BSE SENSEX

The S&P BSE SENSEX (S&P Bombay Stock Exchange Sensitive Index), also-called

the BSE 30 or simply the SENSEX, is a free-float market capitalization-weighted stock

market index of 30 well-established and financially sound companies listed on BSE Ltd. The

30 component companies which are some of the largest and most actively traded stocks, are

representative of various industrial sectors of the Indian economy. Published since 1 January

1986, the S&P BSE SENSEX is regarded as the pulse of the domestic stock markets in India.

The base value of the S&P BSE SENSEX is taken as 100 on 1 April 1979, and its base year

as 1978–79. On 25 July 2001 BSE launched DOLLEX-30, a dollar-linked version of S&P

BSE SENSEX. As of 21 April 2011, the market capitalisation of S&P BSE SENSEX was

about  29,733 billion (US$511 billion) (47.68% of market capitalisation of BSE), while its

free-float market capitalisation was  15,690 billion (US$270 billion).

Components

The BSE Sensex currently consists of the following 30 major Indian companies as of 17

February 2012.

# Company Industry Scrip

1Housing Development Finance

CorporationConsumer finance 500010

2 Cipla Pharmaceuticals 500087

3 Bharat Heavy Electricals Electrical equipment 500103

4 State Bank Of India Banking 500112

5 HDFC Bank Banking 500180

# Company Industry Scrip

6 Hero Motocorp Automotive 500182

7 Infosys Information Technology 500209

8 Oil and Natural Gas Corporation Oil and gas 500312

9 Reliance Industries Oil and gas 500325

10 Tata Power Power 500400

11 Hindalco Industries Metals and Mining 500440

12 Tata Steel Steel 500470

13 Larsen & Toubro Conglomerate 500510

14 Mahindra & Mahindra Automotive 500520

15 Tata Motors Automotive 500570

16 Hindustan Unilever Consumer goods 500696

17 ITC Conglomerate 500875

18 Sterlite Industries Metals and Mining 500900

# Company Industry Scrip

19 Wipro Information Technology 507685

20 Sun Pharmaceutical Pharmaceuticals 524715

21 GAIL Oil and gas 532155

22 ICICI Bank Banking 532174

23 Jindal Steel & Power Steel and power 532286

24 Bharti Airtel Telecommunication 532454

25 Maruti Suzuki Automotive 532500

26 Tata Consultancy Services Information Technology 532540

27 NTPC Power 532555

28 DLF Real estate 532868

29 Bajaj Auto Automotive 532977

30 Coal India Metals and Mining 533278

Calculation

The BSE constantly reviews and modifies its composition to be sure it reflects current market

conditions. The index is calculated based on a free float capitalisation method, a variation of

the market capitalisation method. Instead of using a company's outstanding shares it uses its

float, or shares that are readily available for trading. As per free float capitalisation

methodology, the level of index at any point of time reflects the free float market value of 30

component stocks relative to a base period. The market capitalisation of a company is

determined by multiplying the price of its stock by the number of shares issued by of

corporate actions, replacement of scrips, etc.

The index has increased by over ten times from June 1990 to the present. Using information

from April 1979 onwards, the long-run rate of return on the S&P BSE SENSEX works out to

be 18.6% per annum, which translates to roughly 9% per annum.

Milestones

Graph of S&P BSE SENSEX monthly data

Here is a timeline on the rise of the SENSEX through Indian stock market history

1000, 25 July 1990 – On 25 July 1990, the SENSEX touched the four-digit figure for the

first time and closed at 1,001 in the wake of a good monsoon and excellent corporate

results.

2000, 15 January 1992 – On 15 January 1992, the SENSEX crossed the 2,000 mark and

closed at 2,020 followed by the liberal economic policy initiatives undertaken by the then

finance minister and current Prime Minister Dr Manmohan Singh.

3000, 29 February 1992 – On 29 February 1992, the SENSEX surged past the 3,000

mark in the wake of the market-friendly Budget announced by Manmohan Singh.

