auto monitor - 1-15 march 2012

Auto Monitorwww.amonline.in1-15 March 2012Vol. 12 No. 04 56 Pages ` 50

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

“EUFTA GIVES UNFAIR ADVANTAGETO FEW OEMS”

INTERVIEW

Pg 8Pawan Goenka, President, Mahindra & Mahindra Pg 14

Abhishek Parekh Mumbai

Au r a n g a b a d - b a s e d Kohler Engines, one of the leading suppliers of light engines to Small

Commercial Vehicles (SCVs) seg-ment, is looking to introduce its new generation engines in 1.9 to 2.5 litre range for the CV segment. Kohler is already in the proc-ess of launching these engines in Europe and North America under Kohler and Lombardini brands and the company is likely to localise the engines in India so as to benefi t from higher volumes and competitive costs.

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

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

Expansion & Penetration In addition to exploring new

segments within the agriculture and construction equipments, the company is also looking to offer higher capacity genset solutions compared to its existing range.

“We are looking to have a deep-er penetration in the agriculture segment but our promotional effort has not been aggressive. Tractors and power tillers are growing segments and we are looking to have a major presence in the segment,” said Mukherjee. He added that gestation period between plans and commercial production for tractors is close to around eight months to a year and the company is work-ing with several tractors makers for forthcoming models. It will be commencing supplies to Kerala Agro Machinery, a South India-based tractor and agri-

cultural equipment supplier for tractor engines.

“A major proportion of our vol-umes will continue to come from SCV segment as it is an under-penetrated market. The choice in terms of features and tonnage capacity in the small commercial vehicle segment is very limited. We are likely to see a prolifera-

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

The major propor-tion of the company business comes from SCV segment for gasoline and diesel engines. It recent-ly com menced supplies to construc-tion equipment and

agriculture segments. Additionally, it also caters to

fi ve to 7.5 Kva genset segment in the domestic market.

Mukherjee added that Kohler would be the only brand visible in the Indian market even as Kohler has continued with the Lombardini brand in some of the markets globally.

Shambhavi Anand New Delhi

With an ambition to expand its presence from commuter seg-ment to sports and

powerful high speed bikes suit-ed for markets across the globe, Hero MotoCorp Ltd announced a strategic alliance with Eric Buell Racing (EBR), US, for multiple types of collaboration.

After ending its alliance with Honda, HML has signed a technology deal with the US two-wheeler manufacturer. The Indian manufacturer will also receive design support for future models. “Some of the design and technology aspects of EBR will trickle down to our existing products from as soon as 2013,” Managing Director and CEO, Hero MotoCorp, Pawan Munjal said.

The hybrid scooter, Leap, was also developed in collabo-ration with EBR. Chairman &

CTO, EBR, Eric Buell said, “Our Indian partner has given us some challenging briefs and we are working towards it. We will not bring any of our bikes indi-vidually to the Indian market.” EBR is a specialist in customised

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

DATA MONITORDomestic Top 5 PV-makers

Sector Jan-11 Jan-12 Change

MSIL 100,422 101,047 0.62%

TML 34,688 40,213 15.93%

HMIL 30,306 33,900 11.86%

M&M ^ 17,209 22,444 30.42%

TKM 9,185 17,395 89.38%

Domestic Top 5 2W-makers


HML 457,362 506,426 10.73%

BAL 192,026 202,214 5.31%

TVS 142,227 153,104 7.65%

HMSI 118,184 177,159 49.90%

IYM 21,974 26,300 19.69%

Domestic Top 5 CV-makers


TML 35,787 40,171 12.25%

M&M 10,192 11,256 10.44%

ALL 6,880 9,151 33.01%

VECV Eicher

3,357 3,551 5.78%

FML 1,888 1,870 -0.95%

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

Kohler to introduce higher capacity engines

Hero MotoCorp to ride on racing track

INDIA: THE EFFECTS OF FUEL SUBSIDIESSTUDY

01020304050607080

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

Tata Motors plans to sell 5,000 units of its newly launched Sumo Gold each month from April

this year. Within four months, the company has sold more than 9,000 vehicles and has gained momentum in the SUV seg-ment. Sumo Gold is powered by CR4 engine that is developed by Tata Motors for achieving better mileage and delivers an output of 85Ps, which is the most powerful SUV in its category.

According to Head, Utility

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

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

Dhar also indicated that the company will be ramping up its capacity as and when required. Currently, it is producing 3,000 Sumo variants monthly from its Pune plant.

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

Chennai

Tata Sumo Gold launched in Nov’11

Sudipto Mukherjee

Does the alliance with EBR mean that Hero MotoCorp will bring in superbikes?

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

Will this be the only tech-nology alliance? Will there also be sharing of ownership?

No. We will have sever-al alliances. And there will be no sharing of ownership.

What kind of brand-ing will be done if you go to other interna-tional markets together?

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

What are the other bene-fi ts of this alliance?

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

Pawan Munjal, CEO, Hero MotoCorp

EDITORIALEDITORIAL

Proactive budget needed

Its budget time again and every industry and sector is waiting for the annual ritual. The auto industry per se is facing several issues including non-availability of skilled manpower, supporting infrastructure and the

increasing raw material prices while facing the pressure that is mounting in terms of increased expectations from customers, the localisation drive, thinning margins and fi erce competition.

Availability of power is a serious issue in quite a few states in the country—though the respective state governments sign agreements with vehicle manufacturers for continuous power supply, the component manufacturers have never been cov-ered. This discrepancy affects the profi tability of component manufacturers who are already operating on thin margins, as they resort to in-house power generation. Roads and rail net-works and ports play a vital role in the overall development of the economy and will support growth and development of the Indian automotive industry that is expanding to global scales. The government should look at removing these bottlenecks for the industry to leapfrog to the next level.

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

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

ply constraints for diesel engines. This is a cause of concern for the government as diesel is a heavily subsidised commodity. Less than two years ago, the government deregulated pet-rol prices. And it was supposed to give the oil companies a free hand in pricing petrol according the international crude prices. However, it was not happening to a large extent due to government’s infl uence, as it is a major shareholder in the three major oil companies—IOC, BPCL and HPCL.

As the government continues to be politically instable, it had to infl uence petrol pricing. The oil companies were expecting deregulation of diesel also when it was done for petrol. The diesel price cannot be increased as it is used largely by the transportation segment, which is the wheel of the economy. The increase in operating costs will fuel infl ation further. The problem for the government was aggra-vated with more diesel cars being sold than petrol. Since it is not possible to have dual pricing for passenger cars and commercial vehicles, the government is mulling options to increase the taxes and duties on diesel passenger cars. The industry is divided as one section believes that it is a regres-sive step, while the other thinks that it is manageable.

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

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

Carlos Ghosn, Renalut Nissan, Chief Executive

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

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

Auto Monitor

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CONTENTS

THE OTHER SIDE

GM workers to be shifted to 401(k) plans 38GM is ending traditional pensions for all US salaried employees and replacingthem with more common defined-contribution, or 401(k), plans

Peugeot, GM looking for alliance in Europe 38GM and France’s PSA Peugeot Citroen are in talks to combine some activities to cut their costs in Europe, where both automakers are losing money

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

CORPORATEForce Motors to launch MPV on Mercedes Viano platform 10Force Motors is looking to sell Multi-Purpose Vehicles (MPV) under licensing arrangement with German car major Daimler by the end of next year

Lanxess for deeper engagement with Indian suppliers 12Lanxess is counting on providing reliable solutions to automotive component makers and OEMs in addition to making an effort on offering competitive price

Honda, Maruti top losers in April-Jan 2012 17Honda and Maruti were top losers in a slowing passenger car segment in India as increasing preference for diesel cars and tight financing impacted car sales

BorgWarner to supply next-gen thermal management systems 20BorgWarner is looking to increase localisation of electromagnetic fan drives in India to become more competitive and grow volumes in the automotive segment

HMSI doubles capacity of Tapukara plant 21Honda Motorcycle has increased the capacity of production at its Tapukara plant to help in doubling the capacity of this plant to 12 lakh units

HSCI aims for peak production soon 23Honda Siel Cars India has resumed two shift operations at its plant in Greater Noida after working under severe production constraints since November last year

ExxonMobil Chemical to develop products in Bangalore 26ExxonMobil is expanding its Bangalore centre for testing and compound development with more professionals towards product development for the domestic and global needs

54

GLOBAL WATCH

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

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

It introduced S80, S60 and SUV XC60 with fi ve cylinder turbo D3 diesel engine at `23.99 lakh, `31.99 lakh and `33.99 lakh respectively (ex-showroom Delhi). Designed to deliver 163 horsepower with 400 nm torque, the D3 variants of the three cars will deliver a mileage of 18.5 kmpl, 17.8 kmpl and 14.7 kmpl respectively, the company claims. However, it has no immediate plans of opening any new dealer-ships. Ernberg said, “Opening new dealerships is a part of the long term strategy. Currently, we are focusing on professionalising the ones we have now. We will also assess the cities that require our outlets.”

Volvo cuts engine size, price-tag

Auto

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21

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

Wheels that endured at Baja SAEIndia 2012 28The fifth edition of the Baja SAEIndia 2012 saw participation from 80 engineering colleges across the country in the final endurance test

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

Auto Monitor

81 - 15 MARCH 2012

I N T E R V I E W

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

Whenever we are doing a basic acquisition, we look for three things, the most important being how a company fi ts in strategi-cally with our long-term strategy and plans. If the company is not strategically fi t, it doesn’t matter how good or bad it is, or what the purchase price is, we will not look at it. The second thing that we always look at is how different-ly we will manage the company from how it was being managed by the previous management. Therefore, this is why we think about the difference in manage-ment that is going to be suffi cient to turn the company around. The third is that we see what value we are getting from the company in terms of the overall business plan, business case and how much money we have to pay. And also, the value that we are getting in terms of R&D and profi t mar-gin. I think these are the major factors that we look at.

What kind of benefi ts do you think you will get from acquir-ing SAAB Automobile?

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

we are going to pursue a com-pany which has all three things to offer. I cannot say wheth-er we have or not have interest in SAAB.

How are you going to posi-tion the Ssangyong products in India?

The first vehicle we are launching is Rexton, which is the most premium Ssangyong product. It will come to India in the premium segment, the seg-ment beyond our XUV 500 and in the price range of `15-20 lakh. The vehicle will be CKD from Korea while the exact price will be announced at the time of the launch. The vehicle will compete in a niche segment, which is not very large in India, only about 2,000 units a month. We will try that with the right kind of pric-ing, we get a reasonable market share in this segment.

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

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

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

The EVs are still not doing well specially because of the lack of infrastructure. What kind of expectations do you have from NXR?

The potential of the vehicle will depend largely on what kind of pricing we are able to do, and the pricing will depend on what kind of incentive the government of India is offering under its pro-gramme of popularising EVs. I am hopeful that, we will launch the vehicle at a price where the customer would fi nd value. And if that is the case, then I think there will be a good demand for this vehicle. Infrastructure is impor-tant undoubtedly, but it’s not a go-no-go for buying an EV.

In most cases, those who buy EVs will charge it at their homes or offi ces and those buying for commercial use need the infra-structure. To expect that the infrastructure should be in place before the vehicles are launched is too much to expect. I think once the vehicle population is there, the infrastructure will come automatically. My primary worry is not so much about infra-structure, but more about what kind of incentive the government of India is giving.

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

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

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

Why is the Indian automo-tive industry so nervous about EUFTA?

First of all, the government of India has not made any state-ment about it. I mean whatever is being talked about is specula-tion by the people, media and the news coming from outside India. Having said that, the industry is unanimously opposed to this move because of two primary reasons—one is that if we do it for EU then that gives unfair advantage to one set of com-panies, while there are many other countries from where the car manufacturers have invested in India. Hence when doing it for EU, do it for other countries also.

The second factor is that there are enough examples all over the world where if you make imports eas-ier, then investments in the country slows down drastically, which will have its impact on the economic growth. Because just bringing in vehicles and sell-ing them is not going to provide economic growth in the coun-try. The investment in manufacturing, the ancillary units that comes along with

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

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

The overall material costs vary between 70 to 80 percent. I think for Mahindra, right now for the tractor and automo-tive together, the material cost is probably around 70 percent and keeps going up every year as the commodity price is going up every year. We are not able to pass on 100 percent of that to the customers. That’s the reality

we have to live with. We will do some kind of

fi xing by increas-ing volumes and value engineer-

ing, which will provide some respite.

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

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Auto Monitor

101 - 15 MARCH 2012

Force Motors Ltd is look-ing to sell Multi-Purpose Vehicles (MPV) under licensing arrangement

with German car major Daimler by the end of next year.

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

He added that the arrangement with Mercedes entails that an entire man-ufacturing line will be shifted to Force Motors’ Pune plant to enable the com-pany to offer the vehicle under license from the German car major.

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

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

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

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

Mercedes Viano to debut as Force Motors MPV

Megatrends to catalyse Schuler growth

Bhargav TS Chennai

C O R P O R A T E

Schuler AG is planning to aggressively focus on the automotive industry by following certain meg-

atrends that will crystallise its approach better. The megatrends followed by automotive industry include going green and to stay connected. Besides, the compa-ny, which is signifi cant player in metal forming technology, plans to focus on emerging markets including India and China.

Speaking to Auto Monitor, the Member of Board, Schuler AG and Chairman of Schuler India, Markus Ernst said, “We have to follow megatrends, and we cannot refuse them. It’s not a question whether we do it or not; it’s the question of how we do it and what meg-atrends are more relevant for us.” He pointed out that the company’s latest technology offering—‘Servo Press’ helps reduce the energy cost by up to twenty percent through which it follows the megatrend of going green.

