Auto Monitor - 1-15 March 2012

I N D I A ’ S N O . 1 M A G A Z I N E F O R A U T O M O T I V E N E W S , V I E W S & A N A LY S I S

Auto Monitor Vol. 12 No. 04

1-15 March 2012

w w w.amonl ine.in

INTERVIEW “EUFTA GIVES UNFAIR ADVANTAGE TO FEW OEMS” Pawan Goenka, President, Mahindra & Mahindra Pg 8

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56 Pages

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INDIA: THE EFFECTS OF FUEL SUBSIDIES

Kohler to introduce higher capacity engines Abhishek Parekh Mumbai

A

u ra ngabad-ba sed Kohler Engines, one of the leading suppliers of light engines to Small Commercial Vehicles (SCVs) segment, is looking to introduce its new generation engines in 1.9 to 2.5 litre range for the CV segment.

Kohler is already in the process of launching these engines in Europe and North America under Kohler and Lombardini brands and the company is likely to localise the engines in India so as to benefit from higher volumes and competitive costs.

“These bigger engines will allow us to cater not only to commercial vehicles above 3.5 tonne segment but also open up construction equipment and agricultural equipment markets and we would be in a position to offer much wider engine range in India at a competitive cost,” said GM, Kohler, Global Power Group, Lombardini India Pvt Ltd, Sudipto Mukherjee. These high powered and larger capacity engines, manufactured in Europe or North

DATA MONITOR Domestic Top 5 PV-makers Sector

Jan-11

Jan-12

Change

MSIL

100,422

101,047

0.62%

TML

34,688

40,213

15.93%

HMIL

30,306

33,900

11.86%

M&M ^

17,209

22,444

30.42%

TKM

9,185

17,395

89.38%

Domestic Top 5 2W-makers Sector

Jan-11

Jan-12

Change

HML

457,362

506,426

10.73%

BAL

192,026

202,214

5.31%

TVS

142,227

153,104

7.65%

HMSI

118,184

177,159

49.90%

21,974

26,300

19.69%

IYM

Domestic Top 5 CV-makers Sector

Jan-11

Jan-12

Change

TML

35,787

40,171

12.25%

M&M

10,192

11,256

10.44%

ALL

6,880

9,151

33.01%

VECV Eicher

3,357

3,551

5.78%

FML

1,888

1,870

-0.95%

* Source: SIAM/ ** Excluding exports/ *** all sub segments considered/ ^ excluding MRPL

America already have around 50 percent of components sourced from either India or China and hence increasing the localisation to 75 or 80 percent may not pose a major issue.

Expansion & Penetration In addition to exploring new segments within the agriculture and construction equipments, the company is also looking to offer higher capacity genset solutions compared to its existing range.

“We are looking to have a deeper penetration in the agriculture segment but our promotional effort has not been aggressive.

Tractors and power tillers are growing segments and we are looking to have a major presence in the segment,” said Mukherjee.

He added that gestation period between plans and commercial production for tractors is close to around eight months to a year and the company is working with several tractors makers for forthcoming models. It will be commencing supplies to Kerala Agro Machinery, a South India-based tractor and agri-

tion of offerings at various price and feature points in the coming months,” said Mukherjee. He added that small and light commercial vehicle segment is likely to grow faster than the overall commercial vehicle segment as hub and spoke model of good transportation gains currency.

The major proportion of the company business comes from SCV segment for gasoline and diesel engines. It recently c om menc e d supplies to construcSudipto Mukherjee tion equipment and cultural equipment supplier for agriculture segments. tractor engines.

Additionally, it also caters to “A major proportion of our volfive to 7.5 Kva genset segment in umes will continue to come from the domestic market.

SCV segment as it is an underMukherjee added that Kohler penetrated market. The choice would be the only brand visible in terms of features and tonnage in the Indian market even as capacity in the small commercial Kohler has continued with the vehicle segment is very limited.

Lombardini brand in some of the We are likely to see a proliferamarkets globally.

Hero MotoCorp to ride on racing track Shambhavi Anand New Delhi

W

ith an ambition to expand its presence from commuter segment to sports and powerful high speed bikes suited for markets across the globe, Hero MotoCorp Ltd announced a strategic alliance with Eric Buell Racing (EBR), US, for multiple types of collaboration.

After ending its alliance with Honda, HML has signed a technology deal with the US t wo-wheeler ma nufacturer.

The Indian manufacturer will also receive design support for future models. “Some of the design and technology aspects of EBR will trickle down to our existing products from as soon as 2013,” Managing Director and CEO, Hero MotoCorp, Pawan Munjal said.

The hybrid scooter, Leap, was also developed in collaboration with EBR. Chairman &

CTO, EBR, Eric Buell said, “Our Indian partner has given us some challenging briefs and we are working towards it. We will not bring any of our bikes individually to the Indian market.”

EBR is a specialist in customised

superbikes. Through this tieup, Hero MotoCorp will sponsor two teams—Hero and AMSOIL Hero—at Ama Pro Racing National Guard Superbikes Championship. Both these teams will ride 1190RS bikes.

Pawan Munjal, CEO, Hero MotoCorp Does the alliance with EBR mean that Hero MotoCorp will bring in superbikes?

The alliance is highly f lexible and we have the f lexibility to explore options. There may be new products but they will only come may be in 2014. But from 2013, some technologies and designs of EBR will show in the existing models of Hero MotoCorp.

Will this be the only technology alliance? Will there also be sharing of ownership?

No. We will have several alliances. And there will be no sharing of ownership.

` 50

STUDY

What kind of branding will be done if you go to other international markets together?

The branding for each market will depend upon the market and its nature.

What are the other benefits of this alliance?

Such an alliance can help in bringing in hi-end technology to the general commuter bikes.

Pg 14

Tata Motors plans to sell 5,000 units of Sumo Gold Bhargav TS Chennai

T

ata Motors plans to sell 5,000 units of its newly launched Sumo Gold each month from April this year. Within four months, the company has sold more than 9,000 vehicles and has gained momentum in the SUV segment. Sumo Gold is powered by CR4 engine that is developed by Tata Motors for achieving better mileage and delivers an output of 85Ps, which is the most powerful SUV in its category.

According to Head, Utility

Tata Sumo Gold launched in Nov’11

Vehicles Product Group, Tata Motors, Ashesh Dhar, the company aims to be a significant player in utility segment with the help of Sumo Gold. “Currently, Sumo sells about 3,300 units per month. Before introducing the new model, we were selling only 1,100 units. Now we have increased the volumes and we plan to sell 5,000 units in another two months,” he said.

The vehicle’s overall weight has been reduced considerably and with the help of CR4 engine Sumo Gold delivers better mileage of 14.3 kmpl. Along with this, the vehicle is also refurbished with new external and internal features, which has helped to reduce the cost by `40,000 when comparing to its existing models. This helped Tata Motors to sell more number of Sumo Golds in a short span.

Dhar also indicated that the company will be ramping up its capacity as and when required.

Currently, it is producing 3,000 Sumo variants monthly from its Pune plant.

A to Z product range as per Customer’s designs, applications, sizes and Internationals Standards

EDITORIAL Proactive budget needed

I

ts budget time again and every industry and sector is waiting for the annual ritual. The auto industry per se is facing several issues including non-availability of skilled manpower, supporting infrastructure and the increasing raw material prices while facing the pressure that is mounting in terms of increased expectations from customers, the localisation drive, thinning margins and fierce competition.

Availability of power is a serious issue in quite a few states in the country—though the respective state governments sign agreements with vehicle manufacturers for continuous power supply, the component manufacturers have never been covered. This discrepancy affects the profitability of component manufacturers who are already operating on thin margins, as they resort to in-house power generation. Roads and rail networks and ports play a vital role in the overall development of the economy and will support growth and development of the Indian automotive industry that is expanding to global scales.

The government should look at removing these bottlenecks for the industry to leapfrog to the next level.

In addition, the government should look at extending the weighted tax deduction for R&D expenditure that expires this year, by another 10 years as it will give the required strength to the companies in localisation programmes as well as generating intellectual property rights. In addition, the government should create a technology development fund for the auto component industry since the component manufacturers are unable to spend the required funds due to their low profitability.

Diesel has become the preferred fuel for many motorists due to cheaper costs and better fuel efficiency when compared to petrol. And this has increased the ratio of diesel vehicles significantly—from about 30 to 35 percent in the beginning of this fiscal to 55 percent plus now. Every vehicle manufacturer in the country that makes diesel passenger vehicles, faces sup-

ply constraints for diesel engines. This is a cause of concern for the government as diesel is a heavily subsidised commodity.

Less than two years ago, the government deregulated petrol prices. And it was supposed to give the oil companies a free hand in pricing petrol according the international crude prices. However, it was not happening to a large extent due to government’s influence, as it is a major shareholder in the three major oil companies—IOC, BPCL and HPCL. As the government continues to be politically instable, it had to influence petrol pricing. The oil companies were expecting deregulation of diesel also when it was done for petrol. The diesel price cannot be increased as it is used largely by the transportation segment, which is the wheel of the economy. The increase in operating costs will fuel inflation further. The problem for the government was aggravated with more diesel cars being sold than petrol. Since it is not possible to have dual pricing for passenger cars and commercial vehicles, the government is mulling options to increase the taxes and duties on diesel passenger cars. The industry is divided as one section believes that it is a regressive step, while the other thinks that it is manageable.

Increasing tax seems to be a better option, since the end user can amortise the incremental investment through the savings accrued on the differential in fuel costs and the increased fuel economy.

Wishing you much pleasure reading. Do send us your feedback.

T. Murrali t.murrali@infomedia18.in

FORTNIGHT’S QUOTES Sergio Marchionne, Fiat Chrysler CEO in Corriere della Sera on plans for Fiat’s Italian car making facilities

Carlos Ghosn, Renalut Nissan, Chief Executive

“Italian plants have the opportunity to export to the US. This is what I’m doing for Italy.”

“Everything we’re trying to do is about two things: how we make things more in common with partners... and at the same time keep the specificity of each brand”

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CONTENTS CORPORATE Force Motors to launch MPV on Mercedes Viano platform

10

Force Motors is looking to sell Multi-Purpose Vehicles (MPV) under licensing arrangement with German car major Daimler by the end of next year

Lanxess for deeper engagement with Indian suppliers

12

Lanxess is counting on providing reliable solutions to automotive component makers and OEMs in addition to making an effort on offering competitive price

Wheels that endured at Baja SAEIndia 2012

Honda, Maruti top losers in April-Jan 2012

17

Honda and Maruti were top losers in a slowing passenger car segment in India as increasing preference for diesel cars and tight financing impacted car sales

Volvo CE to add teeth to its plant capacity

BorgWarner to supply next-gen thermal management systems

20

BorgWarner is looking to increase localisation of electromagnetic fan drives in India to become more competitive and grow volumes in the automotive segment

30

Volvo CE plans to manufacture excavators of up to 30 tonne capacity at its Bangalore facility to meet the local demand

GLOBAL WATCH

HMSI doubles capacity of Tapukara plant

21

Honda Motorcycle has increased the capacity of production at its Tapukara plant to help in doubling the capacity of this plant to 12 lakh units

GM workers to be shifted to 401(k) plans

38

GM is ending traditional pensions for all US salaried employees and replacing them with more common defined-contribution, or 401(k), plans

21

Peugeot, GM looking for alliance in Europe

HSCI aims for peak production soon

23

Honda Siel Cars India has resumed two shift operations at its plant in Greater Noida after working under severe production constraints since November last year

ExxonMobil Chemical to develop products in Bangalore ExxonMobil is expanding its Bangalore centre for testing and compound development with more professionals towards product development for the domestic and global needs

54

26

BK Srinivas, President, Motorcycle Business, Bajaj Auto An Electrical Engineer from VJTI, Srinivas had had varied experience in automotive, engineering and retail finance before taking over as motorcycle business head at Bajaj Auto

Hoping to increase its market share in the luxury car segment in the country, Volvo launched its existing product portfolio with smaller engines and price-tags. The company expects to sell 800 units in 2012 as compared to 320 units of the last year.

The launch is in line with the company’s plan of capturing 15 percent market share and becoming the top three luxury car makers in India. It intends to sell 20,000 units by 2020 in the country. “The luxury car segment is growing at a good pace in India but it is still very small. The segment comprises one percent of total car sales in India compared to 10 percent globally and we expect it to grow to three percent by 2020,” Managing Director of Volvo Auto India, Tomas Ernberg said.

It introduced S80, S60 and SUV XC60 with five cylinder turbo D3 diesel engine at `23.99 lakh, `31.99 lakh and `33.99 lakh respectively (ex-showroom Delhi).

Designed to deliver 163 horsepower with 400 nm torque, the D3 variants of the three cars will deliver a mileage of 18.5 kmpl, 17.8 kmpl and 14.7 kmpl respectively, the company claims. However, it has no immediate plans of opening any new dealerships. Ernberg said, “Opening new dealerships is a part of the long term strategy.

Currently, we are focusing on professionalising the ones we have now. We will also assess the cities that require our outlets.”

Auto Monitor

Volvo cuts engine size, price-tag

Tomas Ernberg, MD, Volvo Auto India with newly launched Volvo D3 variants S60, S80 and XC60

38

GM and France’s PSA Peugeot Citroen are in talks to combine some activities to cut their costs in Europe, where both automakers are losing money

THE OTHER SIDE

EVENT of the fortnight

28

The fifth edition of the Baja SAEIndia 2012 saw participation from 80 engineering colleges across the country in the final endurance test

Auto Monitor

1 - 15 MARCH 2012

INTERVIEW

8

“EUFTA gives unfair advantage to few OEMs” Mahindra & Mahindra, President (Automotive and Farm Equipment Sectors), Pawan Goenka getting candid about the company’s merger and acquisition policy, said that any firm that passes a three-point test is eligible to be acquired. Nabeel A Khan engages Goenka in a free-wheeling discussion about the proposed EUFTA (European Union Free Trade Agreement).

people are able to bring in from outside. Once the Indian market becomes big enough, defi nitely, we will make a Mahindra vehicle in this segment.

You acquired Ssangyong and are now contemplating on Swedish company SAAB, which recently became bankrupt. Can you share the basic strategy for acquiring a company?

Whenever we are doing a basic acquisition, we look for three things, the most important being how a company fits in strategically with our long-term strategy and plans. If the company is not strategically fit, it doesn’t matter how good or bad it is, or what the purchase price is, we will not look at it. The second thing that we always look at is how differently we will manage the company from how it was being managed by the previous management.

Therefore, this is why we think about the difference in management that is going to be sufficient to turn the company around. The third is that we see what value we are getting from the company in terms of the overall business plan, business case and how much money we have to pay. And also, the value that we are getting in terms of R&D and profit margin. I think these are the major factors that we look at.

The EVs are still not doing well specially because of the lack of infrastructure. What kind of expectations do you have from NXR? The potential of the vehicle will depend largely on what kind of pricing we are able to do, and the pricing will depend on what kind of incentive the government of India is offering under its programme of popularising EVs. I am hopeful that, we will launch the vehicle at a price where the customer would fi nd value. And if that is the case, then I think there will be a good demand for this vehicle. Infrastructure is important undoubtedly, but it’s not a go-no-go for buying an EV. In most cases, those who buy EVs will charge it at their homes or offices and those buying for commercial use need the infrastructure. To expect that the infrastructure should be in place before the vehicles are launched is too much to expect. I think once the vehicle population is there, the infrastructure will come automatically. My primary worry is not so much about infrastructure, but more about what kind of incentive the government of India is giving.

What kind of benefits do you think you will get from acquiring SAAB Automobile?

We don’t comment on any future acquisition. We have never said that we are acquiring SAAB. So I cannot comment on the future; we can only comment on the past. As I mentioned earlier,

we are going to pursue a company which has all three things to offer. I cannot say whether we have or not have interest in SAAB. How are you going to position the Ssangyong products in India?

The first vehicle we are launching is Rexton, which is the most premium Ssangyong product. It will come to India in the premium segment, the segment beyond our XUV 500 and in the price range of `15-20 lakh.

The vehicle will be CKD from Korea while the exact price will be announced at the time of the launch. The vehicle will compete in a niche segment, which is not very large in India, only about 2,000 units a month. We will try that with the right kind of pricing, we get a reasonable market share in this segment.

Mahindra is already an established brand in the country, then why not expand into all segments?

I wish I could, but it’s not that easy. To develop a vehicle of such kind, an investment of over `1,000 crore is required and for such an investment, we need to have volumes of 3,000 to 4,000 units at least, while the volume for this kind of vehicle is very small. Therefore, there is not a single vehicle in India in this segment that is made in India. It’s always something that

What are your expectations from the government in this budget on this front?

There are two very high powered boards that the government has established—National Board for Electric Mobility and National Council for Electric Mobility. Both

of them are deliberating right now as to what kind of support has to be given for electric and hybrid vehicles. My expectations from the OEM point of view is that we should be able to get sufficient support to launch the EVs at no more than 10 percent price premium over an equivalent diesel and petrol driven vehicles.

Why is the Indian automotive industry so nervous about EUFTA? First of all, the government of India has not made any statement about it. I mean whatever is being talked about is speculation by the people, media and the news coming from outside India.

Having said that, the industry is unanimously opposed to this move because of two primary reasons—one is that if we do it for EU then that gives unfair advantage to one set of companies, while there are many other countries from where the car manufacturers have invested in India. Hence when doing it for EU, do it for other countries also.

The second factor is that there are enough examples all over the world where if you make imports easier, then investments in the country slows down drastically, which will have its impact on the economic growth.

Because just bringing in vehicles and selling them is not going to provide economic growth in the country. The investment in manufacturing, the ancillary units that comes along with

it and employment that it generates will be impacted; therefore we should not do anything right now that will adversely affect the economy.

You have said that the material costs has impacted the profit margins. How are you tackling this?

The overall material costs vary between 70 to 80 percent.

I think for Mahindra, right now for the tractor and automotive together, the material cost is probably around 70 percent and keeps going up every year as the commodity price is going up every year. We are not able to pass on 100 percent of that to the customers. That’s the reality we have to live with. We will do some kind of fi xing by increasing volumes and value engineering, which will provide some respite.

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Auto Monitor

1 - 15 MARCH 2012

C O R P O R AT E

10

Megatrends to catalyse Schuler growth T Murrali Bangalore

Manufacturing Footprint

S

chuler AG is planning to aggressively focus on the automotive industry by following certain megatrends that will crystallise its approach better. The megatrends followed by automotive industry include going green and to stay connected. Besides, the company, which is significant player in metal forming technology, plans to focus on emerging markets including India and China.

Speaking to Auto Monitor, the Member of Board, Schuler AG and Chairman of Schuler India, Markus Ernst said, “We have to follow megatrends, and we cannot refuse them. It’s not a question whether we do it or not; it’s the question of how we do it and what megatrends are more relevant for us.”

He pointed out that the company’s latest technology offering—‘Servo Press’ helps reduce the energy cost by up to twenty percent through which it follows the megatrend of going green.

Markus Ernst, Member of Board, Schuler AG & Chairman, Schuler India

Ernst said the company’s intent to follow emerging markets like India and China is to not only to cater to the requirements of the several industries, but also to look at options to loca lise t he machines.

According to him, the customers’ expectations of demanding high technology at affordable cost no more lies with India but across the globe; and localisation will help it manage better.

Servo Press for Automotive

Managing Director, Schuler India, DM Thaker said localisation is a conscious step we have to take in the coming months and years to see that how we can improve the competitiveness on the one hand and have the value additions that are helpful to the customers on the other. For example, the automotive industry creates more models every year, however, the sales figures per model is lower. Therefore, it needs more flexible equipment with minimum time taken for die exchange. “Customers need to have both, flexibility and cost competitiveness and that’s our everyday challenge. This is another megatrend that we follow,” he said.

Schuler’s strength has been in offering the entire spectrum of forming technologies and

products in sheet metal, forging, hydroforming, automation and others under one roof and these attributes have made it as a system supplier for many industries, including automotive. “The automotive industry per se follow just-in-time concept and this calls for higher reliability on our presses. Besides, the customers have to be serviced at the earliest possible time due to their specialty of operations,” he said.

