Auto Monitor - 4 June 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 ns Tur w o N

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NEWS IN BRIEF

S Sandilya heads IMMA Our Bureau Mumbai

4 June 2012

P

DATA MONITOR Top 5 2W Makers Company

Apr-11

Apr-12

Change

HML

503,521

534,827

6.22%

Bajaj

195,971

200,228

2.17%

HMSI

131,669

193,511

46.97%

TVS

141,619

151,181

6.75%

28,989

30,632

5.67%

Top 5 2W Exporters Company

Apr-11

Apr-12

Bajaj

126,264

142,096

Change 12.54%

TVS

22,564

20,370

-9.72%

HML

13,578

14,728

8.47%

IYM

8,663

9,637

11.24%

HMSI

4,972

5,591

12.45%

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

w w w.a m online.in

40 Pages

` 50

FOCUS

TESTING

STUDY INDIAN TWO-WHEELER INDUSTRY Pg 12

Pg 8-11

Toyota to balance act by raising prices, garnering larger volumes Nabeel A Khan New Delhi

resident, SI A M, S Sandilya has been voted a nd elected as the President of International Motorcycle Manufacturers Association, Geneva (IMMA) for the period of 2012 to 2014.

Sandilya S Sandilya was elected during IMMA’s recent general assembly at Madrid. IMMA represent a fraternity of two-wheeler manufacturers across the world together producing about 50 million powered motorcycles every year.

This is the fi rst time in the Indian automotive history that an Indian has been elected as the ‘numero uno’ of an International Manufacturers Association.

“With the increased need of urba n mobilit y across all regions of the world, the two-wheeler industr y would continue to offer optimum solutions for commuters and IMMA strives to reduce the environmental impact made by powered two-wheelers and improve all aspects of their technical safety,” said President, IMMA, S Sandilya.

Suzuki

Vol. 12 No. 15

T

oyota Kirloskar Motor is in the process of raising the price of its vehicles by up to two percent to offset the impact of the rupee depreciation. “The rupee depreciation has created severe price pressures and we are unable to hold on to the existing prices of our vehicles. There will be a hike in prices in the near term,” said Deputy Managing Director (Marketing), Toyota Kirloskar Motor, Sandeep Singh during a recent event.

With petrol vehicles already suffering a demand slump due to hike in prices of the fuel, TKM may not be increasing the prices of the petrol model vehicles. The car maker is looking to sell 180,000 vehicles this year as compared to 130,000 units sold in 2011.

Market saturation in developed

countries has led to Toyota shifting focus on countries like Brazil, Russia, India and China and countries in the ASEAN region to gain volumes. Over the next four years, the company wants to add new products in India, China, Russia, Brazil, Vietnam and Indonesia, to raise sales contribution by an additional 10 percent.

With the price rise affecting economic growth in important markets such as India and China, Toyota’s sales from Asia are expected to increase in the near future. At present, emerging markets account for 40 percent of Toyota’s global sales.

The car maker is also planning to bring multiple products in the small car segment in India to get into higher volume sales. Toyota is working on developing around half a dozen subcompact cars as part of its global strategy to increase volumes in emerging markets over the next four years. It aims to add

is an important market.

We will launch more small cars in the country,” said MD, TKM, Hiroshi Nakagawa.

By 2013, production capacit y in emerging markets will rise to 3.1 million vehicles a year, from 2.38 million in 2010, matching the level in Japan. In India, the company hopes to enhance capacity to sell at least 350,000 units by 2015. This is close to what the country’s second largest car Sandeep Singh, Deputy MD, Sales & Marketing, maker, Hyundai Motor Toyota Kirloskar Motor India sold in the domesto its portfolio of entry-level cars in tic market in 2011-12 (388,779 the Indian market. units). TKM had announced “We have outlined a strategy an investment of `300 crore to launch eight subcompacts in in March and of another `898 emerging markets by 2015. Two crore in July last year to increase cars on the Etios platform have capacity to 310,000 units in India already been introduced. India by 2013.

Tyre manufacturers evaluate green manufacturing tech Our Bureau Mumbai

T

yre manufacturers are evaluating adoption of green manufacturing processes, solutions and materials but such objectives have their own challenges for them and customers alike.

Green tyres show higher performance in traction, handling and wet grip. A better grip on wet roads results in a shorter braking distance compared to results obtained with regular tyres, according to a study conducted by Lanxess, a major rubber compound supplier to the tyre manufacturers.

Tyre manufacturers are of the view that green tyres may help to reduce fuel consumption, lower exhaust emissions (lower carbon dioxide contribution to the atmosphere), reduction in waste

creation from lower numbers of discarded tyres owing to longer service life, improved safety for motorists through better handling and shorter braking distance and export opportunities for Indian tyre manufacturers.

“Suppliers to the tyre manufacturers are looking to provide synthetic rubber capable of providing high performances together with the usage of safeoils. For the tyre manufacturers, using such rubbers would result in fi nished tyres having lower rolling resistance, improved traction, less tread wear and better handling. Overall, these rubbers would contribute to a much greener and cleaner environment,” said a supplier to tyre manufacturers.

The main properties of a tyre that can be improved using high performance rubber, are rolling resistance, wet grip and dura-

bility. On an average 20 to 30 percent of fuel consumed by a tyre is used to overcome rolling resistance. When a car is wading its way through urban traffic or bad road conditions, it deforms to align itself to the road surface.

This takes up energy transmitted by the engine and is manifested as rolling resistance, which increases fuel consumption and release carbon emissions. It also causes tyre abrasion, which pollutes the environment through particulate matter, contributing to around 10 percent of pollution caused by tyre during usage.

This wear and tear shortens the life of the tyre.

From a tyre manufacturer’s perspective, some initial capital investment may be required for green tyre manufacturing.

From a customer’s perspective, adoption of such environmental friendly tyres may cost a little

more in terms of upfront costs but the higher cost may be compensated by reduction in fuel consumption by five to seven percent.

For instance, a car owner covering around 12,500 km per year could save up to Euro 100 of fuel per year. The additional investment of Euro 20 to Euro 50 per tyre may thus be amortised within two years.

The key issues that Indian tyre manufacturers facing are adoption of new mixing technologies, development of new compound formulations, upgrading of old processing equipment and reeducatiing the workforce about the new processing behaviour of compounds. Re-educating motorists on the benefits of changing over to green tyres for the Indian ecology and environment is likely to assume priority for tyre manufacturers.

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

EDITORIAL A measure of austerity

L

ast week we learnt that the government is adept in creating records by hiking the petrol price. Now we learn that the government is ‘committed’ too, as it has launched an austerity drive last Thursday with immediate effect, as assured in the Parliament by Finance Minister, Pranab Mukherjee during the Budget session. The move is to impose a mandatory 10 percent cut in non-plan expenditures, banning creating of new posts and purchase of new vehicles in addition to restricting foreign travel and organising meetings at five-star hotels.

This initiative is commendable since it aims to correct the fiscal imbalances besides, improving the macroeconomic environment. According to the Ministry of Statistics and Programme Implementation, the GDP growth at constant prices for 2011-12 has been revised downwards to 6.5 percent as against the advance estimate of 6.9 percent released in February 2012. It only reflects the quarterly trend in growth.

The 2011-12 fourth quarter growth has been estimated at 5.3 percent. While the government agrees that these are disappointing figures in the context of the country’s recent performance, it also states that these factors have to be seen in the light of overall global developments.

Curbing purchase of new vehicles may not affect the auto industry as the numbers are negligible when compared to the total volume. Austerity measures are not new to any industry. The auto industry has been involved in this at least for more than two decades in the country. Every multinational company that has set-up shop in the country has begun looking at cost-saving initiatives right from day one.

Initially, these companies were insisting on their vendors to provide a cost reduction—say five or ten percent every year and the way to go about for the vendors was to constantly

look at containing the cost of manufacturing—be it power, labour or eliminating wastes and improving the yield ratio.

The auto industry is one of the very few industries that continuously work on reducing costs due to fierce competition. Some companies also incentivise their employees based on the suggestions to reduce costs. A few years ago, Hyundai Motor India announced a reward of `100 for every gram of weight reduced in the vehicles manufactured by the company, without affecting the functionality and quality parameters.

While every industry is trying to contain costs, why not the government?—is the question that is top-most on everyone’s mind. Though there have been few instances when the government has attempted to curb cost overheads before, it was only on those overheads that affected common man and not the politicians. The government can also think of incentivising the departments that constantly reduces non-plan expenditures as this would help motivate others. On these lines the union government needs to think about whether it still needs its representatives—Governers, in every state, as the recurring expenditure on these portfolios are huge.

Besides, there are large reserves of real estates in prime locations of every state that are grossly under-utilised.

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

T. Murrali t.murrali@infomedia18.in

QUOTES Alan Mulally, Ford President and Chief Executive on production constraints facing his company

Keshub Mahindra, Chairman, Mahindra & Mahindra, on his decision to retire in The Economic Times

“We’ll take a hit in the near term—just because we’re limited in production”

“It is gratifying to be able to hand over to the next generation at a time when the company’s performance is at its best”

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CONTENTS TESTING Ultrasonic technique enables diesel downsizing

10

Cooling capability of the ‘raised gallery’ piston allowed a customer to achieve a CO2 reduction of up to 30 percent compared with the previous generation engine

Maha India to bring in advance chassis dynamometer to India

11

Maha India is on working on increasing awareness about certification of vehicle fitness, especially for commercial vehicles

11

GLOBAL WATCH Ford technology provides support to road accident victims

24

Ford’s Emergency Assistance can reduce the time taken to respond to accidents by assisting vehicle occupants to place a direct emergency call with location details

New Yaris Hybrid achieves lowest car ownership costs

26

Toyota Yaris Hybrid achieved lowest three-year running costs among its market competitors in KWIKcarcost data for fleet operators and company car drivers

Delphi to acquire FCI Group

Defensive driving awareness to open new avenues

14

Growing number of road accidents are leading to corporates evaluating the feasibility of imparting defensive and advanced driver training programmes to their employees

Apollo Tyres invests `30 crore in South Africa

British Gas puts new Nissan e-NV200 test car through its paces

30

Nissan’s test car played its part in helping British Gas kick-start its ambition of switching 10 percent of its 14,000 LCV fleet to electric over the next three years

15

Apollo Tyres recently inaugurated a new component preparation plant at the Ladysmith tyre manufacturing facility in South Africa with calendering machine and triplex extrusion line

Mann+Hummel records double-digit growth

32

Mann+Hummel Group notched 13.5 percent growth in earnings before interest and taxes came to Euro 141.6 million, which corresponds to 5.7 percent of turnover

Cylinder liner technology cuts oil consumption

15

32

Federal-Mogul is using a dual-material cylinder liner technology to reduce bore distortion and improve function in the latest generation of gasoline engines

THE OTHER SIDE

Anti-Dumping duty is positive

28

Delphi has entered “exclusive talks” to acquire a unit of FCI Group from Bain Capital for about $958 million

CORPORATE

38

20

The increasing tyre imports continues to raise concerns, said the ATMA, even as it welcomed the anti dumping duty

Ashok Leyland drops prices following excise duty reduction

20

Ashok Leyland has slashed the prices of its commercial vehicles by one percent following the government’s decision to reduce the excise duty on truck chassis

Toyota launches finance arm

21

Toyota kicked off operations of its finance arm to provide customers with a loan facility to acquire vehicles, to support its revenue and to contribute to the sales promotion

21

PM Patel, Managing Director, ABC Bearings Ltd Patel has contributed to building a robust brand equity for ABC Bearings through sustained quality standards in its products and operational excellence

Auto Monitor

4 JUNE 2012

TESTING

8

A step-by-step guide to AUTOSAR: Michael Seibt Product Manager, Mentor Graphics Guido Sandmann Automotive Marketing Manager, EMEA

Challenges of iterative AUTOSAR workflows in software development with Volcano VSA and Matlab & Simulink Electronic development in the automobile industry has always been an iterative process—even long before the implementation of AUTOSAR (AUTomotive Open System ARchitecture). In the course of a project, requirements are amended or refi ned; decisions about design are revised and architectures adjusted.

Through the standardisation of specification formats of different design artifacts, AUTOSAR has explicitly defi ned how these process steps are carried out.

Meanwhile, due to advanced tool support, the AUTOSAR

standard is being successfully utilised in many areas of product development. The challenge of these projects is to ensure consistent data exchange between tools without losses of design information. Particular attention is being paid to the interaction of architecture and Model-Based Design tools for the development of individual software components along with functional software. Both top-down and bottom-up design approaches are supported.

Using the example of Matlab, Simulink, and Embedded Coder by MathWorks, as well as the AUTOSAR Authoring Tool VSA by Mentor Graphics, this article is intended to demonstrate the interaction and the interoperability of architecture- and Model-Based Design environments in five steps under consideration of the mechanisms defi ned by AUTOSAR.

Top-Down Vs Bottom-Up Workflows In practice, both top-down

Fig 1: AUTOSAR engineering with Simulink & VSA

Fig 2: VSA-AUTOSAR authoring tool

If a function is newly developed, a software architecture including its software components and the interface specifications are described using an authoring tool. The resulting exported specification formats are imported into a design tool such as Simulink and bottom-up workflows are found. The two approaches are generally not used separately, but mixed because of iterative processes mentioned above.

If a function is newly developed from scratch, the top-down approach is usually utilised.

This means that initially, a software architecture including its software components and the interface specifications are described using an authoring tool. Depending on the requirements and data availability, the internal behavior (meaning the runnable architecture) may be developed as well at that point. Consistency checks and design rules that are both built-in as well as user-defined help to check imported data sets for correctness and completeness. The resulting exported specification formats are then imported into a design tool such as Simulink.

In the course of this import of software component specifi-

cations, model frameworks that contain all relevant information like interfaces or runnables are automatically generated. With the generated model framework, the software engineer can model the functional behavior as usual in Simulink based on the functional requirements.

After the model is finished, the AUTOSAR-compliant C code generation takes place with the help of Embedded Coder. At the same time, a new software component specification is exported which, in turn can be imported

by VSA for further integration.

On the other hand, if models for a function already exist and have been used in production, they can be reused. They must be augmented with AUTOSARspecific information. Once done, an AUTOSAR compliant C code as well as respective AUTOSAR software component specifications are generated, which the authoring tool, in turn, can import for further processing.

Thus, the bottom-up approach primarily addresses the reutilisation of existing IP (Intellectual Property).

As described in the beginning, different steps of a process are repeated several times in order to implement refi nements or modifications. Therefore, the tools utilised have to support the iterative development process. In this particular context, they have to support round-trip engineering, which means that architecture- and Model-Based Design tools have to be able to further process the updated data of each other.

In the following paragraphs, all steps that are carried out in the course of round-trip engineering are described in detail.

Step 1: Software Architecture And Component Generation In an AUTOSAR authoring tool like VSA, the software components are generated

4 JUNE 2012

Auto Monitor

TESTING

9

Tool for modeling & optimisation and connected into a software architecture. Depending on the required granularity, the internal behavior of the individual software components can also be modeled in the form of runnables, access points, and RTE events.

Figure 2 figure shows software architecture (software composition) based on the example of a seat heating system, including an excerpt of the SWR behavior.

Different domain-specific editors are available for creating designs of varying levels of complexity.

Depending on the requirements, the user can choose between a tree-based editor, tabular editor, or graphic editor.

Numerous pre-implemented consistency checks allow the continuous checking of the design for completeness and plausibility during the architectural modeling process. They can be supplemented with selfdefi ned consistency checks or Design Rule Checks (DRCs).

Existing software components,

interface specifications, and other design artifacts can also be imported in the form of libraries and reutilised in the new design.

Each Autorsar object receives a unique stamp through the automatic generation of UUIDs (Universally Unique Identifiers) and the assignment of short names in order to be recognizable during the design iterations.

Step 2: Data Export From Authoring Tool Through the metamodel technology used in VSA, a complete AUTOSAR model specification is available to support a complete export. Different AUTOSAR versions can be accommodated with the respective model-to-model transformations. Once defi ned inside a software architecture in VSA, the particular software components can be exported in AUTOSAR-defi ned standard specifications. A Matlab script, which supports the subsequent import into Matlab and Simulink, is also exported.

Fig 3: Import of the SWC specification into Simulink

Step 3: Import Of The Software Component Specification To Simulink Simulink contains interface functions that allow the import of the artifacts generated in step 2. The respective interface and port specifications, the inter-runnable variables, or the information regarding the runnables (internal behavior) are imported. Then, a model framework including the structure of the software component is generated as function-call subsystems.

The variables, including their data types, are generated from the specification and automatically created in the workspace.

Figure 3 shows an imported software component with runnables and inter-runnable variable of the seat heating system:

Step 4: Modeling Of The Functional Behavior And Code Generation In the next step, the functional behavior is realized through Model-Based Design. Little by little, a model is created and refi ned with Simulink and Stateflow, and in the course of the project, the model is used for various purposes. In the very early stages, the functional behavior is validated by simulation.

Later, a refi ned version can be tested directly in the vehicle with the help of Rapid Prototyping Hardware until the model is fi nally mature enough for production code to be generated with Embedded Coder in an AUTOSAR-compliant manner. In the process, conventional Simulink elements can be used, which can be intuitively mapped onto AUTOSAR

Fig 4: VSA Compare & Merge Tool

artifacts. The crucial point is that Model-Based Design and the relevant design and verification tools can be applied as usual. This step concludes with the generation of AUTOSARcompliant C code and the AUTOSAR software component specification in arxml format, which are imported for the integration with VSA in the next step.

Step 5: Compare & Merge In order to complete the round trip, an option to feed the amended design data back to the AUTOSAR authoring tool and synchronise them with the original design data is required.

For this purpose, VSA provides an AUTOSAR Compare and Merge functionality, with which design objects can be compared and specifically merged on the AUTOSAR object plane.

This can be done on the basis of either UUID (Unique Universal Identifier) or short name.

Additional “rules” Reliable round-trip engineering is already being implemented at various companies using AUTOSAR and well-coordinated tools. However, this is only possible by observing additional “rules.”

User roles and rights must be coordinated under consideration of existing and newly defined processes. Internal “style guides” such as modeling guidelines and naming conventions must be applied to specifically limit the degree of freedom within the AUTOSAR framework. Eventually, these style guides have to be coordinated with Tier I suppliers to implement round-trip engineering not only internally but also between companies in a supply chain. Once again, software tools play a key role in the exchange of AUTOSAR artifacts between OEM and its suppliers as well.

(The authors are asociated with at MathWorks. Views expressed are personal)

Auto Monitor

4 JUNE 2012

TESTING

10

Ultrasonic technique enables diesel downsizing

T

he development of a novel 2D ultrasonic analysis system allows FederalMogul Corporation to create a new generation of high performance pistons that enable a substantial further step in diesel engine downsizing. In its first application , the greatly improved cooling capability of the company’s ‘raised gallery’ piston allowed a Federal-Mogul customer to achieve a CO2 reduction of up to 30 percent compared with the previous generation engine without raised gallery pistons.

The fi rst production application of Federal-Mogul’s raised

gallery piston also delivers a specific power increase of 25 percent, keeping the piston at temperatures much lower than the acceptable limit of 400°C. In the same conditions, a standard piston’s bowl rim stresses are 43 percent higher and its temperature reaches 440°C. “Diesel downsizing increases specific power output in order to improve fuel economy and CO2 emissions and also increases the thermal and mechanical loads that diesel pistons must withstand,” said Federal-Mogul Vice President for Technology and Innovation, Powertrain Energy,

2D Ultrasonic Testing Piston

Gian Maria Olivetti. “With the development of new highly-loaded engines, the risk of piston failure has increased substantially as past improvements in materials, design and cooling concepts have reached their physical limits.