Ernst said the company’s intent to follow emerging mar-kets like India and China is to not only to cater to the require-ments of the several industries, but also to look at options to localise the machines. According to him, the custom-ers’ expectations of demanding high technology at affordable cost no more lies with India but across the globe; and localisa-tion will help it manage better.

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

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

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

India Focus

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

the latest SUV from Mahindra—XUV500 has been manufactured by Schuler’s press lines, Ernst pointed out. On the component sourcing, Ernst said the com-pany has a dedicated team to honour requests generated out of Schuler’s facilities in Germany and few markets including Brazil and China. The company has already sourced components worth up to Euro 200 million and it hopes to increase it signifi cant-ly, he concluded.

T Murrali Bangalore

Force Motors Traveller Assembly Line

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

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

Manufacturing Footprint

Markus Ernst, Member of Board, Schuler AG & Chairman, Schuler India Servo Press for Automotive

Auto Monitor

121 - 15 MARCH 2012

Lanxess for deeper engagement with Indian suppliers

C O R P O R A T E

Given the growing cost related pressures, Lanxess is counting on providing reliable

solutions to automotive compo-nent manufacturers and OEMs in addition to making an effort on offering competitive price.

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

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

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

looking to offer value preposition including access to R&D, exper-tise and best practices.

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

material technologies to any interested customers. Weight reduction efforts and quest for next generation technologies is driving the business in growing automotive markets including India. The company is looking to offer plastic based material solu-tions for entire front end modules and other parts that are currently done with metal parts.

Our Bureau New Delhi

Greaves Cotton Limited rolled out its three millionth light die-sel engine marking a

major milestone in the company’s journey as a engine manufactur-er and supplier.

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

The company has a dedicat-ed technology centre, which designs and develops eco-friendly diesel engines. The light diesel engines are manu-factured in the range of four-20 HP range find applications in automotive, marine and indus-trial applications.

Greaves Cotton crosses three million production milestone

Lanxess was looking to supplement raw material sources through local means, but is now looking to continue tapping its global supply chain,

which is cost effective

Cogeneration plantEmergency Communication Centre

Offgas Incineration plant

Our Bureau Mumbai

Auto Monitor

A U T O P I N I O N141 - 15 MARCH 2012

Outside of Europe, India is one of the most prominent mar-kets for diesel powered

light vehicles and this eminence is the result of long-stand-ing policy support. But, with pressure to remove fuel price controls mounting, India’s auto-motive sector is approaching a pivotal crossroads.

Policy BackgroundTo shield the Indian economy

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

Petrol Deregulation Gives Rise To Diesel

Given signifi cant price imbal-ances and rising global oil prices, the government announced revi-sions to national fuel policy in mid-2010 beginning with petrol, which was implemented a year later. Deregulation increased the

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

Recognising this market disturbance and the heavy expense of diesel subsidies, the government is debating die-sel deregulation/taxation in its forthcoming annual budget. As a result, future automotive investment decisions are being clouded and further complicat-ed by the adoption of LPG and compressed natural gas (CNG) vehicles, evidenced by New Delhi and Mumbai’s transport and taxi fl eets. Regardless of the ultimate policy action, India’s skewed fuel demand patterns will likely be subject to change.

Developing A Long-Term Market View

Although the current situ-ation has brought near-term uncertainty to India’s automo-tive operating environment, Autofacts’ expectation that

India’s light vehicle market will increase from $2.8 million in 2011 to $6.5 million by 2018, emphasises the importance of long-term strategic planning. At 2018’s forecasted market level, the difference between a diesel penetration level of 50 percent (an extrapolation of the cur-rent trajectory) or 30 percent (its former level), is 1.3 million units. Such a margin is a power-ful lever on investment related to product planning, technology development, supply chain man-agement, export capacity, and/

or infrastructure. This dynamic illustrates the profound infl u-ence that government policy has on the fundamentals of automo-tive sector growth.

(PwC Autofacts)

India: The effects of fuel subsidies

India spent nearly $16.7 billion on subsidising all

petroleum products during FY2011 (Apr

2010-Mar 2011). Petrol price deregulation

was implemented in June 2011, bringing estimated subsidy spending down to ~$11.5 billion for

FY2012 (Apr 2011-Mar 2012), while diesel

deregulation has been postponed

Policy reform underpins fuel duelIndia: Retail Price of Transportation Fuel2012YTD (rupees per litre*)

01020304050607080

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

*Exchange Rate: $1 = Rs49.06

Petrol Price Premium (R Axis)Petrol Diesel

Auto Monitor

171 - 15 MARCH 2012

Honda, Maruti top losers in April-Jan 2012

Honda Siel Car India (HSCI) has recorded the maximum fall of 32 percent in the cumu-

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

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

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

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

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

GM experienced a marginal fall in cumulative sales in April-

January 2012 with 71,533 units. GM sold around 300 less cars when compared with the same period last year. During April-January 2012, the cumulative sales of Ford India dipped by four percent at 73,401 cars compared to 76,284 car during the same period last year.

Nabeel A Khan New Delhi Comparative Analysis Of OEMs

In order to bridge the gap between the academia and the industry, Hi-Tech Robotic Systemz, a robot-

ics and automation arm of the Delhi-based Hi-Tech Group, has set-up a robotics lab in the Delhi Technology University (DTU), which formerly was Delhi College of Engineering (DCE).

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

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

Since robotics is an amalgamation of various disci-plines—electronics, mechanics, computer science- such a lab can benefi t students from diverse areas of interest. He added, “We are building courses and study material for experimentation using hi-end sensors and robotic kits around them. Students can use them, which can help ignite their creativity.”

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

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

Hi-Tech Robotic to strengthen academic partnership Shambhavi Anand

New Delhi

Change

Hi-Tech Robotic Systemz has started

a robotics lab in the premises of the

institution and is running live projects there for the students

to learn more from the industry

Anuj Kapuria, Director, Hi-Tech Robotic Systemz

C O R P O R A T E

Auto Monitor

181 - 15 MARCH 2012

PTC increases focus on SMBsC O R P O R A T E

As a part of its new go to market strategy for India, Boston-based product life cycle man-

agement service provider, PTC, has increased the number of its small and medium sized custom-ers signifi cantly. The new model comes as a solution for better penetration in Tier II and Tier III cities.

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

ated products and solutions for them,” Somani added.

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

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

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

The two most important products of PTC are Winchill and Creo. Winchill is a PLM solu-tion, which focuses on product analytics and quality manage-ment and manages all product deliverables including documen-tation and service information thereby bringing significant value from the aftermarket serv-ices. Another important product is Creo, which is designed to solve the unaddressed problems remaining in the mechanical CAD market.

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

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

It has presence in all the smaller automotive destinations such as Jamshedpur, Rajkot, Nasik, Aurangabad, Ludhiana, Indore, Pitampur, Coimbatore apart from Pune, Chennai, Delhi and NCR and Bangalore. The new business model has helped the company in achieving a growth of 37 percent last year. Some of the customers are Sona, Rane, TRW, Minda, Rico, Sona Steering, TVS Group, Tata Motors, John Deere and TAFE.

The software manufactur-er is bullish about growth in India and its SMB sector mainly because “innovation is shifting to suppliers and with them get-ting more organised and process focused products like ours will help in making difference.”


Ring Plus Aqua, the auto components manufac-turing arm of Raymond has recently acquired 78

percent stake in Trinity India—a Pune-based forged component manufacturer—for ̀ 54 crore. The company hopes that the acquisi-tion will provide added revenue of `80 crore during the current fi nancial year.

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

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

Trinity India is based in Pune and has four manufactur-ing locations with a capacity of 12,500 tonne. The company sup-plies components to auto majors like Ford, Maruti Suzuki, Tata Motors, Fiat, Bosch, Eaton and Dana . The Indian forging indus-try is estimated at about $2.9 billion, while the global indus-try is valued at over $115 billion. The company hopes that the expansion into forgings will also provide an opportunity to look at the fast developing non-auto sec-tors like power, aviation, defence and nuclear equipment.

Ring Plus Aqua acquires Trinity India

The two most important products of PTC are Winchill

and Creo. Winchill is a PLM solution, which manages all product deliverables. While Creo is designed

to solve unaddressed problems in the

CAD market


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

Harshal Jayavant, President, Engineering Business, Raymond

Auto Monitor

201 - 15 MARCH 2012

BorgWarner is looking to increase localisa-tion of electromagnetic fan drives in India to

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

It aims to enhance its net-work of partners and suppliers in its objective of emerging as thermal management solution provider.

Such a position in the auto-motive market would imply a company providing systems as

well as supporting and associat-ed systems to an OEM customer. It would also imply deeper part-nership and association with customers including joint devel-opment programmes.

“Globally, our product intro-duction and development efforts

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

One of the key areas that com-pany has been working on is

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

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

It has major presence in driv-etrain and engine business and has notched around $6.5 billion in revenues globally. The compa-ny began localising its production with thermal systems in 2001. BorgWarner has been an early entrant in the thermal systems business in India and supplies to most leading OEMs.

BorgWarner to supply next-gen thermal management systems Bhargav TS &

Abhishek Parekh New Delhi

C O R P O R A T E

Karl Wagner, Vice President Sales, BorgWarner Thermal Systems

The company is looking towards next-generation products like ECU-based fan drives from bimetal fan drives to power its next stage of growth in markets like India(L&R) Viscose Fans

Auto Monitor

211 - 15 MARCH 2012

HMSI doubles capacity of Tapukara plant

Honda Motorcycle & Scooter India (HMSI), has increased the capacity of produc-

tion by starting a new line at its Tapukara (Rajasthan) plant. The new line will help in doubling the capacity of this plant by adding six lakh units (0.6 million) tak-ing the current capacity to 12 lakh (1.2 million) units. HMSI’s cumulative production capacity now reaches 28 lakh (2.8 million) units annually.

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

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

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

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

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

ly reduces energy consumption during production by employing environment friendly measures such as rain water utilisation and waste water recycling.

“The plant which started operations in July 2011 with ini-tial annual production capacity

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

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

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

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


Germany-based Pilz Gmbh plans to set-up its technical centre in Chennai by mid-

dle of this year to cater to the requirements of the automobile industry. The family owned com-pany has already entered into the Indian market by setting up a wholly owned subsidiary, Pilz India Private Ltd in Pune.

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

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

Pilz Gmbh President and CEO, Renate Pilz said, “We have devel-oped some products and devices that help to minimise accidents. Our fi rst step is to educate Indian customers about industrial safe-ty. While there is a potential in India especially for automotive industry, we will also focus on other sectors like steel, oil and gas and wind energy. Pilz pro-vides viable solutions to the most complex safety issues and thus helps companies to apply the best manufacturing practises”.

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

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

Chennai

The HMSI Team At The Inaugural Ceremony Of The Tapukara Plant

A Range Of Pilz Drive Technology Products

C O R P O R A T E

Auto Monitor

231 - 15 MARCH 2012

After working under severe production con-straints since November last year, Honda Siel

Cars India (HSCI) has resumed normal production with two shift operations every day at its plant in Greater Noida. The com-pany intends to roll out 370 cars per day from 15 February, 2012 and aims to achieve a produc-tion target of 440 units in the second week of resuming nor-mal production.

Clearing Backlog“Our top priority at the

moment is to reduce the backlog and closely work with our deal-ers to ensure prompt deliveries. We are hopeful to clear most of the current Brio bookings with-in March 2012 and deliver cars to our waiting customers. We will also be launching a comprehen-sive communication campaign to communicate the Brio avail-ability and increase activities at dealerships to enhance the touch -and-feel experience with the car,” HSCI, Senior Vice-President (Marketing & Sales), Jnaneswar Sen said.

Alternative SourcingThe vehicle manufacturer

has been facing severe produc-tion constraints due to fl oods in Thailand which disrupted sup-plies of critical components. It is now sourcing these components from other Asian countries like Japan and China. The production of the new City has already been resumed and more than 1,500

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

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

Civic and Accord. It has a capacity of manufacturing 100,000 units. HSCI has a second manufacturing facility in Tapukara, Rajasthan. It

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

HSCI aims for peak production soon

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

Around 281 Tata Motors author-ised dealerships participated in the camp across the country.

The Tata Sumo Care Camp covered the entire Tata Sumo range—Tata Sumo Victa, Tata Sumo Spacio, Tata Sumo Spacio Gold, Tata Sumo Grande and the recently launched Tata Sumo Gold. These care camps provide Tata Sumo owners with an oppor-tunity to service their vehicles and ensure that it is in the best of condition. Besides a compre-hensive free check-up, customers can avail of a 15 percent discount on labour charges and fi ve per-cent discount on original spare parts. The Tata Sumo Care Camp team also engage with customers on maintenance tips and inte-rior enrichment of the vehicle. Customers can also avail for var-ious schemes including exchange and extended warranty.

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

Tata Motors kicks off national service camp

Sourcing critical components from Japan, China Our Bureau

New Delhi

Our Bureau Mumbai

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

C O R P O R A T E

Auto Monitor

241 - 15 MARCH 2012

Ford India to continue retail expansion programme

HMSI opens ninth showroom in Chennai

Tata Motors Group global sales spikes 13 percent

Apollo to launch UHP passenger tyre at the Geneva Motor Show

C O R P O R A T E

Ford India plans to con-tinue its dealerships expansion programme during the current calen-

dar despite reaching 230 outlets recently. The sales and service network expansion follows the global preview of its new model—EcoSport at the Auto Expo 2012, which catalyses the company’s intent to go for further expansion this year.