India Focus Schuler has defi ned India as one of the most relevant and strategic markets for the group. In the last few years it has installed state-of-the-art press lines at few OEM’s manufacturing facilities including Mahindra and Tata Motors. The body panels of

“Manufacturing in India is the subject of discussion at the movement for myself and my colleagues in the board. My personal opinion is that we have to think about it; my clear target is to do it,” Ernst said.

Last month, a team lead by him visited a small facility in Bangalore, “which can be a potential partner for us in the near future. I am convinced that we need more manufacturing capabilities and facilities in India. In the near future maybe we can use some suppliers for close cooperation besides, framing contracts with some special partner. My personal opinion is to think about manufacturing facility for small presses, because the investment and the risks are not so high,” he added. the latest SUV from Mahindra— XUV500 has been manufactured

by Schuler’s press lines, Ernst pointed out. On the component sourcing, Ernst said the company has a dedicated team to honour requests generated out of Schuler’s facilities in Germany and few markets including Brazil and China. The company has already sourced components worth up to Euro 200 million and it hopes to increase it significantly, he concluded.

Mercedes Viano to debut as Force Motors MPV Bhargav TS Chennai

F

orce Motors Ltd is looking to sell Multi-Purpose Vehicles (MPV) under licensing arrangement with German car major Daimler by the end of next year.

“We are going one step ahead and will offer not just the engine (as in case of Force One) but the entire vehicle from MercedesBenz (MB) at a competitive cost,” said Managing Director, Force Motors, Prasan Firodia.

He added that the arrangement with Mercedes entails that an entire manufacturing line will be shifted to Force Motors’ Pune plant to enable the company to offer the veh icle u nder license from the German car major.

Interior a nd exterior tooling, body panels and all other essential building blocks of the vehicle will be supplied by

Force Motors Traveller Assembly Line

the German major. The company will also supply components and systems to MB in due course of time.

“We will modify and localise the current generation of the MPV to suit local requirements in terms of design and costs even as Mercedes is looking to introduce the next generation of the model in its home and other markets globally. The platform and the character profi le of the model would however remain the same across all markets,” elaborated Firodia. He added that the vehicle would be a large seven or nine seater van positioned at the premium end of the people mover segment characterised by the likes of the Innova and the Tavera. The company is looking to target the customer segments like hospitality, premium taxi segment and corporate or luxury travellers.

The company launched its maiden SUV Force One around October last year and has sold around 1,000 units till date through 19 dealers. It is looking to ramp up production to around 500-600 units per month and increase the distribution points to cater to the demand for the SUV.

Auto Monitor

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Lanxess for deeper engagement with Indian suppliers Our Bureau New Delhi

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iven the growing cost related pressures, Lanxess is counting on providing reliable solutions to automotive component manufacturers and OEMs in addition to making an effort on offering competitive price.

Emergency Communication Centre

Offgas Incineration plant

“We have been trying to connect with our automotive sector customers to evaluate solutions that we could provide and not be the lowest cost supplier to the sector. The cost pressures for material suppliers to the automotive sector is immense but it is getting imperative for our customers to look for overall value preposition,” said Vice President, Business Unit,

Semi-Crystalline Products, Asia Pacifi c, Lanxess AG, Christof Krogmann. He added that input prices calculation is done over the product life cycle and it is important for any component supplier to be competitive on that front. It is becoming increasingly critical to share expertise and global learnings with customers to gain confidence and additional business.

Cogeneration plant

The company was looking to supplement the raw material sources through local means, but is now looking to continue tapping its global supply chain, which has been established and is cost effective from the company’s point of view. Even as OEMs are increasingly looking to ensure that component suppliers source locally made materials, suppliers of the components segments are

looking to offer value preposition including access to R&D, expertise and best practices.

Lanxess is focussing on working closely with the automotive OEMs and their suppliers on the future platforms or product pipeline. Most such programmes have a gestation period of two to three years or longer and could potentially provide opportunities for providing next generation

Lanxess was looking to supplement raw material sources through local means, but is now looking to continue tapping its global supply chain, which is cost effective material technologies to any interested customers. Weight reduction efforts and quest for next generation technologies is driving the business in growing automotive markets including India. The company is looking to offer plastic based material solutions for entire front end modules and other parts that are currently done with metal parts.

Greaves Cotton crosses three million production milestone Our Bureau Mumbai

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reaves Cotton Limited rolled out its three millionth light diesel engine marking a major milestone in the company’s journey as a engine manufacturer and supplier.

The company is a leading engine supplier to Piaggio, Tata Motors, M&M and Atul Auto. In addition to the four-wheeled SCV segment, Greaves engines cater to tractors and a range of offroad applications. The company reached the millionth light diesel engine mark followed by the second million in just 4.5 years in May 2009. The three millionth engine roll-out has been achieved in less than three years.

The company has a dedicated technolog y centre, which designs and develops ecofriendly diesel engines. The light diesel engines are manufactured in the range of four-20 HP range find applications in automotive, marine and industrial applications.

Auto Monitor

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AUTOPINION

14

India: The effects of fuel subsidies Policy reform underpins fuel duel

O

utside of Europe, India is one of the most prominent markets for diesel powered light vehicles and this eminence is the result of long-standing policy support. But, with pressure to remove fuel price controls mounting, India’s automotive sector is approaching a pivotal crossroads.

Policy Background

India spent nearly $16.7 billion on subsidising all petroleum products during FY2011 (Apr 2010-Mar 2011). Petrol price deregulation was implemented in June 2011, bringing estimated subsidy spending down to ~$11.5 billion for FY2012 (Apr 2011-Mar 2012), while diesel deregulation has been postponed

To shield the Indian economy and consumers from the adverse impacts of international oil market volatility, the government regulated consumer prices for four sensitive petroleum products: petrol, diesel, domestic liquid petroleum gas (LPG) and kerosene. Roughly $17 billion in annual fuel subsidies relied on fi nancial support from public sector companies by way of price discounts and government oil bond issuances.

Petrol Deregulation Gives Rise To Diesel Given significant price imbalances and rising global oil prices, the government announced revisions to national fuel policy in mid-2010 beginning with petrol, which was implemented a year later. Deregulation increased the

differential between petrol and diesel, thereby shifting consumers further toward diesel powered vehicles. With diesel subsidised by ~`nine per litre below cost in late 2011 (resulting in diesel prices roughly two-thirds that of petrol), some manufacturers struggled to meet consumer demand for diesels and others have discontinued petrol engine options on certain models.

Recognising this market disturbance and the heav y expense of diesel subsidies, the government is debating diesel deregulation/taxation in its forthcoming annual budget.

As a result, future automotive investment decisions are being clouded and further complicated by the adoption of LPG and compressed natural gas (CNG) vehicles, evidenced by New Delhi and Mumbai’s transport and taxi fleets. Regardless of the ultimate policy action, India’s skewed fuel demand patterns will likely be subject to change.

Developing A Long-Term Market View Although the current situation has brought near-term uncertainty to India’s automotive operating environment, Autofacts’ expectation that

India: Retail Price of Transportation Fuel 2012YTD (rupees per litre*) *Exchange Rate: $1 = Rs49.06 80 70 60 50 40 30 20 10 0

80% 70% 60% 50% 40% 30% 20% 10% 0% Petrol

Diesel

India’s light vehicle market will increase from $2.8 million in 2011 to $6.5 million by 2018, emphasises the importance of long-term strategic planning.

At 2018’s forecasted market level, the difference between a diesel penetration level of 50 percent (an extrapolation of the current trajectory) or 30 percent (its former level), is 1.3 million units. Such a margin is a powerful lever on investment related to product planning, technology development, supply chain management, export capacity, and/

Petrol Price Premium (R Axis) or infrastructure. This dynamic illustrates the profound influence that government policy has on the fundamentals of automotive sector growth.

(PwC Autofacts)

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Hi-Tech Robotic to strengthen academic partnership Shambhavi Anand New Delhi

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n order to bridge the gap between the academia and the industry, Hi-Tech Robotic Systemz, a robotics and automation arm of the Delhi-based Hi-Tech Group, has set-up a robotics lab in the Delhi Technology University (DTU), which formerly was Delhi College of Engineering (DCE).

“India produces so many engineers every year, but still there is a gap between academia and industry. We have started a robotics laboratory within the premises of the institution and are running live projects

Anuj Kapuria, Director, Hi-Tech Robotic Systemz

here so that the students can learn more from the industry, which will in turn employ them in future,” said Director, Hi-Tech Robotic Systemz, Anuj Kapuria, who is also a visiting fellow, International Education Development at Carnegie Mellon University.

Hi-Tech Robotic Systemz has started a robotics lab in the premises of the institution and is running live projects there for the students to learn more from the industry Since robotics is an amalgamation of various disciplines—electronics, mechanics, computer science- such a lab can benefit students from diverse areas of interest. He added, “We are building courses and study material for experimentation using hi-end sensors and robotic kits around them. Students can use them, which can help ignite their creativity.”

Several other universities have also shown interest in such projects. Over the next year, around three more labs will come up in universities around Delhi and Pune and enable students to gain competence and expertise for challenges in the international arena.

Established in 2004, the company has 14 patents. Some of the customers of the company’s existing automation related service business include Hero Honda, JCB, Daimler, Mahindra and Mahindra, Avtec, Bharat Forge, Volvo, Tata Motors and TVS. It also supplies its robots to the Indian Army. The other verticals of the Group are Hi-Tech Gears and Hi-Tech e Soft.

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Honda, Maruti top losers in April-Jan 2012 Nabeel A Khan New Delhi

H

onda Siel Car India (HSCI) has recorded the maximum fall of 32 percent in the cumulative sales of Passenger Car (PC) segment for the period of AprilJan, 2012 at 34,337 units, when compared to the same period a year ago, according to the sales data revealed by SIAM. India’s largest carmaker Maruti Suzuki India (MSIL) was the second biggest loser with a slump of 15 percent in PC segment at 6,62,854 units compared to 7,83,208 units in the same period last year. The overall segment de-grew by one percent in the same period.

HSCI had to stall production of vehicle after a tsunami in Japan, while the strike by workers at MSIL impacted its production.

Among the top three manufacturers (in terms of volume) in the segment, the best performer was Hyundai Motor India (HMI) which went up by six percent by selling 3,11,510 cars in April-January 2012 as against 2,94,700 units during April-January 2011. Tata Motors’ sales dipped by three percent to 1,99,540 units in the period of April-Jan 2012 from 2, 06,091 units in the like period a year ago.

Toyota Kirloskar, with the eminent spike in demand of Etios and Etios Liva, has recorded over five fold growth in the cumulative sales and sold 71,891 cars in April-January 2012 compared to 11,157 cars a year ago in the like period. Volkswagen and Skoda have strengthened its presence with a whopping cumulative growth of 74 percent and 44 percent respectively in the men-

Comparative Analysis Of OEMs

Change

tioned period. Volkswagen sold 63,420 units in April-January 2012 as compared to 36,433 units last year. While SkodaAuto sales rose to 24,065 units in AprilJanuary 2012 from 16,700 units during April-January 2011.

GM experienced a marginal fall in cumulative sales in April-

January 2012 with 71,533 units.

GM sold around 300 less cars when compared with the same period last year. During AprilJanuary 2012, the cumulative sales of Ford India dipped by four percent at 73,401 cars compared to 76,284 car during the same period last year.

Auto Monitor

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PTC increases focus on SMBs Shambhavi Anand New Delhi

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s a part of its new go to market strategy for India, Boston-based product life cycle management service provider, PTC, has increased the number of its small and medium sized customers significantly. The new model comes as a solution for better penetration in Tier II and Tier III cities.

According to Area Vice President and Country Manager, PTC India, Rafiq Somani, out of its total 3,000 customers in India around 2,000 are medium and small sized companies. “India is a very important market for us and so is the Indian automotive industry. And since the auto industry here constitutes such a large number of mid and small sized companies, we have cre-

The two most important products of PTC are Winchill and Creo. Winchill is a PLM solution, which manages all product deliverables. While Creo is designed to solve unaddressed problems in the CAD market ated products and solutions for them,” Somani added.

In order to increase their reach to the mid-sized and small companies, PTC has tried to address two major bottlenecks for most Small and Medium Business (SMB)—affordability

Rafiq Somani, Area Vice President and Country Manager, PTC India

and simplicity of adoption. “It has modified the pricing structure and made the solutions simple to use. Earlier, it would take as long as six months to adopt these systems. But now it just takes a few weeks. Some of the CAD solutions can be incor-

porated in as less as fi ve days,” Somani explained.

The two most important products of PTC are Winchill and Creo. Winchill is a PLM solution, which focuses on product analytics and quality management and manages all product deliverables including documentation and service information thereby bringing significant value from the aftermarket services. Another important product is Creo, which is designed to solve the unaddressed problems remaining in the mechanical CAD market.

The company is also working with several channel partners in order to increase its reach beyond the metro cities. It does around 30 percent of its business through the channel partners. “Since several of these SMEs are in Tier II and Tier III

cities, it is imperative to have presence in these areas,” the spokesperson explained.

It has presence in all the smaller automotive destinations such as Jamshedpur, Rajkot, Nasik, Aurangabad, Ludhiana, Indore, Pitampur, Coimbatore apart from Pune, Chennai, Delhi and NCR and Bangalore. The new business model has helped the company in achieving a growth of 37 percent last year.

Some of the customers are Sona, Rane, TRW, Minda, Rico, Sona Steering, TVS Group, Tata Motors, John Deere and TAFE. The software manufacturer is bullish about growth in India and its SMB sector mainly because “innovation is shifting to suppliers and with them getting more organised and process focused products like ours will help in making difference.”

Ring Plus Aqua acquires Trinity India Our Bureau New Delhi

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ing Plus Aqua, the auto components manufacturing arm of Raymond has recently acquired 78 percent stake in Trinity India—a Pune-based forged component manufacturer—for `54 crore. The company hopes that the acquisition will provide added revenue of `80 crore during the current fi nancial year.

Harshal Jayavant, President, Engineering Business, Raymond

The deal marks Ring Plus Aqua’s entry into the forging industry, adding to its current portfolio of auto components, which includes f lywheel ring gears, flexplate assemblies, integral shaft bearings and sheet metal pulleys. The deal was funded through internal accruals and facilitated by Equirus Capital.

Announcing the acquisition, President, Engineering Business, Raymond Limited, Harshal Jayavant said, “The acquisition of Trinity India marks our entry into forged components. This move significantly strengthens the company’s position in the global automotive powertrain domain. With this acquisition, we are looking at added revenue of `80 crore during the current fi nancial year.”

Trinity India is based in Pune and has four manufacturing locations with a capacity of 12,500 tonne. The company supplies components to auto majors like Ford, Maruti Suzuki, Tata Motors, Fiat, Bosch, Eaton and Dana . The Indian forging industry is estimated at about $2.9 billion, while the global industry is valued at over $115 billion.

The company hopes that the expansion into forgings will also provide an opportunity to look at the fast developing non-auto sectors like power, aviation, defence and nuclear equipment.

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BorgWarner to supply next-gen thermal management systems Bhargav TS & Abhishek Parekh New Delhi

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orgWarner is looking to increase localisation of electromagnetic fan drives in India to

become more competitive and grow volumes in the automotive segment. The company is looking towards next-generation products like ECU-based fan drives from bimetal fan drives to power its next stage of growth in markets like India.

(L&R) Viscose Fans

It aims to enhance its network of partners and suppliers in its objective of emerging as t herma l ma nagement solution provider.

Such a position in the automotive market would imply a company providing systems as

well as supporting and associated systems to an OEM customer.

It would also imply deeper partnership and association with customers including joint development programmes.

“Globally, our product introduction and development efforts

The company is looking towards next-generation products like ECU-based fan drives from bimetal fan drives to power its next stage of growth in markets like India

are largely driven by emission related regulations in different markets. In most markets, we start with the most basic product like a fi xed fan on an engine, which moves with the engine speed but as the emission regulations are introduced and tightened, the fan speed needs to be regulated through thermal management mechanism and that is the time when the demand for thermal management system kicks in,” said Vice President Sales, BorgWarner Thermal Systems, Karl Wagner in an exclusive interaction with Auto Monitor during the recently concluded Auto Expo in New Delhi. The company offers plastic fans ranging from 280 mm to 850 mm for automotive applications in India.

One of the key areas that company has been working on is

Automotive Components

Karl Wagner, Vice President Sales, BorgWarner Thermal Systems

Automotive Solutions for Safety

LED Head Lamp

LED Work Lamp

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An ISO/TS 16949 : 2009, ISO 14001 : 2004 & OHSAS 18001 : 2007 Certified Company.

HERO electric

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Our Valued Customers (Global) Anda Inspirasinya

Corporate Office : 1915, Rai Industrial Estate, Phase-V, Sonepat-131029 (Haryana). E-mail : fiemunit7@fiemindustries.com, Website : http://www.fiemindustries.com Works : Rai & Kundli (Haryana), Hosur (Tamilnadu), Mysore (Karnataka), Nalagarh (Himachal Pradesh), Tapukara (Rajasthan), Bangkok (Thailand), Tokyo (Japan)

providing different designs and materials for fans to make them suitable for different applications and working conditions. “One of the biggest challenges for any global components or systems supplier operating in different markets (or in India) is to find the right speed of innovation and subsequent introductions of systems or products in any given market. Understanding the market maturity or suitable adaptation to market conditions is critical. It does not serve our or customers’ purpose by introducing advanced technology too early into any market nor remain stuck in an older generation technology,” pointed out Wagner.

BorgWarner has been catering to light and heavy commercial vehicles as well as off-highway applications for its current product range. The company is looking to develop and offer advanced thermal management systems like controlled cooling pump that will help modulate the coolant flowing into the engine for cooling purpose and hybrid fan drive solutions. Most new developments in thermal management systems need to be compliant with Euro VI norms. The company is looking to commercialise controlled cooling pump in the CV segment in Europe this year and it should fi nd its way into many more segments and markets globally.

It has major presence in drivetrain and engine business and has notched around $6.5 billion in revenues globally. The company began localising its production with thermal systems in 2001.

BorgWarner has been an early entrant in the thermal systems business in India and supplies to most leading OEMs.

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HMSI doubles capacity of Tapukara plant Shambhavi Anand New Delhi

H

onda Motorcycle & Scooter India (HMSI), has increased the capacity of production by starting a new line at its Tapukara (Rajasthan) plant. The new line will help in doubling the capacity of this plant by adding six lakh units (0.6 million) taking the current capacity to 12 lakh (1.2 million) units. HMSI’s cumulative production capacity now reaches 28 lakh (2.8 million) units annually.

This will help the Japanese manufacturer in meeting with the rising demand and retaining its position as the top three two-wheeler manufacturer in the country after Hero MotoCorp and Bajaj Auto. According to the

Pilz India to set-up technical centre in Chennai Bhargav TS Chennai

G

ermany-based Pilz Gmbh plans to set-up its technical centre in Chennai by middle of this year to cater to the requirements of the automobile industry. The family owned company has already entered into the Indian market by setting up a wholly owned subsidiary, Pilz India Private Ltd in Pune.

A Range Of Pilz Drive Technology Products

In a recent interaction with Auto Monitor, Pilz India Managing Director, Sanjay Kulkarni said, “Pilz India is the 26th subsidiary for the company and as a fi rst step, we have started our sales office in Pune. By mid-2012, we will be setting up our fi rst technical centre in Chennai and later it will be expanded to Delhi, Bangalore and Kolkata.”

According to Kulkarni, initially the company will be focusing on technology and engineering services for safety in India. There is a need for safety awareness here and we will follow the international standards. Furthermore, Pilz will also educate engineering students in India on industrial safety and will conduct courses for them.

Pilz Gmbh President and CEO, Renate Pilz said, “We have developed some products and devices that help to minimise accidents.

Our fi rst step is to educate Indian customers about industrial safety. While there is a potential in India especially for automotive industry, we will also focus on other sectors like steel, oil and gas and wind energy. Pilz provides viable solutions to the most complex safety issues and thus helps companies to apply the best manufacturing practises”.