Federal-Mogul’s innovation in advanced testing techniques, materials science and manufacturing processes greatly reduces the limitations placed on diesel downsizing strategies.” Modern diesel pistons have a cooling gallery through which, oil flows continuously. The position and design of the gallery have a significant impact on the component’s operating temperature and durability. The closer the gallery is to the piston bowl, the more heat that can be removed, allowing engine manufacturers to increase combustion temperatures and pressures to improve fuel economy and CO 2 emissions.

Standard, one-dimensional ultrasonic testing can identify defects but cannot quantify their size and position. FederalMogul’s 2D ultrasonic process, however, provides 125,000 data

points in 30 seconds. The technique enables Federal-Mogul engineers to accurately determine the size and position of defects, providing valuable data for casting process development.

The detailed information provided also ensures consistent quality in the fi nished high-precision components.

“In the past, it has been very difficult to cast a piston with optimal size and location of the cooling gallery,” said FederalMogul Director of Technology, Pistons and Pins, Dr Frank TH Doernenburg. Federal-Mogul’s new 2D ultrasonic test has removed that barrier. “Our process is non-destructive, completely controls casting process quality and aids advanced casting process development, giving engine designers substantially more freedom to increase engine efficiency,” he added.

Federal-Mogul validated its 2D ultrasonic technology by dissecting and sampling hundreds of pistons, correlating the ultrasonic images against destructive testing methods. The research resulted in the development of software tools as well as a number

Federal-Mogul’s 2D ultrasonic process, provides 125,000 data points in 30 seconds.

The technique enables to accurately determine the size and position of defects, providing data for casting process development. This ensures consistent quality in the finished components of key physical parameters such as probe geometry, wavelength, beam geometry and focus. Piston performance can be increased significantly through FederalMogul’s 2D ultrasonic testing and analysis process, which is quickly becoming an enabling technology for more efficient powertrains.

This technology was developed at the company’s Nuremberg technical centre and was recently awarded a 2012 Automotive News PACE Award.

Ultra-short laser pulses for science, industry

L

aser technology uses light. Light can be rapidly and precisely deflected, shaped and focused. If we pulse laser light and reduce pulse duration more and more, the laser tool works even more precisely. A benefit: The material being processed heats up less and less. High-power, ultra-short pulses, then, are the ideal solution for medical applications, in brain surgery for instance, as the cerebral membrane is not damaged. Or for removing tumor tissue thereby conserving the surrounding tissue and blood vessels. This precision technology is also valued in the processing of materials, glass for instance: Lasers are able to cut narrow speaker ports in smartphone displays.

For years, ultra-short laser pulses have been used for the extremely precise and gentle processing of highly-sensitive materials. Until now though, they have often lacked in power. The newly developed laser platform solves this problem with the Innoslab amplifier as its core. Four mirrors surround a laser crystal plate—the slab.

Pump radiation enters at the two opposite faces of the slab. Ultra-short laser pulses are repeatedly reflected by these mirrors and pass through the slab several times. Energy is transferred from the pump radiation to the laser pulse until the required power is achieved.

The Innoslab platform was developed by the Fraunhofer Institute for Laser Technology ILT in Aachen and refined further together with several partners from industry and science: the Chair for Laser Technology at RWTH Aachen University, the Max Planck Institute for Quantum Optics MPQ in Munich and the companies Jenoptik AG, EdgeWave and Amphos—the latter two being ILT spin-offs.

Between 2008 and 2011, two joint projects revolved around developing the new beam source: The aim of the Pikoflat project, supported by the Federal Ministry for Education and Research (BMBF), was to structure printing tools and embossing dies. In the second joint project, Korona, Fraunhofer collaborated closely with the Max Planck Institute of Quantum Optics in Garching near Munich and with RWTH Aachen University. The scientists jointly developed a compact beam source whose ultra-short wavelengths makes it possible to examine nano-structures.

(Courtesy: Fraunhofer Institute)

The Fraunhofer Team

4 JUNE 2012

Auto Monitor

TESTING

11

Maha India to bring in advance chassis dynamometer to India Shambhavi Anand New Delhi

M

aha India Automotive Testing Equipment Private Ltd, which is primarily into automation inspection certification, is working on increasing awareness about certification of vehicle fitness, especially for commercial vehicles. The company, which also supplies its testing products to OEMs intends to bring advanced products to the Indian market.

“Our primary focus is to establish ourselves as a vehicle fitness certification solution provider.

We also supply testing products

to OEMs for end of line testing and other certification purposes.

We are contemplating to bring in newer and advanced products to the Indian market,” said General Manager, Market Development, Maha India, Rengarajan to Auto Monitor.

The Germany-based company manufacturer testing equipment such as brake tester, suspension tester, chassis dynamometer and speedometer testers among others. It is speaking to institutions like ARAI and iCAT for introducing its testing equipment at the Regional Transport Offices (RTOs) for automated vehicle testing.

“We want to look at the vehicle fitness issue from several points

A Car Being Tested By Equipment

Yamaha to participate in One Make Race Championship 2012 Our Bureau Chennai

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ndia Yamaha Motor is set to participate in the third edition of YZF-R15 One Make Race Championship at the Kari Motor Speedway, Coimbatore. Round I is scheduled from June 1 with the championship running over five rounds and conclude on September 30, 2012. The racing event is being organised in association with the Madras Motor Sports Club (MMSC) and the Federation of Motor Sports Clubs of India (FMSCI) and is a part of the Indian National Racing Championship 2012.

Technical Specs The technology in YZF-R15 has percolated from R1 (deltabox frame, fuel injection, six speed gearbox, styling/liquid cooled 4V engine). The race will be held in two categories—Novice and Open. The top 15 participants in the qualifying rounds of both Novice & Open category will participate in two races of their respective category on the next day.

The contestants will hit the track on Yamaha’s Super Sports YZF- R15 version 2.0 and experience the breathtaking acceleration of the bike on the race circuit. Yamaha is looking to make the racing experience more exciting by fitting Daytona Racing Kits in the bikes. These kits are developed using valuable experience gained from MotoGP & World Superbike racing and are designed exclusively for racing purposes in a closed circuit. The winners of the R15 One make Race championship 2012 will be representing India Yamaha Motor at the Yamaha ASEAN Cup 2012 to be held later this year.

Yamaha’s current product portfolio includes VMAX (1,679 cc), MT01 (1,670 cc), YZF-R1 (998 cc), FZ1 (998 cc), Fazer (153 cc), FZ-S (153 cc), FZ (153 cc), SZ, SZ-X & SZ-R (153 cc), YZF-R15 Version 2.0 (150 cc), SS125 (123 cc), YBR 125 (123 cc), YBR 110 (106 cc) and Crux (106 cc).

Maha India is bringing in only one kind of chassis dynamometer, but the company plans to bring in more varieties depending upon the market requirements of view. The I&C centres across the country can use our automated testing equipment for basic safety aspects of the vehicle such as the brake, speedometer, headlight, underbody inspection and exhaust emission and so certification process can become easier,” added Rengarajan.

He added that this can make the testing process faster and more reliable. Since the vehicles plying on the road will be in a better condition, the number of traffic accidents taking place will reduce. This can also reduce the usage of spurious parts.

With the increasing pop-

A Range Of Testing Equipment By Maha India

ularity of motor sports and racing activities in the country, the demand for advanced chassis dynamometers have gone up. The company, which already supplies chassis dynamometers to the Indian market, is planning to bring in more advanced ones to the country.

“Currently we are bringing in only one kind of chassis dynamometer, but we have plans to bring in more varieties depending upon the requirements. It can help in tuning the vehicles which are to be used for sporting events and other racing activities,” he said.

The company, which is just over a year old in the country, supplies testing equipment to commercial vehicles such as Ashok Leyland and Tata Motors. “It was the demand of the customers which brought us to India. Before that these OEMs were importing our products directly,” said Rengarajan. Ashok Leyland and Tata Motors use Maha products in their plants outside the country also. It also supplies to Force Motors.

The company touched a turnover of Euro 1.37 million in the country in its one year of presence here. It expects to grow upto Euro 3.5 million by next year.

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Indian two-wheeler industry Industry volume growth expected to gear down to eight-nine percent in 2012-13

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he Indian two-wheeler (2W) industry recorded sales volumes of 13.4 million units in 2011-121, a growth of 14 percent over the previous year. In a year wherein growth in other automobile segments particularly, passenger vehicle (PV) and medium & heavy commercial vehicle (M&HCV), slowed down to single digits—marred by demand slowdown due to northward movement of inflation, fuel prices and interest rates—the 14 percent growth recorded by the 2W industry remained steady.

However, the momentum in the 2W industry’s volume growth too has been losing steam lately as evident from the relatively lower volume growth of 11 percent recorded in H2, 2011-12 (YoY) against a growth of 17.1 percent recorded in H1, 2011-12 (YoY).

The deceleration in growth is largely attributable to the motorcycles segment which grew at a much lower rate of 7.8 percent (YoY) in H2, 2011-12 vis-à-vis 16.4p ercent in H1, 2011-12; even as the scooters segment continued to post 20 percent+ (YoY) expansion during both halves of the last fiscal. With this, the share of the scooters segment in the domestic 2W industry volumes increased to 19.1 percent in 201112 from 17.6 percent in 2010-11.

Overall, ICRA expects the domestic 2W industry to report a volume growth of eight-nine percent in 2012-13 as base effect catches up with the industry that has demonstrated a strong volume expansion over the last three years at cumulative annual growth rate (CAGR) of 21.8 percent. Over the medium term, the 2W industry is expected to report a volume CAGR of 9-11percent to reach a size of 24-26 million units (domestic + exports) by 2016-17, as we believe the various structural positives associated with the domestic 2W industry including favourable demographic profi le, moderate 2W penetration levels (in relation to several other emerging markets), under developed public transport system, growing urbanisation, strong replacement demand and moderate share of financed purchases remain intact.

Medium Term Demand Drivers Stay Put An analysis of the mix of Indian populace and the structure of the Indian 2W industry brings to the fore several key attributes namely, India’s demographic advantage, moderate 2W penetration levels and shrinking of replacement cycle; factors that have combined to propel the industry’s volumes over the last 10 years from four million units in 2001 to 13 million units in 2011.

In ICRA’s view, these growth drivers are likely to remain relevant over the medium term and continue to provide impetus to the industry’s volumes.

Segmental Analysis Of The 2W Industry

The motorcycles segment accounts for a bulk of 2W industry’s sales volumes; however, the scooters segment has grown relatively faster over the last five years.

With sales volumes of 10.1 million units, the motorcycles segment is the largest sub-segment of the domestic 2W industry accounting for a bulk of its volumes. However, over the last five years, the motorcycles segment has seen its volume share in the domestic 2W industry slide down to 75.1 percent in 2011-12 from the highs of 83.5 percent recorded in 2006-07. Although domestic motorcycle volumes grew at nine percent CAGR during the last five years, both the scooters segment as well as the mopeds segment grew at a much faster CAGR of 22.2 percent and 17 percent, respectively; contributing to reduction in the motorcycle segment’s volume share.

The three 2W sub-segments are targeted at distinct consumer categories. The motorcycles are targeted at the male population in both rural areas as well as urban areas (with further segmentation based on usage pattern–family bike or individual bike, consumer profi le—commuter Vs performance seeker etc); the scooters are more of an urban phenomenon targeted at the female population (TVS Scooty, Hero Pleasure), male population (Hero Maestro) as well as unisex offerings (Honda Activa, TVS Wego); mopeds are targeted at the lower middleclass segment and derive a large part of their volume share from the rural sector where they are used as a utility vehicle bearing heavy loads on rough village roads. While each of the three sub-segments has distinctive growth drivers, we expect the scooters segment to maintain its pace of growth faster than that of the 2W industry as a whole.

The faster volume growth of the scooters segment is expected to be driven by (a) growing acceptability of gearless scooters, particularly by women; (b) rising urbanisation and increasing proportion of working women; (c) expanding product offerings in the scooters segment; and (d) comparatively lower base.

Accordingly, ICRA expects the scooters segment to gradually increase its share in the domestic 2W market from 19.1 percent in 2011-12 to ~27 percent by 201617E. With this, the volumes in the domestic scooters market are estimated to get doubled by 201617E over the current levels.

Sales Volumes Analysis: Motorcycles Based on SIAM data, around 70 percent of the motorcycles sold in India in 2011-12 belonged to the 75-125 cc (engine capacity) segment, bikes which are positioned for the mass commuter segment where better fuel economy and low price are the prime customer considerations. However, the volume share of this segment has been coming down over the years with the share gradually being taken away by bikes in the 125 cc and 150 cc segments. While the domestic motorcycles segment recorded a volume growth of 11.9 percent, the >125 cc sub-segment

grew at a relatively faster rate of 17.4 percent in 2011-12. With this, the contribution of the >125 cc segment to the total motorcycle segment volumes increased from 26 percent in 2009-10 to 29.7 percent in 2011-12.

Market Share Trends: The Indian motorcycles segment continues to be dominated by Hero MotoCorp, which has maintained its market share at ~55 percent in the domestic motorcycles segment over the last several years, despite intensifying competition. The top three players accounted for 89 percent of the industry’s volumes in 201112 (92 percent in 2007-08), with Honda emerging as the third largest player, having overtaken TVS since 2010-11. In the 75-125 cc segment of motorcycles (that represented 70.3 percent of total motorcycles sales volumes in 2011-12), Hero MotoCorp continues to be a strong market leader with a share of 75 percent in 201112 (71 percent in 2010-11). In the >125 cc segment of motorcycles, while Bajaj Auto continues to account for nearly half the segment’s volumes (48 percent in 2011-12), it has been ceding market share to Honda and Yamaha, whose volumes in the >125 cc segment grew significantly by 27.9 percent and 38.8 percent, respectively in 2011-12.

Medium Term Outlook: ICRA expects the entry segment (bikes having price less than Rs. 40,000) volumes in the domestic market to grow at a much slower pace than the overall 2W industry and volume growth in this segment to be driven mainly by exports.

This is because the segment is no longer a key focus area of OEMs due to limited scope for margin expansion and high interest rate sensitivity.

While the executive segment (bikes in the `40,000-50,000 price range) is expected to maintain its steady growth, competition is likely to intensify following aggressive model refurbishment and new model launch plans of most OEMs. The premium segment (bikes having price greater than `50,000) is expected to remain the fastest growing over the medium term, given the strong growth in purchasing power in the hands of middleclass urbanites, especially in the age group of 20-30 years. This should also translate into superior profit margins for players that are stronger in the premium segment.

Trend In Sales Volumes And Market Share In Scooters Sales Volumes Analysis: Scooters Barring Q1, 2011-12, the growth in scooter segment’s sales volumes has generally outperformed that of the motorcycles segment, partly due to the former’s smaller base. In 2011-12, the sales volumes of the domestic scooters segment at 2.6 million units recorded a growth of 23.6 percent (YoY), higher than the 11.9 percent growth in motorcycle sales. With this, the share of the scooters segment in the total domestic two-wheeler volumes increased to 19.1 percent in 201112 from 17.6 percent in 2010-11.

Market Share Trends: Overall, Honda continues to maintain its

leadership position in the scooters segment through its flagship brand Activa (besides Aviator and Dio) enjoying a market share of 47.8 percent in 2011-12 (43.1 percent in 2010-11). While capacity shortfall at the company’s plant at Manesar (Haryana) had restricted its volume growth in the recent past, the company began commercial production at its new plant at Tapukara (Rajasthan) in July 2011. This allowed the company to consolidate its market position during the last three quarters of 2011-12.

However, Hero MotoCorp’s demonstrated success in improving market share (through its sole brand Pleasure) coupled with new scooter models launched by Hero MotoCorp (Maestro), TVS (Wego), Suzuki (Swish) in the recent past could imply shrinkage of market share gap between the market leader and others over time.

Medium Term Outlook: ICRA expects the scooters segment to gradually increase its share in the domestic 2W market from 19.1 percent in 2011-12 to ~27 percent by 2016-17, growing at 16 percent CAGR during this period. With this, the domestic scooters market is estimated to nearly double in size by 2016-17 over the current levels. Thus, even as a multitude of brands already dot the segment’s landscape and more are expected to follow, the likely expansion in the pie should offer sufficient volumes for the industry to grow profitably. For the new entrants, a faster gain in market share could hasten the process of profitability improvement.

Market Segmentation 100 cc Motorcycle Segment: As 2W Original Equipment Manufacturers (OEMs) attempt to segment the market, the endeavour so far has borne mixed results.

Going by the traditional segmentation approach based on engine capacity of bikes, the 100 cc segment is by far the largest segment that accounted for 64 percent of motorcycle sales volumes in April 2012. The 100 cc segment of bikes could be further classified into three sub-segments based on price (a) `35,000-40,000; (b) `40,00045,000; and (c) ` 45,000-50,000; representative of a wide price range with presence of features (or lack thereof) appealing to a diverse set of customer needs.

For instance, Hero MotoCorp, the market leader in this segment, offers 20 variants distributed amongst its three brands - CD Dawn, Splendor and Passion.

Apart from styling differences,

the price ladder is mainly influenced by the presence of kick start or self start option; spoke wheel or alloy wheel option; and drum brake or disc brake option.

Although all major 2W OEMs in India have a presence in this segment, none have been able to challenge the dominance of Hero MotoCorp that remains a clear leader with a market share of 76.4 percent in April 2012. In fact, in 2008-09, Hero MotoCorp’s market share in this segment had touched the highs of 80 percent, due to subdued competition in that period following lowering of Bajaj’s focus on the 100 cc segment and the absence of contemporary products in TVS’ portfolio. Since then, both Bajaj Auto and TVS have introduced new products— Bajaj launched the Discover100 in July 2009; and TVS launched the Jive (110 cc bike) in December 2009. While the market share of Bajaj Auto’s Discover100 in the 100 cc bike segment has hovered between 15-20 percent over the last two years, the volumes of TVS’ Jive have not scaled up much, even as it is uniquely positioned as the only auto-clutch bike in the country.

Honda too, had launched the Twister (110 cc) model in December 2009, but its monthly volumes have generally remained below 14,000 units.

Still, the strong opportunity provided by this segment due to its large size is likely to continue to draw regular new product introductions from all players. In the last one month, two new bikes have been launched in this segment—Suzuki Hayate and Honda Dream Yuga. While Hayate marks Suzuki’s maiden entry into the mass segment; with Dream Yuga, Honda now has a second offering in the mass commuter segment, a product having austere looks and styling, to go along with the sportier-looking Twister.

125 cc Motorcycle Segment The 125 cc segment of motorcycles accounted for 19 percent of total motorcycle sales volumes in April 2012. Like the 100 cc segment of motorcycles, the 125 cc segment too is targeted at the commuter category but those commuters who desire superior performance characteristics compared to typical 100 cc bikes (in terms of power, acceleration and ride quality) and are willing to compromise on fuel economy to an extent. In this segment, the top three players are Honda, Hero MotoCorp and Bajaj Auto, each having a market share in the region of ~30 percent.

Contd. on page 16

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Defensive driving awareness to open new avenues Our Bureau Mumbai

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rowing number of road accidents and higher stakes in such accidents are leading to an increased number of corporates evaluating the feasibility of imparting defensive and advanced driver training programmes to their employees. Defensive dr iving implies driving with certain safeguards in mind including surround-

We noticed that the attitude of the staff, especially the drivers manning people and material movement in the airport, veered towards safety as we began to collate and publish the injury and casualty related data— AS Khanna, MD, Airawat

ing conditions, effective driving direction indicators and various other signs and symbols used while driving. Such short term, and in some cases customised training programmes, could spell a lucrative opportunity for driver training schools to participate in the learning curve.

