trillion. On the whole, Indian steel sector is expected to rise and maintain its growth for another four to ﬁve years. WWW.INDUSTRY20.COM

SECTOR REPORT

Tyres Rolling up through Speedbumps Although, the top six tyre companies account for over 87 per cent of the Indian industry market share, there are 36 players. However, there is no overwhelming dominance of any single player. Herﬁndahl index for the industry is 0.157, indicating a high level of competition. BY JAYMIN PANCHAL

at nine per cent in the truck and bus (T&B) segment. But with increased player initiatives to augment radial capacities, radialisation is expecting a boost to 15 per cent by 2010-11 in the T&B segment. Industry analysts estimate that the demand for tubeless tyres to augment by 15 to 20 per cent in line with expected growth in the high-end car segment and increased usage of tubeless tyres in the compact segment. Penetration of tubeless car tyres is anticipated to increase 40 to 42 per cent by 2013-14.

Government’s Role

Source: CRISIL Research

Trucks and buses are the biggest demand drivers for the tyre industry, with initiatives by players for radialisation, the demand is only set to increase for better technology products.

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he Indian tyre industry was on a smooth ride till 2008, owing to the fast pace growth of automobile industry and higher overall economic growth. The industry tonnage production registered a ﬁve-year compound annual growth rate (CAGR) of 8.02 per cent between FY03-08. Although as of now, Tyre sector sales are expected to continue to be sluggish; operating margins will recover in 2009-10 with lower prices of key raw materials. Sales are estimated to increase only marginally in 2009-10 due to weak automobile demand and freight movement. While government protection is providing some relief to Indian tyre manufacturers in the domestic market, it is expected to be for quite a short term. Maintaining competitiveness in both the domestic and export market in the long run might prove to be a key challenge. The Indian market can be classiﬁed

into OEM (29.77 per cent of total tonnage off take in FY08), replacement (55 per cent) and export (15.23 per cent) segments. The OEM market comprises tyres that are sold to the vehicle manufacturers, the replacement market includes those—which are sold through dealers to the end users, and the export market deals with tyres which are being exported.

Sector-wise Performance In terms of value, the industry has grown by three per cent to Rs. 227.0 bn in 2008-09 due to increase in prices across all segments. However, continued threat of exports and lower raw material prices may lead to a ﬁve to seven per cent fall in prices in 2009-10 ensuing a fall in industry revenues to Rs. 218.0 bn.

Product-wise Performance In tyre industry, passenger car radialisation crossed 97 per cent, however, it continues to remain low

INDUSTRY 2.0

The govt had imposed an antidumping duty on Chinese T&B crossply tyres in 2005-06. Moreover, T&B radial tyres have been classiﬁed under the restricted list since Nov 2008. These policies are safeguarding the domestic players against the Chinese. If the govt implements the recommendation of scrapping the 15-yearold commercial vehicles and cars, it’ll give more boost to the OEM market.

Future Vision Indian tyre industry is expected to stabilize itself from the current low with the backdrop of recovering economy and automobile sector. A CRISIL Research ﬁnds—operating margins to improve to 12 per cent in 2009-10 as against 6.5 to 7 per cent in 2008-09. In 2009-10, major raw materials prices for tyres are likely to decline, leading to an overall reduction of 23 per cent in basic raw material costs. This would lead to a 16 per cent drop in the overall raw material costs. However, to sustain the growth backed by fundamentals, alternative strategies to counter the onslaught of Chinese tyres—both in the domestic and the export markets, need to be devised.

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS | SEPTEMBER 30, 2009

PRODUCT UPDATE Lathe Machine

ew Dilip Industries has launched robustly designed lathes, that are suitable for mass batch production. The technical features of the product include hardened and ground bed ways with

320 mm swing over the bed, 500 mm swing in the gap, 190 mm swing over cross slide, and 330 mm facing diameter. The main spindle is of threaded nose type with 60 mm dia x 8 TPI, with MT-5 type spindle sleeve bore. The tailstock has a MT-3 type quill bore with a quill travel of about 115 mm. The product ﬁnds applications in sliding, surfacing and screw cutting operations. The machine is supplied with taper turning attachment, rear tool post with long cross slide, Norton gear box, reversing arrangements for main spindle and hydraulic copying attachments. New Dilip Industries Tel: +91-281-2388552 E-mail: sales@newdilip.com Website: www.newdilip.com