Currently in India, the company serves to Tata Motors, Mercedes-Benz, Volkswagen, Ford, Daimler, and General Motors. In India, the company has competitors like Siemens, Omron and Rockwell.

data released by Society of Indian Automobile Manufacturers’ (SIAM), it has registered a yearon-year growth of 23.78 percent by selling 1,586,009 units in the cumulative period of April 2011 to January 2012 in the domestic market.

The new line has taken the cumulative production capacity of the company to 28 lakh (2.8 million) annually. The second assembly line inaugurated recently is flexible enough to manufacture both scooter and motorcycle models. HMSI will be manufacturing the Activa (110cc), CB Twister (110cc) and CB Shine (125cc) in addition to the production at its Manesar plant.

The company claims that compared to its fi rst plant in Manesar, the Tapukara plant has improved process ergonom-

The HMSI Team At The Inaugural Ceremony Of The Tapukara Plant

ics, employed more advanced automation, and introduced die casting in-house along with aluminum painting and other measures to increase the operating efficiency at this plant. It is also a more environmentally responsible plant and proactive-

ly reduces energy consumption during production by employing environmentfriendlymeasuressuch as rain water utilisation and waste water recycling.

“The plant which started operations in July 2011 with initial annual production capacity

of six lakh units will now produce a total of 12 lakh units annually. With this, we shall be able to service our customers of Activa and CB Shine in more speedily manner,” Vice President, Sales and Marketing, NK Rattan said.

The company said that the second plant generated over 3,500 associates with full capacity after commencing the second phase.

It has also announced that it would set-up a third plant in Bangalore that is scheduled to be operational in the fi rst half of 2013, with an annual production capacity of 12 lakh (1.2 million) units.

It has 1364 outlets across India including dealerships, and other branches. It plans to sell 21.05 lakh units in FY12, a growth of 27 percent over last fiscal’s 16.56 lakh units.

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HSCI aims for peak production soon Sourcing critical components from Japan, China Our Bureau New Delhi

A

fter working under severe production constraints since November last year, Honda Siel Cars India (HSCI) has resumed normal production with two shift operations every day at its plant in Greater Noida. The company intends to roll out 370 cars per day from 15 February, 2012 and aims to achieve a production target of 440 units in the second week of resuming normal production.

Clearing Backlog “Our top priority at the moment is to reduce the backlog and closely work with our dealers to ensure prompt deliveries.

We are hopeful to clear most of the current Brio bookings within March 2012 and deliver cars to our waiting customers. We will also be launching a comprehensive communication campaign to communicate the Brio availability and increase activities at dealerships to enhance the touch -and-feel experience with the car,” HSCI, Senior Vice-President (Marketing & Sales), Jnaneswar Sen said.

Alternative Sourcing The vehicle manufacturer has been facing severe production constraints due to floods in Thailand which disrupted supplies of critical components. It is now sourcing these components from other Asian countries like Japan and China. The production of the new City has already been resumed and more than 1,500

Tata Motors kicks off national service camp Our Bureau Mumbai

T

ata Motors has recently launched a nation-wide service camp for the entire Tata Sumo range.

Around 281 Tata Motors authorised dealerships participated in the camp across the country.

The Tata Sumo Care Camp covered the entire Tata Sumo range—Tata Sumo Victa, Tata Sumo Spacio, Tata Sumo Spacio Gold, Tata Sumo Grande and the recently launched Tata Sumo Gold. These care camps provide Tata Sumo owners with an opportunity to service their vehicles and ensure that it is in the best of condition. Besides a comprehensive free check-up, customers can avail of a 15 percent discount on labour charges and five percent discount on original spare parts. The Tata Sumo Care Camp team also engage with customers on maintenance tips and interior enrichment of the vehicle.

Customers can also avail for various schemes including exchange and extended warranty.

The company’s newest offering Tata Sumo Gold is available in four variants—GX, EX, LX & CX —along with a warranty of three years or 100,000 km, whichever is earlier. It will soon be launched in Rajasthan, Gujarat, Bihar, Chhattisgarh, Tamil Nadu and Kerala.

(L&R) The initial Honda Brios rolling out of the assembly line at HSCI’s Greater Noida plant

units were rolled out in January 2012. The production of Honda Jazz will start towards the end of February 2012.

The Greater Noida plant of HSCI, which has attracted a total investment of `1,620 crore till date, produces Brio, Jazz, City,

Civic and Accord. It has a capacity of manufacturing 100,000 units.

HSCI has a second manufacturing facility in Tapukara, Rajasthan. It

has a fully operational press shop and powertrain to make body panels and engine components for Brio, Jazz and City.

Auto Monitor

Ford India to continue retail expansion programme Our Bureau New Delhi / Chennai

F

ord India plans to continue its dealerships expansion programme during the current calendar despite reaching 230 outlets recently. The sales and service network expansion follows the global preview of its new model— EcoSport at the Auto Expo 2012, which catalyses the company’s intent to go for further expansion this year.

The company that began to expand its network after the launch of its compact car Figo, has planned to open one new dealership every ten days during the current year, which means the company’s customers will have 35 more options to choose for sales and service.

Inaugurating MPL Ford

in Chennai, the President and MD, Ford India, Michael Boneham said, “Two years ago, we opened 26 dealerships in a day and this time we have opened 45 in a day,” covering 123 cities now. After the launch of Figo, the company has Michael Boneham, MD, Ford India inaugurating MPL Ford been opening one sales and service outlets every those willing and waiting to join ten days and close to 45 percent of the Ford family,” Boneham said. the new sales and service facilities Of the new sales and service are positioned in Tier III and Tier IV outlets inaugurated across India, cities. “Ford has started 2012 with 20 will offer full 3S facilities, while a new promise; the path-breaking 14 will be service workshops, event being celebrated across mulproviding a full line of aftertiple dealerships in India signifies sales services and 11 standalone that focus and is aimed to inspire sales showrooms.

HMSI opens ninth showroom in Chennai Our Bureau Chennai

B

uoyed by the increasing sales, Honda Motorcycle & Scooter India (HMSI) has added another dealer to its network MPL Honda in Chennai. This is the ninth retail showroom for the company, which can offer sales, service and spares.

According to company officials, HMSI has been selling around 6,000 vehicles a month in Chennai and MPL will add

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about 700 to 1,000 vehicles a month, in the next six months.

The Chairman, MPL Group, S Ravindranathan said the 11,000 sq ft retail outlet is equipped to service upto 150 vehicles a day, he said. The group is involved in selling earthmoving machineries such as front-end loaders, rear dumpers, hydraulic excavators and bull dozers and surface miners. In addition, it is selling UVs manufactured by M&M, PCs by Ford, small commercial vehicles

by Ashok Leyland—Nissan and all terrain vehicle by Polaris.

Tata Motors Group global sales spikes 13 percent Our Bureau New Delhi 51.5% ata Motors Group 48.5 % CV 478,339 units g loba l sa les PV 506,921 units have increased by 21 percent to 119,799 units in January 2012 as compared to previous year in the same month. The cumulayear in the same month. Sales for tive sales of the group including the fi scal grew by 10 percent to Jaguar Land Rover (JLR) for the 506,921 units. fiscal grew by 13 percent at Global sales of JLR in Jan’12 985,260 units when compared were at 29,293 vehicles, highto the corresponding period in er by 44 percent over Jan’11.

2010-11.

Jaguar sales was 4,547 units, up Global sales of all CVs— by 49 percent, while JLR sales Tata, Tata Daewoo and the Tata were 24,746 units higher by Hispano Carrocera range stood 43percent. Sales of JLR for the at 53,014 units in Jan’12 with a 15 fiscal are 245,705 units, percent spike. Cumulative sales higher by 25 percent and for the fi scal reached 478,339 sales of Jaguar are 44,468 units with growth of 17 percent. units, lower by three perWhile sales of all PVs were at cent, while sales of Land 66,785 units in Jan’12, which is Rover are 201,237 units, up by higher by 26 percent over the last 34 percent.

T

Apollo to launch UHP passenger tyre at the Geneva Motor Show Our Bureau New Delhi

A

t the 82nd Geneva Motor Show to be held from 8-18 March, 2012, Apollo Tyres will be launching its ultra high performance summer passenger vehicle tyre, in W and Y speed ratings. The company will also be showcasing its entire range of tyres sold and available in Europe at the show.

The Apollo pavilion at the Geneva Motor Show, which is

automotive industry’s fi rst and most important trade show, will house the company’s two key brands in Europe—Apollo and Vredestein.

In another significant development, the latest tyre tests by German Motoring Association ADAC produced commendable results for all the three Apollo brands available in Europe —Apollo, Vredestein and Maloya. Out of the 15 tyre brands tested in the 165/70 R14 size, Apollo’s Amazer 3G Maxx ranks

in the fi rst four. Amazer 3G Maxx shared top ratings, with another brand, on dry and wet performance with an impressive overall score of 2.3.

While Vredestein is sold across Europe, Apollo was introduced in Germany, UK, Italy and Netherlands last year. Given the high acceptance and success of both its summer and winter tyres in the passenger vehicle and 4x4 segments; plans are on to expand Apollo’s markets into Switzerland, Austria and Denmark.

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ExxonMobil Chemical to develop products in Bangalore Nabeel A Khan New Delhi

E

x xonMobil Chemical (EMC) is expanding its Bangalore centre for both testing and compound development by putting a compounding line with professional chemists and engineers towards product development, for the domestic and global needs. The company provides chemical help for production of engineered plastic used in automotive sector apart from many other supports.

Without disclosing the exact figure, it said that the investment will be significant, considering the growth and the potential of the Indian automotive industry.

It called the expansion critical because India is one of the key

The India market is thus becoming significant to our global business.

“India is a very exciting auto market and is very important for ExxonMobil Chemical’s future as well. So, what we are doing in India is to have an on-ground team of technical, marketing, sales people Jim McKinley, Manager, Compounding Automotive interfacing with all Polyolefins Compounding, ExxonMobil the car companies, growth markets in Asia along with sec u r i ng busiChina. The company entered the ness and they are supported India market in 2007, and is growby the global team,” Manager, ing over 100 percent every year Sp e c i a lt y C omp ou nd i ng against 50-60 percent of growth Automotive Polyolefins, JR in China. The growth rate in McKinley told Auto Monitor in an India is faster than China today. exclusive interaction.

The R&D technology centre in Bangalore focuses on marketing technical expertise and application technology development.

The centre was set-up about a decade ago and it’s now becoming the automotive testing centre.

So every product that it makes anywhere in the world comes to Bangalore for certification. In the future, EMC will do product development in Bangalore as well.

“If you analyse, there are three million vehicles made in India in a year and there are 80 million vehicles made in the world.

So India’s production as part of the world production is about four percent. Thus, we have a fair share in India based on production.” JR McKinley added.

Currently, the products are being manufactured in

Singapore, which is the major hub of ExxonMobil polypropylene and Exxtral polyolefi ns for the Asia-Pacific region. The reason the company picked Singapore is because it has a major facility for manufacturing of polypropylene and elastomers along with most of the raw materials are available there. EMC claims that it has an efficient supply chain.

The distribution in India depends on the car company.

For example, if it’s for a production platform at the Ford plant in Chennai we could keep inventory there, for them to use in a steady supply chain coming from Singapore. ExxonMobil Chemical has the a large installed halobutyl rubber production capacity worldwide and exports to India, China, Europe, Brazil and other countries.

Supercar maker Mosler Automotive up for sale About Mosler Automotive

Nabeel A Khan New Delhi

Mosler Automotive based in Florida was founded in 1985

by Warren Mosler as Consulier Industries. It offers Mosler MT900, which can be custom fi nished. The company used to sell 12 cars a year based on orders.

This super car has been considered the world’s top performance car largely due to its low weight high strength construction. The Mosler MT900 weighs about 2,500 lbs plus fuel.

T

he American supercar manufacturer, Mosler Automotive is looking for a buyer, after over 20-years of operations catering to automobile enthusiasts. In an interview with Auto Monitor, Warren Mosler, owner of the company said, “Yes, I am down to three employees in the main shop in Riviera Beach and the company is under contract with the sale expected to close in the next few weeks.” The company has already stopped production of new vehicles, he said.

On inquiring about the reason for the sale, General Manager and

MT900 Developments A Mosler Supercar

Vice President, Global Operations for Mosler Automotive, Jill Wagner said, “Warren is now in his sixties

and is looking to take his foot off the throttle and relax more and look at other interests.”

Mosler MT900 has debuted ten years ago with carbon-fiber chassis; rear wheel drive supercar and used a 350 hp (261 KW), mid-mounted GM LS1 engine.

Since then, the MT900 has undergone several revisions to become the 2005 MT900S, which has 435 hp (324 kW) from its Corvette Z06-derived LS-6 V8, powering a 2,500 lb (1136 kg) car (without fuel). A Photon variant was also introduced with the car’s mass at 1,980 lb (900 kg). Then MT900R, a race prepared version of the MT900 and in 2003, it won the GTS Division of the Rolex 24 Hours at Daytona. In Europe, the MT900R has successfully raced and won in the British GT Championship, FIA GT Tourist Trophy races.

The new Mosler Super GT models entered in later rounds of the Dutch Supercar Challenge in April this year.

Auto Monitor

1 - 15 MARCH 2012

C O R P O R AT E

28

Wheels that endured at Baja SAEIndia 2012 Nabeel A Khan Indore

T

he fifth edition of the Baja SAEIndia 2012 recently concluded at Pithampur NATRIP facility, near Indore. The event witnessed participation from 80 engineering colleges from across the country in the final endurance test.

SRM University from Chennai came in first place and PES Modern College of Engineering from Pune secured the first runners-up position, while Basaveshwa ra Eng ineering College from Bagalkot were the second runners-up. The participating team showcased enviable team spirit.

While congratulating the winners, President, Automotive and Farm Equipment sectors, Mahindra & Mahindra Ltd,

Pawan Goenka said, “I am thrilled to witness the enthusiasm and passion from all the participating teams with every edition of Baja. Competitions such as Baja SAEIndia play an integral role in the persistent quest for better designs, newer technology and more refi ned products.

My heartiest congratulations to all the teams for putting in a stellar performance.”

The Low Weight Sustainability Award, which was introduced this year was bagged by IIT Bombay. The other award categories like the Raftaar award was won by Maeer’s Maharashtra Academy of Engineering, Pune and the Maximum Acceleration Award by College of Engineering (COEP), Pune respectively.

Jodhpur National University, Jodhpur won the Best Built Quality Award which was also a

new entrant in the award categories this year. The Endurance Award, which assessed vehicles ability to operate at a speed over rough terrain was bagged by AISSMS College of Engineering, Pune.

The total prize money at stake was around `26 lakh. The event started with the basic Static Evaluation round, which comprised Design Evaluation, Cost Evaluation and Marketing Presentation. In the fi nal round, the teams showcased their prototype of a single seat, off-road recreational four-wheel vehicle and were evaluated on various parameters, including engineering design, cost and technology innovation.

The objective of the competition was to simulate real world engineering design projects and their related challenges. Each

Teams Getting Ready At Baja

team’s goal was to create a safe, easily transported, easily main-

tained and fun to drive prototype without any direct involvement from professional fabricators.

However, the teams were free to design their own transmissions with the only restriction being the speed limit of 60 kmph.

The Dynamic Evaluation Round tested the vehicles for acceleration, speed, hill climb and manoeuvrability and the Durability Evaluation Round saw the vehicles undergo endurance tests. The Endurance Event assessed each vehicle’s ability to operate continuously and at a speed over rough terrain containing obstacles in any weather conditions.

SAEIndia is a professional engineering society of automotive engineers. It is an affi liate of the 105-year-old SAE International based in US. The society has 3,000 regular members and 30,000 student members.

Range Rover Evoque convertible Our Bureau Chennai

L

and Rover will unveil a Range Rover Evoque Convertible Concept at the 2012 Geneva Motor Show this month.

The concept has been developed by Land Rover Design Director, Gerry McGovern and his team. The soft-top convertible concept is based on the Range

Rover Evoque Coupe. It features a fully retractable premium roof system with a Roll Over Protection System (ROPS). The concept combines capability and versatility with a drop down tailgate and a comfortable four seat package.

The vehicle has been developed with Land Rover DNA at its heart, retaining key characteristics including a command driving position and all-terrain capability.

The Evoque Convertible Concept will be revealed at Geneva as a design and engineering study.

No production plans have been revealed as yet.

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Driving range of Commercial Vehicles up tp 1500 km without refuelling Benefits of Dynecel速 Cylinder Includes Lightweight 70% lighter than Type 1 cylinders.

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lightweight cylinders on market.

8*W205 = 1640 liters

4*W320 = 1280 liters

Auto Monitor

1 - 15 MARCH 2012

C O R P O R AT E

30

Bhargav TS Bangalore

V

olvo CE plans to invest `90 crore in its manufacturing facility in Bangalore for manufacturing basic range of excavators.

The company, which imports different capacity excavators from its Korean facility, aims to manufacture excavators up to 30 tonne capacity for the fi rst time in India.

Asia Region President, Volvo CE, Vincent Tan said, “We have a manufacturing plant at Peenya near Bangalore to supply the entire range of road making machinery. We will invest `90 crore to expand the factory to double the capacity to manufacture basic range of excavators up to 30 tonne capacity for the Indian market. Machines above

Volvo CE is planning to bring bucket teeth for its 21 tonne and 29 tonne excavators. This will be the first product from the company’s Essential Parts line to be sold in the Indian market this capacity will still be imported as the volumes are very low for that.”

At present, Volvo manufactures 4,000 units of road making machinery annually at its Bangalore facility and aims to double the capacity. The com-

Photograph: Bhargav TS

Volvo CE to add teeth to its plant capacity

pany plans to produce two basic models of 20 tonne and 30 tonne with two to three variants in each of these basic models. After stabilising the sales of these machines, the company would introduce two other models.

The construction equipment

Vincent Tan, Asia Region President, Volvo CE

manufacturer is also planning to bring its high-volume bucket teeth for its 21 tonne and 29 tonne excavators. This will be the fi rst product from the company’s Essential Parts line to be sold in the Indian market. The bucket teeth are long-lasting, versatile

and affordable, with lower cost per hour for many applications.

Bucket teeth are manufactured in high alloy steel castings to provide a dynamic combination of impact and abrasion resistance, and special heat treatment increases longevity and efficiency. It is also designed to maximise operator convenience and also provide excellent material penetration and increase overall productivity.

The company is also expanding and strengthening its distribution network in India, which has grown from three dealerships in 1997 to today’s 14 dealers and 860 sales and service personnel.

Tan said, “With demand up by 20 percent in 2011 alone, the Indian market is both expanding and maturing rapidly.”

Clariant to partner with associations for safer transportation Our Bureau Mumbai

C

la r ia nt Chem ica ls (India) Ltd is partnering with the Confederation of Indian Industry (CII) and the Indian Chemical Council (ICC) to provide expertise and advice to minimise the dangers involved in the transportation of chemicals within the country.

The overall aim is to provide a way forward for all stakeholders on this issue.

“Clariant has maintained high safety standards for transportation of chemicals across all its facilities worldwide and is proactively devising methods in accordance with global safety regulations to ensure safe transportation of chemicals at all levels in its India operations as well,” said Vice Chairman & Managing Director, Clariant Chemicals (India), Peter Palm.

He presented international safety standards for the transportation of chemicals and the respective regulations existing in India at a recent seminar for the chemical and petrochemical industry. He also highlighted some of the best practices followed in other regions and emphasised the need to implement and enforce existing regulations for the safe transportation of chemicals as an imperative for sustained growth in India.

The seminar organised by the CII, the Department of Chemicals and Petrochemicals, Ministr y of Chemicals & Fertilisers, Government of India, dealt with investment, challenges and imperatives for sustained growth of the chemical and petrochemical industry.

s

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Auto Monitor

1 - 15 MARCH 2012

C O R P O R AT E

32

Nissan to export “Caaar” to Middle East Bhargav TS Chennai

A

fter getting an overwhelming response for Sunny petrol, Nissan Motor launched its diesel version recently. In a short span, the company has received more than 4,000 bookings for its diesel variant and is planning to repeat the same success in the other markets too. The company will start exporting Sunny diesel to Middle East soon. At present, the company manufactures compact cars, Micra and Sunny at its Oragadam facility near Chennai, which has a capacity of producing two lakh units annually.