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

Inaugurating MPL Ford

in Chennai, the President and MD, Ford India, Michael Boneham said, “Two years ago, we opened 26 dealerships in a day and this time we have opened 45 in a day,” cov-ering 123 cities now. After the launch of Figo, the company has been opening one sales and service outlets every ten days and close to 45 percent of the new sales and service facilities are positioned in Tier III and Tier IV cities. “Ford has started 2012 with a new promise; the path-breaking event being celebrated across mul-tiple dealerships in India signifi es that focus and is aimed to inspire

those willing and waiting to join the Ford family,” Boneham said.

Of the new sales and service outlets inaugurated across India, 20 will offer full 3S facilities, while 14 will be service workshops, providing a full line of after-sales services and 11 standalone sales showrooms.

Buoyed by the increasing sales, Honda Motorcycle & Scooter India (HMSI) has added another deal-

er to its network MPL Honda in Chennai. This is the ninth retail showroom for the company, which can offer sales, service and spares.

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

about 700 to 1,000 vehicles a month, in the next six months. The Chairman, MPL Group, S Ravindranathan said the 11,000 sq ft retail outlet is equipped to service upto 150 vehicles a day, he said. The group is involved in selling earthmoving machiner-ies such as front-end loaders, rear dumpers, hydraulic excavators and bull dozers and surface min-ers. In addition, it is selling UVs manufactured by M&M, PCs by Ford, small commercial vehicles by Ashok Leyland—Nissan and all terrain vehicle by Polaris.

Tata Motors Group g loba l sa les have increased by 21 per-

cent to 119,799 units in January 2012 as com-pared to previous year in the same month. The cumula-tive sales of the group including Jaguar Land Rover (JLR) for the fiscal grew by 13 percent at 985,260 units when compared to the corresponding period in 2010-11.

Global sales of all CVs—Tata, Tata Daewoo and the Tata Hispano Carrocera range stood at 53,014 units in Jan’12 with a 15 percent spike. Cumulative sales for the fi scal reached 478,339 units with growth of 17 percent. While sales of all PVs were at 66,785 units in Jan’12, which is higher by 26 percent over the last

year in the same month. Sales for the fi scal grew by 10 percent to 506,921 units.

Global sales of JLR in Jan’12 were at 29,293 vehicles, high-er by 44 percent over Jan’11. Jaguar sales was 4,547 units, up by 49 percent, while JLR sales were 24,746 units higher by 43percent. Sales of JLR for the f iscal are 245,705 units, higher by 25 percent and sales of Jaguar are 44,468 units, lower by three per-cent, while sales of Land Rover are 201,237 units, up by 34 percent.

At the 82nd Geneva Motor Show to be held from 8-18 March, 2012, Apollo Tyres will be launching

its ultra high performance sum-mer passenger vehicle tyre, in W and Y speed ratings. The com-pany will also be showcasing its entire range of tyres sold and available in Europe at the show.

The Apollo pavilion at the Geneva Motor Show, which is

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

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

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

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

Our Bureau New Delhi / Chennai

Our Bureau Chennai



PV 506,921 units48.5 %

CV 478,339 units51.5%

Michael Boneham, MD, Ford India inaugurating MPL Ford

Auto Monitor

261 - 15 MARCH 2012

ExxonMobil Chemical to develop products in Bangalore

Supercar maker Mosler Automotive up for sale

C O R P O R A T E

ExxonMobil Chemical (EMC) is expanding its Bangalore centre for both testing and com-

pound development by putting a compounding line with profes-sional chemists and engineers towards product development, for the domestic and global needs. The company provides chemical help for production of engineered plastic used in auto-motive sector apart from many other supports.

Without disclosing the exact fi gure, it said that the investment will be signifi cant, considering the growth and the potential of the Indian automotive industry. It called the expansion critical because India is one of the key

growth markets in Asia along with China. The company entered the India market in 2007, and is grow-ing over 100 percent every year against 50-60 percent of growth in China. The growth rate in India is faster than China today.

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

“India is a very exciting auto market and is very impor-tant for ExxonMobil Chemical’s future as well. So, what we are doing in India is to have an on-ground team of technical, market-ing, sales people interfacing with all the car companies, secur ing busi-

ness and they are supported by the global team,” Manager, Specia lt y Compou nd i ng Automotive Polyolefins, JR McKinley told Auto Monitor in an exclusive interaction.

The R&D technology centre in Bangalore focuses on marketing technical expertise and applica-tion technology development. The centre was set-up about a decade ago and it’s now becom-ing the automotive testing centre. So every product that it makes anywhere in the world comes to Bangalore for certifi cation. In the future, EMC will do prod-uct development in Bangalore as well.

“If you analyse, there are three million vehicles made in India in a year and there are 80 mil-lion vehicles made in the world. So India’s production as part of the world production is about four percent. Thus, we have a fair share in India based on produc-tion.” JR McKinley added.

Currently, the products are being manufactured in

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

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

The American supercar manufacturer, Mosler Automotive is looking for a buyer, after over

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

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

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

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

About Mosler AutomotiveMosler Automotive based

in Florida was founded in 1985 by Warren Mosler as Consulier Industries. It offers Mosler MT900, which can be custom fi n-ished. The company used to sell 12 cars a year based on orders. This super car has been consid-ered the world’s top performance car largely due to its low weight high strength construction. The Mosler MT900 weighs about 2,500 lbs plus fuel.

MT900 DevelopmentsMosler MT900 has debuted

ten years ago with carbon-fi ber chassis; rear wheel drive super-car and used a 350 hp (261 KW), mid-mounted GM LS1 engine.

Since then, the MT900 has under-gone several revisions to become the 2005 MT900S, which has 435 hp (324 kW) from its Corvette Z06-derived LS-6 V8, powering a 2,500 lb (1136 kg) car (with-out fuel). A Photon variant was also introduced with the car’s mass at 1,980 lb (900 kg). Then MT900R, a race prepared version of the MT900 and in 2003, it won the GTS Division of the Rolex 24 Hours at Daytona. In Europe, the MT900R has successfully raced and won in the British GT Championship, FIA GT Tourist Trophy races.

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

Nabeel A Khan New Delhi


Jim McKinley, Manager, Compounding Automotive Polyolefins Compounding, ExxonMobil

A Mosler Supercar

Auto Monitor

281 - 15 MARCH 2012

Wheels that endured at Baja SAEIndia 2012C O R P O R A T E

The fi fth edition of the Baja SAEIndia 2012 recently concluded at Pithampur NATRIP facility, near

Indore. The event witnessed par-ticipation from 80 engineering colleges from across the country in the fi nal endurance test.

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

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

Pawan Goenka said, “I am thrilled to witness the enthusiasm and passion from all the participat-ing teams with every edition of Baja. Competitions such as Baja SAEIndia play an integral role in the persistent quest for better designs, newer technol-ogy and more refi ned products. My heartiest congratulations to all the teams for putting in a stellar performance.”

The Low Weight Sustainability Award, which was introduced this year was bagged by IIT Bombay. The other award cate-gories like the Raftaar award was won by Maeer’s Maharashtra Academy of Engineering, Pune and the Maximum Acceleration Award by College of Engineering (COEP), Pune respectively. Jodhpur National University, Jodhpur won the Best Built Quality Award which was also a

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

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

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

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

tained and fun to drive prototype without any direct involvement from professional fabricators. However, the teams were free to design their own transmissions with the only restriction being the speed limit of 60 kmph.

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

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

Nabeel A Khan Indore

Land Rover will unveil a Range Rover Evoque Convertible Concept at the 2012 Geneva Motor

Show this month. The concept has been devel-

oped by Land Rover Design Director, Gerry McGovern and his team. The soft-top converti-ble concept is based on the Range

Rover Evoque Coupe. It features a fully retractable premium roof system with a Roll Over Protection System (ROPS). The concept com-bines capability and versatility with a drop down tailgate and a comfortable four seat package. The vehicle has been developed with Land Rover DNA at its heart, retaining key characteristics including a command driving position and all-terrain capability. The Evoque Convertible Concept will be revealed at Geneva as a design and engineering study. No production plans have been revealed as yet.

Range Rover Evoque convertible Our Bureau

Chennai

Teams Getting Ready At Baja

Auto Monitor

301 - 15 MARCH 2012

Volvo CE to add teeth to its plant capacity C O R P O R A T E

Volvo CE plans to invest `90 crore in its man-ufacturing facility in Bangalore for manufac-

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

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

this capacity will still be import-ed as the volumes are very low for that.”

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

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

The construction equipment

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

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

Bucket teeth are manufac-tured in high alloy steel castings to provide a dynamic combi-nation of impact and abrasion resistance, and special heat treat-ment increases longevity and effi ciency. It is also designed to maximise operator convenience and also provide excellent mate-rial penetration and increase overall productivity.

The company is also expanding and strengthening its distribu-tion network in India, which has grown from three dealerships in 1997 to today’s 14 dealers and 860 sales and service personnel. Tan said, “With demand up by 20 percent in 2011 alone, the Indian market is both expanding and maturing rapidly.”

Bhargav TS Bangalore

Clariant Chemica ls (India) Ltd is partnering with the Confederation of Indian Industry (CII)

and the Indian Chemical Council (ICC) to provide expertise and advice to minimise the dangers involved in the transportation of chemicals within the country. The overall aim is to provide a way forward for all stakeholders on this issue.

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

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

The seminar organised by the CII, the Department of Chemicals and Petrochemicals, Ministry of Chemicals & Fertilisers, Government of India, dealt with investment, challeng-es and imperatives for sustained growth of the chemical and pet-rochemical industry.

Clariant to partner with associations for safer transportation

Volvo CE is planning to bring

bucket teeth for its 21 tonne and 29 tonne excavators. This will be the first product from the company’s

Essential Parts line to be sold in the Indian market

Our Bureau Mumbai

Vincent Tan, Asia Region President, Volvo CEP

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Auto Monitor

321 - 15 MARCH 2012

C O R P O R A T E

Nissan to export “Caaar” to Middle East

After getting an over-whelming response for Sunny petrol, Nissan Motor launched its die-

sel version recently. In a short span, the company has received more than 4,000 bookings for its diesel variant and is planning to repeat the same success in the other markets too. The company will start exporting Sunny diesel to Middle East soon. At present, the company manufactures com-pact cars, Micra and Sunny at its Oragadam facility near Chennai, which has a capacity of produc-ing two lakh units annually.

“We will be exporting Sunny by March-end. Already we were exporting Micra to many coun-tries. Initially, Sunny will be

exported to the Middle East mar-ket. Currently, the plant’s annual capacity is two lakh units, which will be increased to four lakh units by March’12,” said Managing Director and CEO, Nissan India, Kiminobu Tokuyama. The petrol version of the Sunny is most likely to be exported in the beginning.

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

ing the quality standards of Renault-Nissan.

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

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

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

The diesel version of Sunny is only 70 kg heavier than its pet-rol sibling, with a kerb weight of 1,097 kg. It is also only about 90 kg heavier (less than 10 percent) compared to the Micra diesel. The issue with the vehicle is NVH, as it can be felt even inside the cabin, especially in the sec-ond and third gears. The clutch is bit harder, which is an impedi-ment for city driving.

When asked how the com-pany has mated with the same engine with different gearboxes in Sunny and Micra, a compa-ny offi cial said, “Even though Sunny and Micra share the 1.5 litre K9K engine, both have dif-ferent turbo chargers. In the case of Sunny K9K, the turbo charg-

er is designed to handle high engine performance require-ments such as high power of 63KW and torque of 200 nm. These technical fine-tunings enhances the driving experience while meeting the much needed fuel economy.” He also indicated that the gear ratio optimisation has been done taking into con-sideration, the weight of the vehicle, and the requirements of various driving terrains.

Bhargav TS Chennai

Mahindra & Mahindra is slowing down on exports and increasing produc-

tion capacity of its most sought after Sports Utility Vehicle (SUV) XUV500 to 30 percent by May’12 to feed the frantic demand in the domestic market. The homeg-rown manufacturer has lined up fi ve more products includ-ing mini SUV, Reva NXR and Ssangyong Rexton for launch this fi nancial year.

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

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

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

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

The company had re-opened bookings for XUV5OO from the 25 January-3 February, 2012 across 19 cities in India including Mumbai, Delhi, Chennai, Bangalore, Pune, Hyderabad, Kolkata, Ahmedabad, Chandigarh and Trivandrum. During the fi rst phase of launch in October 2011, the XUV500 had received over 8,000 bookings in just 10 days across fi ve cities, which compelled the company to freeze the bookings.

Exports cut for XUV500 Nabeel A Khan

New Delhi

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341 - 15 MARCH 2012

C O R P O R A T E

Maruti Suzuki India (MSIL) has expe-rienced a major contraction in the

marketshare in Passenger Car (PC) segment, according to the sales data released by SIAM recently. The carmaker’s mar-kets share has trimmed to 42.09 percent in the period of April-January 2012 from 49.14 percent in the corresponding period last year.

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

Rising StarToyota has increased its

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

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

Tata, Ford & HSCI Also HitAnother company that was hit

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

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

Stronger CompetitionThe current trend shows that

the new players are making their presence felt in the market with remarkable growth in sales. It could be inferred that it will be tough for MSIL to reclaim last year’s market share in the pas-senger car segment in India.

According to the latest sales data released by SIAM, it is indi-cated that Volkswagen, GM and Toyota are walking ahead strong-ly and will play an important role in breaking the market domi-nance of a few OEMs.