Advanced driver training is beginning to move beyond aviation and hospitality segments and growing number of schools, corporate fleets and other segments are actively evaluating options on these lines.

ground handling activities, the need for safer driving with training for apron driving (airport ground and material handling) grew in tandem. Khanna, who has undergone an advanced driver training programme from the National Safety Council in the US, began imparting training to drivers aspiring to join the airlines, existing apron drivers of state owned airlines. Khanna has been instrumental in imparting training as well as to large number of ground duty staff for Air India and other airlines.

Veering Towards Safety

Inculcating Safe Habits

“We noticed that the attitude of the staff, especially the drivers manning people and material movement in the airport, veered towards safety as we began to collate and publish the injury and casualty related data,” said Managing Director, Airawat, AS Khanna. Mumbaibased Airawat Group has been providing training in aviation and hospitality sector employees for more than a decade. He added that two decades back, as the civil aviation sector was growing leading to increased

“The drivers are trained on defensive driving habits and are then subsequently trained to handle different equipment meant for airport ground handling. The critical issue is that a license holding driver cannot be recruited for airport task given the nature of job and stakes involved. The same level of awareness is now coming dawning upon different segments including corporate fleets, school bus and other segments,” elaborated Khanna even as he traces the origin of defen-

The drivers are trained on defensive driving habits and are then subsequently trained to handle different equipment meant for airport ground handling

sive driving to apron drivers.

Adva nced driv ing programme can be customised to suit the requirements of a particular job or profession and comprises a series of visual prompts to enable the participants to judge and anticipate various scenarios while driving and what his/her response could be under the circumstances. This two to three-day short term training is targeted at valid license holders.

Chief Executive Officer & Director, Airawat, Gurpeet Khanna, and Khanna’s son, goes a step further when he adds that it makes eminent sense to have infrastructure for imparting basic driver training even as the awareness on advanced driver training grows. The Airawat Group conducts training programmes for personnel looking to join aviation, ground support equipment and other allied activities for the services sector.

Federal-Mogul appoints Sunit Kapur as new MD for India Our Bureau New Delhi

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ederal-Mogul Goetze (India) Limited, has recently announced t he appointment of Sunit Kapur as the company’s new managing director and country head for Federal-Mogul India, succeeding Jean de Montlaur. In addition to his new roles, Kapur retains his responsibilities as director of operations, Federal-Mogul Powertrain Energy (PTE), India.

In his new capacity, Kapur has oversight responsibility for all Federal-Mogul operations in India. He is based out of the company’s corporate office in New Delhi. Kapur has been with Federal-Mogul since 2006. Prior to joining Federal-Mogul, Kapur served for fi ve years as the manager of Escorts Mahle Ltd. He then joined Goetze India in 1999 as the senior manager for piston manufacturing, and then served as the chief manager of Piston Manufacturing.

In 2005, Kapur served as the operations head of the Patiala Plant and later was named the head of the Patiala Plant. Before being appointed to his current roles, he has served since January 2011 as the director of operations, Federal-Mogul PTE, India, providing direction and managerial support for two large campuses in Patiala and Bangalore as well as additional manufacturing sites in Bhiwadi.

“We are very happy to have Sunit as the new managing director for our India operations,” said Federal-Mogul CEO, Rainer Jueckstock. “Sunit’s expertise and his knowledge of Federal-Mogul are invaluable as we continue to grow in a key market such as India. We are confident that Sunit’s strong management skills will be a major asset as we continue to grow our operations and customer base in India.”

Sunit Kapur said, “I’m proud to be associated with Federal-Mogul and delighted to take on this new role. India is a strategic market for Federal-Mogul, and through the best of products and world-class customer service, together with strong manufacturing and supply chain management, we aim to sustain and grow our leadership position in India.”

Kapur is a mechanical engineering graduate of Punjab Engineering College, Deemed University, Chandigarh, India. He recently completed the general management program from INSEAD University, Paris, France.

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Apollo Tyres invests `30 crore in South Africa The capacity of both the existing plants in the country likely to increase by upto 30 percent Our Bureau New Delhi pollo Tyres Ltd recently inaugurated a new component preparation plant at the Ladysmith tyre manufacturing facility in South Africa. This 6,500 sq mt unit, with a potential for further expansion to facilitate future growth, has been installed with an investment of `30 crore, and has a new calendering machine and triplex extrusion line.

A

The new unit will remove capacity bottlenecks and further improve quality and productivity, while enabling capacity expansion. This component facility will feed both the Durban and Ladysmith manufacturing units of Apollo Tyres South Africa, thereby increasing the commercial vehicle tyre capacity of Durban by 20 percent, and the Ladysmith passenger vehicle and light truck tyre capacity by 30 percent.

Despite the challenges of the overall economy, at Apollo we will continue to invest in our people, plants and processes to strengthen Apollo Tyres South Africa for expansion into the African continent Onkar S Kanwar, Chairman, Apollo Tyres

Speaking at the inaugural function, Chairman, Onkar S Kanwar outlined the challenges facing South African tyre manufacturers of high manufacturing and wage costs and the threat of cheaper imports. He said, “Despite the challenges of the overall economy, at Apollo we will continue to invest in our people, plants and processes to strengthen Apollo Tyres South Africa for expansion into the African continent. South Africa has enormous

Keshub Mahindra to retire Our Bureau Mumbai

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eshub Mahindra will step down as the Chairman of Mahindra & Mahindra at the company’s Annual General Body Meeting scheduled on 8 August, 2012.

He is likely to assume the role of Chairman Emeritus.

He was elected Chairman in 1963 and has overseen evolution of the Mahindra Group from a manufacturer of automobiles to a federation of companies operating in a range of businesses, which includes automobiles, tractors, auto Keshub Mahindra components, IT, real estate, fi nancial services and hospitality. Over the years he has successfully created business alliances with global majors such as the Willys Corporation, Mitsubishi, International Harvester, United Technologies, British Telecom and many others.

Past Experience & Honours He served on a large number of boards and councils in both private and public domain. He was the founder Chairman of HUDCO, served on many boards including SAIL, Tata Steel, Tata Chemicals, Indian Hotels, IFC, ICICI and HDFC, and held the position of President ASSOCHAM, the Employers’ Federation of India and the Bombay Chamber of Commerce and Industry.

He was a Member of the Sachar Commission on Company Law and Reforms, a Member of the Prime Minister’s Council on Trade and Industry and Chairman of the Indian Institute of Management, Ahmedabad.

He has also been the recipient of many national and international awards such as the Chevalier de la Legion D’honneur bestowed on him by the Government of France, Businessman of the Year from Business India, the Jehangir Ghandy Medal for Industrial Peace from XLRI, Life-time Achievement Award for Excellence in Corporate Governance from the Institute of Company Secretaries and Life-time Achievement Awards from AIMA, CNBC TV18, ACMA and The Economic Times.

potential and all of us need to work together to realise it.”

Modernisation Drive Since the acquisition of the former Dunlop Tyre facilities in South Africa, Apollo has invested around `70 crore towards upgrading machinery and increasing manufacturing efficiencies in both plants. Substantial investments have also been made in people development and skill building in local communities.

“This is a continuation of our efforts to modernise and upgrade our plants to enable us to capitalise on upcoming growth across the African continent. In a similar manner given the acute shortage of skilled artisans, we have a programme in place to train young talent with mechanical aptitude.

This has already brought into the fold young talent from the community,” said Chief Executive Officer, Apollo Tyres South Africa (Pty) Ltd, Luis Ceneviz.

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Indian Two-Wheeler ......

Contd. from page 12

Companies Overview Honda: The company has two product offerings in the 125 cc motorcycles segment viz., Shine and Stunner. While the Honda Shine is more of a commuter bike, the Honda Stunner has attributes of a performance bike reflected in its aggressive styling and higher engine power than other bikes in the segment. Thus, each of the two Honda products in this segment has a distinct product positioning.

Hero MotoCorp: Hero MotoCorp’s offerings in the 125 cc segment - Super Splendor and Glamour – also have limited confl icting overlap in terms of product positioning. InICRA’s view, one of the key benefits enjoyed by the 125 cc and >125 cc bikes of Hero MotoCorp is the large pool of customer footfalls in the sales showrooms of Hero MotoCorp’s dealers for the company’s 100 cc bikes Splendor and Passion. Even if a small proportion of these customers up-trade from Splendor/ Passion to Super Splendor and Glamour, it could translate into a steady demand pattern for the company’s higher cc bikes, which highlights the statistical advantage that favours market leaders.

150-220 cc Motorcycle Segment The >150 cc segment of motorcycles accounted for 17 percent of total motorcycle sales volumes in April 2012. These premium segment bikes are characterised by greater visual appeal, higher speeds, heady acceleration and superior ride, handling and braking attributes.

The price point of these bikes starts from `60,000 (although there are few exceptions) and runs into lakhs of rupees as one goes up the engine capacity, power rating and technology ladder.

This category is the most segmented and includes: • Performance bikes, ranging from 150 cc to 220 cc, and consisting of Bajaj Auto’s Pulsar family, Hero MotoCorp’s Glamour, Achiever, CBZ Extreme, Hunk, Impulse and Karizma;, Honda’s Unicorn, and TVS’ Apache RTR, besides models from the stable of Suzuki and Yamaha • Leisure bikes such as Royal Enfield’s Bullet, Thunderbird and Classic (350 cc & 500 cc) • Cruiser bikes of Harley Davidson and Triumph • Super bike range consisting of Bajaj Auto’s Kawasaki Ninja, Honda’s CB 1000R, Suzuki’s Hayabusa, Yamaha’s YZFR1 and bikes introduced by Hyosung, Ducati etc The discussion in this section, however, is restricted to bikes in the 150-220 cc segment. Overall, this segment is expected to remain the fastest growing one over the medium term, given the rising purchasing power of middle-class urbanites, especially in the age group of 20-30 years. This should also translate into superior profit margins for players that are stronger in the premium segment.

Bajaj Auto: Bajaj Auto had fi rst launched the Discover brand in 2004 as a replacement of its Wind125 and Caliber125 brands. The company followed it up with six line extensions, out of which three models currently remain and are offered with 100 cc, 125 cc and 150 cc engine configurations (the rest having been discontinued). Each of the existing Discover models are priced more competitively than other models in respective segments; yet Bajaj Auto’s EBITDA margins remain industry leading, highlighting the company’s ability to effectively manage product development and operating costs. Notwithstanding the multiple product portfolio rejigs done by Bajaj Auto in the past, the company has been successful in going beyond conventional customer segmentation approach. This is evident from Bajaj Auto’s introduction of theDiscover 150 cc, targeted as a family bike for the commuter segment wishing to ride a higher displacement bike. Likewise, the Pulsar 135 cc is also targeted at the commuter segment aspiring to experience sports biking.

Company Overview Bajaj Auto: When Bajaj Auto had launched the Pulsar150 model in 2001, it was with the objective of building a strong brand in a segment where Hero MotoCorp (the overall market leader) was not as strong as it was in the 100 cc commuter segment. The segment itself was quite small then in terms of volumes, but was expected to be a fast growing one over the next decade. The next decade indeed was a high growth period for the >150 cc segment and Bajaj Auto’s Pulsar was a key brand that helped expand the segment’s pie. The company has introduced several line extensions since then–two that are >150 cc viz, Pulsar 180 cc and Pulsar 220 cc; and one that is sub 150 cc viz, Pulsar 135 cc (Pulsar 200-NS is also scheduled to be launched in Q1, 2012-13).

What had started as a quintessential f lanking attack on Hero MotoCorp, and a successful one too reflected in the >50 percent market share enjoyed by the Pulsar brand during the better part of the last decade, is now fi nding itself surrounded by a large number of competing brands from the stable of Hero MotoCorp, Yamaha, Honda and TVS. Still, the Pulsar family of bikes continues to out-volume the rest by a long way. From a strategic perspective, the ability of Bajaj Auto to sustain its leadership position in the 150-220 cc segment of bikes holds a critical importance for it; something which can have a virtuous effect on its Discover brand as well.

To strengthen its position in the >150 cc segment of bikes, in India and internationally, Bajaj Auto had acquired 14.7 percent equity stake in the Austria-based KTM Power Sports AG in 2007 and has gradually increased its equity ownership in the com-

pany to around 47 percent. The company also launched the KTM Duke200 in India in January 2007 at a price tag of `1.17 lakh (exshowroom, Delhi) and proposes to launch the new Pulsar 200NS in Q1, 2012-13, a model that uses the same platform and engine as the Duke200. Bajaj Auto and KTM plan to take their synergistic product development partnership further and are understood to be currently developing several new bikes for the domestic and global markets. These initiatives are likely to enable Bajaj Auto maintain its stronghold in the premium motorcycles space over the medium term.

Scooters Segment Hero MotoCorp Limited : Performance Overview (Q4, 2011-12) Revenue Growth: In Q4, 201112, Hero MotoCorp Limited (HMCL) reported revenues of `5,962.5 crore, a growth of 11.4 percent (YoY). The company’s revenue growth was driven by 8.1 percent YoY growth in sales volumes and 3.1 percent YoY growth in average realizations.

While HMCL had recorded a volume growth of 18.1 percent (YoY) in 9m 2011-12, the company’s volume growth slowed down to 8.1 percent (YoY) in Q4 2011-12, given the higher base of Q4 2010-11. In fact, after having recorded positive sequential volume growth over the last eight quarters, HMCL’s QoQ sales volume growth turned negative at -1.1 percent in Q4 2011-12.

Overall, HMCL’s sales volumes grew by 15.4 percent in 2011-12 over the previous year to reach 6.2 million units. For 2012-13, the management expects HMCL’s sales volumes to grow by nine-10 percent; and export volumes to grow substantially over the next four years.

Profitability: HMCL’s OPBDIT

margins at 14.3 percent in Q4, 2011-12 declined by 46 basis points (bps) YoY and 66 bps QoQ due to increase in raw material costs, which could not be neutralized fully through price hikes.

The margin decline may have been higher but for the steadily rising share of production of HMCL’s Haridwar plant (that entails relatively superior profit margins) in the overall production mix vis-a-vis the company’s other two plants at Gurgaon and Dharuhera. Going forward, the direction of commodity price movement, besides HMCL’s ability to sustain the scale required to absorb the additional expenses being incurred for creating a new corporate brand, introduction of new models, building of R&D capability, exploring overseas markets for exports would be the key factors influencing the company’s margins. HMCL’s Q4 2011-12 PAT at `603.6 Crore grew by 20.3 percent YoY but declined by 1.5 percent QoQ. Overall in 2011-12, HMCL’s PAT was also supported by lower effective tax rate of 17 percent, against 19.8 percent in 2010-11 due to higher proportion of sales from Haridwar plant where the company currently gets 100percent income tax exemption.

Bajaj Auto Limited: Performance Overview (Q4, 2011-12) As domestic volume growth slows down, sustenance of exports momentum becomes crucial for sustaining earnings growth Revenue Growth– In Q4, 2011-12, Bajaj Auto Limited (BAL) reported revenues of ` 4,651.4 crore, a growth of 11.4 percent (YoY). The company’s revenue growth was driven by 7.3 percent YoY growth in sales volumes (2W + 3W) and 3.9 percent YoY growth in average realisations.

While BAL had recorded a volume growth of 15.9 percent (YoY) in 9m 2011-12, the company’s volume growth slowed down to 7.3 percent (YoY) in Q4 2011-12, mainly due to sharp slowdown in its 2W sales in the domestic market. Against 11.1 percent volume growth recorded by the industry in Q4, 2011-12, BAL’s domestic 2W sales volumes declined by 0.1 percent during the last quarter (the domestic 2W segment accounts for ~60 percent of BAL’s volumes).

However, continued strong growth of 27.9 percent (YoY) in 2W exports, which constitute ~30 percent of BAL’s volume mix, partially neutralised the impact of slowdown experienced

by BAL in the domestic 2W segment. BAL’s 2W exports growth was driven by rising sales to the African continent, even as sales to Sri Lanka (that accounts for ~20 percent of BAL’s exports) suffered following the hike in import duty by the country that caused around 30-35 percent increase in

2W retail prices. For H1, 2012-13, the management expects BAL’s domestic 2W sales volumes to grow by 6percent; and sales volumes (2W+3W) for 2012-13 to touch five million units, a growth of 15 percent over 2011-12.

Profitability: BAL’s reported OPBDIT margins at 19.8 percent in Q4, 2011-12 declined by 72 bps YoY and 117 bps QoQ, largely due to reclassification of line items as per revised Schedule VI and partly due to relatively weaker product mix. The management maintains that BAL’s OPBDIT margins for 2012-13 are expected to remain at around 20 percent. However, since 100 percent exemption on income tax currently available for BAL’s Pantnagar plant is going to reduce to 30 percent from 2012-13 onwards, the resultant increase in average tax rate is expected to weigh on the company’s net margins during the current fiscal.

TVS Motor Company Limited: Performance Overview (Q4, 2011-12) Weaker product portfolio hampers revenue growth; company planning several new 2W model launches in 2012-13.

Revenue Growth: In Q4, 201112, TVS Motor Company Limited (TVS) reported revenues of Rs. 1,627.2 Crore, which were fl at on YoY basis; and were 7.5 percent lower on QoQ basis. While the 2W industry’s domestic volume growth had also moderated to 11.1 percent YoY in Q4, 2011-12 (vis-avis 15 percent YoY volume growth in 9m, 2011-12), the slowdown in TVS’ domestic 2W volumes was much steeper, with the company’s domestic 2W volumes expanding by only 2.2 percent YoY. This apart, TVS’ 2W exports as well as 3W volumes also declined sharply by 17.6 percent and 36 percent in Q4, 2011-12, respectively, contributing to the company’s relatively weaker revenue growth compared to the industry at large. The company plans to launch a series of new products in 2012-13 along with upgrades of existing products.

TVS recently launched the 2012 edition of the Apache Series RTR, while one new executive segment motorcycle is planned to be launched in August 2012. The company plans to launch another motorcycle and a new scooter in Q4, 2012-13. These new product launches are expected to enable the company grow faster than the domestic 2W industry in 2012-13.

Profitability: TVS’ OPBDIT margins at 6.1 percent in Q4, 201112 declined by 60 bps YoY and 86 bps QoQ mainly due to increase in employee expenses. However, in view of ‘other income’ of Rs. 8.3 Crore and lower tax rate, TVS’s PAT grew by 37.3 percent YoY in Q4, 2011-12. The company’s PAT, on a consolidated basis, continues to be weighed down by losses at the Indonesian subsidiary.

Consequently, TVS’ consolidated PAT grew at a much lower rate of 3.4 percent in 2011-12 compared to PAT growth of 28 percent reported on a standalone basis.

The management expects losses in the Indonesian subsidiary to reduce in 2012-13 on the back of expected traction in volumes led by increase in dealer count along with planned increase in exports from Indonesia to other geographies.

(Courtesy: ICRA)

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Anti-Dumping duty is a positive sign Nabeel A Khan New Delhi

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he Government of India has recently extended the Anti-Dumping Duty (ADD) levied on imports of non-radial tyres from China and Thailand for another six months, which is a positive sign for the industry. However, the increasing tyre imports continues to raise concerns, according to the Automotive Tyre Manufacturers Association (ATMA).

According to The Department of Revenue, “It shall remain in force up to and inclusive of 7 October, unless it is revoked earlier,” The extension comes in the wa ke of Commerce Ministry’s Directorate General of Anti-Dumping and A llied Duties initiatiting a review in August last year.

Dumping globally is treated as an unfair trade practice. Tyres have continued to be dumped in to India. Hence, following a petition fi led by the domestic tyre industry / ATMA and based

on a detailed investigation by the Anti-Dumping Directorate, the government has decided to impose anti-dumping duty on bias, and later, radial tyres for trucks and buses.