“We will be exporting Sunny

by March-end. Already we were exporting Micra to many countries. Initially, Sunny will be

exported to the Middle East market. Currently, the plant’s annual capacity is two lakh units, which will be increased to four lakh units

by March’12,” said Managing Director and CEO, Nissan India, Kiminobu Tokuyama. The petrol version of the Sunny is most likely to be exported in the beginning.

The Oragadam plant will also manufacture the Evalia MPV from September, which was unveiled during the Auto Expo in New Delhi. Tokuyama also said the company has plans to increase the localisation level of their products soon. It would be increasing the total number of local suppliers to 160. Nissan Sunny was launched in September and produced at the Renault-Nissan’s plant in Chennai and has 85 percent of localisation match-

ing the quality standards of Renault-Nissan.

“The localisation effort has enabled us to offer Sunny at a competitive price in the midsize sedan segment. We have so far sold or received booking for 8,000 Sunny (diesel and petrol) since its launch in September 2011. We are already having 116 suppliers and this year, we will be increasing them to 160. The current localisation levels of our products are about 85 to 90 percent,” Tokuyama said.

Sunny diesel is suitable for the export markets as it offers good power and torque. The company has altered its suspension in order to accommodate the diesel engine, therefore the feel is good during driving even in the rough road conditions. The car is powered by the same 1.5-

litre K9K common-rail diesel engine that has been fitted to the Micra hatchback.

The diesel version of Sunny is only 70 kg heavier than its petrol sibling, with a kerb weight of 1,097 kg. It is also only about 90 kg heavier (less than 10 percent) compared to the Micra diesel.

The issue with the vehicle is NVH, as it can be felt even inside the cabin, especially in the second and third gears. The clutch is bit harder, which is an impediment for city driving.

When asked how the company has mated with the same engine with different gearboxes in Sunny and Micra, a company official said, “Even though Sunny and Micra share the 1.5 litre K9K engine, both have different turbo chargers. In the case of Sunny K9K, the turbo charg-

er is designed to handle high engine performance requirements such as high power of 63KW and torque of 200 nm.

These technical fine-tunings enhances the driving experience while meeting the much needed fuel economy.” He also indicated that the gear ratio optimisation has been done taking into consideration, the weight of the vehicle, and the requirements of various driving terrains.

Exports cut for XUV500 Nabeel A Khan New Delhi

M

ahindra & Mahindra is slowing down on exports and increasing production capacity of its most sought after Sports Utility Vehicle (SUV) XUV500 to 30 percent by May’12 to feed the frantic demand in the domestic market. The homegrown manufacturer has lined up five more products including mini SUV, Reva NXR and Ssangyong Rexton for launch this fi nancial year.

“We are working on improving the capacity to 3,000 to 4,000 units a month from around 2,500 units a month now by May. And also going slow on export, if we did not have the kind of demand we have in India for XUV500 then we would have probably launched it in two or three more countries by now.” President (Automotive and Farm Equipment Sectors), Mahindra & Mahindra, Pawan Goenka told Auto Monitor.

Because the company was not able to fulfi l the demand in the domestic market, it restricted exports to only South Africa that too now exporting very limited numbers. XUV500 was launched in South Africa on the same day as in India.

The company is also planning to introduce a new Mini SUV in India before Diwali. “Pricing is a dynamic decision it will depend on that point of time what is the competitive scenario, how the industry is doing and also will depend on what kind of growth the industry is experiencing but the price will be very competitive.” Goenka explained.

Among the five launches planned by the manufacturer, the fi rst launch will be the hard top van that should happen in the fi rst quarter of next year. The second launch will be of Reva NXR, and the Ssangyong Rexton 4x4. Rexton will be imported as CKD from Korea and will be assembled at the Chakan facility in Maharashtra. The company did not disclose the details of the other products. Goenka denied that constraints from the supplier were the reason for the demand supply gap. The ramp up from the OEM is taking its natural course.

The company had re-opened bookings for XUV5OO from the 25 January-3 February, 2012 across 19 cities in India including Mumbai, Delhi, Chennai, Bangalore, Pune, Hyderabad, Kolkata, Ahmedabad, Chandigarh and Trivandrum.

During the first phase of launch in October 2011, the XUV500 had received over 8,000 bookings in just 10 days across five cities, which compelled the company to freeze the bookings.

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Auto Monitor

1 - 15 MARCH 2012

C O R P O R AT E

34

Hero MotoCorp seeks 10 percent of revenue from international market Nabeel A Khan New Delhi

H

ero MotoCorp is looking at increasing its contribution from international market to 10 percent in the next five to six years. The two-wheeler maker is zeroing in on geographical regions like Latin America, South East Asia and Africa for business opportunities.

S en ior V ic e -P r e sident (Marketing and Sales), Hero MotoCorp, Anil Dua said, “We hope to increase our international business by 10 percent in five to six years time”. He also added, as the name of the company suggests, it will not be restricted within two-wheelers but will also introduce new product to provide

affordable mobility solutions in the future.

Earlier its partner Honda had prevented Hero MotoCorp from exporting to markets outside India—except to Colombia where Splendor and Passion were among the largest selling two-wheelers in that country. Hero will now be in direct competition with another Indian two-wheeler maker, Bajaj Auto in the international markets also. Bajaj has been exporting over a million units of two-wheelers to the similar target customers. Hero group and Honda Motor Company called off their 26-year-long association last year.

Ramp Up The company is also looking at ramping up its production capacity and adding two new

plants. Its current capacity has increased from 5.4 million units as on 1 April, 2010 to 6.15 million units on 1 April, 2011 and by the end of this fi scal the capacity will be over 6.5 million units .

“In terms of sales volume, we should be crossing six million units and 6.15 million units at the start and 6.5 million units at the close of the fiscal. We have announced our intentions to have a fourth and fi fth plant. We have the liberty of time because we have been able to increase capacity at the existing plants.”

Dua maintained.

Earlier, it was indicated that the company is looking for a location in the southern part of the country. The company has three plants—two in Haryana and one in Uttarakhand.

Hero Motocorp sold 520,272 units in January 2012, recording an 11.5 percent growth compared to 466,524 units sold in January, 2011. The cumulative sales of the company during the AprilJanuary 2012 was at 5,183,440 units up by 17.4 percent compared to 4,414,537 units in the same period in 2011.

Since the split, the biggest challenge that the company faces is in terms of technology hence the company has tied up with a number of companies for different needs in this field.

It is working on beefing up its in-house research and development team. A team of 250 new engineers are working on developing two-wheeler technology best suited for the Indian market.

Maruti’s market share dips to 42 percent Nabeel A Khan New Delhi

M

aruti Suzuki India (MSIL) has experienced a major contraction in the marketshare in Passenger Car (PC) segment, according to the sales data released by SIAM recently. The carmaker’s markets share has trimmed to 42.09 percent in the period of AprilJanuary 2012 from 49.14 percent in the corresponding period last year.

The company has experienced the maximum decline of 7.05 percent in the market share in PC segment during the mentioned period, while Toyota emerged as the highest gainer in the same segment with 3.86 percent hike in the share in April-January 2012 as compared to a year ago.

Rising Star Toyota has increased its market share to 4.56 percent in April-January 2012 in PC segment as compared to less than one percent market share last year. While the nearest rival of MSIL, in terms of volume, Hyundai Motor India (HMIL) went strong with an increase of 1.3 percent in its market share and notched 19.78 percent during April-January 2012 compared to 18.49 percent market share during April-January 2011.

Germa n a u t o m a k e r, Volkswagen has almost doubled its market share from 2.29 percent during April-January 2011 to 4.54 percent this year. SkodaAuto and GM have increased their market share marginally during AprilJanuary 2012 with their market share of 1.3 percent and 4.54 percent respectively compared to 1.03 percent and 4.51 percent a year ago.

Tata, Ford & HSCI Also Hit Another company that was hit was Tata Motors, whose market share in the PC segment dipped marginally to 12.67 percent during April-January 2012 from 12.93 percent a year ago. Ford India and Honda Siel Cars (HSCI) have also experienced marginal decrease in the market share in the PC segment.

It is interesting to see that, four foreign car manufacturers—Toyota, Ford, Volkswagen, GM—are in neck-to-neck competition, with each OEM holding a market share of four to five percent in the PC segment in India. Among these carmakers, Ford India has been looking a bit weak in terms of market share in the passenger car segment in April-January 2012, compared to the same period a year ago.

Stronger Competition The current trend shows that the new players are making their presence felt in the market with remarkable growth in sales. It could be inferred that it will be tough for MSIL to reclaim last year’s market share in the passenger car segment in India.

According to the latest sales data released by SIAM, it is indicated that Volkswagen, GM and Toyota are walking ahead strongly and will play an important role in breaking the market dominance of a few OEMs.

1 - 15 MARCH 2012

STUDY

Auto Monitor

35

Smartphone apps to create new revenue streams Fluid ecosystem approach is need of the hour, where every partner adds value to the overall offer

V

ehicle Manufacturers (VMs) in Europe and North America have stepped up their game in response to the smartphone threat—phones that have flooded the market with free apps focusing on areas such as Customer Relationship Management (CRM) and breakdown assistance, while others have created value-added apps such as remote start/stop.

New developments such as the Nokia MirrorLink, using which, Alpine has already created an aftermarket head unit, are also opening up new revenue opportunities for VMs to enable smartphone apps inside the car in a complete remote terminal fashion with controls using vehicle Human Machine Interface (HMI).

Mobile apps have created a revolution, emerging as a powerful alternative business model and revenue generator for handset makers This, in turn, is creating a interest in HMI elements as both revenue generator as well as brand differentiator. Concepts such as Chevrolet MyLink, GMC Intellilink are examples of this HMI response by automakers.

New analysis from Frost & Sullivan study, ‘Connectivity, App Stores, and Cloud-based Delivery Platforms: Future of Connected Infotainment and Telematics Market’, finds almost every VM developing and hosting apps on popular application stores in the next year. Interest from handset makers such as HTC, Samsung, LG and Sony in the Nokia MirrorLink standard underscores its potential of becoming an industry standard, allowing VMs to standardise and make revenues out of apps.

“Mobile apps in the consumer domain have created a revolution, emerging as a powerful alternative business model and revenue generator for handset makers,” noted Frost & Sullivan Research Analyst. “Though a similar situation cannot be envisioned for the auto market, standards such as MirrorLink and other developments are encouraging VMs to bet on smartphone apps.

Added to this, the biggest driver this opportunity presents is the increased focus on HMI design and development.”

Smartphone interface technologies such as Ford SYNC Applink, Nokia MirrorLink and several other concepts have given VMs the confidence to pursue smartphone and apps, not as a threat but as a revenue generator and crowd puller. With all this in place and the advent of touchscreen and advanced voice interfaces inside the car, the time is ideal for VMs to leverage these drivers and make a revenue case.

“The biggest challenge that remains is that of VMs allowing previously Tier II software providers, handset makers and app companies more power than

before,” remarked the analyst.

“Considering the tight control VMs exert over their supply chain, this will be the biggest block to overcome, if VMs hope to make money out of apps and smartphone interfaces.”

VMs need to create an ecosystem of developers and apps that they can host inside the car through either a common standard like the Nokia MirrorLink or through a proprietary standard like the Jaguar Connect and View, developed with RealVNC. “Either way the need of the hour is not a strict OEM, Tier I or Tier II relationships,” concluded the analyst. “Instead, what is required is an ecosystem approach where every partner adds value to the overall offer.”

Connectivity, app stores, and

cloud-based delivery platforms are the future of connected infotainment and telematics market, which in turn is part of the automotive and transportation growth partnership service programme. The programme also includes research in the following markets—European and North American automotive app store concepts and services, the global automotive market for IT mobility platforms and the European market for telematics-enabled usage-based insurance. A ll research included in subscriptions provide detailed market opportunities and industr y trends that have been evaluated following extensive interviews with market participants.

(Courtesy: Frost & Sullivan)

Auto Monitor

The passenger car segment fell by 1.19 percent during the April-January period this fiscal, while the utility vehicles grew by 13.03 percent and the multi-purpose vehicles grew by 8.4 percent in this fiscal.

Toyota led the passenger car segment with a growth of around 544.36 percent from 11,157 units to touch 71,891 units this fiscal, as compared to the previous period. Tata Motors registered the highest growth in the multi-purpose vehicle segment with 19.7 percent growth to touch 50,624 units in April-January 2012 period.

Passenger Cars 2010-11

2011-12 8.55%

BMW*

3,171

3,442

Fiat

17,405

12,953

Ford

76,284

73,401

-3.78%

GM

71,820

71,533

-0.40%

HM

6,046

2,282

HSCI

50,609

34,337

HMIL

294,700

311,510

7,840

14,444

MR MSIL

783,208

Merc

2,731

LCVs (PC+GC) OEMs ALL

21,773

Renault

-

1,985

Skoda

16,700

24,065

Tata

206,091

199,540

2010-11

2011-12

554

4,108

17,301

19,408

441.52

-62.26% Force -32.15% HM 5.70% 84.23%

12.18% -45.33%

289

158

M&M

84,098

103,605

MNAL

8,450

8,560

Piaggio

7,544

9,399

Swaraj

3,269

3,603

162,605

209,922

5,825

7,622

30.85%

289,935

366,385

26.37%

23.20% 1.30%

Scooter/Scooterettees 10.22%

OEMs

157.67% Tata VECV - Eicher

44.10%

Total

11,157

71,891

Audi

1,205

2,319

VW

36,433

2011-12 -100.00%

BAL

27

-

HML

274,234

339,587

HMSI

734,503

964,104

M&M 2W

133,085

113,413

23.83% 31.26%

-3.18%

92.45%

-14.78% 20.96%

SMIL

186,101

225,117

TVS

356,293

425,283

19.36%

Total

1,684,243

2,067,504

22.76%

M&HCVs (PC+GC)

74.07%

63,420

Total 1,593,850 1,574,847

2010-11

29.10%

544.36% TKM

Domestic two-wheelers sales witnessed a growth of 15.06 percent in this fiscal to touch 11,107,862 units against 9,653,680 units during the same period in the previous fiscal. Mopeds, motorcycles and scooters grew by 10.59 percent, 13.66 percent and 22.76 percent respectively.

The motorcycle sales grew to 8,407,250 units in April-January period as compared to 7,396,939 units in corresponding period in the previous fiscal.

In the Motorcycle segment, Royal Enfield sales were up by 44.12 percent in April-January period this fiscal, while Bajaj Auto’s sales grew by around 8.2 percent to touch 2,152,455 units compared to 1,989,377 units in same period last fiscal.

In the Scooter segment, the sales of Hero MotoCorp grew by 23.83 percent while TVS Motor sales grew by 19.36 percent in this fiscal.

Hero MotoCorp reported its best sales for January at 506,426 units, registering a jump of 10.73 percent over the same month last year. Bajaj Auto witnessed 5.31 percent growth in its January sales at 202,214 units against the same month in the previous fiscal.

TVS Motor Company reported total domestic two-wheeler sales of 153,104 units in January registering a growth of 7.65 percent. Honda Motorcycles India registered the highest growth in domestic two-wheelers sales at around 49.9 percent to touch 177,159 units in January this year.

24.59% 13.44%

3,098

8,450

The overall commercial vehicles segment registered a growth of 18.63 percent in April-January, 2012 as compared to the same period last fiscal to touch 642,226 units. M&HCVs sales grew by 9.7 percent to touch 275,841 units compared to 251,450 units in the same period in the previous year. The LCV segment grew by 26.37 percent to touch 366,385 units in this fiscal, compared to 289,935 units in the same period last fiscal.

Three-wheeler sales were relatively flat at 428,733 units in April-January period compared to 430,635 units in same period last year. Passenger carriers fell by 2.92 percent in April-January while goods carriers registered growth of 10.36 percent.

ALL registered the highest growth in the LCV segment to touch 4,108 units. Atul Auto registered highest growth in threewheeler segment to touch 21,673 units.

-25.58%

662,854 -15.37%

Nissan

Two-Wheelers

Commercial Vehicles

Passenger Vehicles

OEMs

1 - 15 MARCH 2012

A N A LY S I S

36

-1.19%

OEMs

2010-11

2011-12

ALL

62,949

62,587

AMW

5,287

8,080

-0.58% 52.83%

UV OEMs

2010-11

JCBL

2011-12

-

1

103

85

Motorcycles/StepThroughs

-

858.20% BMW Force

256

Daimler*

2,453

2,701

39.99%

3,781

M&M

0

OEMs

-17.48% - 0.00%

0

BAL

2010-11

2011-12

1,989,377

Ford

2,475

2,203

GM

16,761

19,095

HM

2,127

1,653

HSCI

435

218

HMIL

215

1,342

ICML

605

413

M&M

138,615

162,078

MSIL

4,890

4,765

-10.99% 13.93% -22.28% -49.89% 524.19% -31.74%

Merc

197

403

Nissan

395

249

Renault Skoda Tata TKM

-

1,413

32,746

36,465 53,433

Audi

687

1,062

VW

3

6

Total

257,755

2010-11

M&M

67

20850

88.40% 11.36% -0.86%

132,674

118,320

Tata

42,291

50,624

Total

175,208 189,933

165,710

23,784

29,416

9.63% 23.68% -33.45%

VECV - Volvo

852

567

Volvo Buses

453

550

251,450

-

0

518

4,027,742

4,705,683

HMSI

546,851

621,905

IYM

228,378

298,628

M&M 2W 21.41% 9.70%

275,841

OEMs

2010-11

2011-12

Atul

15,268

21,673

Bajaj

168,534

168,407

41.95%

RE

16.83% 13.72% 30.76% -_

43,264

44.12%

62,353

SMIL

39,407

42,131

TVS

521,920

523,577 8,407,250

6.91% 0.32% 13.66%

54.59% 100.00%

Force

138

11

M&M

50,648

57,240

Piaggio

166,205

155,557

Scooters

10,845

14,079

TVS

18,997

11,766

Total

430,635

428,733

Mopeds/Electric OEMs

2010-11

2011-12 10.59%

-0.08 TVS

-92.03%

13.02%

572,498

Electrotherm*

633,108

NA

- 0.00% 10.59%

13.03%

-10.82%

Maruti

151,157

HML

3-Wheelers (PC+GC)

-

-21.02% 139

Tata VECV - Eicher

HDMC 5.63%

Total 7,396,939

2011-12

176

6,356

-36.96%

291,333

Force

2,489

104.57%

MPV OEMs

848 6,017

Total

-2.56%

301

750

53,897

16.93%

MNAL Swaraj

8.20%

2,152,455

193.51%

19.70% 8.40%

-6.41%

Total

572,498

633,108

29.82% -38.06%

-0.44%

* BMW monthly data not available * Data not available since August 2008 onwards

1 - 15 MARCH 2012

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Lakshmi Narasimhan Signature of the publisher

The invited guests also included Vice-President for Importer Markets of BMW AG, Graeme Grieve; Director of BMW Group Design, Adrian Van Hooydonk; fa sh ion desig ner, Wa l id Atallah and a number of VIPs and guests.

At the opening of the BMW Group’s largest show room worldwide, Ian Robertson said, “The Middle East is an important region for the BMW Group.

We sold more vehicles here in 2011 than ever before.”

The expansive facility in Umm Al Nar houses separate showrooms and sales areas for the three premium automobile brands, BMW, Mini and RollsRoyce Motor Cars, and for BMW motorcycles. More than 450 staff members will work at the facility.

The new showroom will

(4 W

Dated: 20th February 2012

T

he BMW Group has opened the world’s largest showroom for BMW, Mini and Rolls-Royce Motor Cars and BMW motorcycles in the Emirate of Abu Dhabi.

Abu Dhabi Motors, the BMW Group’s long-standing importer for the region, has invested around AED 300 million (Approx Euro 62 million) in the new 35,000-sq-mt showroom over its three-year construction.

The new showroom was formally inaugurated by Member of the Board of Management of BMW AG, responsible for Sales and Marketing, Ian Robertson; National Security Advisor and Vice-Chairman of the Abu Dhabi Executive Council, His Highness Sheikh Hazza bin Zayed Al Nahyan, and General Manager of Abu Dhabi Motors, Arno Husselmann, at a recent event.

haft

I, Lakshmi Narasimhan, hereby declare that all particulars given above are true to the best of my knowledge and belief.