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

New Delhi

Hero MotoCorp seeks 10 percent of revenue from international market

Hero MotoCorp is look-ing at increasing its contribution from international mar-

ket to 10 percent in the next fi ve to six years. The two-wheeler maker is zeroing in on geograph-ical regions like Latin America, South East Asia and Africa for business opportunities.

Sen ior V ice-P resident (Marketing and Sales), Hero MotoCorp, Anil Dua said, “We hope to increase our internation-al business by 10 percent in fi ve to six years time”. He also added, as the name of the company sug-gests, it will not be restricted within two-wheelers but will also introduce new product to provide

affordable mobility solutions in the future.

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

Ramp UpThe company is also looking

at ramping up its production capacity and adding two new

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

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

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

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

Since the split, the biggest challenge that the company faces is in terms of technology hence the company has tied up with a number of companies for different needs in this field. It is working on beefing up its in-house research and devel-opment team. A team of 250 new engineers are working on developing two-wheeler tech-nology best suited for the Indian market.


Auto Monitor

S T U D Y 351 - 15 MARCH 2012

Vehicle Manufacturers (VMs) in Europe and North America have stepped up their game

in response to the smartphone threat—phones that have fl ooded the market with free apps focus-ing on areas such as Customer Relationship Management (CRM) and breakdown assistance, while others have created value-added apps such as remote start/stop.

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

This, in turn, is creating a interest in HMI elements as both revenue generator as well as brand differentiator. Concepts such as Chevrolet MyLink, GMC Intellilink are examples of this HMI response by automakers.

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

“Mobile apps in the con-sumer domain have created a revolution, emerging as a powerful alternative business model and revenue genera-tor for handset makers,” noted Frost & Sullivan Research Analyst. “Though a similar sit-uation cannot be envisioned for the auto market, standards such as MirrorLink and other developments are encouraging VMs to bet on smartphone apps. Added to this, the biggest driver this opportunity presents is the increased focus on HMI design and development.”

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

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

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

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

Connectivity, app stores, and

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

(Courtesy: Frost & Sullivan)

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

Mobile apps have created a revolution,

emerging as a powerful

alternative business model and revenue

generator for handset makers

Auto Monitor

A N A LY S I S361 - 15 MARCH 2012

8.55%

-25.58%

5.70%

84.23%

13.44%

157.67%

544.36%

92.45%

74.07%

-1.19%

Passenger Vehicles

Passenger Cars

OEMs 2010-11 2011-12

BMW* 3,171 3,442

Fiat 17,405 12,953

Ford 76,284 73,401

GM 71,820 71,533

HM 6,046 2,282

HSCI 50,609 34,337

HMIL 294,700 311,510

MR 7,840 14,444

MSIL 783,208 662,854

Merc 2,731 3,098

Nissan 8,450 21,773

Renault - 1,985

Skoda 16,700 24,065

Tata 206,091 199,540

TKM 11,157 71,891

Audi 1,205 2,319

VW 36,433 63,420

Total 1,593,850 1,574,847

MPV

OEMs 2010-11 2011-12

Force 176 139

M&M 67 20850

Maruti 132,674 118,320

Tata 42,291 50,624

Total 175,208 189,933

Commercial Vehicles Two-Wheelers

LCVs (PC+GC)

OEMs 2010-11 2011-12

ALL 554 4,108

Force 17,301 19,408

HM 289 158

M&M 84,098 103,605

MNAL 8,450 8,560

Piaggio 7,544 9,399

Swaraj 3,269 3,603

Tata 162,605 209,922

VECV - Eicher

5,825 7,622

Total 289,935 366,385

3-Wheelers (PC+GC)

OEMs 2010-11 2011-12

Atul 15,268 21,673

Bajaj 168,534 168,407

Force 138 11

M&M 50,648 57,240

Piaggio 166,205 155,557

Scooters 10,845 14,079

TVS 18,997 11,766

Total 430,635 428,733

M&HCVs (PC+GC)

OEMs 2010-11 2011-12

ALL 62,949 62,587

AMW 5,287 8,080

JCBL - 1

Daimler* 103 85

M&M 0 0

MNAL 848 2,489

Swaraj 6,017 6,356

Tata 151,157 165,710

VECV - Eicher

23,784 29,416

VECV - Volvo

852 567

Volvo Buses

453 550

Total 251,450 275,841

Scooter/Scooterettees

OEMs 2010-11 2011-12

BAL 27 -

HML 274,234 339,587

HMSI 734,503 964,104

M&M 2W

133,085 113,413

SMIL 186,101 225,117

TVS 356,293 425,283

Total 1,684,243 2,067,504

Mopeds/Electric

OEMs 2010-11 2011-12

TVS 572,498 633,108

Electrotherm* NA

Total 572,498 633,108

Motorcycles/StepThroughs

OEMs 2010-11 2011-12

BAL 1,989,377 2,152,455

HDMC 0 518

HML 4,027,742 4,705,683

HMSI 546,851 621,905

IYM 228,378 298,628

M&M 2W

RE 43,264 62,353

SMIL 39,407 42,131

TVS 521,920 523,577

Total 7,396,939 8,407,250

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

UV

OEMs 2010-11 2011-12

BMW 256 2,453

Force 2,701 3,781

Ford 2,475 2,203

GM 16,761 19,095

HM 2,127 1,653

HSCI 435 218

HMIL 215 1,342

ICML 605 413

M&M 138,615 162,078

MSIL 4,890 4,765

Merc 197 403

Nissan 395 249

Renault - 301

Skoda 750 1,413

Tata 32,746 36,465

TKM 53,897 53,433

Audi 687 1,062

VW 3 6

Total 257,755 291,333

441.52

10.22%

-45.33%

12.18%

1.30%

29.10%

30.85%23.83%

26.37%31.26%

-14.78%

20.96%

8.20%

16.83%

13.72%

30.76%

-

-

-

-

44.12%

6.91%

0.32%

10.59%

0.00%

13.66%

19.36%

22.76%

-100.00%

_

-

-

-0.00%

-0.58%

52.83%

193.51%

5.63%

9.63%

23.68%

-33.45%

21.41%

9.70%

-49.89%

39.99%

13.93%

19.70%

8.40%

-10.99%

-22.28%

41.95%

-0.08

-92.03%

-38.06%

13.02%

-6.41%

29.82%

-0.44%

-62.26%

-3.78%

-0.40%

-15.37%

23.20%

24.59%

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

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

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

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

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

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

The motorcycle sales grew to 8,407,250 units in April-January period as compared to 7,396,939 units in cor-responding period in the previous fi scal.

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

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

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

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

-32.15%

44.10%

858.20%

524.19%-

16.93%

88.40%

-0.86%

54.59%

100.00%

13.03%

-31.74%

-2.56%

-36.96%

11.36%

104.57%

-

-10.82%

-21.02%

10.59%

-17.48%

-3.18%

Auto Monitor

G L O B A L W A T C H 371 - 15 MARCH 2012

The BMW Group has opened the world’s larg-est showroom for BMW, Mini and Rolls-Royce

Motor Cars and BMW motorcy-cles in the Emirate of Abu Dhabi. Abu Dhabi Motors, the BMW Group’s long-standing import-er for the region, has invested around AED 300 million (Approx Euro 62 million) in the new 35,000-sq-mt showroom over its three-year construction.

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

The invited guests also includ-ed Vice-President for Importer Markets of BMW AG, Graeme Grieve; Director of BMW Group Design, Adrian Van Hooydonk; fashion desig ner, Wa lid Atallah and a number of VIPs and guests.

At the opening of the BMW Group’s largest showroom worldwide, Ian Robertson said, “The Middle East is an impor-tant region for the BMW Group. We sold more vehicles here in 2011 than ever before.”

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

The new showroom will

allow customers to view the brands’ entire model line-up in different option packages, with more than 70 automobiles and 10 motorcycles on display and complemented by an extensive

range of newer pre-owned vehi-cles and a service area equipped with the latest technology. The workshop will be able to perform maintenance on up to 120 vehi-cles simultaneously.

BMW opens largest showroom in Abu DhabiFORM IV

Statement about ownership and other particulars aboutAuto Monitor, as required to be published in the fi rst issue every year after the last day of February.

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Nationality: Indian Address: Infomedia 18 Ltd,

Ruby House, ‘A’ Wing, JK Sawant Marg, Dadar (W), Mumbai-400028

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Floor, Fort, Mumbai - 4000236. Sanjiv Dhireshbhai Shah,

201-203, Sapphire Complex, Nr. Cargo Motors, C.G. Road, Ahmedabad - 380006

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

Dated: 20th February 2012

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Auto Monitor

381 - 15 MARCH 2012

G L O B A L W A T C H

International auto round-upGM workers to be shifted to 401(k) plans

GM is ending tradition-al pensions for all US salaried employees and replacing them with more common defined-contribution, or 401(k), plans. But the company is softening the blow by giving white-col-lar workers an extra week of vacation each year. The Detroit automa ker said it would announce bonuses for salaried workers based on the company’s global performance and will offer pay increases to employ-ees with critical skills. But GM will not offer across-the-board raises this year.

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

Under the new plan, GM will contribute the equivalent of four percent of each employ-ee’s eligible earnings to their 401(k) plan. GM will also match employee contributions up to an additional four percent. And the company will kick in another two percent for work-ers who hired in before January, 1993. GM has the largest pen-sion obligation of any company in the United States, and they were underfunded by about $8.7 billion as of September last year. The automaker had been hinting for months that it would

do something to reduce the risk that liability posed to its finan-cial strength.

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

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

Peugeot, GM looking for alliance in Europe

GM and France’s PSA Peugeot Citroen are in talks to combine some activities to cut their costs in Europe, where both automakers are losing money. Under discussion for months, the deal may include the devel-opment of engines and even joint production of vehicles in the region, according to some media reports in Europe. A GM spokesman said that the com-pany routinely speaks with other automakers, while PSA Peugeot Citroen confirmed that it was in talks but did not say with whom.

Industry analysts welcomed the prospect of consolidation in the fl agging European auto market but said a partner-ship would not resolve the two companies’ most press-ing issues, notably their excess

factory capacity.“The primary reason of such

talks is linked with the imper-ative need for both companies to improve their competitive position in the European mass market, where all companies but t wo—Volkswagen and Renault SA—have posted loss-es in the second half of 2011,” Bank of America-Merrill Lynch said in a report.

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

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

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

In Europe, GM sold 1.2 million vehicles last year; Peugeot’s sales totalled 1.7 million. During GM’s recent restructuring, it cut some of its European operations and shed the Swedish marque Saab. Its previous management was ready to sell Opel, too, but the decision was reversed in 2009. Opel is now a big headache for GM CEO Dan Akerson. The rest of the company is recovering, but GM Europe, which is essen-tially Opel and its sister brand Vauxhall, last year lost $750 million. Akerson has dispatched Vice Chairman Stephen Girsky and other senior executives to GM’s European headquarters in Russelsheim, Germany.

DOT issues guidelines to limit dashboard distractions

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

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

LaHood est imated t hat 3,000 people were killed in 2010 in accidents attributed to distracted driving. It’s a grow-ing problem as automakers pile on interactive technology and web-based features into new models. The department’s National Highway Traffic Safety Administration will hold pub-lic hearings to solicit industry and consumer reactions to the guidelines, which are voluntary. In establishing the guidelines, the government drew heavily on recommendations drafted by the Alliance of Automobile Manufacturers, a trade organi-zation in Washington.

Under NHTSA’s guidelines, automakers would reduce the length, complexity and amount of inputs required for interac-tive tasks involving the driver. Operations would be designed to need one hand only, and not require the driver to glance away from the road for more than two seconds. More time-consuming functions, such as text-messag-ing, Web browsing or entering addresses into navigation sys-tems, would be disabled while the vehicle was in motion. NHTSA is considering a second batch of proposals to address the use of smartphones and other devices that are brought into vehicles, as opposed to built-in car gadgetry.

Firestone announces management changes

Air springs manufactur-

er for heav y-duty vehicles, FireStone Industrial Products (FSIP), recently announced organisational changes to its global leadership structure. Piotr Bogaczynski will assume the role of Managing Director of FSIP Europe. Bogaczynski began his tenure with the tyre operat ions of Bridgestone Poland but transitioned to FSIP to help launch the company’s manufacturing operation in Wolsztyn, Poland. Bogaczynski managed the Wolsztyn facility for eight years before complet-ing a special assignment to launch a FSIP manufactur-ing unit in China in 2011. Dan Leonard will assume the newly created position of FSIP Global Business Development Manager. Leonard has served as Managing Director of FSIP Europe for the past four years. In his new position, Leonard will be tasked with improving and expanding existing product lines and channels of distribu-tion in the global market.

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

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

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

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

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

Great Wall Motor has opened its fi rst European factory as part of its strategy to lift sales in the region. The plant in Bulgaria will assemble 50,000 units of Great Wall’s Hover SUV, Steed pick-up and Voleex city car models and employ 2,000 peo-ple when at full capacity in 2013. The factory is in Lovech, 150km northeast of Sofi a. The plant will build cars initially for the Bulgarian market and later for other European countries, said Manager of Great Wall’s inter-national division Roger Gao.