Waterjet Cutting Machine

low International has launched its Mach series of waterjet cutting machines, featuring the latest in UHP technology. The machines include new software upgrades,

ultrahigh pressures rated up to 94,000 psi, long-life intensiﬁer, direct drive pumps, threedimensional waterjet cutting advancements and other upgrades. The Mach series consists of three distinct product lines, viz., Mach 4, Mach 3 and Mach 2. Mach 4 is a line of advanced machines for ﬂat material and 3D material cutting. The

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standard features of the product include HyperJet 94i 94,000 psi intensifier pump; Dynamic XD for bevel and 3D cutting of complex flat and non-flat parts and FlowXpert software, which utilizes SmartStream technology to optimize cutting speeds. The Mach 3 features a compact design. The features of the product include HyPlex Hybrid 60,000 psi pump, Dynamic waterjet cutting system, a high-production / taper control system with +/- 10 degrees of wrist motion for use on flat material cutting and FlowPro intelligent control system to maximize the performance on flat material cutting. The Mach 2 waterjet line features JetPlex 55,000 psi direct drive pump, Paser ECL cutting system and FlowMaster intelligent control system. Flow International Tel: +1-253-8503500 E-mail: info@flowcorp.com Website: www.flowcorp.com

Robotic Dispensers

&J Fisnar offers a wide range of desktop, gantry-Cartesian and SCARA dispensing robots, which help save costs in material waste, rejects, time and labour. The I&J 7400 dispensing robot has a working area of 15.75” x 15.75” (400 mm x 400 mm) and with a footprint depth of less than 30 inches (760 mm) for mounting on an industrial work bench. The base of the robot frame consists of a heavy-duty cast construction in order to maintain linear performance across the entire dispensing area.

The robots require no computer skills to operate, and provide continuous path motion for accurate XYZ dispensing. These devices are suitable for low, medium and high production environments. Sumitron Exports Tel: 91-11-41410631 E-mail: sumitron@vsnl.com Website: www.sumitron.com

Articulated Jet

max has introduced an articulated jet (A-Jet), which cuts accurate beveled edges at angles determined by the machine operator. Controlled by Intelli-MAX software, the A-Jet adds two motion axes that allows tilting the nozzle over a range of 0° to 60° from the vertical position. The new component can be used to produce beveled edges when cutting countersunk holes. The product can also cut parts with complex geometries. The accessory features a ﬁxed focal point design, where the XYZ axes need not be moved as the head tilts. With its additional axes of motion, the machine allows production of beveled edges in preparation for welding operations. The use of the accessory eliminates many secondary machining and grinding operations. The unit is supplied with a MAXJET 5i nozzle and a diamond integrated nozzle. OMAX Corporation Tel: +1-253-8722300 E-mail: omax@omax.com Website: www.omax.com

Welding Tool

sco Tool has launched the Millhog Dictator ID clamping welding end prep tool, for beveling heavy-wall pipes in offshore platforms and pipelines. The product is designed for use on heavy wall pipes up to 508 mm diameter that are made of stainless steel, super duplex, P91 and other hard alloys. The unit features a template that allows bevel angle transitions for compound bevels and a cross-feed mechanism, which guides a single point cutting bit around the pipe to create precise bevels. The machine delivers 553 kgf-m of torque. It is equipped with a standard pneumatic motor and has dual-opposed tapered roller bearings for optimum rigidity. The cutting bits are made from titanium-nitride coated steel. The product, available with a hydraulic motor, requires no cutting ﬂuids.

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS

Esco Tool Tel: +1-508-4294441 E-mail: matt@escotool.com Website: www.escotool.com

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Singulation System

oreFlow has launched a field-tested wafer singulation system - SingFlow, which provides accurate separation of wafers, for crystalline photovoltaic (PV) manufacturing. The new product is based on a stress-free and pure-shear singulation concept. The design of the product supports the output to different configurations of lane-based cleaning systems and cassette loading. The unit includes wafer singulation with a control that ensures minimal contact force on the wafer. The singulation process is controlled with automatic compensation for wafer thickness variation, automatic detection and sorting of broken wafers and submerged operation in filtered water. CoreFlow Tel: +1-972-4-9935757 E-mail: coreflow@coreflow.com Website: www.coreflow.com