BMW opens largest showroom in Abu Dhabi

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37

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FORM IV Statement about ownership and other particulars about Auto Monitor, as required to be published in the first issue every year after the last day of February.

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1 - 15 MARCH 2012

G L O B A L WAT C H

38

International auto round-up GM workers to be shifted to 401(k) plans GM is ending traditional pensions for all US salaried employees and replacing them with more common definedcontribution, or 401(k), plans.

But the company is softening the blow by giving white-collar workers an extra week of vacation each year. The Detroit automa ker sa id it wou ld announce bonuses for salaried workers based on the company’s global performance and will offer pay increases to employees with critical skills. But GM will not offer across-the-board raises this year.

About 30 percent of GM’s 26,000 US salaried employees—those hired after January, 2001—have a lready receive 401(k) plans. But the approximately 19,000 GM employees hired before that date still receive traditional pensions, which provide retirees with a fixed amount of money each month for the rest of their lives. That will change after October’12. From then on, all US salaried employees will receive the same retirement benefits, though workers will retain any pension benefits they earned up until that date.

Under the new plan, GM will contribute the equivalent of four percent of each employee’s eligible earnings to their 401(k) plan. GM will also match employee contributions up to an additional four percent.

And the company will kick in another two percent for workers who hired in before January, 1993. GM has the largest pension obligation of any company in the United States, and they were underfunded by about $8.7 billion as of September last year. The automaker had been hinting for months that it would

do something to reduce the risk that liability posed to its financial strength.

Both Ford and Chrysler still offer pensions to veteran salaried employees in the United States, though new hires are offered defined-contribution plans instead. GM is also offering retirees the option of taking those benefits as a one-time lump-sum payment when they leave the company. It would also limit GM’s pension liability for those workers. These changes will have no impact on current retirees or their benefits. The added vacation week applies to all US salaried employees.

GM had a programme that allowed workers to purchase an additional week of vacation each year, but that is being eliminated to reduce administrative costs. Any employees who already purchased time off for 2012 will receive a refund.

Peugeot, GM looking for alliance in Europe GM and France’s PSA Peugeot Citroen are in talks to combine some activities to cut their costs in Europe, where both automakers are losing money.

Under discussion for months, the deal may include the development of engines and even joint production of vehicles in the region, according to some media reports in Europe. A GM spokesman said that the company routinely speaks w ith other automakers, while PSA Peugeot Citroen conf irmed that it was in talks but did not say with whom.

Industry analysts welcomed the prospect of consolidation in the flagging European auto market but said a partnership would not resolve the two companies’ most pressing issues, notably their excess

Mini counts on US, Asia to boost sales; scales back in Europe BMW’s Mini brand will expand its sales network in the US and Asia, but will reduce the number of dealerships in European countries hit by the sovereign debt crisis, the brand’s boss Kay Segler said.

Mini will increase its dealerships as it expands its product line-up and builds on record global sales achieved last year, Segler said. Mini currently has about 1,500 dealerships around the world. The brand posted its best ever global sales of 285,060 cars last year, up 21.7 percent from 2010. The Mini sales are expected to continue to grow this year in the United States, the brand’s largest single market where it sold 57,511 models last year. Mini is expanding its

US dealer network to 125 locations from 110. In China, Mini sales grew 51 percent to 17,650 last year. In the last few years, Mini has expanded its line-up, which was previously only a hatchback, to include an SUV, roadster, coupe and cabriolet.

Four additional model variants are on the way. Mini does not need an additional production location, ending speculation that Mini might be interested in Mitsubishi’s Nedcar plant in the Netherlands, which will stop production at the end of the year. Mini has a production capacity of about 400,000 units—300, 000 in its plant in Oxford, England, and 100,000 at coachbuilder Magna Steyr’s factory in Graz, Austria.

factory capacity.

“The primary reason of such talks is linked with the imperative need for both companies to improve their competitive position in the European mass market, where all companies but t wo —Vol k swagen a nd Renault SA—have posted losses in the second half of 2011,” Bank of America-Merrill Lynch said in a report.

“The prima r y issue for us—large overcapacities in a European market likely to be 22 percent to 23 percent lower than in 2007—would not in our view be solved by a tie-up between t he t wo companies probably most in need to shut down plants in Western Europe,” as quoted from the report. Unused factory capacity is expensive to maintain and raises the production cost per vehicle. GM’s Opel and the Peugeot group have struggled as their combined market share in Western Europe has shrunk to 20 percent in recent years from 26 percent, the investment firm said.

While the US auto industry has slashed capacity during its restructuring, Europe’s industry hasn’t done the same. “France, Germany, Spain and Britain would all likely reject suggested restructuring proposals as they have in the past—unless politicians are involved in these discussions and agree that this is an inevitable development in the industry,” Bank of AmericaMerrill Lynch said.

The Paris-based automaker, renowned for its diesel technology and stylish cars, has many partnerships with other carmakers. But unlike crosstown rival Renault, the controlling shareholder of Nissan, Peugeot has been leery of forging equity links. It has a diesel engine venture with Ford and a small gas engine and hybrid venture with BMW. It produces commercial vans with Fiat and has electric car and Russian production ventures with Mitsubishi.

In Europe, GM sold 1.2 million vehicles last yea r; Peugeot’s sa les tota lled 1.7 million. During GM’s recent restructuring, it cut some of its European operations and shed the Swedish marque Saab.

Its previous management was ready to sell Opel, too, but the decision was reversed in 2009.

Opel is now a big headache for GM CEO Dan Akerson. The rest of the company is recovering, but GM Europe, which is essentially Opel and its sister brand Vaux hall, last year lost $750 million. Akerson has dispatched Vice Chairman Stephen Girsky and other senior executives to GM’s European headquarters in Russelsheim, Germany.

DOT issues guidelines to limit dashboard distractions Safety regulators are urging automakers to design dashboard technology with a view to limiting the amount of time that drivers take their eyes off the road and their hands off the wheel. Under guidelines, the Department of Transportation also proposed that automakers disable time-consuming functions, such as text-messaging or web browsing, unless the car is

Great Wall opens first EU car plant Great Wall Motor has opened its fi rst European factory as part of its strategy to lift sales in the region. The plant in Bulgaria will assemble 50,000 units of Great Wall’s Hover SUV, Steed pick-up and Voleex city car models and employ 2,000 people when at full capacity in 2013.

The factory is in Lovech, 150km northeast of Sofia. The plant will build cars initially for the Bulgarian market and later for other European countries, said Manager of Great Wall’s international division Roger Gao. The company currently exports vehicles to Italy and Bulgaria. It said that it would launch sales of the Steed, in the UK next month. Investment in the Lovech plant by Litex Motors, a joint venture in which

parked. “These guidelines are a major step forward in identifying real solutions to tackle the issue of distracted driving,” Transportation Secretary, Ray LaHood said.

La Hood est i mated t hat 3,000 people were killed in 2010 in accidents attributed to distracted driving. It’s a growing problem as automakers pile on interactive technology and web-based features into new models. The department’s National Highway Traffic Safety Administration will hold public hearings to solicit industry and consumer reactions to the guidelines, which are voluntary.

In establishing the guidelines, the government drew heavily on recommendations drafted by the Alliance of Automobile Manufacturers, a trade organization in Washington.

Under NHTSA’s guidelines, automakers would reduce the length, complexity and amount of inputs required for interactive tasks involving the driver.

Operations would be designed to need one hand only, and not require the driver to glance away from the road for more than two seconds. More time-consuming functions, such as text-messaging, Web browsing or entering addresses into navigation systems, would be disabled while the vehicle was in motion.

NHTSA is considering a second batch of proposals to address the use of smartphones and other devices that are brought into vehicles, as opposed to built-in car gadgetry.

Firestone announces management changes A ir

springs

ma nufactur-

Great Wall holds a minority stake, is targeted to reach 100 million euros. Growth in China’s once-sizzling auto market fell back last year and European sales are expected to contract this year as austerity and economic uncertainty bite into consumer spending.

However, China’s top manufacturer of sport utility vehicles and pick-up trucks will aim to sell 600,000 vehicles in 2012, up 23 percent, with an export target of 100,000 vehicles. Great Wall exported 83,000 units from China last year to 120 countries and regions, including Europe. The cars produced in Lovech will be the fi rst made in the Balkan country since 1996 when production of the Rover Maestro ended.

er for heav y-dut y vehicles, FireStone Industrial Products (FSIP), recent ly announced organisational changes to its globa l leadership structure.

Piotr Bogaczynski will assume the role of Managing Director of FSIP Europe. Bogaczynski began his tenure with the tyre operat ions of Br idgestone Poland but transitioned to FSIP to help launch the company’s manufacturing operation in Wolsztyn, Poland. Bogaczynski managed the Wolsztyn facility for eight years before completing a special assignment to launch a FSIP manufacturing unit in China in 2011.

Dan Leonard will assume the newly created position of FSIP Global Business Development Manager. Leonard has served as Managing Director of FSIP Europe for the past four years.

In his new position, Leonard will be tasked with improving and expanding existing product lines and channels of distribution in the global market.

Established in 1936, the US-based Firestone has a European office and technical centre in Arnhem, Netherlands; two North American plants; international manufacturing facilities in Brazil, Poland, India and Costa Rica and an assembly facility in China. It supplies to OEMs like Daimler Trucks, PACCAR, Lincoln and Land Rover. In addition to supplying air springs to vehicle OEMs, the company also makes air springs for the industrial market, and the heav y duty and light duty aftermarkets. In the enthusiast aftermarket, FSIP supplies brands like Ride-Rite, Coil-Rite and Level-Rite.

Auto Monitor

1 - 15 MARCH 2012

STUDY

40

Sustainable urban transport in India: Role of the autorickshaw sector Akshay Mani Project Manager, Urban Transport, EMBAR Q India Madhav Pai Director, EMBAR Q India

Rishi Aggarwal Associate Institutional Relations, EMBAR Q India

Study Objective & Approach As the demand for urban transport increases in India, so too does the popularity of the autorickshaw. Production of the motorised three-wheeler has doubled between 2003 and 2010. In major Indian cities, it is responsible for a significant share of motorised trips. Strategies to improve urban transport must include a policy vision for this increasingly important sector.

To that end, this paper examines the role the autorickshaw sector can play in promoting sustainable urban transport in India.

Autorickshaw services in the majority of Indian cities are provided by individual owner operators rather than by fleet companies. The lack of organisation makes it difficult to provide dispatch (dial-a-rickshaw) services. This needs to be addressed through regulatory reforms that enable fleet-based operations with dispatch services to enter the autorickshaw sector.

These regulatory reforms should be pursued by state transport departments, which are the nodal regulatory agencies for the autorickshaw sector.

lanes for autorickshaws, narrow lanes, and speed tables on urban roads to reduce average speeds will reduce the risk of occurrence of multi-vehicle collisions.

Mode share is defi ned as the average share of total daily person trips occurring on various transport modes: non-motorised transport (walking, cycling); public transport (bus, rail); intermediate public transport (autorickshaw, taxi); and private transport (motorised two-wheeler, car). Mode shares for a city could be defi ned for total trips or for trips classified by trip purpose, such as work, education, shopping, health care, recreation, and other social needs.

Market Size Of Autorickshaws For Select Indian Cities, 2010 Number of Auto-rickshaws Auto-rickshaws per 1000 people

Urban Transport Trends & Challenges An analysis of literature on urban transport trends in India reveals a shift away from public transport and Non-Motorised Transport (NMT) modes, with increasing usage of private motor vehicles and IPT. Some key obser vations include growth in urban transport demand, growth in private motorisation, declining public transport mode shares, declining NMT mode shares, use of intermediate public transport as primary mode for daily commutes.

Based on a detailed study of road fatalities and transport characteristics in 30 Indian cities in 2008, MoUD’s comprehensive study on urban transport (MoUD 2008) found that cities with public transport services were safer than those without them, and it concluded that improving public transport (and reducing private motor vehicle usage) should be a key strategy for cities to improve road safety.

Note: Numbers in brackets with city names represent 2010 population (estimated) in millions.

Source: 2010 city population data estimated (by interpolation) from 2001 Census population (World gazetteer, 2011) and 2011 Census population (Census, 2011). auto-rickshaw market size (registration) data obtained from regional transport offi ces (rtos) of respective cities. Cities included here (Mumbai, bangalore, ahmedabad, delhi, pune, Chennai, Jaipur, and rajkot) are those for which market-size data could be obtained from the rtos.

Market Size & Sales Trends The market size of autorickshaws in cities currently varies from around 15,000 to 30,000 in Tier II cities (population between one and four million) to more than 50,000 in Tier I cities (population greater than four million).

Based on population statistics, it is estimated that Tier I and II cities have four to 16 autorickshaws serving every 1,000 people on an average.

Mode Shares & User Characteristics Analysis of mode shares for select cities shows that autorickshaws serve between 10 and 20 percent of daily person trips made on motorised road transport modes. For these cities, autorickshaws constitute a small percentage (two-11 percent) of the total number of motor vehicles, but they account for a higher percentage of mode shares since they serve multiple users over the course of a day and night.

Connectivity To Public Transport P rov id i ng con nec t iv it y, among other parameters such as frequency, reliability, comfort, and safety, is an important aspect of public transport to retain as well as attract users. Autorickshaw ser v icFour-stroke engines have lower PM10, hydrocarbon (HC), and carbondioxide (CO2 ) emissions than two-stroke engines (Shah and Iyer 2004) and can reduce PM10 emissions by running on compressed natural gas (CNG) and other alternatives to gasoline (Reynolds, Grieshop and Kandlikar, 2011). However, higher oxides of nitrogen (NOx) emissions from four-stroke engines need to be addressed through reforms in current emission standards.

es, integrated as feeder modes providing first and last mile connectivity for public transport services, help ensure that public transport is accessible to all parts of the city. In this role, autorickshaws will also ensure accessibility to public transport for commuters with special needs, such as the elderly and people with disabilities.

Ahmedabad’s Bus Rapid Transit (BRT) system, Janmarg, ha s demonst rated t hat successful integration of autorickshaw services as feeder modes is a key aspect of ensuring accessibility and usage of the BRT system (Janmarg 2010).

Challenges To ensure that autorickshaw services are able to play their intended role—a+++s feeder services to public transport and as a door-to-door transport alternative to private motor vehicles—it is important to address the following challenges: competition of autorickshaw services with public transport and challenges in technology implementation for dispatch (dial-a-rickshaw) services.

Transition to Four-Stroke Engines

from the autorickshaw sector would entail moving to an improved four-stroke engine technology instead of retrofitting existing conventional two-stroke engines. Shah and Iyer (2004) have noted that for the same fuel such as gasoline, four-stroke engines have significant advantages over two-stroke engines in terms of (1) fuel economy (2) lower PM10, Hydrocarbon (HC), and CO2 emissions (3) lower noise levels and (4) being an established technology.

Alternative Fuels & Electric Vehicles A transition from two-stroke to four-stroke engines also provides an opportunity to reduce PM10 emissions further by moving from gasoline to alternative fuels such as CNG and liquefied petroleum gas (LPG) (Shah and Iyer 2004). Reynolds, Grieshop, and Kandlikar (2011) report that four-stroke engines have lower PM10 emissions with CNG than do two-stroke engines. However, the feasibility of alternative fuels in the autorickshaw sector as a PM10 emissions mitigation strateg y has to take into account issues such as (1) the adequate availability of fuel and distribution

These challenges indicate that reducing PM10 emissions

Contd. on page 42

Auto-rickshaw Mode Shares and Share of Total Vehicle Population for Select Cities in India

CITY

CITY CATEGORY

AUTO-RICKSHAW MODE SHARE (AMONG MOTORIZED ROAD TRANSPORT MODES)

AUTO-RICKSHAWS ( AS % OF TOTAL VEHICLES)

YEAR

Bangalore

Tier I

13%

3%

2005

Mumbai

Tier I

20%

11%

2005

Pune

Tier II

11%

3%

2007

Rajkot

Tier II

16%

2%

2007

Improve Road Safety Vehicle design improvements such as seat belts and padding on stiff surfaces (Schmucker et al, 2009) have been noted as key reform needs to improve occupant safety in multi-vehicle collisions. Further, infrastructure interventions such as dedicated

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Contd. from page 40 infrastructure and (2) the longterm economics of alternative fuels vis-à-vis gasoline (Shah and Iyer 2004).

Electric vehicles may present a plausible long-term alternative to the transformation of twostroke to four-stroke engines in the autorickshaw sector.

Pedestrian Safety Impacts Discussion of road safety issues surrounding motorised transport modes should focus not only on the safety of in-vehicle passengers but also on the safety of NMT users (pedestrians and cyclists) of the roadway system.

This is particularly important in Indian cities, where NMT accounts for large mode shares and a significant share of road fatalities. Published urban mode share data shows average NMT mode shares in Indian cities of close to 40 percent (MoUD 2008).

Road fatality data from 2003-04 indicate that pedestrian fatalities were 78 percent and 53 percent of total road fatalities in Mumbai and Delhi, respectively (Mohan 2004).

To assess the pedestrian safety impacts of autorickshaws, EMBARQ India compared pedestrian fatality data and modal passenger kilometres travelled (PKT) data for two cities for which data was available, Mumbai and Bangalore. In this analysis, EMBARQ India assessed different modes—autorickshaws, buses, cars, and motorised two-wheelers—in terms of their contribution to pedestrian fatalities per 100,000 PKT. This analysis indicates that autorickshaws are the second safest motorised mode of travel

1 - 15 MARCH 2012

STUDY

42 (after buses) for pedestrians, in terms of contribution to fatalities, in both Mumbai and Bangalore.

This inference is consistent with information presented by Mohan and Roy (2003), who state that “because of lower speeds and lighter weights, [autorickshaws] can’t produce fatal accidents among pedestrians and bicyclists easily as compared to cars.” It is important to note that this analysis does not consider the safety aspects of autorickshaws relative to other modes in terms of pedestrian nonfatal injuries, because there is a lack of data in this area.

Trends In Autorickshaw Production, Domestic Sales & Exports In India Fiscal Year 2004-2010

Production Domestic Sales Exports

The Way Forward: Policy Vision for Autorickshaw Sector in Cities T he Nat iona l Urba n Transport Policy (NUTP) of the Ministry of Urban Development, Government of India, is the key guiding policy at the national level. With the underlying rationale of people-based transport planning, the NUTP framework focuses on planning and investments in public transport and NMT systems in cities. This section presents the way forward for the autorickshaw sector in terms of a policy vision and targeted reforms that should be pursued to ensure its role in promoting sustainable urban transport.

The NUTP, to an extent, provides the right policy vision for promoting sustainable urban transport in cities by focusing on planning and improvements in public transport and NMT. However, for the policy vision to adopt the strategies of the ASI framework (in particular, the Shift strategy) it must recognise the role autorickshaws play in the following: promoting public transport

Source: SIAM 2011

usage through improved connectivity; in addition to serving occasional and emergency trips, autorickshaw services can play an important role in making public transport accessible to all parts of the city, and encouraging daily commute trips on public transport by providing fi rst and last mile connectivity. As feeder services, autorickshaws will ensure that public transport is accessible to commuters with special needs, such as the elderly and people with disabilities.

Reducing private motor vehicle usage and providing quality door-to-door transport alternatives: While the NUTP recognises the role of autorickshaw services in serving occasional and emergency trips, it does not acknowledge that autorickshaws provide a door-to-door trans-

Reform Needs in India’s Urban Autorickshaw Sector and Next Steps

port alternative to private motor vehicles. As discussed earlier, reducing private motor vehicle usage while providing quality transport alternatives is an integral part of the ASI framework to promote sustainable urban transport. Thus, the policy vision should recognise that provision of quality autorickshaw service in cities is an important part of the strategy to help reduce private motor vehicle usage. It should also highlight the need to improve autorickshaw services to make them an attractive doorto-door transport alternative to private motor vehicles in serving occasional and emergency trips.

In addition to the role of the type of service (contract carriage), the policy vision should present the way forward for the type of vehicle (motorised threewheeler) in the autorickshaw sector, as part of the Improve strategy of the ASI framework.