The company currently exports vehicles to Italy and Bulgaria. It said that it would launch sales of the Steed, in the UK next month. Investment in the Lovech plant by Litex Motors, a joint venture in which

Great Wall holds a minor-ity stake, is targeted to reach 100 million euros. Growth in China’s once-sizzling auto market fell back last year and European sales are expected to contract this year as auster-ity and economic uncertainty bite into consumer spending. However, China’s top manu-facturer of sport utility vehicles and pick-up trucks will aim to sell 600,000 vehicles in 2012, up 23 percent, with an export tar-get of 100,000 vehicles. Great Wall exported 83,000 units from China last year to 120 countries and regions, includ-ing Europe. The cars produced in Lovech will be the fi rst made in the Balkan country since 1996 when production of the Rover Maestro ended.

Great Wall opens first EU car plant

Mini counts on US, Asia to boost sales; scales back in Europe

Auto Monitor

S T U D Y401 - 15 MARCH 2012

Sustainable urban transport in India: Role of the autorickshaw sector

Study Objective & Approach

As the demand for urban transport increases in India, so too does the popularity of the autorickshaw. Production of the motorised three-wheeler has doubled between 2003 and 2010. In major Indian cities, it is responsible for a signifi cant share of motorised trips. Strategies to improve urban transport must include a policy vision for this increasingly important sector. To that end, this paper examines the role the autorickshaw sector can play in promoting sustaina-ble urban transport in India.

Autorickshaw services in the majority of Indian cities are provided by individual owner operators rather than by fl eet companies. The lack of organisa-tion makes it diffi cult to provide dispatch (dial-a-rickshaw) serv-ices. This needs to be addressed through regulatory reforms that enable fl eet-based opera-tions with dispatch services to enter the autorickshaw sector. These regulatory reforms should be pursued by state transport departments, which are the nodal regulatory agencies for the autorickshaw sector.

Four-stroke engines have lower

PM10, hydrocarbon (HC), and carbondioxide (CO2) emissions than two-stroke engines (Shah and Iyer 2004) and can reduce PM10 emissions by running on compressed natural gas (CNG) and other alternatives to gaso-line (Reynolds, Grieshop and Kandlikar, 2011). However, higher oxides of nitrogen (NOx) emis-sions from four-stroke engines need to be addressed through reforms in current emission standards.

Improve Road SafetyVehicle design improvements

such as seat belts and padding on stiff surfaces (Schmucker et al, 2009) have been noted as key reform needs to improve occu-pant safety in multi-vehicle collisions. Further, infrastructure interventions such as dedicated

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

Mode share is defi ned as the average share of total daily per-son trips occurring on various transport modes: non-motorised transport (walking, cycling); public transport (bus, rail); intermediate public transport (autorickshaw, taxi); and private transport (motorised two-wheel-er, car). Mode shares for a city could be defi ned for total trips or for trips classifi ed by trip pur-pose, such as work, education, shopping, health care, recrea-tion, and other social needs.

Urban Transport Trends & Challenges

An analysis of literature on urban transport trends in India reveals a shift away from public transport and Non-Motorised Transport (NMT) modes, with increasing usage of private motor vehicles and IPT.

Some key observations include growth in urban trans-port demand, growth in private motorisation, declining pub-lic transport mode shares, declining NMT mode shares, use of intermediate public transport as primary mode for daily commutes.

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

Market Size & Sales TrendsThe market size of autorick-

shaws in cities currently varies from around 15,000 to 30,000 in Tier II cities (population between one and four million) to more than 50,000 in Tier I cities (popu-lation greater than four million). Based on population statistics, it is estimated that Tier I and II cities have four to 16 autorick-shaws serving every 1,000 people on an average.

Mode Shares & User Characteristics

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

Connectivity To Public Transport

Prov id ing con nect iv it y, among other parameters such as frequency, reliability, com-fort, and safety, is an important aspect of public transport to retain as well as attract users. Autorickshaw servic-

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

Ahmedabad’s Bus Rapid Transit (BRT) system, Janmarg, has demonst rated t hat successful integration of autor-ickshaw services as feeder modes is a key aspect of ensur-ing accessibility and usage of the BRT system (Janmarg 2010).

ChallengesTo ensure that autorickshaw

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

Transition to Four-Stroke Engines

These challenges indicate that reducing PM10 emissions

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

Alternative Fuels &Electric Vehicles

A transition from two-stroke to four-stroke engines also pro-vides an opportunity to reduce PM10 emissions further by moving from gasoline to alter-native fuels such as CNG and liquefied petroleum gas (LPG) (Shah and Iyer 2004). Reynolds, Grieshop, and Kandlikar (2011) report that four-stroke engines have lower PM10 emissions with CNG than do two-stroke engines. However, the feasibil-ity of alternative fuels in the autorickshaw sector as a PM10 emissions mitigation strategy has to take into account issues such as (1) the adequate avail-ability of fuel and distribution

Akshay Mani

Project Manager, Urban Transport, EMBAR Q India

Madhav Pai

Director, EMBAR Q India

Rishi Aggarwal

Associate Institutional Relations, EMBAR Q India

Market Size Of Autorickshaws For Select Indian Cities, 2010

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

Source: 2010 city population data estimated (by interpolation) from 2001 Census population (World gazetteer, 2011) and 2011

Census population (Census, 2011). auto-rickshaw market size (registration) data obtained from regional transport offi ces

(rtos) of respective cities. Cities included here (Mumbai, bangalore, ahmedabad, delhi, pune, Chennai, Jaipur, and rajkot) are

those for which market-size data could be obtained from the rtos.

Number ofAuto-rickshaws

Auto-rickshawsper 1000 people

CITY CITY CATEGORY

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

AUTO-RICKSHAWS ( AS % OF TOTAL VEHICLES) YEAR

Bangalore Tier I 13% 3% 2005

Mumbai Tier I 20% 11% 2005

Pune Tier II 11% 3% 2007

Rajkot Tier II 16% 2% 2007

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

Contd. on page 42

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Auto Monitor

S T U D Y421 - 15 MARCH 2012

infrastructure and (2) the long-term economics of alternative fuels vis-à-vis gasoline (Shah and Iyer 2004).

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

Pedestrian Safety ImpactsDiscussion of road safety

issues surrounding motorised transport modes should focus not only on the safety of in-vehicle passengers but also on the safety of NMT users (pedestrians and cyclists) of the roadway system. This is particularly important in Indian cities, where NMT accounts for large mode shares and a signifi cant share of road fatalities. Published urban mode share data shows average NMT mode shares in Indian cities of close to 40 percent (MoUD 2008). Road fatality data from 2003-04 indicate that pedestrian fatali-ties were 78 percent and 53 percent of total road fatalities in Mumbai and Delhi, respectively (Mohan 2004).

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

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

The Way Forward: Policy Vision for Autorickshaw Sector in Cities

The Nat iona l Urba n Transport Policy (NUTP) of the Ministry of Urban Development, Government of India, is the key guiding policy at the national level. With the underlying ration-ale of people-based transport planning, the NUTP framework focuses on planning and invest-ments in public transport and NMT systems in cities. This sec-tion presents the way forward for the autorickshaw sector in terms of a policy vision and targeted reforms that should be pursued to ensure its role in promoting sustainable urban transport.

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

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

Reducing private motor vehi-cle usage and providing quality door-to-door transport alterna-tives: While the NUTP recognises the role of autorickshaw serv-ices in serving occasional and emergency trips, it does not acknowledge that autorickshaws provide a door-to-door trans-

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

In addition to the role of the type of service (contract car-riage), the policy vision should present the way forward for the type of vehicle (motorised three-wheeler) in the autorickshaw sector, as part of the Improve strategy of the ASI framework. The fi ndings in this study high-light the need for vehicle-related reforms in the autorickshaw sec-tor to meet emissions and road safety challenges.

Reform NeedsRegulator y Reforms to

Introduce Dispatch Services Contract carriage services in cities can be separated into dis-patch and “walk-up” services (eg use of cab stands or street hail) (Schaller 2007). In accordance with the policy vision, in order for autorickshaws to fulfi l a role as both a feeder service for pub-lic transport and a door-to-door alternative to private motor vehi-cles, both dispatch and walk-up service must be readily available (this is because feeder services to public transport would typical-ly be walk-up services at public transport stations, while dispatch services, as noted earlier, would be important to enable autorick-shaws to serve as an attractive door-to-door alternative to pri-vate motor vehicles).

However, the majority of Indian cities have walk-up services but lack dispatch (dial-a-rickshaw) services, because the autorickshaw sector is not organised (having individual owner-operators) and lacks fl eet-based operations, which would enable implementation of tech-nology for dispatch services.

According to Schaller (2007), promoting dispatch services in the autorickshaw sector would require adopting a two-tier per-mit framework—existing set of permits for walk-up services, and a new set of permits for fl eet oper-ations, with entry qualifi cations,including technology imple-mentation and provision of

dispatch services.

Vehicle-Related ReformsTo realise the full emis-

sions reduction and road safety benefi ts of the vehicle-related reforms, it is important that the following non-vehicle related reforms are pursued and imple-mented as well.

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

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

Next StepsUsing the ASI framework, this

paper shows how the type of service (contract carriage) and the type of vehicle (motorised three-wheeler) in the autorick-shaw sector fi t into strategies to promote sustainable urban transport. The policy vision for the autorickshaw sector in cities should serve as the framework for regulating and reforming the sector in Indian cities.

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

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

(Courtesy: EMBAR Q India)