“At the time of its imposition, the duty did help in lowering the volume of imports. However, based on actual experience, import volumes have again started increasing in the recent past and are a matter of concern for the domestic industry.” Director General, ATMA, Rajiv Budhraja told Auto Monitor.

ATMA said that ADD is not to be viewed from the perspective of any benefit for the domestic industry of loss from the overseas manufacturer/exporter.

It is an unfair practice, which not only impacts the domestic industry adversely, but also deprives the government (of importing country) of loss of legitimate revenues besides distorting the market.

The government move may not give much impetus to the expansion plans of tyre manufacturers as these are not linked

to the anti-dumping duty. More so, since the past experience (of a number of sectors / product groups) indicates that while ADD was instrumental in lowering the volume of imports for some time, over a period of time the increase in volume, in absolute as well as percentage (YoY) terms does take place.

Even the ADD rules provide for Mid-Term Review (MTR), SunSet Rev iew (SSR) a nd New Shippers’ Review (NSR), under which, the ADD can be removed, enhanced/lowered or exempted for certain exporters (who were not exporting at the time of initial imposition of ADD). “For any domestic manufacturer to go in for capacity expansion or investment based on status of the ADD would be taking a rather simplistic assessment for a decision, which is based on a number of other important factors (viz grow th in demand, ex isting capacity, overall performance of that sector/ industry, both domestic & internationa l).”

Budhraja added.

Rajiv Budhraja, Director General, ATMA

The anti-dumping duty imposed will remain in force up to and inclusive of 27 March, 2013

unless the notification is revoked earlier. The duty on wheels was imposed on 29 March, 2007.

Ashok Leyland drops prices following excise duty reduction Our Bureau Chennai

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shok Leyland has slashed the prices of its commercial vehicles by one percent following the government’s decision to reduce the excise duty on truck chassis. According to the company’s press release, the roll-back in prices would come into force with an immediate effect.

Lowering Excise Duty Giving a minor relief to commercial vehicle makers, the government recently lowered the excise duty on chassis by one percent to 14 percent for vehicles whose bodies are installed outside the manufacturer’s factory. The company had hiked its prices by five percent early this month following the increase in excise duty in the 2012 Union Budget.

ALL Analysis Ashok Leyland closed 2011-2012 with a turnover of `12,841.99 crore and a net profit of `565.98 crore, against `11,177.11 crore and `631.30 crore registered in the previous financial year. The company is also targeting total sales of 146,000 units, in which 110,000 units on medium and heav y commercial vehicles (M&HCV ) and 36,000 units of the Dost light commercial vehicle (LCV).

Plans In The Pipeline The manufacturer will also be expanding its M&HCV capacity at a new facility near Chennai for which, the company has signed an MoU with the Tamil Nadu government recently. In this new facility the joint venture companies—Ashok Leyland and Nissan Motor Company will be investing `4,150 crore. Once the project goes on stream in the next couple years, the production of Dost LCV will move to the new facility.

Surat trucker buys Our Bureau Chennai

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urat-based Siddhi Vinayak Logistic Ltd recently added the 525th Eicher branded truck to its f leet recently during a key handing ceremony.

“This is a momentous occasion for us at Eicher. The journey began in 2006 when we executed the first bulk order of 15 units of Eicher 20.16. Today, it gives me immense pride to

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Toyota launches finance arm Our Bureau New Delhi

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oyota Motor C or p or at ion, has launched its fi nancial services arm Toyota Financial Services (TFS) in India recently. Toyota Group commenced its fi nancial services with an objective to provide customers with a loan facility to acquire vehicles to support Toyota Group’s revenue and to contribute to the sales promotion of products offered by Toyota.

TFSIN is the Indian subsidiary of Toyota Financial Services Corporation (TFSC), which is a wholly-owned subsidiary of Toyota Motor Corporation (TMC) in Japan.

TFSIN will commence operations through Toyota dealerships in Bangalore and New Delhi followed by a phased launch across India. Every Toyota dealer outlet will have a dedicated fi nance executive who ensures the customer gets the best fi nance deal.

Apart from dedicated service, the company will offer sever-

al unique products such as TFS smart, provide loans upto 100 percent to its customers, insurance funding and dedicated products designed as per the car models. Dealer fi nancing and the used car business will also be supported in this scheme.

Toyota Group has recognised the potential of the Indian market and identified it to be one of the key focus markets for its global growth. Toyota Financial Services India mirrors its focus on the product, its pricing and fi nal service. The company has put together a formidable team and has set-up its operations in New Delhi with Bangalore as its headquarters.

TFSI’s MD & CEO, Kazuki Ogura said, “The Indian automobile industry is destined to be one of largest in the world.

This calls for special attention to our customers to whom we will offer unique fi nance services through highly trained and qualified fi nance executives at each Toyota dealership. Our objective is to provide Toyota customers with the best auto fi nance in

SKF expands vehicle parts business Our Bureau Mumbai

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KF recently inaugurated the expanded area of the vehicle parts centre under SKF’s automotive aftermarket distribution business, Vehicle Service Market (VSM). The centre will cater to the growing demands for the automotive aftermarket across India by packaging and distribution of kits such as wheel bearings kits for two-wheelers and four- wheelers, engine bearings kits, transmission bearings kits, steering race kits among others.

SKF Vehicle Service Market deals with the aftermarket for two and four wheelers across the country. SKF offers high quality products to our customers involved in maintaining vehicles or supplying products to the automobile mechanics and end users alike.

The expansion adds significant floor space to the existing parts centre to accommodate the assembly of these critical parts together and facilitate a complete kit to the end markets. “India’s twowheeler and four-wheeler market growth has been very positive and the replacement and aftermarket demands have gone up significantly. We have expanded our vehicle parts centre to cater to the growing demands,” said Director, Vehicle Service Market (VSM), SKF Group, Magnus Johansson.

“As customers are more aware of products and technologies today, they look for a composite set of products and accessories as opposed to buying each item in isolation. Through this packaging and distribution centre, we enable this value addition for end users by providing them a complete off the shelf kit for ready use”, said MD and Country Head, SKF India, Shishir Joshipura.

SKF is a major global supplier of bearings, seals, mechatronics, lubrication systems and services which include technical support, maintenance and reliability services, engineering consulting & training. It is represented across 130 countries and has around 15,000 distributor locations worldwide.

525th Eicher truck announce the delivery of 525th Eicher branded truck to Siddhi Vinayak,” said Senior Vice President-Sales and Marketing, VE Commercial Vehicles Limited, G Sekar.

Siddhi Vinayak Logistics started in a modest way a few years back and today has over 3,700 trucks of various models and configurations deployed across all its hubs in India. Their logistic operations are scattered across various segments and they strive to achieve the leadership position in every segment they operate.

the market.”

Managing Director, Toyota K irloskar Motors Hiroshi Nakagawa said, “We welcome Toyota Financial Services in India, which would further strengthen our brand and would help us come closer to our customer by fulfi lling their fi nancial needs. TFSIN has tremendous potential and would work like a catalyst in the growth of Toyota in India.”

Ogura further added that we have put a lot of effort to ensure our customers have a quick and smooth process while purchasing their Toyota car. From an industry best eight-hour loan approval, to easy documentation, to customised solutions, our global experience and understanding of the auto fi nance industry precedes us and we will put our best efforts forward to ensure a happier Toyota customer.

Dy MD (Marketing), Toyota Kirloskar Motor, Sandeep Singh said, “Toyota’s objective is to understand the fi nancial needs of all potential customers and ensure that these fi nancial needs

Toyota Group Delegates At The Launch Of TFSIN

are fulfi lled through our fi nancial associates. TKM has always shared a good rapport with all our fi nancial partners and we are confident that TFSIN will further help us in our efforts to provide customer delight in owning and driving a Toyota.”

Toyota Financial Services began its operations in Australia in 1982 and has grown to be a company that currently employs

around 8,400 employees worldwide with assets in excess of $150 billion. The company has a global footprint in 33 countries and enters India with an investment of `260 crore. TFSIN’s core objective is to support Toyota sales in India through its knowledge and specialty in the auto fi nance industry and will bring forth innovative products and services to Toyota customers.

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First fuel-cell buses with hybrid technology go into regular service in Switzerland

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ostAuto Schweiz AG has become the fi rst company in Switzerland to deploy fuel-cell technology for public road transport. Since the end of 2011, five Mercedes-Benz Citaro fuel cell Hybrid models have been serving on routes in and around Brugg (in the canton of Aargau) as PostAuto vehicles.

Over the next five years, PostAuto will test the fuel-cell drive, using clean hydrogen as fuel. The dense network of routes operated by PostAuto around Brugg is ideally suited to the test in terms of both topography and routing, with a mixture of city traffic, country roads and village streets. The routes will be operated by the PostAuto company Voegtlin-Meyer AG, which will also service and refuel the five fuel-cell post vehicles at its garage location. Aargau Canton is supporting the fuel-cell bus project with a subsidy of Swiss francs 1.5 million from the Swisslos lottery fund. PostAuto expects to save some 2 000 tonne of CO2 during the five-year test phase.

Head of Daimler Buses, Hartmut Schick is delighted about the promising deployment of the eco-friendly fuel-cell buses, “I recently had the opportunity to see them in actual operation, and I was very impressed with the way PostAuto Schweiz has implemented the concept.”

Citaro Fuelcell-Hybrid Compared with the fuel-cell omnibuses that were tested from 2003 on as part of the hyfleet projects, the new Citaro Fuelcell Hybrid offers significant innovations: hybridisation with energy recovery and storage in lithiumion batteries, powerful electric motors fitted in the wheel hubs with a continuous output of 120 kW, electrified PTO units and more advanced fuel cells. These cells will have an extended service life of at least five years, or 12 000 operating hours. The fuelcell stacks in the new Citaro Fuelcell Hybrid are identical to those used in the Mercedes-Benz B-Class Fcell with fuel-cell drive.

In the earlier fuel-cell buses, the two stacks are already installed on the vehicle’s roof.

A new addition is lithium-ion batteries, which stores energy that is recovered during braking. With the electric power from this energy accumulator, the new Citaro Fuelcell Hybrid is able to run for a number of km on battery power alone. The concept behind the new Fuelcell bus essentially corresponds to that of the Mercedes-Benz BlueTec hybrid buses. However, these derive their electric power from a diesel generator, whereas in the new Fuelcell buses the fuel cells generate the electricity for the drive motors, without producing any emissions whatsoever.

In the earlier fuelcell buses, the two stacks are already installed on the vehicle’s roof. A new addition is lithium-ion batteries, which stores energy that is recovered during braking, with which, the new Citaro Fuelcell Hybrid is able to run on battery power alone The improved fuel-cell components and the hybridisation with lithium-ion batteries result in a reduction in hydrogen consumption of almost 50 percent for the new Citaro Fuelcell Hybrid compared with the previous generation. As a result, it has been possible to reduce the number of tanks from the total of nine on board the fuelcell buses deployed in earlier trials to seven on the current vehicles, holding 35 kg of hydrogen in all. The operating range of the fuel-cell bus is over 250 km. With these diverse technical advances, buses running on electric power alone with fuel cells as energy generators

are now a major step closer to production maturity.

CHIC Project This EU-funded project will permit the integration of 26 fuel-cell buses into daily regular services in five European cities. The project is based on a gradua l introduction of hydrogen-powered f uelcell buses, and aims to set up bus f leets with fuel-cell vehicles, along with the necessary infrastructure. With the CHIC (Clean Hydrogen in European Cities) project, Daimler Buses

Daimler CVs meet CO2 milestone in US

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aimler’s US commer c i a l v e h ic le subsidiar y Daimler Tr u c k s Nor t h America (DTNA) demonstrated its innovative strength in the field of environmentally friendly technologies: In Washington DC—in the presence of US g o v e r n m e nt r e p r e s e nt atives and the US Secretary of Transportation Ray LaHood— DTNA CEO, Martin Daum presented the new heav y-duty truck Freightliner Cascadia Evolution, which will become available on the US market starting next year. When compared to the current model (EPA 10 Cascadia), the new truck consumes up to seven percent less fuel.

These fuel sav ings were confirmed by an independent agency (Automotive Testing and Development Services) in the course of a one-week drive across the US under real-life conditions. The 2,400-mile (almost 4,000 km) route led from San Diego, California, to Gastonia, North Carolina.

During t he test, t he t wo heavy-duty semitrailer trucks— weighing approx imately 34 tonne or 76,000 lbs each— traveled at an average speed of 62 mph (around 100 km/h).

According to Martin Daum, two key factors led to the positive result of this Evolution of Efficiency Tour, “The tremendous f uel sav ings of the new Freightliner Cascadia are primarily due to the new Detroit DD15 engine as well as the aerodynamic measures. The

fuel efficiency drive was a unique opportunity for us to conduct a test under real-life conditions of our latest technologies and the tremendous fuel saving potential they offer to our customers.”

The DD15 engine of the Detroit brand, which is part of Daimler, is a turbocharged inline six-cylinder engine with 14.6 liters of displacement. As with all Detroit engines, it is equipped with Daimler BlueTec technolog y, which reduces emissions to near-zero levels and even falls below the EPA 10 emissions standard for the NAFTA region (comparable to Euro VI).

Freightliner Trucks Comply With Greenhouse regulations At the beginning of this year, the Environmental Protection Agency (EPA) certified that the Daimler commercial vehicles subsidiary’s complete portfolio of long-distance trucks, medium-duty trucks, and vocational vehicles of the Freightliner and Western Star brands as fully compliant with the Greenhouse Gas 2014 (GHG14) regulations.

This means that DTNA is leading in the US commercial vehicles industr y. The company already meets the standards set by the EPA and the National Highway Traffic Safety Administration (NHTSA), which will not go into effect until the beginning of 2014. These regulations aim to permanently reduce the green-house gas emissions of heav y- and

medium-duty trucks. The EPA believes that through the new GHG14 regulations, trucks and buses of the model years 2014 through 2018 are projected to reduce oil consumption by 530 million barrels and greenhouse gas emissions by 270 million metric tonne.

Freightliner Cascadia Technology Carrier Measured With 10.67 Miles Per Gallon During a test drive with a technology carrier at the proving grounds in Uvalde, Texas, DTNA demonstrated that the fuel consumption of a heav yduty semitrailer truck can be reduced even further through ideal airf low and additional technical fine-tuning.

For the test drive, the new Freightliner Cascadia Evolution was equipped with a Detroit DT12 automated transmission, low rolling-resistance wide-base tires, and a trailer specifically designed by DTNA with aerodynamic aspects in mind. This technically and aerody na mica lly optimised combination of a tractor and a trailer (total weight: approximately 34 tonne) traveled exactly 1,000 miles at an average speed of 60 mph (97 kmh).

The resulting fuel consumption was 10.67 mile per gallon, or approximately 22 litre per 100 km.

Shaping Future Transportation: 2,700-mile Test Run With CNG Truck DTNA

presented

a not h-

er impressive test result in the area of alternative drive systems. For the first time, a natural gas-fueled Freightliner Cascadia completed a tour from San Diego to Washington DC (approx 2,700 mile), interrupted only by refueling stops every 350 to 500 mile. The CNG truck only used public gas stations to refuel, thus impressively demonstrating that alternative drive technologies represent a real alternative even today. In light of this success, Daum promised that DTNA will keep pushing forward in the field of alternative drive systems and continue to cooperate closely with government agencies and form strategic alliances with other economic sectors. “We want to live up to our leadership position by promoting environmentally friendly, resource-conserving, and sustainable transportation solutions,” he said.

Daimler Trucks and Daimler Buses have been pressing ahead with the development of env ironmenta lly friendly technologies since 2007.

T he lead i ng com mercia l vehicle manufacturer consolidates these activities in its worldw ide “Shaping Future Tra nspor tat ion” i n it iat ive, which aims to turn the zeroemission commercial vehicle of tomorrow into reality through efficient and clean drive systems and alternative fuels. The initiative involves the sparing use of resources and the reduction of emissions of every kind, while guaranteeing maximum traffic safety.

is following up on two previous successful projects, Cute and Hyf leet: Cute, launched by the European Union, which ran from 2003 to 2009. A total of 36 Mercedes-Benz Citaros with second-generation fuelcell drives have already proven their worth at twelve transport operators on three continents.

With more than 140 000 operating hours and a total distance travelled of over 2.2 million km, Mercedes-Benz buses have demonstrated the practica l application of the eco-friendly fuel-cell drive.

Electric Opel Ampera joins the daily rental market with Europcar

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pel, one of Europe’s largest car makers and Europcar, the leading car rental company in Europe, announced that 30 Opel Amperas, the award-winning range extended electric car, are available to hire on short term rental.

The Opel Ampera has been available for rent since early March in Amsterdam (Netherlands), and is now available in Frankfurt (Germany) and in Brussels (Belgium).

To support this joint effort in the promotion of electric mobility, Opel and Europcar plan a joint communication campaign in Germany with visibility in airports, online, utilising social media, and point of sale supports in all Europcar rental stations.

“With Opel Ampera’s unique battery pack and Range Extender, the Ampera is perfectly adapted to our short term rental market. This partnership illustrates once again our range of vehicle help customers make better and cleaner environmental choices” said Chief Executive Officer of Europcar Groupe, Roland Keppler.

With the Opel Ampera’s unique 16kWh lithium-ion battery pack, Europcar customers will be able to enjoy between 40 and 80 km of pure electric drive with zero emissions. The scheme could be widened to other cities and to other countries in Europe in 2012.

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Goodwood celebrates 60 years of the iconic Mercedes-Benz SL The 60-year evolution of the Mercedes-Benz SL to be presented at the 2012 Festival of Speed

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he Mercedes-Benz SLs will be displayed on the Walk of Fame along the BlackRock Drivers’ Club Walkway, where over 100 top motor sport competitors appear, including Sebastian Vettel, Jenson Button, Lewis Hamilton, Alain Prost, Nico Rosberg, Mark Webber, Sir Stirling Moss, John Surtees, Kenny Roberts and Steve Webster.

At this year’s Goodwood Festival of Speed, the annual vehicle display along the ‘Walk of Fame’ red carpet, leading up

to the BlackRock Drivers’ Club, will celebrate the diamond jubilee of the popular Mercedes-Benz SL from 28 June-1 July, 2012.

The origins of the MercedesBenz SL sports car family date back 60 years to 1952, when Daimler-Benz AG entered three of the newly developed, futuristically designed Mercedes-Benz 300SL racing sports coupés with distinctive ‘gullwing’ doors in the arduous Le Mans 24 Hours race, following their remarkable second place fi nish of their debut in the Mille Miglia earlier that year.

In the upcomig Festival Of Speed, fans will get a chance to come upclose to leading competitors

A representation of each of the six generations of the MercedesBenz SL will line the BlackRock Drivers’ Club walkway to form a historic backdrop of this Mercedes models.

Participants in the Festival of Speed will appear on the walkway In 1954, Mercedes began production of the now famous gullwing 300SL, the model designation derived from the German Super Leicht, or Super Lightweight. The gullwing was joined by the fi rst SL roadster model in 1955—the more affordable 190SL—with the exotic convertible 300 SL appearing in 1957.

In 1963, the stylish ‘Pagoda’ SL models (code named W113) were launched, initially as the

One of the MB iconic models on display

230SL, to be later joined by the 250SL and 280SL models. These were replaced in 1971 by the long-running R107 SL models, which remained in production until 1989. The fourth-generation SL (R129) of 1989 was the mainstay of Mercedes-Benz two-seater roadster production throughout the 1990s, being replaced by the R230 fifth-generation model in 2002. This model remained in its 2008 facelift form until the release earlier this year of the very lat-

est SL, the brand-new R231 model range.