The fi ndings in this study highlight the need for vehicle-related reforms in the autorickshaw sector to meet emissions and road safety challenges.

Reform Needs Reg ulator y Reforms to Introduce Dispatch Services Contract carriage services in cities can be separated into dispatch and “walk-up” services (eg use of cab stands or street hail) (Schaller 2007). In accordance with the policy vision, in order for autorickshaws to fulfi l a role as both a feeder service for public transport and a door-to-door alternative to private motor vehicles, both dispatch and walk-up service must be readily available (this is because feeder services to public transport would typically be walk-up services at public transport stations, while dispatch services, as noted earlier, would be important to enable autorickshaws to serve as an attractive door-to-door alternative to private motor vehicles).

However, the majority of Indian cities have walk-up services but lack dispatch (diala-rickshaw) services, because the autorickshaw sector is not organised (having individual owner-operators) and lacks fleetbased operations, which would enable implementation of technology for dispatch services.

According to Schaller (2007), promoting dispatch services in the autorickshaw sector would require adopting a two-tier permit framework—existing set of permits for walk-up services, and a new set of permits for fleet operations, with entry qualifications, including technology implementation and provision of

dispatch services.

Vehicle-Related Reforms To realise the full emissions reduction and road safety benefits of the vehicle-related reforms, it is important that the following non-vehicle related reforms are pursued and implemented as well.

Emissions: To address the NOx emissions problem from four-stroke autorickshaws, existing emission standards should be reformed from a combined HC + NOx standard to separate standards for HC and NOx, to bring the NOx emissions from four-stroke autorickshaws to acceptable levels.

Road Safety: In addition to reforms in vehicle design, reducing the risk of multi-vehicle collisions of autorickshaws in cities will be important in improving safety of autorickshaw occupants. Infrastructure design changes, such as dedicated lanes for autorickshaws, and speed control solutions on urban roads—narrow lanes and speed tables—will be an important part of the overall strategy to promote road safety in the autorickshaw sector.

Next Steps Using the ASI framework, this paper shows how the type of service (contract carriage) and the type of vehicle (motorised three-wheeler) in the autorickshaw sector fit into strategies to promote sustainable urban transport. The policy vision for the autorickshaw sector in cities should serve as the framework for regulating and reforming the sector in Indian cities.

Key next steps to take these reform recommendations forward include regulatory reforms Autorickshaw permits in cities come under the purview of the state transport department. Thus, implementation of two-tier permit policies to promote dispatch services in the autorickshaw sector should be undertaken by the State transport departments for their respective cities.

Reforms for emissions mitigation: Vehicle related reforms for emissions mitigation include improved engine technology (moving from two-stroke to four-stroke engines) and use of alternative fuels (CNG or LPG). These reforms should be undertaken by the State transport departments as the nodal regulatory agencies for urban transport, depending on the applicability of these strategies for the autorickshaw sector in their respective cities.

(Courtesy: EMBAR Q India)

Auto Monitor

1 - 15 MARCH 2012

S I A M D ATA

44

PRODUCTION AND SALES FLASH REPORT FOR JANUARY 2012 Category Segment/Subsegment Manufacturer.

Production For the month of January 2011

2012

Cumulative April-January 10-11

11-12

Source: SIAM

Domestic Sales For the month of Cumulative January April-January 2011

I Passenger Vehicles (PVs) A : Passengers Cars - Upto 5 Seats Micro: Seats Upto-4, Length Normally <3200 mm, Body Style-Hatchback, Engine Displacement Normally upto 0.8 Litre Regular: Tata Motors Ltd (Nano) 5,731 8,512 50,116 57,012 6,703 Total 5,731 8,512 50,116 57,012 6,703 Micro: Seats Upto-5, Length Normally <3600 mm, Body Style-Hatchback, Engine Displacement Normally upto 1.0 Litre Regular: General Motors India Pvt Ltd (Spark) 3,219 1,553 28,182 20,688 3,268 Hyundai Motors India Ltd(Santro) 5,633 15,100 97,076 130,146 4,648 Maruti Suzuki India Ltd (M800, Alto,Wagon R,A-Star) 60,956 61,036 561,641 478,937 53,304 Total 69,808 77,689 686,899 629,771 61,220 Compact: Seats Upto-5, Length Normally 3600-4000 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.4 Litre Regular: Fiat India Automobiles Pvt Ltd (Palio, Grande Punto) 1,355 1,650 10,461 10,424 1,227 Ford india Pvt Ltd (Figo ) 8,218 8,832 70,507 76,929 8,616 General Motors India Pvt Ltd (Beat, U-VA) 3,527 4,519 32,409 42,454 3,679 Honda Siel Cars India ltd (Jazz) 779 3 2,480 4,433 579 Hyundai Motors India Ltd(Getz, i10, i20) 29,774 28,954 338,934 318,704 22,467 Maruti Suzuki India Ltd (Swift, Ritz, Estilo) 22,052 27,503 228,464 188,543 21,051 Nissan Motor India Pvt Ltd (Micra) 9,721 2,612 51,906 90,544 1,784 Renault India Pvt Ltd (Pulse) 0 1,285 0 1,285 0 SkodaAuto india p.ltd ( Fabia ) 1,376 984 7,635 13,908 1,460 Tata Motors Ltd (Indica,Indica Vista, Indigo CS) 16,641 20,127 142,990 142,489 14,918 Toyota Kirloskar Motor Pvt Ltd (Liva) 0 3,757 0 24,628 0 Volkswagen India Pvt Ltd (Polo) 2,952 3,166 21,891 33,065 3,023 Specialty: Fiat India Automobilies Pvt Ltd (Fiat 500) 0 0 0 0 0 Total 96,395 103,392 907,677 947,406 78,804 Super Compact: Seats Upto-5, Length Normally 4000-4250 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.6 Litre Regular: Hyundai Motors India Ltd (Accent) 2,012 216 29,400 27,963 1,317 Mahindra & Mahindra Ltd (Verito) 1,074 1,367 9,684 14,580 1,120 Maruti Suzuki India Ltd (Dzire) 9,937 8,558 88,962 79,064 9,771 Toyota Kirloskar Motor Pvt Ltd (Etios-Sedan) 1,753 4,709 2,271 40,538 1,651 Total 14,776 14,850 130,317 162,145 13,859 Super Compact: Seats Upto-5, Length Normally 4000-4250 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.6 Litre Specialty: Volkswagen India Pvt Ltd (Beetle) 0 0 0 0 20 Total 0 0 0 0 20 Mid-Size: Seats Upto-5, Length Normally 4250-4500 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.6 Litre Regular: Ford India Pvt Ltd (Ford ikon,Fiesta Classic) 1,303 1,547 16,209 17,438 1,059 General Motors India Pvt Ltd (Aveo) 355 70 3,559 993 240 Hindustan Motors Ltd (Lancer) 5 0 451 303 5 Honda Siel Cars India Ltd (City) 3,337 1,667 40,440 21,996 5,059 Hyundai Motors India Ltd (Verna) 618 4,500 18,118 41,432 1,858 Maruti Suzuki India Ltd (SX4) 2,595 2,163 16,901 15,596 2,149 Nissan Motor India pvt Ltd (Sunny) 0 8,046 0 12,765 0 Skoda Auto India pvt Ltd (Rapid) 0 1,815 0 4,025 0 Tata Motors Ltd (Indigo, Manza) 5,045 2,942 31,273 16,873 4,129 Volkswagen India Pvt Ltd (Vento) 3,553 2,676 11,939 30,134 2,308 Specialty: Hindustan Motors Ltd (Ambassador) 224 346 5,499 2,066 325 Total 17,035 25,772 144,389 163,621 17,132 Executive: Seats Upto-5, Length Normally 4500-4700 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 2.0 Litre Regular: Fiat India Automobiles Pvt Ltd (Linea) 1,067 532 7,537 3,833 947 General Motors India Pvt Ltd (Optra, Cruze) 783 878 9,946 9,346 1,013 Hindustan Motors Ltd (Cedia sports) 20 0 125 38 16 Honda Siel Cars India Ltd (Civic) 421 180 3,792 2,220 508 Hyundai Motors India Ltd (Elantra) 0 0 0 0 0 Maruti Suzuki India Ltd (Kizashi) 0 0 0 0 10 Renault India Pvt Ltd (Renault FLUENCE) 0 463 0 1,676 0 Skoda Auto India Pvt Ltd (Laura) 650 450 5,679 5,075 630 Toyota Kirloskar Motor Pvt Ltd (Corolla ) 942 882 8,765 7,053 1,139 Volkswagen India Pvt Ltd (Jetta) 0 275 3,035 1,997 247 Specialty: BMW india pvt Ltd ( 3 Series) NA NA 1,065 1,172 NA Hindustan Motors Ltd (EVO X) 0 0 0 4 0 Mercedes-Benz India Pvt Ltd (C-Class) NA NA 1,229 1,835 NA Volkswagen - Audi (A4) NA NA 0 0 0 Total 3,883 3,660 41,173 34,249 4,510 Premium: Seats Upto-5, Length Normally 4700-5000 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 3.0 Litre Regular: Honda Siel Cars India Ltd ( Accord ) 151 90 1,814 1,230 174 Hyundai Motors India Ltd ( Sonata ) 1 0 181 106 11 Nissan Motor India Pvt Ltd (Teana) 0 0 0 128 21 Skoda Auto India Pvt Ltd (Superb) 317 210 3,447 3,042 391 Toyota Kirloskar Motor Pvt Ltd (Camry ) 0 0 0 0 3 Volkswagen India Pvt Ltd (Passat) 3 288 582 1,357 2 Specialty: BMW india pvt Ltd (Gran Turismo, 5 Series) NA NA 1,273 1,976 NA Mercedes-Benz India Pvt Ltd (E-Class) NA NA 1,015 1,633 NA Toyota Kirloskar Motor Pvt Ltd (Prius ) 0 0 0 0 1 Volkswagen - Audi (A6, A7) NA NA 0 0 NA Total 472 588 8,312 9,472 603 Luxury: Seats Upto-5, Length Normally Over 5000 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 5.0 Litre Regular: BMW india pvt Ltd (7 Series ) NA NA 0 0 NA Mercedes-Benz India Pvt Ltd ( S-Class) NA NA 320 278 NA Volkswagen - Audi (A8) NA NA 0 0 NA Volkswagen India Pvt Ltd (Phaeton) 0 0 0 0 1 Total 0 0 320 278 1 Coupe: Roadster - 2 Doors; 2/4 seater, retractable/firm roof Regular: BMW india pvt Ltd (6 Series, Z4) NA NA 0 0 NA Mercedes-Benz India Pvt Ltd (E-Coupe, E-Cabrio, CLS, SLK) NA NA 0 0 NA Nissan Motor India Pvt Ltd (370Z) 0 0 0 0 0 Volkswagen - Audi (R8, RS5) NA NA 0 0 NA Total 0 0 0 0 0 Exotics: Upto 5 Seats, Price >Rs. 1 Crore Mercedes-Benz India pvt. Ltd (SLS AMG) NA NA 0 0 NA Total 0 0 0 0 0 Total Passenger Car 208,100 234,463 1,969,203 2,003,954 182,852 B: Utility Vehicles (Uvs) B: Utility Vehicles / Sports Utillty Vehicles; 2x4 or 4x4 offroad capability; Generally ladder on frame; 2 box ; 5 seats or more but upto 10 Seats UV1: Length<4400 mm, Price Upto Rs. 15 Lakh Force Motors Ltd (Trax) 18 22 312 312 48 Mahindra & Mahindra Ltd (Bolero, ST) 7,238 8,161 62,835 75,893 7,864 Maruti Suzuki India Ltd (Gypsy) 251 384 3,604 4,398 191 Tata Motors Ltd (Sumo,) 1,833 3,363 13,558 18,418 1,691 Total 9,340 11,930 80,309 99,021 9,794 UV2: Length<4400 - 4700 mm, Price Upto Rs. 15 Lakh General Motors India Pvt Ltd (Tavera) 1,634 1,816 15,480 18,213 1,691 International Cars & Motors Ltd (Rhino) 31 44 551 409 40 Mahindra & Mahindra Ltd (Scorpio, Bolero, ST, Xylo) 8,363 10,798 77,751 91,294 8,224 Tata Motors Ltd (Sumo Grande, Safari) 2,352 1,372 17,565 14,406 2,272 Toyota Kirloskar Motor Pvt Ltd (Innova) 4,335 6,057 43,564 44,637 5,284 Total 16,715 20,087 154,911 168,959 17,511 UV3: Length>4700 mm, Price Upto Rs. 15 Lakh Force Motors Ltd (Trax) 298 502 2,398 3,631 315 Tata Motors Ltd (Aria, Xenon) 485 614 1,623 3,295 341 Total 783 1,116 4,021 6,926 656 UV4: Price Between Rs. 15 to 25Lakh BMW india Pvt Ltd (X1) NA NA 0 2,443 NA Ford India Pvt Ltd (Endeavour) 241 160 2,464 2,149 351 General Motors India Pvt Ltd (Captiva) 0 0 0 0 91 Hindustan Motors Ltd (Pajero, Outlander) 154 83 2,093 1,590 163 Honda Siel Cars India Ltd (CRV) 0 0 0 0 38 Hyundai Motors India Ltd (Santa Fe) 0 100 203 1,304 5 Maruti Suzuki India Ltd (Vitara) 0 0 0 0 1 Mercedes-Benz India Pvt Ltd NA NA 0 0 NA Nissan Motor India Pvt Ltd (X-Trail) 0 0 0 0 52 Renault India Pvt Ltd (Koleos) 0 66 0 318 0 Skoda Auto India Pvt Ltd (Yeti) 370 100 801 1,869 344 Toyota Kirloskar Motor Pvt Ltd (Fortuner) 959 927 10,043 8,814 1,103 Total 1,724 1,436 15,604 18,487 2,148 UV5: Price > Rs. 25Lakh BMW india Pvt Ltd (X3, X5, X6) NA NA 0 271 NA Hindustan Motors Ltd (Mentero) 2 7 41 68 2 Mercedes-Benz India pvt. Ltd (ML Class, GL Class, R Class, G class) NA NA 0 0 NA Toyota Kirloskar Motor Pvt Ltd (LC,Prado) 0 0 0 0 4 Volkswagen - Audi (Q5,Q7) NA NA 0 0 NA Volkswagen India Pvt Ltd (Touareg) 0 0 0 0 0 Total 2 7 41 339 6 Total Utillity Vehicles (Uvs) 28,564 34,576 254,886 293,732 30,115 C: Vans; Generally 1 or 1.5 box; seats upto 5 to 10 V1: Hard tops mainly used for personal transport, Price Upto Rs. 10 Lakh Maruti Suzuki India Ltd (Omini,Ecco) 14,168 12,045 134,460 119,787 13,945 Tata Motors Ltd (Venture) 324 805 426 5,867 158 Total 14,492 12,850 134,886 125,654 14,103 V2: Soft tops mainly used as Maxi Cabs, Price Upto Rs. 10 Lakh Force Motors Ltd (Trip) 19 0 227 100 37 Mahindra & Mahindra Ltd (Gio, Maxximo Mini Van) 369 2,642 461 21,502 1 Tata Motors Ltd (Magic, lris) 4,622 5,908 41,826 46,380 4,476 Total 5,010 8,550 42,514 67,982 4,514 Total Vans 19,502 21,400 177,400 193,636 18,617 Total Passenger Vehicles (PVs) 256,166 290,439 2,401,489 2,491,322 231,584 II Commercial Vehicles (CVs) M&HCVs A: Passenger Carriers A1: Max. Mass exceeding 7-5 tonnes but not exceeding 12 tonnes (M3(B1)) (b): No. of seats including driver exceeding 13 (M3(B2)) Ashok Leyland Ltd 126 165 1,344 1,678 94 Mahindra & Mahindra Ltd 0 0 0 0 0 Mahindra Navistar Automotives Ltd 1 0 356 117 16 SML Isuzu Ltd 212 247 2,840 2,419 176 Tata Motors Ltd 412 558 4,619 4,619 273 VE CVs - Eicher 209 247 1,761 2,480 90 Total A1 960 1,217 10,920 11,313 649 A2: Max. Mass exceeding 12 but no exceeding 16.2 tonnes (M3(C)) (b): No. of seats including driver exceeding 13 (M3(C2)) Ashok Leyland Ltd 1,967 2,602 19,670 18,087 1,582 JCBL Ltd 0 0 0 1 0 SML Isuzu Ltd 3 10 63 70 3 Tata Motors Ltd 1,600 2,103 14,925 12,416 1,226 VE CVs - Eicher 8 107 165 795 2 Volvo Buses India Pvt Ltd 28 16 227 216 27 Total A2 3,606 4,838 35,050 31,585 2,840 A3: No. of seats including exceeding 13 and max. mass exceeding 16.2 tonnes (M3(D)) Passenger Carrier (D) Volvo Buses India Pvt Ltd 23 45 222 344 24 Total A3 23 45 222 344 24 Total M&HCVs(passenger carriers) 4,589 6,100 46,192 43,242 3,513 M&HCVs B: Goods Carriers (c) Max Mass exceeding 7.5 tonnes but not exceeding 10 tons Ashok Leyland Ltd 25 137 383 678 19 SML Isuzu Ltd 263 321 2,469 2,778 271 Tata Motors Ltd 1,097 973 5,411 5,806 974 VE CVs - Eicher 1,000 1,076 9,161 10,087 1,038 Total 2,385 2,507 17,424 19,349 2,302 (d) Max. Mass Exceeding 10 tons but not exceeding 12 tons Ashok Leyland Ltd 182 318 1,942 3,173 212

Exports For the month of December

Cumulative April-December

2012

10-11

11-12

2011

2012

10-11

11-12

7,723 7,723

53,463 53,463

54,835 54,835

0 0

370 370

1 1

2,646 2,646

1,190 12,170 52,036 65,396

28,316 66,875 460,924 556,115

19,992 93,174 389,459 502,625

5 1,124 7,903 9,032

12 1,970 11,926 13,908

64 31,194 103,882 135,140

67 28,929 90,821 119,817

1,600 7,508 4,441 0 16,812 25,756 1,855 746 963 18,238 4,030 3,259

9,910 61,307 31,010 4,310 196,758 217,936 8,225 0 7,859 121,440 0 21,720

9,438 56,433 41,240 5,343 169,577 179,942 14,767 746 13,250 129,217 24,290 31,686