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

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

Production

Domestic Sales

Exports

Source: SIAM 2011

Contd. from page 40

Auto Monitor

S I A M D A T A441 - 15 MARCH 2012

I Passenger Vehicles (PVs) A : Passengers Cars - Upto 5 SeatsMicro: Seats Upto-4, Length Normally <3200 mm, Body Style-Hatchback, Engine Displacement Normally upto 0.8 Litre Regular: Tata Motors Ltd (Nano) 5,731 8,512 50,116 57,012 6,703 7,723 53,463 54,835 0 370 1 2,646Total 5,731 8,512 50,116 57,012 6,703 7,723 53,463 54,835 0 370 1 2,646Micro: Seats Upto-5, Length Normally <3600 mm, Body Style-Hatchback, Engine Displacement Normally upto 1.0 Litre Regular: General Motors India Pvt Ltd (Spark) 3,219 1,553 28,182 20,688 3,268 1,190 28,316 19,992 5 12 64 67Hyundai Motors India Ltd(Santro) 5,633 15,100 97,076 130,146 4,648 12,170 66,875 93,174 1,124 1,970 31,194 28,929Maruti Suzuki India Ltd (M800, Alto,Wagon R,A-Star) 60,956 61,036 561,641 478,937 53,304 52,036 460,924 389,459 7,903 11,926 103,882 90,821Total 69,808 77,689 686,899 629,771 61,220 65,396 556,115 502,625 9,032 13,908 135,140 119,817Compact: Seats Upto-5, Length Normally 3600-4000 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.4 Litre Regular: Fiat India Automobiles Pvt Ltd (Palio, Grande Punto) 1,355 1,650 10,461 10,424 1,227 1,600 9,910 9,438 9 0 1,014 1,098Ford india Pvt Ltd (Figo ) 8,218 8,832 70,507 76,929 8,616 7,508 61,307 56,433 1,092 1,652 8,106 19,464General Motors India Pvt Ltd (Beat, U-VA) 3,527 4,519 32,409 42,454 3,679 4,441 31,010 41,240 7 30 165 187Honda Siel Cars India ltd (Jazz) 779 3 2,480 4,433 579 0 4,310 5,343 0 0 15 21Hyundai Motors India Ltd(Getz, i10, i20) 29,774 28,954 338,934 318,704 22,467 16,812 196,758 169,577 11,104 14,008 141,276 153,287Maruti Suzuki India Ltd (Swift, Ritz, Estilo) 22,052 27,503 228,464 188,543 21,051 25,756 217,936 179,942 1,304 2,339 10,251 9,671Nissan Motor India Pvt Ltd (Micra) 9,721 2,612 51,906 90,544 1,784 1,855 8,225 14,767 8,397 10,613 20,494 80,626Renault India Pvt Ltd (Pulse) 0 1,285 0 1,285 0 746 0 746 0 0 0 0SkodaAuto india p.ltd ( Fabia ) 1,376 984 7,635 13,908 1,460 963 7,859 13,250 0 0 0 0Tata Motors Ltd (Indica,Indica Vista, Indigo CS) 16,641 20,127 142,990 142,489 14,918 18,238 121,440 129,217 325 222 5,244 2,694Toyota Kirloskar Motor Pvt Ltd (Liva) 0 3,757 0 24,628 0 4,030 0 24,290 0 0 0 0Volkswagen India Pvt Ltd (Polo) 2,952 3,166 21,891 33,065 3,023 3,259 21,720 31,686 0 0 0 0Specialty: Fiat India Automobilies Pvt Ltd (Fiat 500) 0 0 0 0 0 0 1 0 0 0 0 0Total 96,395 103,392 907,677 947,406 78,804 85,208 680,476 675,929 22,238 28,864 186,565 267,048Super Compact: Seats Upto-5, Length Normally 4000-4250 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.6 Litre Regular: Hyundai Motors India Ltd (Accent) 2,012 216 29,400 27,963 1,317 463 12,887 7,734 782 23 17,491 20,162Mahindra & Mahindra Ltd (Verito) 1,074 1,367 9,684 14,580 1,120 1,529 7,840 14,444 404 0 1,904 0Maruti Suzuki India Ltd (Dzire) 9,937 8,558 88,962 79,064 9,771 8,637 88,187 78,613 21 41 557 361Toyota Kirloskar Motor Pvt Ltd (Etios-Sedan) 1,753 4,709 2,271 40,538 1,651 4,844 2,058 40,463 0 0 0 0Total 14,776 14,850 130,317 162,145 13,859 15,473 110,972 141,254 1,207 64 19,952 20,523Super Compact: Seats Upto-5, Length Normally 4000-4250 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.6 Litre Specialty: Volkswagen India Pvt Ltd (Beetle) 0 0 0 0 20 0 352 59 0 0 0 0Total 0 0 0 0 20 0 352 59 0 0 0 0Mid-Size: Seats Upto-5, Length Normally 4250-4500 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.6 Litre Regular: Ford India Pvt Ltd (Ford ikon,Fiesta Classic) 1,303 1,547 16,209 17,438 1,059 1,411 14,977 16,968 3 0 1,038 641General Motors India Pvt Ltd (Aveo) 355 70 3,559 993 240 34 3,216 1,213 3 6 121 91Hindustan Motors Ltd (Lancer) 5 0 451 303 5 24 452 302 0 0 0 0Honda Siel Cars India Ltd (City) 3,337 1,667 40,440 21,996 5,059 1,503 40,190 25,934 0 2 46 11Hyundai Motors India Ltd (Verna) 618 4,500 18,118 41,432 1,858 4,311 17,965 40,919 0 0 0 0Maruti Suzuki India Ltd (SX4) 2,595 2,163 16,901 15,596 2,149 1,939 16,151 14,444 1 4 42 582Nissan Motor India pvt Ltd (Sunny) 0 8,046 0 12,765 0 3,218 0 6,881 0 3,790 0 3,790Skoda Auto India pvt Ltd (Rapid) 0 1,815 0 4,025 0 1,513 0 3,766 0 0 0 0Tata Motors Ltd (Indigo, Manza) 5,045 2,942 31,273 16,873 4,129 2,568 31,188 15,488 34 88 1,301 477Volkswagen India Pvt Ltd (Vento) 3,553 2,676 11,939 30,134 2,308 2,143 10,859 27,985 0 0 0 0Specialty: Hindustan Motors Ltd (Ambassador) 224 346 5,499 2,066 325 215 5,436 1,929 0 0 0 4Total 17,035 25,772 144,389 163,621 17,132 18,879 140,434 155,829 41 3,890 2,548 5,596Executive: Seats Upto-5, Length Normally 4500-4700 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 2.0 Litre Regular: Fiat India Automobiles Pvt Ltd (Linea) 1,067 532 7,537 3,833 947 501 7,494 3,515 0 7 124 305General Motors India Pvt Ltd (Optra, Cruze) 783 878 9,946 9,346 1,013 744 9,278 9,088 0 0 3 26Hindustan Motors Ltd (Cedia sports) 20 0 125 38 16 0 158 42 0 0 0 0Honda Siel Cars India Ltd (Civic) 421 180 3,792 2,220 508 176 4,121 1,984 0 0 3 0Hyundai Motors India Ltd (Elantra) 0 0 0 0 0 0 2 0 0 0 0 0Maruti Suzuki India Ltd (Kizashi) 0 0 0 0 10 9 10 396 0 0 0 0Renault India Pvt Ltd (Renault FLUENCE) 0 463 0 1,676 0 102 0 1,239 0 0 0 0Skoda Auto India Pvt Ltd (Laura) 650 450 5,679 5,075 630 378 5,469 4,499 0 0 0 0Toyota Kirloskar Motor Pvt Ltd (Corolla ) 942 882 8,765 7,053 1,139 785 8,769 6,991 0 0 0 0Volkswagen India Pvt Ltd (Jetta) 0 275 3,035 1,997 247 251 2,815 2,370 0 0 0 0Specialty: BMW india pvt Ltd ( 3 Series) NA NA 1,065 1,172 NA NA 1,372 1,299 NA NA 0 0Hindustan Motors Ltd (EVO X) 0 0 0 4 0 1 0 9 0 0 0 0Mercedes-Benz India Pvt Ltd (C-Class) NA NA 1,229 1,835 NA NA 1,278 1,473 NA NA 0 0Volkswagen - Audi (A4) NA NA 0 0 0 0 707 1,310 NA NA 0 0Total 3,883 3,660 41,173 34,249 4,510 2,947 41,473 34,215 0 7 130 331Premium: Seats Upto-5, Length Normally 4700-5000 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 3.0 Litre Regular: Honda Siel Cars India Ltd ( Accord ) 151 90 1,814 1,230 174 98 1,988 1,076 0 0 8 4Hyundai Motors India Ltd ( Sonata ) 1 0 181 106 11 0 213 106 0 0 0 0Nissan Motor India Pvt Ltd (Teana) 0 0 0 128 21 35 217 121 0 0 0 0Skoda Auto India Pvt Ltd (Superb) 317 210 3,447 3,042 391 116 3,372 2,550 0 0 0 0Toyota Kirloskar Motor Pvt Ltd (Camry ) 0 0 0 0 3 0 219 140 0 0 0 0Volkswagen India Pvt Ltd (Passat) 3 288 582 1,357 2 136 660 1,306 0 0 0 0Specialty: BMW india pvt Ltd (Gran Turismo, 5 Series) NA NA 1,273 1,976 NA NA 1,431 1,905 0 0 0 0Mercedes-Benz India Pvt Ltd (E-Class) NA NA 1,015 1,633 NA NA 1,078 1,351 0 0 0 0Toyota Kirloskar Motor Pvt Ltd (Prius ) 0 0 0 0 1 0 111 7 0 0 0 0Volkswagen - Audi (A6, A7) NA NA 0 0 NA NA 488 754 0 0 0 0Total 472 588 8,312 9,472 603 385 9,777 9,316 0 0 8 4Luxury: Seats Upto-5, Length Normally Over 5000 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 5.0 Litre Regular: BMW india pvt Ltd (7 Series ) NA NA 0 0 NA NA 307 203 NA NA 0 0Mercedes-Benz India Pvt Ltd ( S-Class) NA NA 320 278 NA NA 272 195 NA NA 0 0Volkswagen - Audi (A8) NA NA 0 0 NA NA 5 189 NA NA 0 0Volkswagen India Pvt Ltd (Phaeton) 0 0 0 0 1 0 27 14 0 0 0 0Total 0 0 320 278 1 0 611 601 0 0 0 0Coupe: Roadster - 2 Doors; 2/4 seater, retractable/firm roof Regular: BMW india pvt Ltd (6 Series, Z4) NA NA 0 0 NA NA 61 35 NA NA 0 0Mercedes-Benz India Pvt Ltd (E-Coupe, E-Cabrio, CLS, SLK) NA NA 0 0 NA NA 103 74 NA NA 0 0Nissan Motor India Pvt Ltd (370Z) 0 0 0 0 0 2 8 4 0 0 0 0Volkswagen - Audi (R8, RS5) NA NA 0 0 NA NA 5 66 NA NA 0 0Total 0 0 0 0 0 2 177 179 0 0 0 0Exotics: Upto 5 Seats, Price >Rs. 1 Crore Mercedes-Benz India pvt. Ltd (SLS AMG) NA NA 0 0 NA NA 0 5 NA NA 0 0Total 0 0 0 0 0 0 0 5 0 0 0 0Total Passenger Car 208,100 234,463 1,969,203 2,003,954 182,852 196,013 1,593,850 1,574,847 32,518 47,103 344,344 415,965B: Utility Vehicles (Uvs) B: Utility Vehicles / Sports Utillty Vehicles; 2x4 or 4x4 offroad capability; Generally ladder on frame; 2 box ; 5 seats or more but upto 10 Seats UV1: Length<4400 mm, Price Upto Rs. 15 Lakh Force Motors Ltd (Trax) 18 22 312 312 48 12 310 291 0 0 0 1Mahindra & Mahindra Ltd (Bolero, ST) 7,238 8,161 62,835 75,893 7,864 8,439 62,496 75,405 31 32 256 155Maruti Suzuki India Ltd (Gypsy) 251 384 3,604 4,398 191 230 4,813 4,744 8 5 174 139Tata Motors Ltd (Sumo,) 1,833 3,363 13,558 18,418 1,691 3,374 13,398 18,912 57 38 460 348Total 9,340 11,930 80,309 99,021 9,794 12,055 81,017 99,352 96 75 890 643UV2: Length<4400 - 4700 mm, Price Upto Rs. 15 Lakh General Motors India Pvt Ltd (Tavera) 1,634 1,816 15,480 18,213 1,691 1,746 15,382 18,039 0 4 5 74International Cars & Motors Ltd (Rhino) 31 44 551 409 40 45 605 413 0 0 0 0Mahindra & Mahindra Ltd (Scorpio, Bolero, ST, Xylo) 8,363 10,798 77,751 91,294 8,224 10,007 76,119 86,673 192 291 2,022 3,157Tata Motors Ltd (Sumo Grande, Safari) 2,352 1,372 17,565 14,406 2,272 1,466 17,011 14,368 4 4 246 104Toyota Kirloskar Motor Pvt Ltd (Innova) 4,335 6,057 43,564 44,637 5,284 6,794 43,655 44,507 0 0 0 0Total 16,715 20,087 154,911 168,959 17,511 20,058 152,772 164,000 196 299 2,273 3,335UV3: Length>4700 mm, Price Upto Rs. 15 Lakh Force Motors Ltd (Trax) 298 502 2,398 3,631 315 558 2,391 3,490 0 0 0 0Tata Motors Ltd (Aria, Xenon) 485 614 1,623 3,295 341 502 2,337 3,185 0 0 0 77Total 783 1,116 4,021 6,926 656 1,060 4,728 6,675 0 0 0 77UV4: Price Between Rs. 15 to 25Lakh BMW india Pvt Ltd (X1) NA NA 0 2,443 NA NA 0 2,016 NA NA 0 0Ford India Pvt Ltd (Endeavour) 241 160 2,464 2,149 351 218 2,475 2,203 9 0 9 0General Motors India Pvt Ltd (Captiva) 0 0 0 0 91 34 1,379 1,056 0 0 0 0Hindustan Motors Ltd (Pajero, Outlander) 154 83 2,093 1,590 163 113 2,083 1,583 0 0 0 0Honda Siel Cars India Ltd (CRV) 0 0 0 0 38 7 435 218 0 0 0 0Hyundai Motors India Ltd (Santa Fe) 0 100 203 1,304 5 144 215 1,342 0 0 0 0Maruti Suzuki India Ltd (Vitara) 0 0 0 0 1 1 77 21 0 0 0 0Mercedes-Benz India Pvt Ltd NA NA 0 0 NA NA 0 0 NA NA 0 0Nissan Motor India Pvt Ltd (X-Trail) 0 0 0 0 52 58 395 249 0 0 0 0Renault India Pvt Ltd (Koleos) 0 66 0 318 0 37 0 301 0 0 0 0Skoda Auto India Pvt Ltd (Yeti) 370 100 801 1,869 344 113 750 1,413 0 0 0 0Toyota Kirloskar Motor Pvt Ltd (Fortuner) 959 927 10,043 8,814 1,103 941 10,025 8,813 0 0 0 0Total 1,724 1,436 15,604 18,487 2,148 1,666 17,834 19,215 9 0 9 0UV5: Price > Rs. 25Lakh BMW india Pvt Ltd (X3, X5, X6) NA NA 0 271 NA NA 256 437 NA NA 0 0Hindustan Motors Ltd (Mentero) 2 7 41 68 2 8 44 70 0 0 0 0Mercedes-Benz India pvt. Ltd (ML Class, GL Class, R Class, G class) NA NA 0 0 NA NA 197 403 NA NA 0 0Toyota Kirloskar Motor Pvt Ltd (LC,Prado) 0 0 0 0 4 1 217 113 0 0 0 0Volkswagen - Audi (Q5,Q7) NA NA 0 0 NA NA 687 1,062 NA NA 0 0Volkswagen India Pvt Ltd (Touareg) 0 0 0 0 0 0 3 6 0 0 0 0Total 2 7 41 339 6 9 1,404 2,091 0 0 0 0Total Utillity Vehicles (Uvs) 28,564 34,576 254,886 293,732 30,115 34,848 257,755 291,333 301 374 3,172 4,055C: Vans; Generally 1 or 1.5 box; seats upto 5 to 10 V1: Hard tops mainly used for personal transport, Price Upto Rs. 10 Lakh Maruti Suzuki India Ltd (Omini,Ecco) 14,168 12,045 134,460 119,787 13,945 12,439 132,674 118,320 84 71 1,730 1,274Tata Motors Ltd (Venture) 324 805 426 5,867 158 798 158 5,563 0 0 0 0Total 14,492 12,850 134,886 125,654 14,103 13,237 132,832 123,883 84 71 1,730 1,274V2: Soft tops mainly used as Maxi Cabs, Price Upto Rs. 10 Lakh Force Motors Ltd (Trip) 19 0 227 100 37 2 176 139 0 0 0 0Mahindra & Mahindra Ltd (Gio, Maxximo Mini Van) 369 2,642 461 21,502 1 2,469 67 20,850 0 0 0 21Tata Motors Ltd (Magic, lris) 4,622 5,908 41,826 46,380 4,476 5,544 42,133 45,061 45 104 229 293Total 5,010 8,550 42,514 67,982 4,514 8,015 42,376 66,050 45 104 229 314Total Vans 19,502 21,400 177,400 193,636 18,617 21,252 175,208 189,933 129 175 1,959 1,588Total Passenger Vehicles (PVs) 256,166 290,439 2,401,489 2,491,322 231,584 252,113 2,026,813 2,056,113 32,948 47,652 349,475 421,608II Commercial Vehicles (CVs) M&HCVs A: Passenger Carriers A1: Max. Mass exceeding 7-5 tonnes but not exceeding 12 tonnes (M3(B1)) (b): No. of seats including driver exceeding 13 (M3(B2)) Ashok Leyland Ltd 126 165 1,344 1,678 94 151 1,258 1,850 11 18 178 195Mahindra & Mahindra Ltd 0 0 0 0 0 0 0 0 0 0 5 0Mahindra Navistar Automotives Ltd 1 0 356 117 16 1 403 7 0 0 0 0SML Isuzu Ltd 212 247 2,840 2,419 176 133 2,479 2,465 0 0 4 5Tata Motors Ltd 412 558 4,619 4,619 273 368 4,720 4,712 25 160 477 543VE CVs - Eicher 209 247 1,761 2,480 90 153 1,894 2,444 0 10 117 128Total A1 960 1,217 10,920 11,313 649 806 10,754 11,478 36 188 781 871A2: Max. Mass exceeding 12 but no exceeding 16.2 tonnes (M3(C)) (b): No. of seats including driver exceeding 13 (M3(C2)) Ashok Leyland Ltd 1,967 2,602 19,670 18,087 1,582 1,947 15,217 13,947 409 451 3,709 3,653JCBL Ltd 0 0 0 1 0 0 0 1 0 0 0 0SML Isuzu Ltd 3 10 63 70 3 10 54 60 0 0 0 0Tata Motors Ltd 1,600 2,103 14,925 12,416 1,226 1,696 12,373 11,366 353 319 3,999 2,689VE CVs - Eicher 8 107 165 795 2 70 112 639 9 0 53 106Volvo Buses India Pvt Ltd 28 16 227 216 27 16 234 207 0 0 0 0Total A2 3,606 4,838 35,050 31,585 2,840 3,739 27,990 26,220 771 770 7,761 6,448A3: No. of seats including exceeding 13 and max. mass exceeding 16.2 tonnes (M3(D)) Passenger Carrier (D) Volvo Buses India Pvt Ltd 23 45 222 344 24 46 219 343 0 0 0 2Total A3 23 45 222 344 24 46 219 343 0 0 0 2Total M&HCVs(passenger carriers) 4,589 6,100 46,192 43,242 3,513 4,591 38,963 38,041 807 958 8,542 7,321M&HCVs B: Goods Carriers (c) Max Mass exceeding 7.5 tonnes but not exceeding 10 tons Ashok Leyland Ltd 25 137 383 678 19 39 337 337 18 11 137 86SML Isuzu Ltd 263 321 2,469 2,778 271 269 2,300 2,387 0 10 131 303Tata Motors Ltd 1,097 973 5,411 5,806 974 858 6,515 7,836 83 55 489 485VE CVs - Eicher 1,000 1,076 9,161 10,087 1,038 892 9,067 9,486 11 26 345 182Total 2,385 2,507 17,424 19,349 2,302 2,058 18,219 20,046 112 102 1,102 1,056(d) Max. Mass Exceeding 10 tons but not exceeding 12 tons Ashok Leyland Ltd 182 318 1,942 3,173 212 391 1,802 2,816 0 10 122 194