A representation of each of the six generations of the Mercedes-Benz SL will line the BlackRock Drivers’ Club walkway to form a historic backdrop of this most famous of all sporting Mercedes models. All of the drivers and riders participating in this summer’s Festival of Speed will appear on the walkway leading into the exclusive BlackRock Drivers’ Club throughout the event.

Rules needed on excessive tolling: FTA Ford technology provides support to road accident victims

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or d’s Emergenc y Assistance feature could provide important support to road accident victims in the UK said AA president, Edmund King.

The SY NC Emergency Assistance technology potentially can reduce the time taken to respond to accidents by assisting vehicle occupants to place a direct emergency 112 call with location details in the correct local language.

Edmund King said, “We believe that Ford’s pioneering Emergency Assistance technology can help save lives. The AA would like to see ‘e-call’ as a safety feature on all new cars as it helps notify the emergency services in that vital ‘golden hour’ after a serious crash when rapid medical attention can be the difference between life and death.”

The emergency assistance technology is a feature of Ford SYNC voice-activated in-car connectivity system that will make its European debut this summer in the all-new B-MAX and roll out quickly to other Ford vehicles.

When an accident occurs, the system alerts local emergency services operators in the correct local language based on GPS coordinates from the vehicle.

The vehicle’s SYNC system initiates an emergency call through the occupant’s Bluetoothconnected mobile phone. The system plays an introductory message and then relays the accident location co-ordinates using the on-board GPS unit, map and

mobile network information.

Emergency Assist saves crucial seconds by placing a call directly to emergency service operators rather than fi rst routing through a third party call centre.

In North America, where Ford has sold four million SYNCequipped vehicles, the similar 911 Assist system has drawn praise from emergency workers and customers.

“I cannot remember the events of the accident that nearly killed me,” said Michael Hicks of San Antonio, Texas. “After an impact to my head, the next thing I remembered was waking up in an Austin hospital.

“I was told my car was upside down in a river and fi lling up with water when my car was pulled out. If SYNC had not dialled 911, I certainly would have perished at the bottom of that river. SYNC saved my life.”

The European Commission has proposed a similar system called eCall which, like Emergency Assistance, automatically notifies emergency services when a vehicle is involved in an accident.

The Commission believes eCall could reduce response times for accidents in remote areas by 50 percent.

“Emergency Assistance is a feature we hope our customers never need,” said Vice President, Product Development, Ford of Europe, Barb Samardzich. “But we believe the peace of mind it provides and the potential it has to make a difference, if it is required, is of huge benefit.”

s t he renow ned ‘Spaghetti Junction’, located at Birmingham, UK turned 40 recently, the Freight Transport Association (FTA) said that the level of tolls— including t hose for goods vehicles—on any new, privately built parts of the roads infrastructure should be restricted in order to get the best use out of all parts of the roads network.

Originally known as the Gravelly Hill Interchange the junction serves in total 18 routes, and is an essential part of the road network in the West Midlands as it most importantly links the M6 with the A38(M) Aston

Expressway in Birmingham, as well as the A38 (Tyburn Road) and the A5127.

When the M6 Toll road was planned, it was envisaged that significant relief would be provided for the M6 and Spaghetti Junction, but that did not happen, particularly for goods vehicles. The toll charger decided to price heavy goods vehicles off that road, leaving them, along with the majority of motorists, to use the M6.

FTA’s Head of Road Network Management Policy, Malcolm Bingham, said, “Due to a combination of where people need to get to and excessive tolls, particularly for goods vehicles, the 40-year-old Spaghetti Junction

infrastructure to the north of Birmingham is still the choice for most drivers. Therefore we believe that going forward, some rules are needed in order to make privately built parts of the road network affordable for all drivers, including goods vehicles.”

Spaghetti Junction was originally built to take 75,000 vehicles per day but now carries around 210,000 per day. The junction was built to last for 120 years; however, less than one-third of the way through its projected life it has had major repair work, adding to the maintenance budget for what is the central part of England’s motorway system.

Logistics industry vital for Olympic success

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he FTA has stressed the importance of logistics to the success of the Olympics and the need for the public and customers to be aware of the demands the games are placing on transport companies.

The association also said that it is vital to fi nd alternative ways of working and to see the challenges of the Games as an opportunity for innovation rather than an intrusion.

FTA’s Head of Policy for London, Natalie Chapman gave evidence to the House of Commons Transport Committee’s inquiry into transport for the Olympics Inquiry recently, alongside representatives of London Councils, the Federation of Wholesale Distributors and the Licensed Taxi Drivers Association.

The inquiry was looking at the transport challenges posed by the Olympic and Paralympic

Games, including the impact of Games Lanes and the Olympic Route Network on road transport in London. Also providing evidence were Justine Greening Secretary of State for Transport & Peter Hendy, Commissioner of Transport for London.

Chapman said, “We are pleased to assist the Transport Committee in its investigation into the robustness of transport arrangements for the Games.

Without efficient logistics, there will be no Games. And without an appreciation of the likely disruption, Londoners and London’s business community will fi nd it difficult to keep functioning. It is therefore important that everyone interested in making this summer a success is working together to ensure an efficient supply chain is maintained. There is a tendency not to notice freight until it doesn’t work, so the challenges of the next few months give the

industry the ideal opportunity to showcase how effective and efficient it really is.”

Ms Chapman concluded, “In terms of profile and awareness, the freight and logistics industry has never had it so good. After being handed the baton of the Olympic Road Freight Management Programme from ODA, Peter Hendy, the Commissioner for Transport for London very quickly realised that some serious investment and resource was needed to provide the industry with the information it needed to plan for the Games. Over the last 18 months the Road Freight Management Programme has gone from strength to strength and thankfully we are a long way forward from where we were this time last year. The industry now has a dialogue with the very top level of TfL and FTA plans to maintain and build on this well founded relationship post Olympics.”

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Global NCAP honours development and launch of electronic stability programme

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nother distinction for Bosch: the automotive supplier has received the Global NCAP Award 2012 for developing and launching the ESP Electronic Stability Programme. The award, which is conferred by the Global New Car Assessment Programme, was presented on May 24, 2012, during the consumer safety organisation’s annual meeting in Malacca, Malaysia. Wolfgang Hiller, president of the Bosch Chassis Systems Control division in Japan, accepted the award on behalf of Bosch. The prize was handed over by His Royal Highness Prince Michael of Kent, a member of the British Royal Family.

Global NCAP’s rationale for this award was ESP’s high level of effectiveness, which, in the organisation’s view, means the active safety system is able to significantly reduce the number of road accidents and fatalities— thereby supporting the aims of the UN Decade of Action for Road Safety. The target of this United Nations campaign is to significantly limit the rise in the number of road deaths forecast for the period 2010 to 2020. ESP’s importance is also recognised by the local NCAP organisation for the ASEAN nations, ASEAN NCAP, which was newly established at the meeting. The

standard equipment with antiskid system is a pre-requisite for the highest rating of five stars.

Since launching ESP in 1995, Bosch has delivered over 75 million such systems to automakers.

ESP detects the onset of skidding and counteracts this by reducing engine power and through controlled braking of individual wheels. Studies have shown that this can prevent up to 80 percent of all skidding accidents. ESP systems always include an ABS antilock braking system as well as a traction control system. By continuously working to improve the system, Bosch has succeeded in making it available for all vehicle classes—not least by incorporating numerous innovations that reduce cost.

ESP To Become Mandatory These days, roughly every second new vehicle worldwide comes off the production line fitted with ESP. While legal regulations have now ensured that the anti-skid system is generally standard equipment in the United States and Europe, and increasingly in Japan and Australia as well, installation rates for ESP in countries such as Brazil, China, India, and the ASEAN nations are still low. For these markets, Bosch also offers attractive entry-level versions featuring the most important

basic functions.

But the development of ESP is by no means over. In particular, automakers can use the system as a basis for integrating high-performance assistance and safety systems, such as adaptive cruise control or emergency braking systems, into their vehicles.

Bosch Vehicle Safety Systems Have Received Numerous Awards Over the years, Bosch has received many awards for developing and launching ESP. For instance, the company was awarded the Allianz Genius safety prize in 2005, and in 2007 the Fédération Internationale de l’Automobile awarded Bosch its prestigious FIA World Prize for Road Safety, the Environment, and Mobility.

Bosch safety technology for motorcycles has also won awards.

In 2010, ADAC, the German automobile association, singled out the new ABS generation nine for its “yellow angel” (“gelber Engel”) award. In awarding its first prize in the “Innovation and Environment” category, the judges paid tribute to the system’s great road-safety potential. Not only is the latest generation of this system especially compact: its cost-optimised design also makes it affordable for all classes of motorcycle for the first time.

New Yaris Hybrid achieves lowest car ownership costs

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ew Toyota Yaris Hybrid achieves lowest threeyear running costs among its market competitors in KWIKcarcost data for fleet operators and company car drivers.

Details Of The Yaris Data • Best-in-class combination of fuel economy and emissions from downsized Hybrid Synergy Drive powertrain • Class-leading residual value per for ma nce pred icted byCAP- 38 percent over three years/60,000 miles • Lowest in Class Taxation, zero VED and 10 percent BIK (from £25 per month for 20 percent tax payer) • Advantage of up to 44 percent in driver costs compared to key rivals The new Yaris Hybrid is set to shake-up the supermini market, not just by introducing Toyota’s high-efficiency full hybrid power technology to the segment, but also by delivering all-round, unmatched savings on cost of ownership.

K WIKcarcost ranks Yaris Hybrid the best among its key competitors for delivering the lowest bills over three years for company car operators and drivers. And industry monitor CAP predicts the new Toyota will be the class of the field in terms of residual value over three years/60,000 miles, at 38 percent for the T4 model.

Private owners, too, will appreciate the new model’s fuel economy—particularly in around-town driving and zero road tax (VED). Add to that the smooth and easy driving character of the hybrid system, contemporary styling, passenger and load space that are every bit as roomy as the standard Yaris and exceptional technical reliability and the prospect is even more appealing.

KWIKcarcost analysis shows that, measured across standard ownership benchmarks over three years, companies running the Yaris Hybrid will be paying just 35.2p per mile. And for the company car driver, personal costs work out at 44 percent lower

Details Of The Cost Analysis Volkswagen Toyota Ford Fiesta Honda Jazz Vauxhall Yaris Hybrid 1.6 TDCi 1.3h IMA Corsa 1.3 Polo 1.2 TDI CDTi CR 75 Stop T4 ECOnetic 95 Stop Start ecoFLEX 95 Start Blue SXi AC 6spd Motion Doors 5 5 5 5 5 Engine 1.5 Hybrid 1.6 DT 1.3 Hybrid 1.3 DT 6sp 1.2 DT size/Transmission CVT CVT P11D Value £15,840 £16,740 £16,755 £16,335 £15,660 Combined mpg 81 85.6 62.8 64.2 80.7 CO2 g/km 79 87 104 115 91 Company Costs Over 3 Years & 60,000 Miles Depreciation £10,240 £11,586 £10,555 £11,285 £10,221 SMR Costs £1,674 £1,417 £1,476 £1,596 £1,590 Fuel Costs £4,687 £4,623 £6,045 £6,164 £4,904 Insurance £1,650 £2,205 £2,655 £1,875 £1,875 Finance £2,138 £2,260 £2,262 £2,205 £2,114 National Insurance £678 £924 £832 £1,217 £864 Pence-Per-Mile 35.2 38.45 39.87 40.76 36.04 Cost Over 3 Years £21,122 £23,070 £23,920 £24,457 £21,623 Total Cost +£1,948 +£2,798 +£3,335 +£501 Variance Driver Costs Over 3 Years/60,000 Miles Tax Bands (%) 10, 10, 11 13, 13, 14 11, 12, 13 17, 18, 19 13, 13, 14 BIK Cost (20% £982 £1,339 £1,206 £1,764 £1,253 rate) Private Fuel £2,340 £2,310 £3,090 £3,024 £2,406 (10,000 miles pa) Driver Personal +£327 +£974 +£1,466 +£337 Costs Yaris Hybrid -10 -29 -44 -10 Saving +/- % MODEL

Source: KWIKcarcost 14 May 2012; petrol calculated at 139.19 ppl, diesel at 145.1ppl; finance rate 4.5%.

(over three years/60,000 miles) than for a comparable Vauxhall Corsa, and almost 30 percent less than if they opted for a Honda

Jazz hybrid. There’s a clear advantage of 10 percent against the Ford Fiesta and Volkswagen Polo, too. The new Yaris Hybrid

is available to order now with customer deliveries starting in July. On-the-road prices start at £14,995 for the T3 model.

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International auto round-up Delphi to acquire FCI Group Delphi Automotive Plc said it is open to more acquisitions after announcing it has entered “exclusive talks” to acquire a unit of FCI Group from Bain Capital for about $958 million. Chief Executive Officer Rodney O’Neal had said Delphi was willing to spend as much as $one billion on an acquisition, and didn’t rule out further deals.

Delphi had $1.4 billion of cash on hand at the end of March.

“We’ll look at a multitude of ways to get cash and value back to the shareholders and acquisitions are just one,” O’Neal said. “That’s still possible but there is nothing currently on the radar screen. It’s possible, but unlikely.”

The unit, called Motorized Vehicles Division, had revenue of Euro 692 million and would become part of Delphi’s electrical and electronic architecture unit, which had revenue of $2.93 billion last year. Acquiring the FCI Group unit would make Delphi a ‘strong No. 2’ in what is a fragmented market for connectors, O’Neal said. Delphi said it expects savings from the acquisition of $50

million next year, $70 million in 2014 and $80 million by 2015.

Delphi, based in Troy, returned to profitability in 2010 after cutting costs in bankruptcy and focusing on selling fuelinjection systems and other car parts in faster-growing countries such as China. The Asia Pacific region accounted for $2.46 billion of the company’s $16 billion in sales last year, according to a regulatory fi ling. Delphi may seek companies and technologies to augment its powertrain, electronics and electrical connectors businesses, when he said the company may spend $1 billion on an acquisition.

SAIC transfer would give GM equal control of Chinese partner GM said the board of its China partner Shanghai Automotive Industry Corp approved the transfer of one percent ownership in their joint-venture to the US automaker. The move, which still requires Chinese government approval, allows Detroit-based GM to regain equal control of the partnership in the world’s largest automobile market.

Nissan will begin Infiniti production in China from 2014 Nissan will start making Infi niti cars at a two billion yuan ($315 million) plant in China from 2014 as it moves to challenge the dominance of German rivals in the world’s largest auto market. Chinese-made Infi niti cars would put Nissan on a more level playing field with Audi, Mercedes and BMW, which have been making cars in China for years, industry observers say. Imported Infi niti cars have been available in China since 2007. Nissan sold about 19,000 Infi niti cars in China in the last fiscal year that ended in March, a fraction of the more than 300,000 cars market leader Audi delivered in the whole of 2011.

In a statement, Nissan said two Infiniti models—which have yet to be named—would be produced at a factory jointly operated with Dongfeng Motor Group, that currently makes the Nissan Teana mid-size and Murano crossover models. The facility in Xiangyang city in central China would have an initial capacity of 130,000 vehicles rising to 250,000 eventually, it

added. “The localisation of Infi niti at our Xiangyang plant is a significant milestone for us,” said President of Dongfeng Motor Co, K i m iyasu Nakamura.

Ea rl ier this month, Infi niti relocated its globa l headquarters from Yokohama, Japan, to Hong Kong, a gateway to mainland China.

Nissan outsold Toyota to become the top Japanese lightvehicle brand in China last year for the fi rst time, according to research fi rm LMC Automotive.

The Infi niti plant would place Nissan further ahead of Toyota and Honda in China’s luxury car segment, which Daimler CEO, Dieter Zetsche said could continue to grow 15-20 percent in 2012 after years of breakneck expansion. Other luxury carmakers, such as GM and Honda, are also playing catch-up, hoping to grab a bigger share of the Chinese market.

GM CEO Dan Akerson expects

Cadillac’s China sales to match US sales levels by 2015 or 2016.

PSA/Peugeot-Citroen plans to introduce its Citroen DS luxury sub-brand to China with an annual volume target of 200,000 vehicles within four years.

Nissan’s mid-term growth plan targets sales of 500,000 Infi niti vehicles globally by 2016, and the company has said China would account for a large portion of that growth.

Most Infiniti models are made in Japan. To help achieve its goal by 2016 and avoid foreign exchange risks, Nissan also plans to localise Infiniti production in the United States and Europe. Nissan sold about 146,000 Infiniti vehicles globally in the last fiscal year.

Toyota plans eight compact cars for emerging markets

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oyota said it would roll out eight compact car models tailored for emerging markets by 2015 in an attempt to catch up to front-runners such as Volkswagen Group and GM. Toyota, which lost the crown as the world’s top automaker last year, is looking to reduce its dependence on the mature North American, European and Japanese markets. It wants to shift more of its weight to growth markets such as China, India and Brazil, where Volkswagen, GM and Hyundai have taken the lead. The Japanese automaker aims to sell half of its vehicles in emerging markets by 2015, up from around 45 percent last year and 18.6 percent in 2000. “In emerging markets, there are four or five automakers vying to take the lead in sales volumes,” said Toyota Executive Vice President, Yukitoshi Funo to reporters. “Particularly in the Southeast Asian region, Volkswagen and others are looking to challenge our lead so we can’t be resting on our laurels,” he said.

Including the Etios model, Toyota plans to introduce eight compact cars by 2015, targeting combined annual sales of more than one million vehicles in over 100 countries during that period.

The upcoming cars will be priced around one million yen ($12,600) or higher and produced in local markets such as India, Brazil and China. Toyota said it would aim to procure 100 percent of the cars’ components locally to lower costs—a move that would require a stronger R&D function in those markets.

By 2013, production capacity in emerging markets will rise to 3.1 million vehicles a year, from 2.38 million in 2010, matching the level in Japan, Toyota said.

“We want to beef up our presence in segments where we can be competitive. There are many other options for customers looking in that price range, including used cars,” said Funo. Toyota, which sells the Etios, shown, for about $9,000 in India, says it won’t enter even cheaper car segments.

Funo added that carmakers are considering ultralow-cost cars, potentially tapping a huge base of consumers trading up from motorcycles.

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British Gas puts new Nissan e-NV200 test car through its paces Nissan e-NV200 Test Car

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issan’s e-NV200 test car has played its part in helping British Gas kick-start its ambition of switching 10 percent of its 14,000 Light Commercial Vehicle (LCV) fleet to electric over the next three years.

British Gas has been trialling a Nissan e-NV200 test car for a few weeks at its Leicester and Newbury depots, the fi rst OEM van of its kind ever to grace the fleet. Its job has been to help British Gas determine which of its 14,000 drivers’ daily travel patterns are most suited to an electric van’s typical working range, including getting to and from work.

The van was run at maximum gross vehicle weight during the trial, which shadowed drivers from British Gas’ national network of trained engineers as they carried out their daily duties of servicing millions of domestic and business customers across the UK. In that time the van cov-

ered over 1,200 miles.

“British Gas, as a leading energy supplier, is already at the forefront of supporting electric charging innovation in the UK through specialist advice and the installation of charging points for both business and home. With electric cars and vans coming of age, we feel the time is now right for us to introduce electric vans into our fleet and we are currently evaluating the benefits they can bring to UK fleets by implementing them into our own,” explained General Manager of the British Gas fleet, Colin Marriott. “With fuel prices continuing to rise, one of the biggest benefits of e-NV200 is the breakthrough in long term running cost savings,” he added.

Another task of the e-NV200 test car has been to put drivers into an EV sometimes for the very fi rst time and get them used to their performance characteristics and the charging procedure.