9 1,092 7 0 11,104 1,304 8,397 0 0 325 0 0

0 1,652 30 0 14,008 2,339 10,613 0 0 222 0 0

1,014 8,106 165 15 141,276 10,251 20,494 0 0 5,244 0 0

1,098 19,464 187 21 153,287 9,671 80,626 0 0 2,694 0 0

0 85,208

1 680,476

0 675,929

0 22,238

0 28,864

0 186,565

0 267,048

463 1,529 8,637 4,844 15,473

12,887 7,840 88,187 2,058 110,972

7,734 14,444 78,613 40,463 141,254

782 404 21 0 1,207

23 0 41 0 64

17,491 1,904 557 0 19,952

20,162 0 361 0 20,523

0 0

352 352

59 59

0 0

0 0

0 0

0 0

1,411 34 24 1,503 4,311 1,939 3,218 1,513 2,568 2,143

14,977 3,216 452 40,190 17,965 16,151 0 0 31,188 10,859

16,968 1,213 302 25,934 40,919 14,444 6,881 3,766 15,488 27,985

3 3 0 0 0 1 0 0 34 0

0 6 0 2 0 4 3,790 0 88 0

1,038 121 0 46 0 42 0 0 1,301 0

641 91 0 11 0 582 3,790 0 477 0

215 18,879

5,436 140,434

1,929 155,829

0 41

0 3,890

0 2,548

4 5,596

501 744 0 176 0 9 102 378 785 251

7,494 9,278 158 4,121 2 10 0 5,469 8,769 2,815

3,515 9,088 42 1,984 0 396 1,239 4,499 6,991 2,370

0 0 0 0 0 0 0 0 0 0

7 0 0 0 0 0 0 0 0 0

124 3 0 3 0 0 0 0 0 0

305 26 0 0 0 0 0 0 0 0

NA 1 NA 0 2,947

1,372 0 1,278 707 41,473

1,299 9 1,473 1,310 34,215

NA 0 NA NA 0

NA 0 NA NA 7

0 0 0 0 130

0 0 0 0 331

98 0 35 116 0 136

1,988 213 217 3,372 219 660

1,076 106 121 2,550 140 1,306

0 0 0 0 0 0

0 0 0 0 0 0

8 0 0 0 0 0

4 0 0 0 0 0

NA NA 0 NA 385

1,431 1,078 111 488 9,777

1,905 1,351 7 754 9,316

0 0 0 0 0

0 0 0 0 0

0 0 0 0 8

0 0 0 0 4

NA NA NA 0 0

307 272 5 27 611

203 195 189 14 601

NA NA NA 0 0

NA NA NA 0 0

0 0 0 0 0

0 0 0 0 0

NA NA 2 NA 2

61 103 8 5 177

35 74 4 66 179

NA NA 0 NA 0

NA NA 0 NA 0

0 0 0 0 0

0 0 0 0 0

NA 0 196,013

0 0 1,593,850

5 5 1,574,847

NA 0 32,518

NA 0 47,103

0 0 344,344

0 0 415,965

12 8,439 230 3,374 12,055

310 62,496 4,813 13,398 81,017

291 75,405 4,744 18,912 99,352

0 31 8 57 96

0 32 5 38 75

0 256 174 460 890

1 155 139 348 643

1,746 45 10,007 1,466 6,794 20,058

15,382 605 76,119 17,011 43,655 152,772

18,039 413 86,673 14,368 44,507 164,000

0 0 192 4 0 196

4 0 291 4 0 299

5 0 2,022 246 0 2,273

74 0 3,157 104 0 3,335

558 502 1,060

2,391 2,337 4,728

3,490 3,185 6,675

0 0 0

0 0 0

0 0 0

0 77 77

NA 218 34 113 7 144 1 NA 58 37 113 941 1,666

0 2,475 1,379 2,083 435 215 77 0 395 0 750 10,025 17,834

2,016 2,203 1,056 1,583 218 1,342 21 0 249 301 1,413 8,813 19,215

NA 9 0 0 0 0 0 NA 0 0 0 0 9

NA 0 0 0 0 0 0 NA 0 0 0 0 0

0 9 0 0 0 0 0 0 0 0 0 0 9

0 0 0 0 0 0 0 0 0 0 0 0 0

NA 8 NA 1 NA 0 9 34,848

256 44 197 217 687 3 1,404 257,755

437 70 403 113 1,062 6 2,091 291,333

NA 0 NA 0 NA 0 0 301

NA 0 NA 0 NA 0 0 374

0 0 0 0 0 0 0 3,172

0 0 0 0 0 0 0 4,055

12,439 798 13,237

132,674 158 132,832

118,320 5,563 123,883

84 0 84

71 0 71

1,730 0 1,730

1,274 0 1,274

2 2,469 5,544 8,015 21,252 252,113

176 67 42,133 42,376 175,208 2,026,813

139 20,850 45,061 66,050 189,933 2,056,113

0 0 45 45 129 32,948

0 0 104 104 175 47,652

0 0 229 229 1,959 349,475

0 21 293 314 1,588 421,608

151 0 1 133 368 153 806

1,258 0 403 2,479 4,720 1,894 10,754

1,850 0 7 2,465 4,712 2,444 11,478

11 0 0 0 25 0 36

18 0 0 0 160 10 188

178 5 0 4 477 117 781

195 0 0 5 543 128 871

1,947 0 10 1,696 70 16 3,739

15,217 0 54 12,373 112 234 27,990

13,947 1 60 11,366 639 207 26,220

409 0 0 353 9 0 771

451 0 0 319 0 0 770

3,709 0 0 3,999 53 0 7,761

3,653 0 0 2,689 106 0 6,448

46 46 4,591

219 219 38,963

343 343 38,041

0 0 807

0 0 958

0 0 8,542

2 2 7,321

39 269 858 892 2,058

337 2,300 6,515 9,067 18,219

337 2,387 7,836 9,486 20,046

18 0 83 11 112

11 10 55 26 102

137 131 489 345 1,102

86 303 485 182 1,056

391

1,802

2,816

0

10

122

194

1 - 15 MARCH 2012

S I A M D ATA

Category Segment/Subsegment Manufacturer.

45

Production For the month of January 2011

2012

Domestic Sales Cumulative April-January 10-11

SML Isuzu Ltd 172 181 1,306 Tata Motors Ltd 1,897 2,305 11,040 VE CVs - Eicher 1,330 1,416 9,175 Total 3,581 4,220 23,463 Total B 5,966 6,727 40,887 B2: Max Mass exceeding 16.2 tonnes (N3(A)) (a) Max. mass exceeding 12 tonnes but not exceeding 16.2 tonnes (N3(A1)) Ashok Leyland Ltd 1,437 1,781 16,531 SML Isuzu Ltd 0 12 2 Tata Motors Ltd 4,965 5,941 40,916 VE CVs - Eicher 440 570 3,098 Total B2 6,842 8,304 60,547 B3: Max Mass exceeding 16.2 tonnes-Rigid Vehicles (N3(B1)) (a) Max. mass exceeding 16.2 tonnes but not exceeding 25 tonnes Ashok Leyland Ltd 2,713 1,614 20,225 Asia Motor Works Ltd 543 675 4,432 Mahindra Navistar Automotives Ltd 66 170 574 Tata Motors Ltd 4,718 5,205 46,456 VE CVs - Eicher 59 161 622 VE CVs - Volvo 0 0 1 Total 8,099 7,825 72,310 (b) Max. mass exceeding 25 tonnes Ashok Leyland Ltd 1,091 1,553 8,078 Asia Motor Works Ltd 40 90 133 Daimler India Commercial Vehicles Pvt Ltd NA NA 188 Mahindra Navistar Automotives Ltd 40 387 578 Tata Motors Ltd 4,802 5,766 37,269 VE CVs - Eicher 110 158 517 VE CVs - Volvo 78 0 755 Total 6,161 7,954 47,518 Total B3 14,260 15,779 119,828 B4: Max. Mass exceeding 16.2 tonnes-Haulage Tractor (Tractor-Semi Traller/Traller)(N3(B2)) (a) Max. Mass exceeding 16.2 tonnes but not exceeding 26.4 tonnes Ashok Leyland Ltd 0 0 0 Total 0 0 0 (b) Max. mass exceeding 26.4 tonnes but not exceeding 35.2 tonnes Ashok Leyland Ltd 612 260 3,025 Tata Motors Ltd 791 766 791 Total 1,403 1,026 3,816 (c) Mass exceeding 35.2 tonnes but not exceeding 40 tonnes Ashok Leyland Ltd 0 0 2 Asia Motor Works Ltd 34 0 433 Mahindra Navistar Automotives Ltd 14 35 33 Total 48 35 468 (d) Max. mass exceeding 40 tonnes but not exceeding 49 tonnes Ashok Leyland Ltd 267 78 2,109 Asia Motor Works Ltd 17 9 164 Tata Motors Ltd 825 963 825 VE CVs - Eicher 24 17 91 Total 1,133 1,067 3,189 (e) Max. mass exceeding 49 tonnes and Above Ashok Leyland Ltd 91 106 1,416 VE CVs - Volvo 7 7 111 Total 98 113 1,527 Total B4 2,682 2,241 9,000 Total M&HCVs (Goods Carriers) 29,750 33,051 230,262 Total M&HCVs 34,339 39,151 276,454 LCVs A: Passenger Carriers A1: Max. Mass upto 5 tonnes (a): No. of seats including driver exceeding 13 (M2(A2)) Force Motors Ltd 683 829 6,793 Mahindra Navistar Automotives Ltd 133 34 2,478 Tata Motors Ltd 477 376 3,069 Total 1,293 1,239 12,340 A2: Max. Mass exceeding 5 tonnes but not exceeding 7-5 tonnes (M3(A)) (b): No. of seats including driver exceeding 13 (M3(A2)) Ashok Leyland Ltd 71 84 785 Force Motors Ltd 1 0 153 Mahindra & Mahindra Ltd 0 0 0 Mahindra Navistar Automotives Ltd 74 334 1,301 SML Isuzu Ltd 183 174 2,281 Tata Motors Ltd 1,336 1,230 11,960 VE CVs - Eicher 199 226 2,125 Total A2 1,864 2,048 18,605 B2: Max. Mass upto 5 tonnes (b): No. of seats including driver not exceeding 13 (M2(A1)) Force Motors Ltd 437 477 4,060 Hindustan Motors Ltd 0 0 0 Tata Motors Ltd 458 193 1,634 Total B2 895 670 5,694 Total LCVs (Passenger Carriers) 4,052 3,957 36,639 LCVs B: Goods Carriers (a) Max. Mass not exceeding 2 tons-Mini Truck Segment Force Motors Ltd 84 0 1,089 Mahindra & Mahindra Ltd 5,023 5,428 34,754 Piaggio Vehicles Pvt.Ltd 736 669 7,732 Tata Motors Ltd 16,475 19,550 130,176 Total 22,318 25,647 173,751 (b) Max. Mass not exceeding 2 but no exceeding 3.5 tons-Pick Ups Ashok Leyland Ltd 0 1,108 0 Force Motors Ltd 653 315 4,662 Hindustan Motors Ltd 0 7 318 Mahindra & Mahindra Ltd 6,525 8,372 59,751 Tata Motors Ltd 1,892 2,944 17,468 Total 9,070 12,746 82,199 (a) Max Mass exceeding 3.5 tons but not exceeding 6 tonnes Ashok Leyland Ltd 0 7 0 Force Motors Ltd 112 141 1,161 Mahindra & Mahindra Ltd 0 0 0 Mahindra Navistar Automotives Ltd 496 549 4,599 SML Isuzu Ltd 0 2 19 Tata Motors Ltd 3,130 3,707 23,080 VE CVs - Eicher 108 77 853 Total 3,846 4,483 29,712 (b) Max Mass exceeding 6 tons but not exceeding 7.5 tonnes Ashok Leyland Ltd 0 0 24 Mahindra Navistar Automotives Ltd 23 36 228 SML Isuzu Ltd 171 156 1,284 Tata Motors Ltd 506 687 4,488 VE CVs - Eicher 518 729 4,734 Total 1,218 1,608 10,758 Total LCVs (Goods Carriers) 36,452 44,484 296,420 Total LCVs 40,504 48,441 333,059 Total Commercial Vehicles 74,843 87,592 609,513 IV Two Wheelers A: Scooter/Scooterettee : Wheel size less than or equal to 12” A1: Engine Capacity less than 75cc Mahindra Two Wheelers Ltd 653 101 11,147 TVS Motor Company Ltd 1,499 709 15,735 Total 2,152 810 26,882 A2: Engine Capacity 75cc and above but less than 125cc Bajaj Auto Ltd 0 0 0 Hero Honda Motors Ltd 35,256 38,855 288,081 Honda Motorcycle & Scooter India (Pvt) Ltd 77,411 116,261 750,750 Mahindra Two Wheelers Ltd 14,558 5,906 135,436 Suzuki Motorcycle India Pvt Ltd 22,999 30,294 186,265 TVS Motor Company Ltd 39,174 37,722 355,620 Total 189,398 229,038 1,716,152 Total Scooter/Scooterettee 191,550 229,848 1,743,034 B: Motor cycles/Step-Throughs : Big Wheel size more than 12” B2: Engine Capacity 75cc and above but less than 125cc Bajaj Auto Ltd 151,906 158,615 1,505,904 Hero Honda Motors Ltd 393,360 436,136 3,844,163 Honda Motorcycle & Scooter India (Pvt) Ltd 15,349 21,651 159,766 India Yamaha Motor Pvt Ltd 4,182 6,492 60,100 Mahindra Two Wheelers Ltd 0 0 0 TVS Motor Company Ltd 39,419 35,731 508,556 Total 604,216 658,625 6,078,489 B3: Engine Capacity 125cc and above but less than 250cc Bajaj Auto Ltd 136,242 150,509 1,303,039 Hero Honda Motors Ltd 34,355 22,712 280,721 Honda Motorcycle & Scooter India (Pvt) Ltd 47,636 57,767 456,146 India Yamaha Motor Pvt Ltd 27,265 37,276 233,370 Suzuki Motorcycle India Pvt Ltd 5,758 5,404 39,935 TVS Motor Company Ltd 21,507 13,411 209,712 Total 272,763 287,079 2,522,923 B4: Engine capacity 250cc and above Bajaj Auto Ltd 0 0 0 H-D Motor Company India pvt Ltd 0 76 0 Honda Motorcycle & Scooter India (Pvt) Ltd 0 266 0 India Yamaha Motor Pvt Ltd 0 0 0 Royal Enfield (Unit of Eicher Ltd) 5,206 7,303 45,499 Total 5,206 7,645 45,499 Total Motor Cycles/Step-Throughs 882,185 953,349 8,646,911 C: Mopeds: Engine capacity less than 75cc & with fixed transmission, big wheelsize>12” Engine Capacity<75cc Mopeds TVS Motor Company Ltd 53,028 64,251 577,798 Total 53,028 64,251 577,798 Total Mopeds 53,028 64,251 577,798 Total Two Wheelers 1,126,763 1,247,448 10,967,743 III Three Wheelers A: Passenger Carriers A1:No. of seats including driver not exceeding 4 & Max.Mass not exceeding 1 tonnes Atul Auto Limited 1,235 1,043 8,492 Bajaj Auto Ltd 36,588 44,030 357,905 Force Motors Ltd 0 0 0 Mahindra & Mahindra Ltd 4,483 4,899 36,326 Piaggio Vehicles Pvt.Ltd 13,971 11,707 130,483 Scooters india Ltd 452 355 3,258 TVS Motor Company Ltd 2,814 1,916 31,967 Total 59,543 63,950 568,431 A2: No.of seats including Driver exceeding 4 but not exceeding 7 & Max.Mass exceeding 1.5 tonnes Force Motors Ltd 0 2 84 Mahindra & Mahindra Ltd 0 0 908 Scooters india Ltd 306 316 2,361 Total 306 318 3,353 Total Passenger Carrier 59,849 64,268 571,784 B: Goods Carriers B1: Max.mass not exceeding 1 tonnes Atul Auto Limited 788 1,225 6,938 Bajaj Auto Ltd 728 783 3,384 Mahindra & Mahindra Ltd 1,013 1,584 9,703 Piaggio Vehicles Pvt.Ltd 5,761 4,721 50,638 Scooters india Ltd 462 443 3,760 Total 8,752 8,756 74,423 B2: Others Force Motors Ltd 0 0 15 Mahindra & Mahindra Ltd 650 325 5,761 Piaggio Vehicles Pvt.Ltd 20 25 108 Scooters india Ltd 293 367 1,884 Total 963 717 7,768 Total Goods Carrier 9,715 9,473 82,191 Total Three Wheelers 69,564 73,741 653,975 Grand Total of all Categories 1,527,336 1,699,220 14,632,720