PRODUCTION AND SALES FLASH REPORT FOR JANUARY 2012 Source: SIAM

Category Segment/Subsegment Manufacturer. Production Domestic Sales Exports

For the month of Cumulative For the month of Cumulative For the month of Cumulative

January April-January January April-January December April-December

2011 2012 10-11 11-12 2011 2012 10-11 11-12 2011 2012 10-11 11-12

Auto Monitor

S I A M D A T A 451 - 15 MARCH 2012

SML Isuzu Ltd 172 181 1,306 1,440 116 181 1,184 1,420 0 0 47 3Tata Motors Ltd 1,897 2,305 11,040 11,559 1,724 2,105 13,420 17,971 146 134 1,447 1,036VE CVs - Eicher 1,330 1,416 9,175 11,544 1,240 1,150 8,943 10,840 3 15 199 157Total 3,581 4,220 23,463 27,716 3,292 3,827 25,349 33,047 149 159 1,815 1,390Total B 5,966 6,727 40,887 47,065 5,594 5,885 43,568 53,093 261 261 2,917 2,446B2: Max Mass exceeding 16.2 tonnes (N3(A)) (a) Max. mass exceeding 12 tonnes but not exceeding 16.2 tonnes (N3(A1)) Ashok Leyland Ltd 1,437 1,781 16,531 18,552 1,228 1,483 11,876 13,589 348 523 3,663 4,289SML Isuzu Ltd 0 12 2 32 0 3 0 24 0 0 0 0Tata Motors Ltd 4,965 5,941 40,916 53,508 3,292 3,375 31,292 31,870 607 841 4,844 5,206VE CVs - Eicher 440 570 3,098 4,615 403 340 2,580 3,780 19 7 459 476Total B2 6,842 8,304 60,547 76,707 4,923 5,201 45,748 49,263 974 1,371 8,966 9,971B3: Max Mass exceeding 16.2 tonnes-Rigid Vehicles (N3(B1)) (a) Max. mass exceeding 16.2 tonnes but not exceeding 25 tonnes Ashok Leyland Ltd 2,713 1,614 20,225 14,551 1,792 1,605 18,097 13,783 39 0 174 681Asia Motor Works Ltd 543 675 4,432 7,375 609 663 4,600 7,100 0 0 0 0Mahindra Navistar Automotives Ltd 66 170 574 859 37 104 144 1,010 0 0 0 0Tata Motors Ltd 4,718 5,205 46,456 45,233 4,494 4,312 45,212 40,600 205 294 1,967 1,697VE CVs - Eicher 59 161 622 1,073 54 116 607 962 0 0 4 8VE CVs - Volvo 0 0 1 6 0 0 12 7 0 0 0 0Total 8,099 7,825 72,310 69,097 6,986 6,800 68,672 63,462 244 294 2,145 2,386(b) Max. mass exceeding 25 tonnes Ashok Leyland Ltd 1,091 1,553 8,078 11,011 1,200 1,898 7,798 11,180 0 0 0 0Asia Motor Works Ltd 40 90 133 523 10 83 97 441 0 0 0 0Daimler India Commercial Vehicles Pvt Ltd NA NA 188 120 NA NA 103 85 NA NA 0 0Mahindra Navistar Automotives Ltd 40 387 578 871 159 359 295 1,096 0 0 0 0Tata Motors Ltd 4,802 5,766 37,269 49,275 2,912 3,911 22,481 35,060 22 48 313 259VE CVs - Eicher 110 158 517 1,234 61 124 500 1,176 0 0 0 0VE CVs - Volvo 78 0 755 348 39 32 730 373 0 0 0 0Total 6,161 7,954 47,518 63,382 4,381 6,407 32,004 49,411 22 48 313 259Total B3 14,260 15,779 119,828 132,479 11,367 13,207 100,676 112,873 266 342 2,458 2,645B4: Max. Mass exceeding 16.2 tonnes-Haulage Tractor (Tractor-Semi Traller/Traller)(N3(B2)) (a) Max. Mass exceeding 16.2 tonnes but not exceeding 26.4 tonnes Ashok Leyland Ltd 0 0 0 0 0 0 0 0 0 54 433 54Total 0 0 0 0 0 0 0 0 0 54 433 54(b) Max. mass exceeding 26.4 tonnes but not exceeding 35.2 tonnes Ashok Leyland Ltd 612 260 3,025 2,079 493 235 3,049 2,069 5 30 76 144Tata Motors Ltd 791 766 791 771 776 759 6,837 6,583 0 1 0 6Total 1,403 1,026 3,816 2,850 1,269 994 9,886 8,652 5 31 76 150(c) Mass exceeding 35.2 tonnes but not exceeding 40 tonnes Ashok Leyland Ltd 0 0 2 0 0 0 2 0 0 0 17 0Asia Motor Works Ltd 34 0 433 398 20 0 408 390 0 0 0 0Mahindra Navistar Automotives Ltd 14 35 33 402 2 93 6 376 0 0 0 0Total 48 35 468 800 22 93 416 766 0 0 17 0(d) Max. mass exceeding 40 tonnes but not exceeding 49 tonnes Ashok Leyland Ltd 267 78 2,109 1,565 114 183 2,021 1,623 0 0 15 0Asia Motor Works Ltd 17 9 164 172 4 5 182 149 0 0 0 0Tata Motors Ltd 825 963 825 4,117 816 956 8,307 9,712 0 1 0 2VE CVs - Eicher 24 17 91 104 9 -1 81 89 0 0 0 0Total 1,133 1,067 3,189 5,958 943 1,143 10,591 11,573 0 1 15 2(e) Max. mass exceeding 49 tonnes and Above Ashok Leyland Ltd 91 106 1,416 1,163 96 99 1,492 1,393 0 0 0 0VE CVs - Volvo 7 7 111 180 7 25 110 187 0 0 0 0Total 98 113 1,527 1,343 103 124 1,602 1,580 0 0 0 0Total B4 2,682 2,241 9,000 10,951 2,337 2,354 22,495 22,571 5 86 541 206Total M&HCVs (Goods Carriers) 29,750 33,051 230,262 267,202 24,221 26,647 212,487 237,800 1,506 2,060 14,882 15,268Total M&HCVs 34,339 39,151 276,454 310,444 27,734 31,238 251,450 275,841 2,313 3,018 23,424 22,589LCVs A: Passenger Carriers A1: Max. Mass upto 5 tonnes (a): No. of seats including driver exceeding 13 (M2(A2)) Force Motors Ltd 683 829 6,793 9,410 740 851 6,648 8,648 0 12 96 125Mahindra Navistar Automotives Ltd 133 34 2,478 1,091 218 255 2,490 2,207 0 0 0 0Tata Motors Ltd 477 376 3,069 4,231 467 338 4,033 4,157 2 11 197 151Total 1,293 1,239 12,340 14,732 1,425 1,444 13,171 15,012 2 23 293 276A2: Max. Mass exceeding 5 tonnes but not exceeding 7-5 tonnes (M3(A)) (b): No. of seats including driver exceeding 13 (M3(A2)) Ashok Leyland Ltd 71 84 785 1,143 50 20 553 308 1 52 110 639Force Motors Ltd 1 0 153 24 1 1 144 50 0 0 0 0Mahindra & Mahindra Ltd 0 0 0 0 0 0 0 0 0 0 7 13Mahindra Navistar Automotives Ltd 74 334 1,301 2,661 77 70 1,262 1,518 0 0 0 0SML Isuzu Ltd 183 174 2,281 2,879 145 110 2,358 2,530 6 0 30 19Tata Motors Ltd 1,336 1,230 11,960 12,435 928 889 10,557 10,343 271 331 1,930 3,160VE CVs - Eicher 199 226 2,125 2,567 109 142 1,883 2,505 1 22 396 159Total A2 1,864 2,048 18,605 21,709 1,310 1,232 16,757 17,254 279 405 2,473 3,990B2: Max. Mass upto 5 tonnes (b): No. of seats including driver not exceeding 13 (M2(A1)) Force Motors Ltd 437 477 4,060 4,936 457 523 4,023 4,752 3 0 4 5Hindustan Motors Ltd 0 0 0 2 0 0 0 0 0 0 0 0Tata Motors Ltd 458 193 1,634 1,126 431 181 2,498 2,345 0 0 40 5Total B2 895 670 5,694 6,064 888 704 6,521 7,097 3 0 44 10Total LCVs (Passenger Carriers) 4,052 3,957 36,639 42,505 3,623 3,380 36,449 39,363 284 428 2,810 4,276LCVs B: Goods Carriers (a) Max. Mass not exceeding 2 tons-Mini Truck Segment Force Motors Ltd 84 0 1,089 696 42 31 977 347 0 0 32 0Mahindra & Mahindra Ltd 5,023 5,428 34,754 50,013 4,650 4,924 34,285 44,669 5 620 379 4,552Piaggio Vehicles Pvt.Ltd 736 669 7,732 9,534 859 650 7,544 9,399 0 2 18 17Tata Motors Ltd 16,475 19,550 130,176 171,813 12,779 14,938 110,388 146,211 2,150 3,006 16,605 20,768Total 22,318 25,647 173,751 232,056 18,330 20,543 153,194 200,626 2,155 3,628 17,034 25,337(b) Max. Mass not exceeding 2 but no exceeding 3.5 tons-Pick Ups Ashok Leyland Ltd 0 1,108 0 3,901 0 1,100 0 3,800 0 0 0 0Force Motors Ltd 653 315 4,662 4,488 542 341 4,351 4,428 4 3 16 90Hindustan Motors Ltd 0 7 318 160 12 5 289 158 0 0 0 25Mahindra & Mahindra Ltd 6,525 8,372 59,751 72,420 5,542 6,332 49,813 58,936 1,295 2,031 8,620 12,479Tata Motors Ltd 1,892 2,944 17,468 33,273 1,469 2,248 10,886 18,211 248 453 2,867 4,029Total 9,070 12,746 82,199 114,242 7,565 10,026 65,339 85,533 1,547 2,487 11,503 16,623(a) Max Mass exceeding 3.5 tons but not exceeding 6 tonnes Ashok Leyland Ltd 0 7 0 7 0 0 0 0 0 0 0 0Force Motors Ltd 112 141 1,161 1,224 106 123 1,158 1,183 2 1 13 17Mahindra & Mahindra Ltd 0 0 0 0 0 0 0 0 37 20 225 114Mahindra Navistar Automotives Ltd 496 549 4,599 4,832 489 621 4,495 4,651 0 0 0 0SML Isuzu Ltd 0 2 19 72 3 2 18 65 0 0 0 0Tata Motors Ltd 3,130 3,707 23,080 29,880 2,789 2,731 20,865 24,237 321 509 2,831 4,817VE CVs - Eicher 108 77 853 979 55 71 665 960 0 2 55 203Total 3,846 4,483 29,712 36,994 3,442 3,548 27,201 31,096 360 532 3,124 5,151(b) Max Mass exceeding 6 tons but not exceeding 7.5 tonnes Ashok Leyland Ltd 0 0 24 10 0 0 1 0 0 0 0 0Mahindra Navistar Automotives Ltd 23 36 228 279 25 40 203 184 0 0 0 0SML Isuzu Ltd 171 156 1,284 1,483 85 84 893 1,008 45 63 412 384Tata Motors Ltd 506 687 4,488 6,173 437 506 3,378 4,418 50 94 426 625VE CVs - Eicher 518 729 4,734 5,526 296 494 3,277 4,157 124 75 882 1,083Total 1,218 1,608 10,758 13,471 843 1,124 7,752 9,767 219 232 1,720 2,092Total LCVs (Goods Carriers) 36,452 44,484 296,420 396,763 30,180 35,241 253,486 327,022 4,281 6,879 33,381 49,203Total LCVs 40,504 48,441 333,059 439,268 33,803 38,621 289,935 366,385 4,565 7,307 36,191 53,479Total Commercial Vehicles 74,843 87,592 609,513 749,712 61,537 69,859 541,385 642,226 6,878 10,325 59,615 76,068IV Two Wheelers A: Scooter/Scooterettee : Wheel size less than or equal to 12” A1: Engine Capacity less than 75cc Mahindra Two Wheelers Ltd 653 101 11,147 3,527 790 143 25,301 21,065 0 0 0 6TVS Motor Company Ltd 1,499 709 15,735 13,046 1,465 782 17,845 12,754 0 0 0 0Total 2,152 810 26,882 16,573 2,255 925 43,146 33,819 0 0 0 6A2: Engine Capacity 75cc and above but less than 125cc Bajaj Auto Ltd 0 0 0 0 0 0 27 0 0 0 0 0Hero Honda Motors Ltd 35,256 38,855 288,081 371,476 33,928 39,445 274,234 339,587 2,410 2,152 14,338 29,811Honda Motorcycle & Scooter India (Pvt) Ltd 77,411 116,261 750,750 984,454 69,452 108,947 734,503 964,104 1,152 3,465 11,534 17,840Mahindra Two Wheelers Ltd 14,558 5,906 135,436 117,527 14,294 6,841 107,784 92,348 132 506 1,426 2,059Suzuki Motorcycle India Pvt Ltd 22,999 30,294 186,265 225,542 22,803 29,855 186,101 225,117 0 0 100 139TVS Motor Company Ltd 39,174 37,722 355,620 433,514 37,340 38,826 338,448 412,529 393 1,861 12,723 27,724Total 189,398 229,038 1,716,152 2,132,513 177,817 223,914 1,641,097 2,033,685 4,087 7,984 40,121 77,573Total Scooter/Scooterettee 191,550 229,848 1,743,034 2,149,086 180,072 224,839 1,684,243 2,067,504 4,087 7,984 40,121 77,579B: Motor cycles/Step-Throughs : Big Wheel size more than 12” B2: Engine Capacity 75cc and above but less than 125cc Bajaj Auto Ltd 151,906 158,615 1,505,904 1,709,069 90,056 83,427 953,981 950,748 57,540 58,116 542,771 700,721Hero Honda Motors Ltd 393,360 436,136 3,844,163 4,545,913 389,318 442,540 3,758,926 4,432,682 5,710 9,998 87,434 96,307Honda Motorcycle & Scooter India (Pvt) Ltd 15,349 21,651 159,766 161,788 10,775 16,728 141,453 128,269 3,160 3,892 19,997 32,727India Yamaha Motor Pvt Ltd 4,182 6,492 60,100 65,925 3,864 4,418 59,016 53,680 459 1,304 6,831 10,216Mahindra Two Wheelers Ltd 0 0 0 0 0 0 0 0 0 0 0 0TVS Motor Company Ltd 39,419 35,731 508,556 468,360 32,932 36,877 396,859 393,986 11,419 10,153 84,340 102,351Total 604,216 658,625 6,078,489 6,951,055 526,945 583,990 5,310,235 5,959,365 78,288 83,463 741,373 942,322B3: Engine Capacity 125cc and above but less than 250cc Bajaj Auto Ltd 