“Over the course of the trial, our e-NV200 test car drivers have told us they are happy to do away with diesel and go electric,” said Marriott.

Marriott is very clear that the British Gas purchasing strategy is to buy OEM products and not conversions. “Aftermarket conversions can interfere with a vehicle’s reliability. Our engineers are only efficient if they are busy looking after customers. By choosing OEM products we can guarantee that if a problem occurs, a vehicle is fixed quick ly and efficiently,” he added.

Nissan is running a global proving test with large commercial f leets to find out how the e-NV200 test car performs under real operating conditions.

It has already undergone trials with the Japan Post Service and FedEx in the UK, and British Gas is the latest company to contribute to the pre-launch activities.

So far it has received positive

comments for its CO 2 reduction, driving comfort and generous carrying capacity and payload.

“Working with large f leets such as British Gas is invaluable to ensure we receive a range of driver and operator feedback on the new van before its launch,” explained Nissan Motor GB’s LCV Sales and Marketing Director, Francis Bleasdale.

“The global trial of the e-NV200 test car is part of our process of making continuous enhancements to the vehicle before unveiling the production vehicle,” he added. Nissan has a close working relationship with British Gas as it has been its preferred supplier of home and office electric charging points for Leaf EV customers since 2011.

Six out of ten drivers do not prefer EVs: ALD survey

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LD Automotive, one of the UK’s largest vehicle leasing and fleet management companies, announced survey results of one thousand business drivers, revealing that over six out of ten surveyed would not change their traditionally fuelled vehicle for electric power.

EV Advantages Less than a third (32 percent) of drivers said that they would consider changing to an electric vehicle. Of those that were positive about the new technology reduced CO2 emissions were cited as being the major factor (73 percent), with the perceived lower running costs being seen as the other key factor (69 percent).

Only six percent would switch to an electric vehicle immediately.

Even with UK fuel price at record levels, the survey highlights that manufacturers and the Government still have some way to go in overcoming business drivers’ scepticism associated with running an electric vehicle. This is despite fleets buying 59 percent of all electric vehicles sold in 2011 and 93 percent of those sold so far this year, according to the Society of Motor Manufacturers and Traders.

A Closer Look Recent changes to the Benefit In Kind (BIK) rate could also have a negative effect on the uptake of electric vehicles among business drivers. At present, business drivers running electric vehicles do not pay any BIK tax, while low-emission hybrids like the Vauxhall Ampera sit in the five percent company car tax bracket. However, the Government has decided to make business users pay company car tax on low-CO2 vehicles from 2015/16; both types of vehicle will fall into the 13 percent band.

Key Results • 60 percent of those drivers who do not want to change to an electric vehicle claim the lack of suitable models on offer today as being the key factor • 35 of drivers would not change because they are not convinced about overall reduction in life-cycle CO2 emissions • 28 percent of drivers that would change stated a reduction in noise pollution as a key factor Commenting on the survey results, Managing Director of ALD Automotive UK, Keith Allen said, “The survey results highlight that the lack of charging points and battery range still need to be addressed by the Government and manufacturers in order to convince business drivers to make that all important switch.”

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Mann+Hummel records double-digit growth

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n the fi nancial year 2011, the Mann+Hummel Group recorded an increase in turnover of 13.5 percent (currency-adjusted 14.7 percent). Earnings Before Interest and Taxes (EBIT) came to Euro 141.6 million, which corresponds to 5.7 percent of turnover. The company has increased its core workforce worldwide by around 8.6 percent.

“In 2011 we focused on our strategic growth targets. By 2018 we plan to increase our turnover to at least Euro 3.4 billion.

In 2011 we made good progress towards this objective and took some important decisions to

In 2011, we made good progress towards our objectives and took important decisions to enable further growth. We wish to take full advantage of profitable growth opportunities in Asia and the American continent— Alfred Weber, CEO, Mann+Hummel Group

enable further growth. We wish to take full advantage of profitable growth opportunities in Asia and the American continent”, explained CEO, Alfred Weber recently on the occasion at a recent press conference at the group’s corporate headquarters in Ludwigsburg, Germany.

“Many thanks to all our employees and business partners who have given us excellent support in 2011.”

In 2011 the group invested record volumes to the amount of Euro 109 million in new technologies, infrastructure and production capacity. A number of examples of the years 2011/12: approx Euro 17 million were invested in buildings and machines for the new plant for cabin air fi lters in Himmelkron, Germany.

The plant opened in May this year. In Sonneberg, Germany, Euro 7.2 millions were invested in a new production facility and new social facilities. The new extension will be opened in May this year. In Portage, USA, Mann+Hummel has expanded its logistics centre and built production and assembly lines for automotive components. The company is setting up a new production plant for automotive components in Dunlap, US and is recruiting the fi rst employees. The investments amount to

a total of 15 million US dollars.

Susta inable g row t h requires suitable personnel.

Ma nn+Hummel continua lly improves the qualifications of personnel and has considerably increased expenditure on training. Management development programmes, the concept of lifelong learning and joint activities with schools and applied universities are being implemented worldwide and are a part of a personnel policy which takes demographic change into account. “A lack of technical and management personnel is a limiting factor for growth—and therefore we are taking measures against this,” according to Weber.

As a technology-driven company Mann+Hummel promotes research and development, owns 3,000 patents and utility models and employs approx.

800 employees in this area. Here the fi ltration specialist develops and produces solutions for vehicles with combustion engines and alternative drive systems. The fi lter experts, for examples, develop systems to regulate the pressure and moisture in lithium ion batteries in order to protect the batteries. A further interesting project concerns fuel cell applications and has reached the test phase with customers.

Mann+Hummel Management Board

Mann+Hummel has started 2012 well and is pursuing its strategic objectives. In order to support growth, in the fi rst three months of the year the group further increased its core workforce and took on more than 300 new employees.

At the beginning of 2012, Mann+Hummel acquired a Brazilian system supplier in the field of water fi ltration with 80 employees and has also founded a subsidiary in Dubai. In the area of industrial fi ltration,

Mann+Hummel has won a new key account customer, SANY, one of the largest producers of construction machines in the world.

SANY has chos en Mann+Hummel to be its strategic partner in the implementation of its globalisation strategy. Turnover with SANY should grow by 2018 up to a middouble-digit million figure. The business of the Mann+Hummel Group outside the automotive industry is planned to be a third of the group’s turnover by 2018.

Cylinder liner technology cuts oil consumption Hybrid Liner design helps meet new challenges of downsized diesel and gasoline engines

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edera l-Mog ul C or p or at ion is increasingly using a dual-material cylinder liner technology to reduce bore distortion and improve function in the latest generation of lighter, highly-loaded gasoline engines. The company’s patented Hybrid Liner technology provides reliable, cost-effective, long-term performance while

reducing engine oil consumption, especially in high-output aluminium engines with small interbore bridges and weight optimised designs.

“Federal-Mogul is helping engine manufacturers to increase the power output and durability of smaller engines, supporting them in a key area of their global CO2 reduction strategies,” said Federal-Mogul Vice President

Hybrid Liner

for Technology and Innovation, Powertrain Energy, Gian Maria Olivetti. “Cylinder bore distortion is one of the main factors limiting increases in power and torque outputs, particularly in lightweight aluminium cylinder blocks. Our patented Hybrid Liner increases the strength and stiffness of the combined block and liner assembly, allowing significant weight reduction without compromising engine performance and durability.”

Federal-Mogul’s Hybrid Liner integrates the liner into the aluminium block casting more effectively than alternative technologies, both structurally and thermally. It comprises a conventional cast iron sleeve with an aluminium coating applied to the exterior through a proprietary process. The cast iron sleeve provides good tribological properties and is compatible with cost-effective ring packs.

The outer surface of the liner is manufactured to provide a surface topography that is conducive

Dual-material cylinder liner technology is used to reduce bore distortion and improve function in the latest generation of lighter, highlyloaded gasoline engines

to mechanical interlocking with the aluminium block material.

The liner coating is an AlSi12 alloy with a melting point below that of the aluminium engine block, which provides outstanding intermetallic bonding between the surfaces of the two materials.

To meet the cost and robustness requirements of series production, the coating is applied in a process that uses advanced wire arc thermal spray technology to ensure that coverage, thickness and bonding strength are uniform around the complete height and circumference of each liner.

The coating surface roughness is also controlled, to provide undercuts and micro-porosities so that an extremely strong, intermetallic transition zone is formed between the coating and the block casting material.

“Compared to alternative technologies, the Hybrid Liner reduces bore distortion in a running engine by two-thirds,” said Olivetti. “Maximum second order bore distortion can be as low as 11 percent of that experienced by corresponding cast-in liners, while the cylindrical distortion under operating loads is up to three times better. As a result, oil consumption is reduced by up to 40 percent.”

Federal-Mogul’s Hybrid Liner also results in up to 30 percent higher heat transfer rates, reducing the cylinder wall temperature by up to 40°C (104°F) compared to alternative designs. Dynamic strength increases as well; in a cyclic pulsing pressure test, the

The Hybrid Liner results in upto 30 percent higher heat transfer rates, reducing the cylinder wall temperature by up to 40°C compared to alternative designs Hybrid Liner showed no failure at pressures of up to 200 bar, whereas a standard liner block design cracked at 100 bar.

“The Hybrid Liner also allows engine manufacturers to improve packaging by reducing the distance between adjacent cylinders; pressure die-cast engine blocks with Hybrid Liners can have a material wall thickness of just three mm between the bores,” Olivetti added. “If a water channel is drilled between two cylinders, the Hybrid Liner technology limits the formation of cracks, allowing coolant to penetrate only as far as the liner coating. Conventional liners can allow water to seep down the joint between liner and casting, reaching the crankcase and contaminating the lubricating oil.”

Federal-Mogul’s Hybrid Liner is produced at its Powertrain Energy manufacturing facility in Friedberg, Germany.

The technology was a fi nalist in the 2012 Automotive News Pace Awards.

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

Production For the month of April 2011

2012

Cumulative April-April 11-12

12-13

Source: SIAM

Domestic Sales For the month of April 2011

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) 9,635 10,015 9,635 10,015 10,012 Total 9,635 10,015 9,635 10,015 10,012 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) 4,006 1,324 4,006 1,324 3,887 Hyundai Motors India Ltd(Santro) 11,775 13,742 11,775 13,742 8,133 Maruti Suzuki India Ltd (M800, Alto,Wagon R,A-Star) 63,186 50,245 63,186 50,245 41,744 Total 78,967 65,311 78,967 65,311 53,764 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) 1,339 737 1,339 737 1,239 Ford india Pvt Ltd (Figo ) 8,422 8,264 8,422 8,264 6,013 General Motors India Pvt Ltd (Beat, U-VA) 4,057 5,020 4,057 5,020 2,592 Honda Siel Cars India ltd (Jazz, Brio) 30 6,957 30 6,957 112 Hyundai Motors India Ltd(Getz, i10, i20) 37,091 31,191 37,091 31,191 20,483 Maruti Suzuki India Ltd (Swift, Ritz, Estilo) 21,939 28,215 21,939 28,215 18,227 Nissan Motor India Pvt Ltd (Micra) 9,460 5,878 9,460 5,878 1,188 Renault India Pvt Ltd (Pulse) 0 329 0 329 0 SkodaAuto india p.ltd ( Fabia ) 1,938 365 1,938 365 1,561 Tata Motors Ltd (Indica,Indica Vista, Indigo CS) 10,525 11,063 10,525 11,063 7,905 Toyota Kirloskar Motor Pvt Ltd (Liva) 35 4,779 35 4,779 0 Volkswagen India Pvt Ltd (Polo) 4,202 3,636 4,202 3,636 3,755 Total 99,038 106,434 99,038 106,434 63,075 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) 3,862 3,252 3,862 3,252 1,114 Mahindra & Mahindra Ltd (Verito) 992 1,630 992 1,630 1,006 Maruti Suzuki India Ltd (Dzire) 11,698 16,930 11,698 16,930 11,797 Toyota Kirloskar Motor Pvt Ltd (Etios-Sedan) 4,254 4,384 4,254 4,384 4,657 Total 20,806 26,196 20,806 26,196 18,574 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 16 Total 0 0 0 0 16 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) 1,486 1,875 1,486 1,875 1,092 General Motors India Pvt Ltd (Aveo) 21 18 21 18 155 Hindustan Motors Ltd (Lancer) 12 0 12 0 12 Honda Siel Cars India Ltd (City) 2,812 3,514 2,812 3,514 1,542 Hyundai Motors India Ltd (Verna) 1,810 6,295 1,810 6,295 1,854 Maruti Suzuki India Ltd (SX4) 2,332 1,434 2,332 1,434 2,102 Nissan Motor India pvt Ltd (Sunny) 0 3,796 0 3,796 0 Skoda Auto India pvt Ltd (Rapid) 6 1,981 6 1,981 0 Tata Motors Ltd (Indigo, Manza) 1,563 1,128 1,563 1,128 1,627 Volkswagen India Pvt Ltd (Vento) 4,014 1,901 4,014 1,901 2,866 Specialty: Hindustan Motors Ltd (Ambassador) 443 68 443 68 395 Total 14,499 22,010 14,499 22,010 11,645 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) 842 319 842 319 810 General Motors India Pvt Ltd (Optra, Cruze) 1,372 904 1,372 904 1,307 Hindustan Motors Ltd (Cedia sports) 8 0 8 0 8 Honda Siel Cars India Ltd (Civic) 480 0 480 0 253 Maruti Suzuki India Ltd (Kizashi) 0 0 0 0 35 Renault India Pvt Ltd (Renault FLUENCE) 0 207 0 207 0 Skoda Auto India Pvt Ltd (Laura) 680 538 680 538 421 Toyota Kirloskar Motor Pvt Ltd (Corolla ) 747 884 747 884 776 Volkswagen India Pvt Ltd (Jetta) 52 210 52 210 162 Specialty: BMW india pvt Ltd ( 3 Series) 84 NA 84 NA 240 Mercedes-Benz India Pvt Ltd (C-Class) 297 NA 297 NA 253 Volkswagen - Audi (A4) 0 NA 0 NA 199 Total 4,562 3,062 4,562 3,062 4,464 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 ) 208 0 208 0 83 Hyundai Motors India Ltd ( Sonata ) 20 82 20 82 20 Nissan Motor India Pvt Ltd (Teana) 0 0 0 0 7 Skoda Auto India Pvt Ltd (Superb) 395 396 395 396 332 Toyota Kirloskar Motor Pvt Ltd (Camry ) 0 0 0 0 25 Volkswagen India Pvt Ltd (Passat) 180 330 180 330 194 Specialty: BMW india pvt Ltd (Gran Turismo, 5 Series) 384 NA 384 NA 260 Mercedes-Benz India Pvt Ltd (E-Class) 164 NA 164 NA 178 Toyota Kirloskar Motor Pvt Ltd (Prius ) 0 0 0 0 0 Volkswagen - Audi (A6, A7) 0 NA 0 NA 54 Total 1,351 808 1,351 808 1,153 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 ) 0 NA 0 NA 32 Mercedes-Benz India Pvt Ltd ( S-Class) 48 NA 48 NA 28 Volkswagen - Audi (A8) 0 NA 0 NA 39 Volkswagen India Pvt Ltd (Phaeton) 0 0 0 0 1 Total 48 0 48 0 100 Coupe: Roadster - 2 Doors; 2/4 seater, retractable/firm roof Regular: BMW india pvt Ltd (6 Series, Z4) 0 NA 0 NA 2 Mercedes-Benz India Pvt Ltd (E-Coupe, E-Cabrio, CLS, SLK) 0 NA 0 NA 6 Nissan Motor India Pvt Ltd (370Z) 0 0 0 0 0 Total 0 0 0 0 8 Exotics: Upto 5 Seats, Price >Rs. 1 Crore Mercedes-Benz India pvt. Ltd (SLS AMG) 0 NA 0 NA 2 Total 0 0 0 0 2 Total Passenger Car 228,906 233,836 228,906 233,836 162,813 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-GAMA) 41 29 41 29 32 Mahindra & Mahindra Ltd (Bolero, ST) 7,149 8,503 7,149 8,503 6,720 Maruti Suzuki India Ltd (Gypsy, Ertiga) 988 5,089 988 5,089 210 Tata Motors Ltd (Sumo) 1,462 3,421 1,462 3,421 1,704 Total 9,640 17,042 9,640 17,042 8,666 UV2: Length<4400 - 4700 mm, Price Upto Rs. 15 Lakh General Motors India Pvt Ltd (Tavera) 1,923 2,050 1,923 2,050 1,908 International Cars & Motors Ltd (Rhino) 22 60 22 60 24 Mahindra & Mahindra Ltd (Scorpio, Bolero, HT, Xuv500, Xylo) 8,437 11,850 8,437 11,850 7,733 Tata Motors Ltd (Sumo Grande, Safari) 1,343 1,763 1,343 1,763 2,184 Toyota Kirloskar Motor Pvt Ltd (Innova) 3,429 6,467 3,429 6,467 3,464 Total 15,154 22,190 15,154 22,190 15,313 UV3: Length>4700 mm, Price Upto Rs. 15 Lakh Force Motors Ltd (Trax, Force One) 271 534 271 534 226 Tata Motors Ltd (Aria, Xenon) 245 362 245 362 298 Total 516 896 516 896 524 UV4: Price Between Rs. 15 to 25Lakh BMW india Pvt Ltd (X1) 278 NA 278 NA 215 Ford India Pvt Ltd (Endeavour) 255 202 255 202 214 General Motors India Pvt Ltd (Captiva) 0 0 0 0 172 Hindustan Motors Ltd (Pajero, Outlander) 131 180 131 180 118 Honda Siel Cars India Ltd (CRV) 0 0 0 0 22 Hyundai Motors India Ltd (Santa Fe) 0 95 0 95 32 Maruti Suzuki India Ltd (Vitara) 0 0 0 0 7 Nissan Motor India Pvt Ltd (X-Trail) 0 0 0 0 2 Renault India Pvt Ltd (Koleos) 0 74 0 74 0 Skoda Auto India Pvt Ltd (Yeti) 300 66 300 66 132 Toyota Kirloskar Motor Pvt Ltd (Fortuner) 722 1,274 722 1,274 739 Total 1,686 1,891 1,686 1,891 1,653 UV5: Price > Rs. 25Lakh BMW india Pvt Ltd (X3, X5, X6) 0 NA 0 NA 31 Hindustan Motors Ltd (Mentero) 10 3 10 3 10 Mercedes-Benz India pvt. Ltd (ML Class, GL Class, R Class, G class) 0 NA 0 NA 69 Toyota Kirloskar Motor Pvt Ltd (LC,Prado) 0 0 0 0 20 Volkswagen - Audi (Q5,Q7) 0 NA 0 NA 188 Volkswagen India Pvt Ltd (Touareg) 0 0 0 0 4 Total 10 3 10 3 322 Total Utillity Vehicles (Uvs) 27,006 42,022 27,006 42,022 26,478 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) 13,222 12,151 13,222 12,151 13,022 Tata Motors Ltd (Venture) 842 507 842 507 492 Total 14,064 12,658 14,064 12,658 13,514 V2: Soft tops mainly used as Maxi Cabs, Price Upto Rs. 10 Lakh Force Motors Ltd (Trip) 5 0 5 0 33 Mahindra & Mahindra Ltd (Gio, Maxximo Mini Van) 997 2,800 997 2,800 999 Tata Motors Ltd (Magic, lris) 4,508 6,032 4,508 6,032 3,887 Total 5,510 8,832 5,510 8,832 4,919 Total Vans 19,574 21,490 19,574 21,490 18,433 Total Passenger Vehicles (PVs) 275,486 297,348 275,486 297,348 207,724 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 (Lynx) 331 381 331 381 127 Mahindra Navistar Automotives Ltd (Tourister32, Tourister 40) 4 62 4 62 8 SML Isuzu Ltd (41 Seater, 32 Seater NQR Bus) 261 343 261 343 130 Tata Motors Ltd (LP1112, LP912, Starbus Ultra) 405 819 405 819 317 VE CVs - Eicher (10.90, 11.10, 11.12) 231 294 231 294 251 Total A1 1,232 1,899 1,232 1,899 833 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 (Viking, Cheetah, 12M) 1,350 1,714 1,350 1,714 978 SML Isuzu Ltd (LT Bus) 8 16 8 16 2 Tata Motors Ltd (LPO1512,LPO1612, Starbus, Divo) 945 778 945 778 929 VE CVs - Eicher (20.15) 21 89 21 89 12 Volvo Buses India Pvt Ltd (8400 & 9400 4X2) 12 20 12 20 12 Total A2 2,336 2,617 2,336 2,617 1,933 A3: No. of seats including exceeding 13 and max. mass exceeding 16.2 tonnes (M3(D)) Passenger Carrier (D) Volvo Buses India Pvt Ltd (9400 XL) 38 38 38 38 38 Total A3 38 38 38 38 38 Total M&HCVs(passenger carriers) 3,606 4,554 3,606 4,554 2,804 M&HCVs B: Goods Carriers (c) Max Mass exceeding 7.5 tonnes but not exceeding 10 tons Ashok Leyland Ltd (eComet) 48 78 48 78 37 SML Isuzu Ltd (Super Supereme) 229 255 229 255 57 Tata Motors Ltd (LPT9109) 560 618 560 618 673 VE CVs - Eicher (10.80, 10.90, 10.95) 758 838 758 838 734 Total 1,595 1,789 1,595 1,789 1,501 (d) Max. Mass Exceeding 10 tons but not exceeding 12 tons Ashok Leyland Ltd (eComet) 230 536 230 536 162 SML Isuzu Ltd (Samrat Super 12) 107 204 107 204 51 Tata Motors Ltd (LPT1109) 1,101 1,244 1,101 1,244 1,322 VE CVs - Eicher (11.10, 11.12) 1,204 1,278 1,204 1,278 1,019 Total 2,642 3,262 2,642 3,262 2,554 Total B 4,237 5,051 4,237 5,051 4,055 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 (4x2 Tipper, 4X2 Haulage) 2,326 1,974 2,326 1,974 1,081 Asia Motor Works Ltd (1618 TP) 0 20 0 20 0 SML Isuzu Ltd (IS12T) 0 2 0 2 0 Tata Motors Ltd (LPT1613, LPK1616, SK1613) 4,586 2,064 4,586 2,064 2,264 VE CVs - Eicher (20.16, Terra 16) 500 301 500 301 337 Total B2 7,412 4,361 7,412 4,361 3,682 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 (6X2 Mav, 6X4 Mav, 6X4 Tipper) 1,172 1,145 1,172 1,145 965 Asia Motor Works Ltd (2518HL, 2516 HL, 2518 TP, 2523TP, 2518TM) 583 465 583 465 603 Mahindra Navistar Automotives Ltd (MN25) 101 106 101 106 63 Tata Motors Ltd (LPT2518, LPK2518) 4,622 2,759 4,622 2,759 3,896 VE CVs - Eicher (30.25, Terra25) 100 165 100 165 81