* Exports of Ford indicate CKDs

Auto Monitor

For the month of January

Exports

Cumulative April-January

2012

10-11

For the month of January

Cumulative April-January

11-12

2011

11-12

2011

2012

1,440 11,559 11,544 27,716 47,065

116 1,724 1,240 3,292 5,594

181 2,105 1,150 3,827 5,885

1,184 13,420 8,943 25,349 43,568

1,420 17,971 10,840 33,047 53,093

0 146 3 149 261

0 134 15 159 261

47 1,447 199 1,815 2,917

10-11

11-12 3 1,036 157 1,390 2,446

18,552 32 53,508 4,615 76,707

1,228 0 3,292 403 4,923

1,483 3 3,375 340 5,201

11,876 0 31,292 2,580 45,748

13,589 24 31,870 3,780 49,263

348 0 607 19 974

523 0 841 7 1,371

3,663 0 4,844 459 8,966

4,289 0 5,206 476 9,971

14,551 7,375 859 45,233 1,073 6 69,097

1,792 609 37 4,494 54 0 6,986

1,605 663 104 4,312 116 0 6,800

18,097 4,600 144 45,212 607 12 68,672

13,783 7,100 1,010 40,600 962 7 63,462

39 0 0 205 0 0 244

0 0 0 294 0 0 294

174 0 0 1,967 4 0 2,145

681 0 0 1,697 8 0 2,386

11,011 523 120 871 49,275 1,234 348 63,382 132,479

1,200 10 NA 159 2,912 61 39 4,381 11,367

1,898 83 NA 359 3,911 124 32 6,407 13,207

7,798 97 103 295 22,481 500 730 32,004 100,676

11,180 441 85 1,096 35,060 1,176 373 49,411 112,873

0 0 NA 0 22 0 0 22 266

0 0 NA 0 48 0 0 48 342

0 0 0 0 313 0 0 313 2,458

0 0 0 0 259 0 0 259 2,645

0 0

0 0

0 0

0 0

0 0

0 0

54 54

433 433

54 54

2,079 771 2,850

493 776 1,269

235 759 994

3,049 6,837 9,886

2,069 6,583 8,652

5 0 5

30 1 31

76 0 76

144 6 150

0 398 402 800

0 20 2 22

0 0 93 93

2 408 6 416

0 390 376 766

0 0 0 0

0 0 0 0

17 0 0 17

0 0 0 0

1,565 172 4,117 104 5,958

114 4 816 9 943

183 5 956 -1 1,143

2,021 182 8,307 81 10,591

1,623 149 9,712 89 11,573

0 0 0 0 0

0 0 1 0 1

15 0 0 0 15

0 0 2 0 2

1,163 180 1,343 10,951 267,202 310,444

96 7 103 2,337 24,221 27,734

99 25 124 2,354 26,647 31,238

1,492 110 1,602 22,495 212,487 251,450

1,393 187 1,580 22,571 237,800 275,841

0 0 0 5 1,506 2,313

0 0 0 86 2,060 3,018

0 0 0 541 14,882 23,424

0 0 0 206 15,268 22,589

9,410 1,091 4,231 14,732

740 218 467 1,425

851 255 338 1,444

6,648 2,490 4,033 13,171

8,648 2,207 4,157 15,012

0 0 2 2

12 0 11 23

96 0 197 293

125 0 151 276

1,143 24 0 2,661 2,879 12,435 2,567 21,709

50 1 0 77 145 928 109 1,310

20 1 0 70 110 889 142 1,232

553 144 0 1,262 2,358 10,557 1,883 16,757

308 50 0 1,518 2,530 10,343 2,505 17,254

1 0 0 0 6 271 1 279

52 0 0 0 0 331 22 405

110 0 7 0 30 1,930 396 2,473

639 0 13 0 19 3,160 159 3,990

4,936 2 1,126 6,064 42,505

457 0 431 888 3,623

523 0 181 704 3,380

4,023 0 2,498 6,521 36,449

4,752 0 2,345 7,097 39,363

3 0 0 3 284

0 0 0 0 428

4 0 40 44 2,810

5 0 5 10 4,276

696 50,013 9,534 171,813 232,056

42 4,650 859 12,779 18,330

31 4,924 650 14,938 20,543

977 34,285 7,544 110,388 153,194

347 44,669 9,399 146,211 200,626

0 5 0 2,150 2,155

0 620 2 3,006 3,628

32 379 18 16,605 17,034

0 4,552 17 20,768 25,337

3,901 4,488 160 72,420 33,273 114,242

0 542 12 5,542 1,469 7,565

1,100 341 5 6,332 2,248 10,026

0 4,351 289 49,813 10,886 65,339

3,800 4,428 158 58,936 18,211 85,533

0 4 0 1,295 248 1,547

0 3 0 2,031 453 2,487

0 16 0 8,620 2,867 11,503

0 90 25 12,479 4,029 16,623

7 1,224 0 4,832 72 29,880 979 36,994

0 106 0 489 3 2,789 55 3,442

0 123 0 621 2 2,731 71 3,548

0 1,158 0 4,495 18 20,865 665 27,201

0 1,183 0 4,651 65 24,237 960 31,096

0 2 37 0 0 321 0 360

0 1 20 0 0 509 2 532

0 13 225 0 0 2,831 55 3,124

0 17 114 0 0 4,817 203 5,151

10 279 1,483 6,173 5,526 13,471 396,763 439,268 749,712

0 25 85 437 296 843 30,180 33,803 61,537

0 40 84 506 494 1,124 35,241 38,621 69,859

1 203 893 3,378 3,277 7,752 253,486 289,935 541,385

0 184 1,008 4,418 4,157 9,767 327,022 366,385 642,226

0 0 45 50 124 219 4,281 4,565 6,878

0 0 63 94 75 232 6,879 7,307 10,325

0 0 412 426 882 1,720 33,381 36,191 59,615

0 0 384 625 1,083 2,092 49,203 53,479 76,068

3,527 13,046 16,573

790 1,465 2,255

143 782 925

25,301 17,845 43,146

21,065 12,754 33,819

0 0 0

0 0 0

0 0 0

6 0 6

0 371,476 984,454 117,527 225,542 433,514 2,132,513 2,149,086

0 33,928 69,452 14,294 22,803 37,340 177,817 180,072

0 39,445 108,947 6,841 29,855 38,826 223,914 224,839

27 274,234 734,503 107,784 186,101 338,448 1,641,097 1,684,243

0 339,587 964,104 92,348 225,117 412,529 2,033,685 2,067,504

0 2,410 1,152 132 0 393 4,087 4,087

0 2,152 3,465 506 0 1,861 7,984 7,984

0 14,338 11,534 1,426 100 12,723 40,121 40,121

0 29,811 17,840 2,059 139 27,724 77,573 77,579

1,709,069 4,545,913 161,788 65,925 0 468,360 6,951,055

90,056 389,318 10,775 3,864 0 32,932 526,945

83,427 442,540 16,728 4,418 0 36,877 583,990

953,981 3,758,926 141,453 59,016 0 396,859 5,310,235

950,748 4,432,682 128,269 53,680 0 393,986 5,959,365

57,540 5,710 3,160 459 0 11,419 78,288

58,116 9,998 3,892 1,304 0 10,153 83,463

542,771 87,434 19,997 6,831 0 84,340 741,373

700,721 96,307 32,727 10,216 0 102,351 942,322

1,511,628 283,113 523,485 351,110 49,750 242,112 2,961,198

101,970 34,116 37,952 18,103 5,777 17,628 215,546

118,787 24,441 51,344 21,872 4,749 13,514 234,707

1,035,396 268,816 405,367 169,321 39,407 125,061 2,043,368

1,201,580 273,001 479,193 244,859 42,131 129,591 2,370,355

26,056 1,042 6,530 6,164 0 5,742 45,534

34,109 1,696 4,557 12,336 484 5,064 58,246

293,846 10,789 49,834 61,747 456 79,467 496,139

378,420 12,052 43,459 93,506 5,723 86,421 619,581

128 573 15,301 0 66,245 82,247 9,994,500

0 0 5 7 4,806 4,818 747,309

0 94 140 10 6,946 7,190 825,887

0 0 31 41 43,264 43,336 7,396,939

127 518 14,443 89 62,353 77,530 8,407,250

0 0 0 0 245 245 124,067

0 0 186 0 134 320 142,029

0 0 0 0 1,900 1,900 1,239,412

0 0 722 0 2,400 3,122 1,565,025

641,088 641,088 641,088 12,784,674

52,862 52,862 52,862 980,243

63,105 63,105 63,105 1,113,831

572,498 572,498 572,498 9,653,680

633,108 633,108 633,108 11,107,862

406 406 406 128,560

930 930 930 150,943

5,328 5,328 5,328 1,284,861

8,665 8,665 8,665 1,651,269

11,460 425,336 0 44,758 122,111 4,256 35,176 643,097

1,175 17,404 1 4,338 12,269 421 1,701 37,309

1,125 17,896 2 4,483 10,359 452 1,797 36,114

8,309 165,500 6 34,925 116,286 3,269 18,997 347,292

11,234 162,062 11 41,389 106,593 4,016 11,766 337,071

57 19,930 0 134 1,775 0 1,726 23,622

20 24,771 0 302 1,300 0 602 26,995

217 194,610 0 1,968 14,068 0 12,224 223,087

216 270,265 0 2,840 15,479 0 22,655 311,455

365 0 2,536 2,901 645,998

0 0 305 305 37,614

0 0 382 382 36,496

26 738 2,184 2,948 350,240

0 209 2,730 2,939 340,010

0 0 0 0 23,622

84 0 0 84 27,079

84 0 0 84 223,171

490 0 0 490 311,945

10,472 6,332 12,515 49,923 4,937 84,179

780 627 1,159 5,840 346 8,752

1,222 769 1,247 4,582 558 8,378

6,959 3,034 9,650 49,919 3,443 73,005

10,439 6,345 11,762 48,964 4,727 82,237

4 0 19 73 0 96

0 0 52 115 0 167

6 174 211 829 0 1,220

26 0 560 909 0 1,495

0 3,937 171 2,521 6,629 90,808 736,806 16,762,514

0 680 0 234 914 9,666 47,280 1,320,644

0 396 0 362 758 9,136 45,632 1,481,435

106 5,335 0 1,949 7,390 80,395 430,635 12,652,513

0 3,880 0 2,606 6,486 88,723 428,733 14,234,934

0 0 24 0 24 120 23,742 192,128

0 0 24 0 24 191 27,270 236,190

0 0 108 0 108 1,328 224,499 1,918,450

0 0 174 0 174 1,669 313,614 2,462,559

PADMINI VNA MECHATRONICS PVT. LTD.

PADMINI VNA

Regd. Office : 5, Padmini Enclave, Haus Khas, New Delhi -110016 Factory : Jal Vihar, Basai - Garhi Road, Dhankot, Distt. Gurgaon, Haryana (India) Ph.: +91-124-3207398/99 Mobile : +91 9818610607, +91 9810384215 E-mail : sales@padminiengg.com, Website : www.padminivna.com

Auto Monitor

Advertiser’s Name & Contact Details ACE Manufacturing Systems Ltd

1 - 15 MARCH 2012

ADVERTISERS’ LIST

50 Pg No BC

Advertiser’s Name & Contact Details Guhring India Private Limited

Pg No

Advertiser’s Name & Contact Details

BIC

Ningbo Jialilai Machinery Manufacture Co., Ltd 32

T: +91-80-28360508

T: +91-80-40322500

T: +86-574-8823-0727

E: ams@bgl.vsnl.net.in

E: info@guhring.in

E: bennyjin@chinajll.com

W: www.amsindia.net

W: www.guhring.in

W: www.chinajll.com

ADEA

48

W: www.adea.in Auroral Sinter Metals Co., Ltd.

10

T: +886-37-542-988

Igus India Pvt Ltd

12

T: +91-80-39127800

T: +91-9871474036

E: info@igus.in

E: pankaj.pandey@osram.com

W: www.igus.in

W: www.osramindia.com-

E: sh69032.tw@msa.hinet.net Indian Machine Tool Mfg. Associatio

W: www.auroral-sinter.com.tw Bony Polymers (P) Ltd

12

T: +91-129-2211701

4

E: info@coatecindia.com

W: www.binkspce.eu

W: www.coatecindia.com

Jost’s Engineering Company Limited

Dynetek Cylinders India Pvt. Ltd.

29

E: write2us@dynetekindia.com

W: www.josts.com

W: www.dynetek.com

Jyoti Cnc Automation Pvt. Ltd. 53

T: +91-129-4266500 E: alok@ecocatindia.com

8

18

T: +91-20-30435400 E: marketing@electronicahitech.com

E: sales@spraytec.net W: www.spraytec.net Safexpress Private Limited 19

46

E: suyash.srivastava@safexpress.com W: www.safexpress.com Sandvik Coromant India FIC

E: rupali.kavi@sandvik.com

E: enquiry@kamalcedsolution.com

W: www.sandvik.coromant.com/in Shimadzu Analytical (I) Pvt. Ltd 3

T: +91-124-4763200

E: info@shimadzu.in

E: engexpo@infomedia18.in

E: corporate@mandmsprings.com

W: www.shimadzu.in

W: www.engg-expo.com

W: www.mandmsprings.com 20

T: +91-9991702453 E: s.narayanan@fiemindustries.com W: www.fiemindustries.com Forging Machinery Manufacturing Co

17

T: +91-161-5011755

6

W: www.siemens.com/automotive-excellence

E: sales-India@mag-ias.in

Sreelakshmi Traders

W: www.mag-ias.in

T: +91-44-24343343

Mahindra & Mahindra Ltd (Auto)

MathWorks India Private Limited

T: +91-253 - 6618100

T: +91-80-6632 6000

E: sales@foxindia.net

E: info@mathworks.in

W: www.foxindia.net

W: www.mathworks.in 35

T: +91-80-40431252

Metro Tyres Ltd

Micromatic Grinding Technologies Ltd

W: www.gwindia.in GE Energy

11

13

9

W: www.taitra.com.tw Tata Motors Ltd. 39

16

T: +91-22-24397575

World Courier India Pvt Ltd T: +91-80-43438607

E: info@mteindustries.com

E: ripudaman@worldcourier.co.in

Yamazaki Mazak India Pvt Ltd T: +91-2137-668800

T: +91-161-2511001

E: prao@nagata.co.in

E: sudhir_patankar@mazakindia.com

W: www.gsgroupindia.com

W: www.nagataindia.com

W: www.mazak.com

43

26

W: www.worldcourier.com 47

T: +91-124-4369592

GS Auto International Ltd

21

W: www.supreme.co.in 37

T: +91-40-23777571

Nagata India Pvt Ltd

W: www.greavescotton.com

The Supreme Industries Limited

E: protec@supreme.co.in

W: www.mteindustries.com

E: rahul.rao@greavescotton.com

E: charu.gulati@tatamotors.com

T: +91-9892569003

E: marcom.mcindia@ge.com

Greaves Cotton Limited

41

T: +91-22-66561866

W: www.tatamotors.com 1

E: info@micromaticgrinding.com

MTE Industries Pvt Ltd

T: +886-2-2725-5200 E: taitra@taitra.org.tw

W: www.micromaticgrinding.com

W: www.geenergy.com

E: sreelakshmitraders@gmail.com

Taitra (Taiwan External Trade Development Council) 22

T: +91-120-2712137

T: +91-124-4808291

10

W: www.sreelakshmitraders.com

T: +91-120-4147414

E: info@gwindia.in

31

T: +91-22-27645006

T: +91-80-40677000

W: www.mahindrasmallcv.com

W: www.nkhhammers.com

G W Precision Tools India Pvt Ltd

Siemens Ltd 33

T: +1800-2096006

E: info@nkhammers.com

Fox Solutions

MAG Industrial Automation Systems

28

T: +91-22-29204741

T: +91-09819552270

Fiem Industries Ltd

51

T: +91-20-27104725

T: +91-9313137970

M And M Auto Indus Ltd

7

T: +1800-113-113

E: info@jyoti.co.in

W: www.kamalenvirotechgroup.com

W: www.electronicahitech.com

24

T: +91-22-65803331

T: +91-2827-287081

Kamal Ced Solutions Llp

49

T: +91-124-3207398/99

W: www.padminivna.com

W: www.jyoti.co.in

W: www.ecocat.com

Engineering Expo

Padmini Vna Mechatronics Pvt. Ltd.

E: sales@padminiengg.com

T: +91-20-25434350 E: marketing@josts.in

Electronica Hitech Machines Pvt Ltd

15

Rohan Standox Autolack

T: +91 22 3226 6868

Ecocat India Pvt Ltd

23

W: www.paccoindia.com

T: +91-9560764455 E: sanjay.marwah@itwindia.com

Pacco Industrial Corporation

E: pacco@vsnl.com

E: imtma@imtma.in

T: +91-160-2648700

25

T: +91-11-26819054

T: +91-80-66246600

ITW India Ltd

W: www.bonypolymers.com Coatec India

30

W: www.imtma.in

E: bony@bonypolymers.com

Osram India Pvt Ltd.

Pg No

27

Our consistent advertisers

Auto Monitor

52

PRODUCT INDEX

1 - 15 MARCH 2012

Products .......................................................... Pg. No.

Products .......................................................... Pg. No.

Products .......................................................... Pg. No.

Acc padel sensor assy ....................................... 49

Countersinks ..................................................... BIC

Motors .............................................................. 31

Analytical instruments ..................................... 28

Crankshaft machines ........................................ 33

Mould injection parts ....................................... 32

Association ....................................................... 22

Cutting machines.............................................. 4

Nuts .................................................................. 43

Auto parts ......................................................... 43

CV joint machines............................................. 33

Paint circulation equipment............................. 15

Automation and test equipment ...................... 33

Cylindrical grinders........................................... 1

Paint shop equipment ...................................... 4

Automation ...................................................... 4

Diamond tools .................................................. BIC

Paint shop machines ........................................ 4

Automotive dealership excellence award ......... 48

Die casting products ......................................... 32

Physical testing and measuring equipment ..... 28

Automotive lighting .......................................... 20, 25

Diesel and kerosene engines ............................ 16

Plant information display systems.................... 6

Axles ................................................................. 43

Diesel engine oils.............................................. 5

Powder metallurgy products ............................ 10

Bearings............................................................ 12

Diesel engines .................................................. 16

Power sprayer ................................................... 16

Billet shearing machines .................................. 17

Dip spin coating machines ............................... 4

Power tillers...................................................... 16

Bolts ................................................................. 43

Drilling tools ..................................................... BIC

Pre treatment systems ...................................... 4

Building automation ........................................ 4

E-coating solutions ........................................... FIC

Precision grinders ............................................. 1

Buses ................................................................ 41

EGR valves......................................................... 49

Profilers and gantry machines ......................... 33

Cable carriers ................................................... 12

Electrical checkout systems .............................. 6

Protective packaging and cushioning solutions .... 21

Cable connectors .............................................. 12

Electronic control units .................................... 49

Pump sets and power reapers .......................... 16

Car Paints ......................................................... 24

Environmental monitoring systems .................. 28

PVC valves......................................................... 23

Car Polish.......................................................... 24

Exhibition - EngineeringExpo ........................... 46

Rack rolling dies ............................................... 37

CED coating machines ...................................... 4

Exhibition - Modern Machine Shop-2012.......... 30

Rack-type spline rolling machines .................... 37

CED/KTL coatings .............................................. FIC

Extension springs.............................................. 3

Reamers............................................................ BIC

Centralised asset and maintenance

Factory automation .......................................... 4

Rear axles ......................................................... 43

management systems ..................................... 6

Fluidised bed coating machines ....................... 4

Rubber moulded products ............................... 12

C-frame power presses ..................................... 17

Forging presses ................................................. 17

Rubber to metal bonded products ................... 12

Chains ............................................................... 12

Friction drop hammers..................................... 17

SCADA and DCS implementation ...................... 4

Chemlok coating machines............................... 4

Friction screw presses....................................... 17

Self-adhesive tapes ........................................... 10

CNC cutting machines....................................... 4

Front axles ........................................................ 43

Sheet metal solutions ....................................... 47

CNC HMCs ......................................................... 19

Fuel pumps and kits ......................................... 23

Silicon carbide based particulate filters ........... 53

CNC laser cutting machines .............................. 4

Fuel rails ........................................................... 23

Solid carbide drills and mills ............................ 35

CNC machines ................................................... 19

Fuel sediment bowls......................................... 23

Solid carbide reamers....................................... 35

CNC oval turning centres .................................. 19

Gasoline engine oils.......................................... 5

Solid carbide special drills ................................ 35

CNC oxyfuel cutting machines .......................... 4

Glide coating machines .................................... 4

Solid carbide special reamers ........................... 35

CNC plasma cutting machines .......................... 4

Gun drills .......................................................... BIC

Spares for CNG and LPG kits ............................. 23

CNC turn mill centres ........................................ 19

Hammers .......................................................... 17

Special machines .............................................. 33

CNC turning centres .......................................... 19

H-frame power presses..................................... 17

Spline rolling machines .................................... 37

CNC vertical machining centres ........................ 19

Horizontal boring machines ............................. 33

Spray Painting Equipment ................................ 24

CNC/VMC machines .......................................... 27

Horizontal CNC machines ................................. 19

Stainless steel gear parts .................................. 10

Coating machines ............................................. 4

Horizontal machining centres .......................... 19, 33

Taps .................................................................. BIC

Coating plants................................................... 4

Horizontal turning centres ............................... 33

Thread rolling machines................................... 37

Coating systems ................................................ 4

Hoses for automotive industry ......................... 12

Thread whirling tools ....................................... 51

Cold forming machines .................................... 33

Hydrogen and CNG bulk transport/

Throttle body assembly .................................... 23

Commercial vehicles ......................................... 11, 41

storage systems .............................................. 29

Torsion springs ................................................. 3

Compaction and concreting equipment ........... 16

Imaging and vision systems .............................. 4

Transmission gears ........................................... 10

Composite processing equipment .................... 33

Incremental rolling dies ................................... 37

Tubeless tyres ................................................... 39

Compression springs......................................... 3

Industrial scientific instruments ....................... 28

Two-mode hybrid power trains ........................ 9

Connectors ....................................................... 12

Intelligent automated guided vehicles ............. 6

Tyre pressure monitoring systems .................... 6

Coro mills ......................................................... 51

Lightweight cylinders ....................................... 29

Vacuum pumps................................................. 49

Coro threads ..................................................... 51

Lightweight diesel engines ............................... 16

Ventilators ........................................................ 10

Lightweight petrol ............................................ 16

Vertical and horizontal machining centres....... 18

Logistics services .............................................. 7

Vertical line series ............................................ 19

Manufacturing execution system ..................... 6

Vertical machining centres ............................... 33, BC

Metal cutting tools............................................ 35

Vertical turning centres .................................... 33

Milling cutters................................................... BIC

VMC-linear series .............................................. 19

Milling grades ................................................... 51

Wine accessories machining products .............. 32

Modular tooling systems................................... BIC

Wire forms ........................................................ 3

Looking for a Supplier?

We will make your search simple. Just type AM (space) Segment of the Supplier and send it to 51818.

eg. AM (space) Castings and send it to 51818.

FIC : Front Inside Cover BIC : Back Inside Cover BC: Back cover

Auto Monitor

54

THE OTHER SIDE

Getting Personal with K Srinivas, President Motorcycle Business, Bajaj Auto Ltd If not in the auto industry, where would you be?

Can’t imagine being anywhere else than Bajaj Auto What car do you drive? What do you dream of driving?

Audi. But I dream of riding the new Pulsar that Joe and his team are creating Your most recent indulgence…

Setting up an amateur photo studio at home What are you currently reading?

Nassim Nicholas Taleb’s ‘The Black Swan’ What is Mr K Srinivas doing when not talking auto?

Photography Outdoor activity you would miss office for…

Visiting dealers in B and C class towns Where did you go for your last holiday?

Boston You get angry when…

People are not intellectually honest What is the one thing you would like to change about yourself?

Not exercising consistently

Illustration: Sachin Pandit

Best thing to have happened to you…

Being hired by Rajiv Bajaj

In Person K Srinivas is Bachelor lor in Electrical Engineering from m VJTI, Mumbai. During his early years ears of his career, he worked in the e sales emens, and marketing team of Siemens, before moving on to be associatssociated with ABC Consultants. His initial association with Bajaj jaj Auto was as the Head of HR R before he went on to be the e President, Retail Finance.

Today, he is the President, Motorcycle Business of the company.

An experience I won’t forget…

A challenge we faced in financing motorcycles to rural customers was their high cheque bouncing rates. Most financiers had concluded that these customers were not credit worthy. We created a cash collection model, leveraging our huge sub-dealer network supported by a very low cost mobile-based technology to extend finance to these customers. With a sub one percent bad debt, this is now the best portfolio in the industry. All of us were humbled by this experience.

The rural customer actually is much more credit worthy than his urban counterpart. Sadly, banking systems have not been designed to facilitate them.

1 - 15 MARCH 2012

Regn. No. MH/MR/WEST/20/2012-2014. RNI No. MAHENG/2000/11414 Licenced to post at Mumbai patrika channel sorting office G.P.O. Mumbai 400 001.

Date Of Mailing: 1st & 2nd Fortnightly Issue. Date Of Publication: 28th of Every Month

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