136,242 150,509 1,303,039 1,511,628 101,970 118,787 1,035,396 1,201,580 26,056 34,109 293,846 378,420Hero Honda Motors Ltd 34,355 22,712 280,721 283,113 34,116 24,441 268,816 273,001 1,042 1,696 10,789 12,052Honda Motorcycle & Scooter India (Pvt) Ltd 47,636 57,767 456,146 523,485 37,952 51,344 405,367 479,193 6,530 4,557 49,834 43,459India Yamaha Motor Pvt Ltd 27,265 37,276 233,370 351,110 18,103 21,872 169,321 244,859 6,164 12,336 61,747 93,506Suzuki Motorcycle India Pvt Ltd 5,758 5,404 39,935 49,750 5,777 4,749 39,407 42,131 0 484 456 5,723TVS Motor Company Ltd 21,507 13,411 209,712 242,112 17,628 13,514 125,061 129,591 5,742 5,064 79,467 86,421Total 272,763 287,079 2,522,923 2,961,198 215,546 234,707 2,043,368 2,370,355 45,534 58,246 496,139 619,581B4: Engine capacity 250cc and above Bajaj Auto Ltd 0 0 0 128 0 0 0 127 0 0 0 0H-D Motor Company India pvt Ltd 0 76 0 573 0 94 0 518 0 0 0 0Honda Motorcycle & Scooter India (Pvt) Ltd 0 266 0 15,301 5 140 31 14,443 0 186 0 722India Yamaha Motor Pvt Ltd 0 0 0 0 7 10 41 89 0 0 0 0Royal Enfield (Unit of Eicher Ltd) 5,206 7,303 45,499 66,245 4,806 6,946 43,264 62,353 245 134 1,900 2,400Total 5,206 7,645 45,499 82,247 4,818 7,190 43,336 77,530 245 320 1,900 3,122Total Motor Cycles/Step-Throughs 882,185 953,349 8,646,911 9,994,500 747,309 825,887 7,396,939 8,407,250 124,067 142,029 1,239,412 1,565,025C: Mopeds: Engine capacity less than 75cc & with fixed transmission, big wheelsize>12” Engine Capacity<75cc Mopeds TVS Motor Company Ltd 53,028 64,251 577,798 641,088 52,862 63,105 572,498 633,108 406 930 5,328 8,665Total 53,028 64,251 577,798 641,088 52,862 63,105 572,498 633,108 406 930 5,328 8,665Total Mopeds 53,028 64,251 577,798 641,088 52,862 63,105 572,498 633,108 406 930 5,328 8,665Total Two Wheelers 1,126,763 1,247,448 10,967,743 12,784,674 980,243 1,113,831 9,653,680 11,107,862 128,560 150,943 1,284,861 1,651,269III Three Wheelers A: Passenger Carriers A1:No. of seats including driver not exceeding 4 & Max.Mass not exceeding 1 tonnes Atul Auto Limited 1,235 1,043 8,492 11,460 1,175 1,125 8,309 11,234 57 20 217 216Bajaj Auto Ltd 36,588 44,030 357,905 425,336 17,404 17,896 165,500 162,062 19,930 24,771 194,610 270,265Force Motors Ltd 0 0 0 0 1 2 6 11 0 0 0 0Mahindra & Mahindra Ltd 4,483 4,899 36,326 44,758 4,338 4,483 34,925 41,389 134 302 1,968 2,840Piaggio Vehicles Pvt.Ltd 13,971 11,707 130,483 122,111 12,269 10,359 116,286 106,593 1,775 1,300 14,068 15,479Scooters india Ltd 452 355 3,258 4,256 421 452 3,269 4,016 0 0 0 0TVS Motor Company Ltd 2,814 1,916 31,967 35,176 1,701 1,797 18,997 11,766 1,726 602 12,224 22,655Total 59,543 63,950 568,431 643,097 37,309 36,114 347,292 337,071 23,622 26,995 223,087 311,455A2: No.of seats including Driver exceeding 4 but not exceeding 7 & Max.Mass exceeding 1.5 tonnes Force Motors Ltd 0 2 84 365 0 0 26 0 0 84 84 490Mahindra & Mahindra Ltd 0 0 908 0 0 0 738 209 0 0 0 0Scooters india Ltd 306 316 2,361 2,536 305 382 2,184 2,730 0 0 0 0Total 306 318 3,353 2,901 305 382 2,948 2,939 0 84 84 490Total Passenger Carrier 59,849 64,268 571,784 645,998 37,614 36,496 350,240 340,010 23,622 27,079 223,171 311,945B: Goods Carriers B1: Max.mass not exceeding 1 tonnes Atul Auto Limited 788 1,225 6,938 10,472 780 1,222 6,959 10,439 4 0 6 26Bajaj Auto Ltd 728 783 3,384 6,332 627 769 3,034 6,345 0 0 174 0Mahindra & Mahindra Ltd 1,013 1,584 9,703 12,515 1,159 1,247 9,650 11,762 19 52 211 560Piaggio Vehicles Pvt.Ltd 5,761 4,721 50,638 49,923 5,840 4,582 49,919 48,964 73 115 829 909Scooters india Ltd 462 443 3,760 4,937 346 558 3,443 4,727 0 0 0 0Total 8,752 8,756 74,423 84,179 8,752 8,378 73,005 82,237 96 167 1,220 1,495B2: Others Force Motors Ltd 0 0 15 0 0 0 106 0 0 0 0 0Mahindra & Mahindra Ltd 650 325 5,761 3,937 680 396 5,335 3,880 0 0 0 0Piaggio Vehicles Pvt.Ltd 20 25 108 171 0 0 0 0 24 24 108 174Scooters india Ltd 293 367 1,884 2,521 234 362 1,949 2,606 0 0 0 0Total 963 717 7,768 6,629 914 758 7,390 6,486 24 24 108 174Total Goods Carrier 9,715 9,473 82,191 90,808 9,666 9,136 80,395 88,723 120 191 1,328 1,669Total Three Wheelers 69,564 73,741 653,975 736,806 47,280 45,632 430,635 428,733 23,742 27,270 224,499 313,614Grand Total of all Categories 1,527,336 1,699,220 14,632,720 16,762,514 1,320,644 1,481,435 12,652,513 14,234,934 192,128 236,190 1,918,450 2,462,559

Category Segment/Subsegment Manufacturer. Production Domestic Sales Exports

For the month of Cumulative For the month of Cumulative For the month of Cumulative

January April-January January April-January January April-January

2011 2012 10-11 11-12 2011 2012 10-11 11-12 2011 2012 10-11 11-12

* Exports of Ford indicate CKDs

Auto Monitor

A D V E R T I S E R S ’ L I S T501 - 15 MARCH 2012

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ACE Manufacturing Systems Ltd BC

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ADEA 48

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Auroral Sinter Metals Co., Ltd. 10

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GE Energy 13

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Greaves Cotton Limited 16

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Auto Monitor

521 - 15 MARCH 2012

P R O D U C T I N D E X

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Centralised asset and maintenance

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Hydrogen and CNG bulk transport/

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

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

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

Industrial scientifi c instruments ....................... 28

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

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

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

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

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

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

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

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

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

Modular tooling systems................................... BIC

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

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

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

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

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

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

Physical testing and measuring equipment ..... 28

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

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

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

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

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

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

Profi lers and gantry machines ......................... 33

Protective packaging and cushioning solutions .... 21

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

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

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

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

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

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

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

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

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

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

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

Silicon carbide based particulate fi lters ........... 53

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Wire forms ........................................................ 3

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Auto Monitor

T H E O T H E R S I D E541 - 15 MARCH 2012

Getting Personalwith K Srinivas, President Motorcycle Business, Bajaj Auto Ltd

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K Srinivas is Bachelor in Electrical Engineering from VJTI, Mumbai. During his early years of his career, he worked in the sales and marketing team of Siemens, before moving on to be associat-ed with ABC Consultants. His initial association with Bajaj Auto was as the Head of HR before he went on to be the President, Retail Finance. Today, he is the President, Motorcycle Business of the company.

In Person

An experience I won’t forget…

If not in the auto industry, where would you be?Can’t imagine being anywhere else than Bajaj Auto

What car do you drive? What do you dream of driving?Audi. But I dream of riding the new Pulsar that Joe and his team are creating

Your most recent indulgence…Setting up an amateur photo studio at home

What are you currently reading?Nassim Nicholas Taleb’s ‘The Black Swan’

What is Mr K Srinivas doing when not talking auto?Photography

Outdoor activity you would miss offi ce for…Visiting dealers in B and C class towns

Where did you go for your last holiday?Boston

You get angry when…People are not intellectually honest

What is the one thing you would like to change about yourself?Not exercising consistently

Best thing to have happened to you…Being hired by Rajiv Bajaj

A challenge we faced in financing motorcycles to rural customers was their high cheque bouncing rates. Most financiers had concluded that these customers were not credit worthy. We created a cash col-lection model, leveraging our huge sub-dealer network supported by a very low cost mobile-based technology to extend finance to these customers. With a sub one percent bad debt, this is now the best portfolio in the industry. All of us were humbled by this experience. The rural customer actually is much more credit worthy than his urban counterpart. Sadly, banking systems have not been designed to facilitate them.

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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

auto monitor - 1-15 march 2012

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