Exports Cumulative April-April

For the month of April

Cumulative April-April

2012

11-12

12-13

2011

2012

11-12

12-13

8,028 8,028

10,012 10,012

8,028 8,028

498 498

0 0

498 498

0 0

811 12,850 30,720 44,381

3,887 8,133 41,744 53,764

811 12,850 30,720 44,381

2 3,529 8,426 11,957

11 909 8,180 9,100

2 3,529 8,426 11,957

11 909 8,180 9,100

700 5,812 4,621 4,890 15,434 26,072 1,435 412 538 9,832 2,157 3,397 75,300

1,239 6,013 2,592 112 20,483 18,227 1,188 0 1,561 7,905 0 3,755 63,075

700 5,812 4,621 4,890 15,434 26,072 1,435 412 538 9,832 2,157 3,397 75,300

151 1,089 12 0 14,634 1,373 9,431 0 0 486 0 0 27,176

2 2,194 32 37 15,698 1,486 141 0 0 391 2,655 0 22,636

151 1,089 12 0 14,634 1,373 9,431 0 0 486 0 0 27,176

2 2,194 32 37 15,698 1,486 141 0 0 391 2,655 0 22,636

399 1,501 15,510 3,467 20,877

1,114 1,006 11,797 4,657 18,574

399 1,501 15,510 3,467 20,877

2,259 0 20 0 2,279

2,929 0 361 984 4,274

2,259 0 20 0 2,279

2,929 0 361 984 4,274

1 1

16 16

1 1

0 0

0 0

0 0

0 0

1,207 48 0 2,092 6,251 634 2,012 2,060 750 1,949

1,092 155 12 1,542 1,854 2,102 0 0 1,627 2,866

1,207 48 0 2,092 6,251 634 2,012 2,060 750 1,949

76 7 0 0 0 0 0 0 57 0

174 24 0 7 0 0 1,169 0 84 194

76 7 0 0 0 0 0 0 57 0

174 24 0 7 0 0 1,169 0 84 194

68 17,071

395 11,645

68 17,071

0 140

0 1,652

0 140

0 1,652

300 475 10 51 3 177 227 881 184

810 1,307 8 253 35 0 421 776 162

300 475 10 51 3 177 227 881 184

15 8 0 0 0 0 0 0 0

6 8 0 0 0 0 0 0 0

15 8 0 0 0 0 0 0 0

6 8 0 0 0 0 0 0 0

NA NA NA 2,308

240 253 199 4,464

NA NA NA 2,308

0 0 0 23

NA NA NA 14

0 0 0 23

NA NA NA 14

25 66 13 206 0 75

83 20 7 332 25 194

25 66 13 206 0 75

0 0 0 0 0 0

0 0 0 0 0 0

0 0 0 0 0 0

0 0 0 0 0 0

NA NA 0 NA 385

260 178 0 54 1,153

NA NA 0 NA 385

0 0 0 0 0

NA NA 0 NA 0

0 0 0 0 0

NA NA 0 NA 0

NA NA NA 0 0

32 28 39 1 100

NA NA NA 0 0

0 0 0 0 0

NA NA NA 0 0

0 0 0 0 0

NA NA NA 0 0

NA NA 0 0

2 6 0 8

NA NA 0 0

0 0 0 0

NA NA 0 0

0 0 0 0

NA NA 0 0

NA 0 168,351

2 2 162,813

NA 0 168,351

0 0 42,073

NA 0 37,676

0 0 42,073

NA 0 37,676

28 7,648 5,592 2,451 15,719

32 6,720 210 1,704 8,666

28 7,648 5,592 2,451 15,719

0 13 3 12 28

0 4 11 13 28

0 13 3 12 28

0 4 11 13 28

1,944 52 11,409 1,003 6,582 20,990

1,908 24 7,733 2,184 3,464 15,313

1,944 52 11,409 1,003 6,582 20,990

0 0 254 15 0 269

9 12 221 6 0 248

0 0 254 15 0 269

9 12 221 6 0 248

352 69 421

226 298 524

352 69 421

0 0 0

0 74 74

0 0 0

0 74 74

NA 182 22 184 17 70 1 7 26 75 1,270 1,854

215 214 172 118 22 32 7 2 0 132 739 1,653

NA 182 22 184 17 70 1 7 26 75 1,270 1,854

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

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

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

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

NA 3 NA 21 NA 0 24 39,008

31 10 69 20 188 4 322 26,478

NA 3 NA 21 NA 0 24 39,008

0 0 0 0 0 0 0 297

NA 0 NA 0 NA 0 0 350

0 0 0 0 0 0 0 297

NA 0 NA 0 NA 0 0 350

11,723 525 12,248

13,022 492 13,514

11,723 525 12,248

189 0 189

122 0 122

189 0 189

122 0 122

0 2,472 4,955 7,427 19,675 227,034

33 999 3,887 4,919 18,433 207,724

0 2,472 4,955 7,427 19,675 227,034

0 0 84 84 273 42,643

0 0 30 30 152 38,178

0 0 84 84 273 42,643

0 0 30 30 152 38,178

242 127 198 507 241 1,315

127 8 130 317 251 833

242 127 198 507 241 1,315

9 0 0 25 22 56

1 0 0 48 40 89

9 0 0 25 22 56

1 0 0 48 40 89

1,417 6 862 67 19 2,371

978 2 929 12 12 1,933

1,417 6 862 67 19 2,371

246 0 128 0 0 374

354 0 72 20 0 446

246 0 128 0 0 374

354 0 72 20 0 446

38 38 3,724

38 38 2,804

38 38 3,724

0 0 430

0 0 535

0 0 430

0 0 535

59 111 400 765 1,335

37 57 673 734 1,501

59 111 400 765 1,335

8 0 45 8 61

56 0 135 22 213

8 0 45 8 61

56 0 135 22 213

335 104 1,468 1,191 3,098 4,433

162 51 1,322 1,019 2,554 4,055

335 104 1,468 1,191 3,098 4,433

5 2 88 18 113 174

25 0 21 6 52 265

5 2 88 18 113 174

25 0 21 6 52 265

1,078 15 1 1,623 275 2,992

1,081 0 0 2,264 337 3,682

1,078 15 1 1,623 275 2,992

320 0 0 310 97 727

321 0 0 130 10 461

320 0 0 310 97 727

321 0 0 130 10 461

1,122 503 87 2,419 193

965 603 63 3,896 81

1,122 503 87 2,419 193

58 0 0 91 0

87 0 0 101 0

58 0 0 91 0

87 0 0 101 0

4 JUNE 2012

S I A M D ATA

Category Segment/Subsegment Manufacturer.

Production For the month of April 2011

2012

Total 6,578 4,640 (b) Max. mass exceeding 25 tonnes Ashok Leyland Ltd (8X2 Haulage, 8X4 Tipper) 1,655 1,335 Asia Motor Works Ltd (3118HL, 3118TP) 26 7 Daimler India Commercial Vehicles Pvt Ltd 31 NA Mahindra Navistar Automotives Ltd (MN31) 96 83 Tata Motors Ltd (LPT3118) 4,808 1,766 VE CVs - Eicher (35.31) 92 321 VE CVs - Volvo (FM400) 60 30 Total 6,768 3,542 Total B3 13,346 8,182 B4: Max. Mass exceeding 16.2 tonnes-Haulage Tractor (Tractor-Semi Traller/Traller)(N3(B2)) (b) Max. mass exceeding 26.4 tonnes but not exceeding 35.2 tonnes Ashok Leyland Ltd (4x2 Tractor 4X4 Tipper) 284 352 Asia Motor Works Ltd (3518 TR) 0 0 Mahindra Navistar Automotives Ltd (MN35) 0 26 Tata Motors Ltd (LPS3518) 0 631 Total 284 1,009 (c) Mass exceeding 35.2 tonnes but not exceeding 40 tonnes Ashok Leyland Ltd 0 1 Mahindra Navistar Automotives Ltd (MN40) 4 115 Total 4 116 (d) Max. mass exceeding 40 tonnes but not exceeding 49 tonnes Ashok Leyland Ltd (4X2 Tractor) 139 185 Asia Motor Works Ltd (4018TR, 4923TR) 103 70 Tata Motors Ltd (LPS4018, LPS4023, LPS4928) 19 879 VE CVs - Eicher (40.40) 32 27 Total 293 1,161 (e) Max. mass exceeding 49 tonnes and Above Ashok Leyland Ltd (6X4 TRACTOR) 336 94 VE CVs - Volvo (FM400HD, FH520) 11 5 Total 347 99 Total B4 928 2,385 Total M&HCVs (Goods Carriers) 25,923 19,979 Total M&HCVs 29,529 24,533 LCVs A: Passenger Carriers A1: Max. Mass upto 5 tonnes (a): No. of seats including driver exceeding 13 (M2(A2)) Force Motors Ltd 752 1,034 Mahindra Navistar Automotives Ltd (Tourister15) 195 59 Tata Motors Ltd (SFC407, CityRide) 456 400 Total 1,403 1,493 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 (Stag) 150 114 Force Motors Ltd 12 0 Mahindra Navistar Automotives Ltd (Tourister 25) 185 480 SML Isuzu Ltd (20,32,26,24 Seater Bus) 275 305 Tata Motors Ltd (LP709, SFC410, LP410) 1,359 1,576 VE CVs - Eicher (10.50, 10.60, 10.75) 356 743 Total A2 2,337 3,218 B2: Max. Mass upto 5 tonnes (b): No. of seats including driver not exceeding 13 (M2(A1)) Force Motors Ltd 470 411 Tata Motors Ltd (Winger Platinum, Winger 10 Seats) 65 203 Total B2 535 614 Total LCVs (Passenger Carriers) 4,275 5,325 LCVs B: Goods Carriers (a) Max. Mass not exceeding 2 tons-Mini Truck Segment Force Motors Ltd 97 0 Mahindra Navistar Automotives Ltd (Gio, Maxximo) 5,620 4,098 Piaggio Vehicles Pvt.Ltd (Ape Truck, ApeTruck Plus, Ape Mini Truck)) 830 484 Tata Motors Ltd (ACE, ACE Ex, ACE Zip) 17,235 14,443 Total 23,782 19,025 (b) Max. Mass not exceeding 2 but no exceeding 3.5 tons-Pick Ups Ashok Leyland Ltd (Dost) 0 2,144 Force Motors Ltd 610 394 Hindustan Motors Ltd 40 16 Mahindra & Mahindra Ltd (Genio SC/DC, Bolero Maxi Truck, Bolero Single Cab, Bolero campe 5,206 9,071 Tata Motors Ltd (Super ACE, Tata 207, Xenon, WingerDV) 1,871 2,128 Total 7,727 13,753 (a) Max Mass exceeding 3.5 tons but not exceeding 6 tonnes Force Motors Ltd 70 93 Mahindra & Mahindra Ltd (DI3200 CRX, Load King CRX) 0 0 Mahindra Navistar Automotives Ltd (DI3200 CRX, Load King CRX) 331 383 SML Isuzu Ltd (Cosmo) 3 1 Tata Motors Ltd (SFC407, LPT407) 2,451 1,609 VE CVs - Eicher (10.50, 10.55) 400 58 Total 3,255 2,144 (b) Max Mass exceeding 6 tons but not exceeding 7.5 tonnes Mahindra Navistar Automotives Ltd (Load King CRX Sherpa) 14 48 SML Isuzu Ltd (Sartaj, Prestige Premium) 63 78 Tata Motors Ltd (SFC709, LPT709) 921 1,122 VE CVs - Eicher (10.59, 10.60, 10.75) 223 417 Total 1,221 1,665 Total LCVs (Goods Carriers) 35,985 36,587 Total LCVs 40,260 41,912 Total Commercial Vehicles 69,789 66,445 IV Two Wheelers A: Scooter/Scooterettee : Wheel size less than or equal to 12” A1: Engine Capacity less than 75cc Mahindra Two Wheelers Ltd (Kine) 131 279 TVS Motor Company Ltd (teenz, Pep) 1,506 46 Total 1,637 325 A2: Engine Capacity 75cc and less than equal to 90cc TVS Motor Company Ltd (Pep+, Streak) 24,709 20,843 Total 24,709 20,843 A3: Engine Capacity >90 cc and less than equal to 125cc Hero MotoCorp Ltd (HERO PLEASURE, HERO MAESTRO) 37,705 43,165 Honda Motorcycle & Scooter India (Pvt) Ltd (Activa, Dio, Aviator) 76,892 116,925 Mahindra Two Wheelers Ltd (Duro/Duro DZ, Rodeo, Flyte) 13,413 10,182 Piaggio Vehicles Pvt.Ltd (Vespa LX125) 0 991 Suzuki Motorcycle India Pvt Ltd (Access, Swish) 23,674 28,163 TVS Motor Company Ltd (Wego) 15,001 14,149 Total 166,685 213,575 Total Scooter/Scooterettee 193,031 234,743 B: Motor cycles/Step-Throughs : Big Wheel size more than 12” B2: Engine Capacity 75cc and above but less than 125cc Bajaj Auto Ltd (Boxer CT, Platina, Discover) 173,706 160,909 Hero MotoCorp Ltd (HERO CD DAWN, HERO CD DELUXE, HERO SPLENDOR,HERO PLEASURE) 418,352 410,655 Honda Motorcycle & Scooter India (Pvt) Ltd (CB Twister, Dream Yuga) 18,407 9,643 India Yamaha Motor Pvt Ltd (Crux, YBR110) 5,397 6,863 TVS Motor Company Ltd (MAX, Victor GX, Jive, MAX 4R, STAR CITY, SPORT) 47,248 48,508 Total 663,110 636,578 B3: Engine Capacity 110cc and above but less than 125cc Bajaj Auto Ltd (Boxer, Platina, Discover, KTM) 28,013 56,546 Hero MotoCorp Ltd (HERO SUPER, SPLENDOR, HERO GLAMOUR) 35,765 49,222 Honda Motorcycle & Scooter India (Pvt) Ltd (CB Shine, CBF Stunner/Fi)) 33,668 53,804 India Yamaha Motor Pvt Ltd (SS 125, Enticer, YD125) 6,276 4,302 Suzuki Motorcycle India Pvt Ltd (Hayate, Slingshot) 4,927 3,152 TVS Motor Company Ltd (Victor GLX, Flame, STAR CITY 125) 2,066 3,693 Total 110,715 170,719 B4: Engine capacity 250cc and above Bajaj Auto Ltd (Boxer,Discover, Pulsar) 78,780 72,264 Hero MotorCorp Ltd (HERO ACHEIVER, HUNK, CBZ X-TREME, IMPULS) 21,870 21,538 Honda Motorcycle & Scooter India (Pvt) Ltd (CB Unicom, Dazzler, CBR 150R) 12,393 18,738 India Yamaha Motor Pvt Ltd (FZ, Fazer, SZ, R15) 27,348 30,518 Suzuki Motorcycle India Pvt Ltd (GS150R) 1,010 878 Total 141,401 143,936 B5: Engine capacity >150cc and less than equal to 200 CC Bajaj Auto Ltd (KTM, Pulsar) 9,126 10,229 TVS Motor Company Ltd (Apache) 15,594 13,970 Total 24,720 24,199 B6: Engine capacity >200cc and less than equal to 250 CC Bajaj Auto Ltd (Pulsar, Avenger, Ninja) 7,450 7,801 Hero MotorCorp Ltd (HERO KARIZMA) 3,791 3,910 Honda Motorcycle & Scooter India (Pvt) Ltd (CBR 250R) 900 802 Total 12,141 12,513 B7: Engine capacity >250cc and less than equal to 350 CC Royal Enfield (Unit of Eicher Ltd) (Bullet350, Twinspark, Bullet Electra twinspark, Thunderbird 5,689 7,978 Total 5,689 7,978 B8: Engine capacity >350cc and less than equal to 500 CC Royal Enfield (Unit of Eicher Ltd) (CLASSIC 500,BULLET 500 EFI, BULLET ELECTRA500EF 615 1,035 Total 615 1,035 B9: Engine capacity >500cc and less than equal to 800 CC Bajaj Auto Ltd (Ninja) 0 5 Total 0 5 B10: Engine capacity >1000cc and less than equal to 1600 CC H-D Moto Company Ltd 0 81 Honda Motorcycle & Scooter India (Pvt) Ltd (CBR1000RR, CB1000R) 0 0 India Yamaha Motor Pvt Ltd (R1, FZ1) 0 0 Total 0 81 B11: Engine capacity >800cc and less than equal to 1000 CC H-D Moto Company Ltd 0 23 Honda Motorcycle & Scooter India (Pvt) Ltd (VT1300, VFR1200F) 0 0 Suzuki Motorcycle India Pvt Ltd (Hayabusa) 0 0 Total 0 23 B12: Engine capacity >1600cc (TW) Suzuki Motorcycle India Pvt Ltd (Intruder) 0 0 Total 0 0 Total Motor Cycles/Step-Throughs 958,391 997,067 C: Mopeds: Engine capacity less than 75cc & with fixed transmission, big wheelsize>12” Engine Capacity<75cc Mopeds TVS Motor Company Ltd (MOPED) 59,400 68,989 Total 59,400 68,989 Total Mopeds 59,400 68,989 Total Two Wheelers 1,210,822 1,300,799 III Three Wheelers A: Passenger Carriers A1:No. of seats including driver not exceeding 4 & Max.Mass not exceeding 1 tonnes Atul Auto Limited 809 1,299 Bajaj Auto Ltd 41,704 33,240 Mahindra & Mahindra Ltd 4,012 3,395 Piaggio Vehicles Pvt.Ltd 10,318 8,292 Scooters india Ltd 389 139 TVS Motor Company Ltd 3,905 2,510 Total 61,137 48,875 A2: No.of seats including Driver exceeding 4 but not exceeding 7 & Max.Mass exceeding 1.5 tonnes Force Motors Ltd 29 56 Mahindra & Mahindra Ltd 0 0 Scooters india Ltd 234 98 Total 263 154 Total Passenger Carrier 61,400 49,029 B: Goods Carriers B1: Max.mass not exceeding 1 tonnes Atul Auto Limited 1,036 1,301 Bajaj Auto Ltd 666 1,015 Mahindra & Mahindra Ltd 1,505 1,527 Piaggio Vehicles Pvt.Ltd 5,038 3,727 Scooters india Ltd 499 148 Total 8,744 7,718 B2: Others Mahindra & Mahindra Ltd 535 168 Piaggio Vehicles Pvt.Ltd 0 5 Scooters india Ltd 263 115 Total 798 288 Total Goods Carrier 9,542 8,006 Total Three Wheelers 70,942 57,035 Grand Total of all Categories 1,627,039 1,721,627