Power Tools

osch Power Tools has launched four types of light-weight, cordless power tools that do not require a socket and cable. The product range consists of tools such as cordless screw drivers, drill drivers, impact wrenches, multi tool and rotary hammers. The units cater to diverse industry segments such as automotive, construction, manufacturing, electrical, electronics and interiors. The Lithium ion powered tools provide a

quick ﬁx solution to screw driving, drilling, cutting and hammering. The product claimed to offer 400 per cent longer battery lifetime and has quick charging capability. The tools have been designed to handle light, medium and extreme work conditions, in both indoor and outdoor environment. The price of the products ranges froam Rs 2000 to Rs 35,000. Bosch Limited Tel: +91-80-2299 9780 Website: www.boschindia.com

Motor Control Centre

ockwell Automation has launched the Allen-Bradley Centreline 2100 motor control centre (MCC) with ArcShield, which helps reduce arc ﬂash hazards. The product offers arc-resistant features in a low voltage design (up to 600 volts) and protects users against internal electrical arcing faults. The unit meets Type 2 accessibility requirements, thus shielding personnel from the effects of an internal arcing fault on the front, rear and sides of the enclosure. In combination with teh IntelliCentre technology, the product helps users perform remote monitoring, conﬁguration and troubleshoot-

Thermoforming Station

rown Machine has launched the Quad series thermoformers, which includes a new forming station that provides precise and consistent thermoformed product. The forming station has up to 260 tonnes of holding force and 150 tonnes of coining force, thus providing zero deﬂection across the entire mould area. The design of the form station combines continuous thermoforming technology with stamping (coining) technology to produce detailed parts at high speed. The unit also includes roller screw third motion technology that improves material distribution, reduces starting gauges and provides a greater process window. The Quad series frame, toggles, platens and drive assemblies can withstand high force without deﬂection. Each platen is driven by a servo motor and has four mechanical toggle assemblies that are corner-guided by four linear bearings. The product is available in varying mould area sizes up to 64” x 64”, with the capabilities to produce parts with depths of 4” up to 12”. Besides, a 74” x 74” form station version is also available for shallow draw containers. Brown Machine Tel: +1-989-4357741 E-mail: sales@brown-machine.com Website: www.brown-machine.com

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INDUSTRY 2.0

ing of their MCC. The ArcShield is built on a rugged structural design. It helps prevent arcs from spreading between phases, true unit and wireway isolation and special arc-containment door latches. Rockwell Automation Tel: +1-519-6231810 Website: www.rockwellautomation.com

Transceiver Module

AO Fiber Optics has launched the 10GXNPK-ER transceiver module, which is 100 per cent foundry compatible with its product line. The plug-play module integrates a transmitter and a receiver in to protocol-independent transceiver, operating at 1,550 nm wavelength. The product, which has a transmission distance of up to 40 km, provides high flexibility. The unit can be used in wireless communication devices such as cellular telephones, cordless telephone sets, handheld two-way radios, mobile two-way radios and fibre optical systems. GAO FiberOptics E-mail: sales@gaofiberoptics.com Website: www.fiberoptics.com

Valve Discs

sahi-America has launched Chlorinated Polyvinyl Chloride (CPVC) discs for their Type-57 butterfly valve line. The new discs, offered for 3”, 4”, 6” and 8” models, provide enhanced safety and performance in aggressive chemical environments. The Type 57 butterfly valves provide broad versatility. A completely non-wetted or dry stem design isolates the valve body from the pipeline fluid. The design provides the opportunity to take a standard PVC valve body and install an optional CPVC disc to meet the requirements of a broader range of aggressive chemical applications. The new CPVC disc is suitable where corrosive liquids are being handled and an extra margin of safety is required. Asahi-America Tel: +1-800-3433618 E-mail: asahi@asahi-america.com Website: www.asahi-america.com

- TECHNOLOGY MANAGEMENT FOR DECISION-MAKERS | SEPTEMBER 30, 2009

PRODUCT UPDATE Industrial Door

ite-Hite Doors has introduced the SplitSecond series of bi-parting industrial doors, engineered to take up less wall space and provide immediate access through door openings. The door features a variable-frequency drive and a spring tube design that opens a fabric curtain from the middle at a speed of up to 120 inches per second. Each half of the curtain, which features large windows for high visibility when the door is closed, collects into the side frames to minimize the amount of wall space needed. The product is available in multiple conﬁgurations such as the SplitSecond Pharma. The other conﬁgurations include fabric, powdercoated steel, or stainless steel side frames.