* Exports of Ford indicate CKDs

Auto Monitor

35 Domestic Sales

Cumulative April-April

For the month of April 2011

Exports Cumulative April-April

2012

For the month of April

Cumulative April-April

11-12

12-13

11-12

12-13

2011

2012

11-12

6,578

4,640

5,608

4,324

5,608

4,324

149

188

149

12-13 188

1,655 26 31 96 4,808 92 60 6,768 13,346

1,335 7 NA 83 1,766 321 30 3,542 8,182

936 29 11 121 3,073 77 20 4,267 9,875

770 25 NA 146 1,539 277 55 2,812 7,136

936 29 11 121 3,073 77 20 4,267 9,875

770 25 NA 146 1,539 277 55 2,812 7,136

0 0 0 0 9 0 0 9 158

0 0 NA 0 2 0 0 2 190

0 0 0 0 9 0 0 9 158

0 0 NA 0 2 0 0 2 190

284 0 0 0 284

352 0 26 631 1,009

203 0 0 708 911

254 11 9 359 633

203 0 0 708 911

254 11 9 359 633

13 0 0 0 13

5 0 0 0 5

13 0 0 0 13

5 0 0 0 5

0 4 4

1 115 116

0 19 19

0 60 60

0 19 19

0 60 60

0 0 0

0 0 0

0 0 0

0 0 0

139 103 19 32 293

185 70 879 27 1,161

158 86 753 18 1,015

118 48 652 37 855

158 86 753 18 1,015

118 48 652 37 855

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

336 11 347 928 25,923 29,529

94 5 99 2,385 19,979 24,533

159 8 167 2,112 19,724 22,528

76 5 81 1,629 16,190 19,914

159 8 167 2,112 19,724 22,528

76 5 81 1,629 16,190 19,914

0 0 0 13 1,072 1,502

0 0 0 5 921 1,456

0 0 0 13 1,072 1,502

0 0 0 5 921 1,456

752 195 456 1,403

1,034 59 400 1,493

701 171 290 1,162

902 124 346 1,372

701 171 290 1,162

902 124 346 1,372

5 0 9 14

0 0 1 1

5 0 9 14

0 0 1 1

150 12 185 275 1,359 356 2,337

114 0 480 305 1,576 743 3,218

26 8 174 85 856 339 1,488

23 0 154 126 993 494 1,790

26 8 174 85 856 339 1,488

23 0 154 126 993 494 1,790

52 0 0 3 226 25 306

125 0 0 0 130 105 360

52 0 0 3 226 25 306

125 0 0 0 130 105 360

470 65 535 4,275

411 203 614 5,325

421 113 534 3,184

323 159 482 3,644

421 113 534 3,184

323 159 482 3,644

0 0 0 320

0 10 10 371

0 0 0 320

0 10 10 371

97 5,620 830 17,235 23,782

0 4,098 484 14,443 19,025

19 4,459 777 13,936 19,191

10 4,095 400 14,591 19,096

19 4,459 777 13,936 19,191

10 4,095 400 14,591 19,096

0 150 0 1,538 1,688

0 0 4 854 858

0 150 0 1,538 1,688

0 0 4 854 858

0 610 40

2,144 394 16

0 206 30

2,218 210 15

0 206 30

2,218 210 15

0 0 0

0 1 0

0 0 0

0 1 0

5,206 1,871 7,727

9,071 2,128 13,753

4,080 1,513 5,829

6,487 1,776 10,706

4,080 1,513 5,829

6,487 1,776 10,706

956 167 1,123

1,161 536 1,698

956 167 1,123

1,161 536 1,698

70 0 331 3 2,451 400 3,255

93 0 383 1 1,609 58 2,144

76 0 371 0 1,796 419 2,662

92 0 272 2 1,636 53 2,055

76 0 371 0 1,796 419 2,662

92 0 272 2 1,636 53 2,055

0 30 0 0 367 10 407

0 12 0 0 39 0 51

0 30 0 0 367 10 407

0 12 0 0 39 0 51

14 63 921 223 1,221 35,985 40,260 69,789

48 78 1,122 417 1,665 36,587 41,912 66,445

14 17 412 66 509 28,191 31,375 53,903

49 61 362 370 842 32,699 36,343 56,257

14 17 412 66 509 28,191 31,375 53,903

49 61 362 370 842 32,699 36,343 56,257

0 20 112 136 268 3,486 3,806 5,308

0 0 104 47 151 2,758 3,129 4,585

0 20 112 136 268 3,486 3,806 5,308

0 0 104 47 151 2,758 3,129 4,585

131 1,506 1,637

279 46 325

311 1,454 1,765

252 71 323

311 1,454 1,765

252 71 323

0 0 0

0 0 0

0 0 0

0 0 0

24,709 24,709

20,843 20,843

17,744 17,744

20,002 20,002

17,744 17,744

20,002 20,002

2,042 2,042

2,179 2,179

2,042 2,042

2,179 2,179

37,705 76,892 13,413 0 23,674 15,001 166,685 193,031

43,165 116,925 10,182 991 28,163 14,149 213,575 234,743

34,956 74,432 9,228 0 23,540 13,266 155,422 174,931

40,354 115,846 9,939 802 27,995 12,663 207,599 227,924

34,956 74,432 9,228 0 23,540 13,266 155,422 174,931

40,354 115,846 9,939 802 27,995 12,663 207,599 227,924

2,811 677 88 0 44 568 4,188 6,230

4,388 1,790 325 0 0 918 7,421 9,600

2,811 677 88 0 44 568 4,188 6,230

4,388 1,790 325 0 0 918 7,421 9,600

173,706

160,909

99,897

89,563

99,897

89,563

93,770

92,644

93,770

92,644

418,352

410,655

410,995

419,199

410,995

419,199

9,139

8,730

9,139

8,730

18,407 5,397

9,643 6,863

14,291 4,225

7,290 5,639

14,291 4,225

7,290 5,639

2,100 832

1,781 2,238

2,100 832

1,781 2,238

47,248 663,110

48,508 636,578

38,864 568,272

26,774 548,465

38,864 568,272

26,774 548,465

12,362 118,203

10,731 116,124

12,362 118,203

10,731 116,124

28,013 35,765 33,668 6,276 4,927 2,066 110,715

56,546 49,222 53,804 4,302 3,152 3,693 170,719

24,129 34,933 31,689 2,852 4,878 175 98,656

46,060 49,980 52,600 2,188 1,748 13,108 165,684

24,129 34,933 31,689 2,852 4,878 175 98,656

46,060 49,980 52,600 2,188 1,748 13,108 165,684

5,538 1,008 826 1,904 0 1,708 10,984

11,373 1,020 774 896 0 2,369 16,432

5,538 1,008 826 1,904 0 1,708 10,984

11,373 1,020 774 896 0 2,369 16,432

78,780 21,870 12,393 27,348 1,010 141,401

72,264 21,538 18,738 30,518 878 143,936

60,392 18,925 10,306 18,729 571 108,923

50,592 21,129 17,068 19,110 880 108,779

60,392 18,925 10,306 18,729 571 108,923

50,592 21,129 17,068 19,110 880 108,779

19,292 620 1,369 5,927 320 27,528

30,580 564 1,240 6,503 0 38,887

19,292 620 1,369 5,927 320 27,528

30,580 564 1,240 6,503 0 38,887

9,126 15,594 24,720

10,229 13,970 24,199

6,342 10,765 17,107

8,199 10,981 19,180

6,342 10,765 17,107

8,199 10,981 19,180

5,762 5,699 11,461

4,386 4,003 8,389

5,762 5,699 11,461

4,386 4,003 8,389

7,450 3,791 900 12,141

7,801 3,910 802 12,513

5,211 3,712 945 9,868

5,814 4,165 703 10,682

5,211 3,712 945 9,868

5,814 4,165 703 10,682

1,902 0 0 1,902

3,113 26 6 3,145

1,902 0 0 1,902

3,113 26 6 3,145

5,689 5,689

7,978 7,978

5,607 5,607

7,991 7,991

5,607 5,607

7,991 7,991

7 7

54 54

7 7

54 54

615 615

1,035 1,035

282 282

701 701

282 282

701 701

327 327

261 261

327 327

261 261

0 0

5 5

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0 0 0

81 0 0 81

0 6 7 13

85 3 7 95

0 6 7 13

85 3 7 95

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

23 0 0 23

0 0 0 0

15 1 8 24

0 0 0 0

15 1 8 24

0 NA 0 0

0 0 0 0

0 NA 0 0

0 0 0 0

0 0 958,391

0 0 997,067

0 0 808,728

1 1 861,602

0 0 808,728

1 1 861,602

0 0 170,412

0 0 183,292

0 0 170,412

0 0 183,292

59,400 59,400 59,400 1,210,822

68,989 68,989 68,989 1,300,799

59,351 59,351 59,351 1,043,010

67,582 67,582 67,582 1,157,108

59,351 59,351 59,351 1,043,010

67,582 67,582 67,582 1,157,108

185 185 185 176,827

170 170 170 193,062

185 185 185 176,827

170 170 170 193,062

809 41,704 4,012 10,318 389 3,905 61,137

1,299 33,240 3,395 8,292 139 2,510 48,875

740 12,391 2,917 8,049 265 850 25,212

935 11,997 3,326 7,704 221 1,002 25,185

740 12,391 2,917 8,049 265 850 25,212

935 11,997 3,326 7,704 221 1,002 25,185

20 32,158 202 1,998 0 2,711 37,089

40 26,914 18 549 0 1,902 29,423

20 32,158 202 1,998 0 2,711 37,089

40 26,914 18 549 0 1,902 29,423

29 0 234 263 61,400

56 0 98 154 49,029

0 0 218 218 25,430

0 0 108 108 25,293

0 0 218 218 25,430

0 0 108 108 25,293

42 0 0 42 37,131

42 0 0 42 29,465

42 0 0 42 37,131

42 0 0 42 29,465

1,036 666 1,505 5,038 499 8,744

1,301 1,015 1,527 3,727 148 7,718

982 525 975 4,819 331 7,632

1,247 355 1,126 3,396 265 6,389

982 525 975 4,819 331 7,632

1,247 355 1,126 3,396 265 6,389

0 0 136 127 0 263

10 0 4 237 0 251

0 0 136 127 0 263

10 0 4 237 0 251

535 0 263 798 9,542 70,942 1,627,039

168 5 115 288 8,006 57,035 1,721,627

519 0 212 731 8,363 33,793 1,338,430

207 0 97 304 6,693 31,986 1,472,385

519 0 212 731 8,363 33,793 1,338,430

207 0 97 304 6,693 31,986 1,472,385

0 0 0 0 263 37,394 262,172

0 12 0 12 263 29,728 265,553

0 0 0 0 263 37,394 262,172

0 12 0 12 263 29,728 265,553

Auto Monitor

CLASSIFIEDS

36

4 JUNE 2012

Anticorrosive Equipment Pvt. Ltd. Foundry Division

Capabilities Machine Molding Sand Core Shooter Green Sand Molding No Bake Process 200kg/hr melting Mechanized Pouring 6ton/hr sand plant Mold Box - custom size Parts weight 2kg-135kg Fettling Facility Vibro Finish CNC Machining VMC Machining Pattern Making Carbon Silicon Analyzer Spectro Analysis

Materials Cast Iron S.G. Iron

Quality Sand Casting Parts

We specialize in manufacturing 2kg-135kg sand cast parts as per requirement. Our highly mechanized plant is best suited for low weight high quantity parts to meet growing need of Indian Auto Industry.

Anticorrosive Equipment Pvt. Ltd. Foundry Division 730/731, G.I.D.C. Phase II, Gundlav-396 035, Dist: Valsad, Gujarat, India.

Ph: +91 99099 19155 www.anticofoundry.co.in info@anticofoundry.co.in

The leading source for automotive parts, components & accessories.

4 JUNE 2012

Auto Monitor

CLASSIFIEDS

37

triveni RUBBER

Achieving Excellence Through Technical Innovation

Tej Control Systems Pvt Ltd Plot No.329/331, Road No.25, Wagle Industrial Estate, Thane(W) - 400 604.

Tel. +91 22 2583 8191 to 98, Fax: +91 22 25838199 Email: tivs@tejcontrol.com, vision@tejcontrol.com Website: www.tejivs.com

ADVERTISERS’ LIST Advertisers’ Contact Details Ace Manufacturing Systems Ltd

Pg No 40

Advertisers’ Contact Details Ecocat India Pvt Ltd

Pg No 25

Advertisers’ Contact Details Indian Machine Tool Mfgr’S Association

T: +91-80-28360508

T: +91-129-4266500

T: +91-80-22731625

E: ams@bgl.vsnl.net.in

E: alok@ecocatindia.com

E: director@amttf.in

W: www.amsindia.net

W: www.ecocat.com

ADEA

8

W: www.adea.in Ask Me

33

Exxon Mobil Lubricants Pvt Ltd

W: www.facebook.com/AskMe.infomedia18

T: +91-80-22999228

17

T: +91-124-4014060

5

27

Prism Surface Coatings (P) Ltd T: +91-08110-417999 E: sales@prismsurface.com W: www.prismsurface.com

15

Tata Motors Ltd. T: +91-22-66561866 E: charu.gulati@tatamotors.com W: www.tatamotors.com

7

3

Weiss Technik India Pvt Ltd T: +91-40-23224910 E: sales@weissindia.com W: www.weissindia.com

9

37

Yamazaki Mazak India Pvt Ltd T: +91-2137-668800 E: sudhir_patankar@mazakindia.com

18

2

T: +91-9313137970 W: www.kamalenvirotechgroup.com M And M Auto Indus Ltd T: +91-124-4763200

19

Greaves Cotton Limited T: +91-22-24397575

E: info@coatecindia.com

E: rahul.rao@greavescotton.com

29

W: www.mandmsprings.com

W: www.greavescotton.com

W: www.coatecindia.com 11

Haas Automation India Pvt Ltd

E: corporate@mandmsprings.com

Metro Tyres T: +91-120-4147414 23

Micromatic Machine Tools

T: +91-22-24926660

T: +91-22-66098830

T: +91-80-41492285

E: info@deluxbearings.com

E: indiasales@haascnc.com

E: mmtblr@acemicromatic.com

W: www.deluxbearings.com

W: www.haascnc.com

W: www.acemicromatic.com

FIC : Front Inside Cover BIC : Back Inside Cover BC: Back cover

Ningbo Jialilai Machinery Manufacture Co., Ltd 10 T: +86-574-8823-0727 E: bennyjin@chinajll.com W: www.chinajll.com Osram India Pvt Ltd. T: +91-9871474036 E: pankaj.pandey@osram.com W: www.osramindia.com

39

T: +91-2827-287081

E: enquiry@kamalcedsolution.com

T: +91-253-6618100

T: +91-160-2648700

Delux Bearings Ltd

20, 30

W: www.jyoti.co.in

W: www.foxindia.net

W: www.jetfindia.in

31

T: +91-80-66246600

Kamal CED Solutions Llp

E: sales@foxindia.net

E: rachna.jindal@cii.in

Coatec India

Fox Solutions

Nagata India Pvt Ltd T: +91-124-4369592 E: prao@nagata.co.in W: www.nagataindia.com

E: info@jyoti.co.in

E: kaushil.ganguly@exxonmobil.com W: www.exxonmobil.com

14

28

W: www.imtma.in

W: www.boschindia.com Confederation Of Indian Industry

Indian Machine Tool Mfgr’S Association

Jyoti Cnc Automation Pvt. Ltd.

T: +91-124-4951300 13

Pg No

E: augustin@imtma.in

E: engexpo@infomedia18.in W: www.engg-expo.com

E: twitter.com/AskMe_35555555

Advertisers’ Contact Details

W: www.amttf.in

T: +91-09819552270 21

T: +91-35555555

Bosch Limited

Engineering Expo

Pg No

1

W: www.mazak.com

Our consistent advertisers

Auto Monitor

38

THE OTHER SIDE

Getting Personal with PM Patel, Managing Director, ABC Bearings Ltd If not in the industry, where would you be?

No time to think of such matters. Have been in the industry since returning back from education in USA and received training of two years in industry What car do you drive? What do you dream of driving?

BMW 5 Series. Happy with what I have. Only need transport from point A to point B Your most recent indulgence…

Work What are you currently reading?

The Budget implications!

What are you doing when not talking about the industry?

Talking to grandkids Outdoor activity you would miss office for…

Golf Where did you go for your last holiday?

Thailand You get angry when…

Things are not done in a proper and decided manner What is the one thing you would like to change about you?

Quite content with what I am

Illustration: Sachin Pandit

Best thing to have happened to you…

Returning to India

4 JUNE 2012

In Person PM Patel is a graduate from Mumbai University and MBA from US. He has been associated with the company since the last three decades.

He is working in the capacity of Managing Director since 1991. He has been responsible for the operations of the company under the superintendence, dence, direction and control of the Board. Under his leadership, the company has grown own manifold.

Due to his expertise in the management, the company has built robust ust brand equity through sustained quality ty standards in its products.

He is the Director of Elecon Engineering Company Limited, imited, Eimco Elecon (India) Limited, mited, Power Build Limited, Emtici tici Engineering Limited and nd other group companies.

He is also a Director of NSK-ABC Bearings Limited, a joint venture company with NSK Ltd, Japan.

An experience I won’t forget…

My golfing trip to Thailand for a week with my usual four ball

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

40