Plastic Potentiometer

ankaj Potentiometers has introduced the single-turn conductive plastic (SCP) potentiometer model 25. The new product features gold plated PCB and wiper contact. The unit also includes 25 mm thermoplastic housing with 3 mm antirotating pin projecting at 20 mm PCD. The potentiometer has brass nickel plated panel mounting bush of 3/8 x 32 TPI, 15 mm brass nickel plated 6.35 mm diameter shaft and 2.54 mm pitch Ralimat compatible PCB holes. The product has standard resistance values of 1 K, 5 K and 10 K Ohms. The other features of the unit include ±20 per cent tolerance, inﬁnite resolution with low ppm, good linearity and long life of ﬁve million cycles. Pankaj Potentiometers Tel: +91-22-24465778 E-mail: panpot@vsnl.net Website: www.pankaj.com

Test Jig loyd Instruments has introduced a test jig for peel strength testing of laminated layers of standard plastic identiﬁcation cards to international standards. The new TG113 90° peel test jig includes an upper wedge grip and lower ﬁxture containing rollers. The product allows 90° peel tests

SEPTEMBER 30, 2009 | INDUSTRY 2.0

Lloyd Instruments Tel: +44-0-1489-486399 E-mail: suzanne.sharpe@ametek.co.uk Website: www.lloyd-instruments.com

Plant Enclosures

Rite-Hite Tel: +1-800-4560600 E-mail: info@ritehite.com Website: www.ritehite.com

to be made at forces up to 200 N (44.96 lbf) for the measurement of peel strength between card layers in accordance with ISO/IEC 10373-1:2006 (E). The strip to be tested on the card is attached to an adhesive tape loop, which is then passed through the roller assembly and held securely by the upper clamp. The grip clamps the prepared card test layer so that a peeling angle of 90° is maintained during measurement. The product can conduct tests of up to four strips per card.

harles Industries has introduced three new sizes of its Charles Multi-Purpose Housing (CMPH) line of non-metallic outside plant enclosures for copper and fibre networks. The new sizes of CMPH include the 4500 series (43.5″ x 19″ x 16.5″), the 5500 series (30″ x 35″ x 18″) and the 9500 series (42″ x 40″ x 28″). The CMPH was originally offered in the 7500 Series size of 48″ x 27″ x 14.5. CMPH 4500, 5500 and 7500 series closures are each available with a choice of copper or fibre optic configurations and ground and bonding hardware. The CMPH 9500 series closures do not include any internal hardware. These are designed for housing

larger electronics, sealed ﬁbre enclosures and cable slack storage. The housings are constructed of lightweight polyethylene that offer dent resistance, corrosion protection and electric shock safety. Charles Industries Tel: +1-847-8066300 E-mail: mktserv@charlesindustries.com Website: www.charlesindustries.com

Transportable Tower

CB Power Products has launched a ninemetre hydraulically activated lighting tower, LT9. The new product holds four spotlights, each of which deliver 1000 watts and 90,000 lumens, giving a total output of 3,60,000 lumens. Mounted on an integrated chassis, the unit is transportable and ideal for rental ﬂeets. The product provides light to a wide range of applications within road construction, rail construction and the agricultural sectors. The lighting tower, controlled by the KS1 control panel, is powered by a 3 cylinder, water cooled, Yanmar engine with a 100 L tank. The unit runs uninterrupted for 68 hours and features four stabilisers to enable maximum performance on uneven ground. The product can rotate 360° to provide lighting capability to all areas of a site. JCB India Tel: +91-0129-4299000 Website: www.jcb.com

Epoxy System

aster Bond has launched a nanosilica reinforced, ultra violet (UV) light curable epoxy system—UV22. The nano-sized ﬁller (< 50 nm) provides abrasion resistance, optical clarity, low shrinkage and physical strength properties, with a low viscosity of 4,000 cps. The tensile strength of the cured epoxy is greater than 4,600 psi and the tensile modulus is greater than 500,000 psi. The product, a single component system, requires no mixing. It cures rapidly upon exposure to UV light at room temperature. The system is a superior electrical insulator with a low coefﬁcient of thermal expansion. The epoxy system is available in a specially formulated, dual-cure version called UV22DC. The product is suitable for applications, which feature shadowed out areas not reachable by UV light.

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Master Bond Tel: +1-201-3438983 Website: www.masterbond.com

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R.N.I. No. MAH ENG/2001/4796

Tech/MH/MR/SOUTH-127/2006-08