4000, 30 March 1992 – On 30 March 1992, the SENSEX crossed the 4,000 mark and

closed at 4,091 on the expectations of a liberal export-import policy. It was then that

the Harshad Mehta scam hit the markets and SENSEX witnessed unabated selling.

5000, 11 October 1999 – On 11 October 1999, the SENSEX crossed the 5,000 mark, as

the Bharatiya Janata Party-led coalition won the majority in the 13th Lok Sabha election.[2]

6000, 11 February 2000 – On 11 February 2000, the information technology boom

helped the SENSEX to cross the 6,000 mark and hit an all-time high of 6,006 points. This

record would stand for nearly four years, until 2 January 2004, when the SENSEX closed

at 6,026.59 points.[3]

7000, 21 June 2005 – On 20 June 2005, the news of the settlement between the Ambani

brothers boosted investor sentiments and the scrips of RIL, Reliance Energy,Reliance

Capital and IPCL made huge gains. This helped the SENSEX crossed 7,000 points for the

first time.

8000, 8 September 2005 – On 8 September 2005, the Bombay Stock Exchange's

benchmark 30-share index – the SENSEX – crossed the 8,000 level following brisk

buying by foreign and domestic funds in early trading.

9000, 9 December 2005 – The SENSEX on 28 November 2005 crossed 9,000 and

touched a peak of 9,000.32 points during mid-session at the Bombay Stock Exchange on

the back of frantic buying spree by foreign institutional investors and well supported by

local operators as well as retail investors. However, it was on 9 December 2005 that the

SENSEX first closed at over 9,000 points.[4]

10,000, 7 February 2006 – The SENSEX on 6 February 2006 touched 10,003 points

during mid-session. The SENSEX finally closed above the 10,000 mark on 7 February

2006.

11,000, 27 March 2006 – The SENSEX on 21 March 2006 crossed 11,000 and touched a

peak of 11,001 points during mid-session at the Bombay Stock Exchange for the first

time. However, it was on 27 March 2006 that the SENSEX first closed at over 11,000

points.

12,000, 20 April 2006 – The SENSEX on 20 April 2006 crossed 12,000 and touched a

peak of 12,004 points during mid-session at the Bombay Stock Exchange for the first

time.

13,000, 30 October 2006 – The SENSEX on 30 October 2006 crossed 13,000 for the

first time. It touched a peak of 13,039.36, before finally closing at 13,024.26 points.

14,000, 5 December 2006 – The SENSEX on 5 December 2006 crossed the 14,000 mark

for the first time.

15,000, 6 July 2007 – The SENSEX on 6 July 2007 crossed the 15,000 mark for the first

time.

16,000, 19 September 2007 – The SENSEX on 19 September 2007 crossed the 16,000

mark for the first time.

17,000, 26 September 2007 – The SENSEX on 26 September 2007 crossed the 17,000

mark for the first time.

18,000, 9 October 2007 – The SENSEX on 9 October 2007 crossed the 18,000 mark for

the first time.

19,000, 15 October 2007 – The SENSEX on 15 October 2007 crossed the 19,000 mark

for the first time.

20,000, 11 December 2007 – The SENSEX on 29 October 2007 crossed the 20,000 mark

for the first time during intra-day trading, but closed at 19,977.67 points. However, it was

on 11 December 2007 that it finally closed at a figure above 20,000 points on the back of

aggressive buying by funds.

21,000, 5 November 2010 – The SENSEX on 8 January 2008 crossed the 21,000 mark

for the first time, reaching an intra-day peak of 21,078 points, before closing at

20,873. However, it was not until 5 November 2010 that the SENSEX closed at

21,004.96, for its first close above 21,000 points. To date, this is the all-time record high

close for the SENSEX, as well as the only time the index has closed above the 21,000

mark.

19 February 2013 – SENSEX becomes S&P SENSEX as BSE ties up with Standard and

Poor's to use the S&P brand for Sensex and other indices.

17 May 2013 – The SENSEX on 17 May 2013 closes at 20,286.12, for its highest peak in

28 months.

2006-2010: The Volatile Journey to 21,000

May 2006

On 22 May 2006, the SENSEX plunged by 1,100 points during intra-day trading, leading to

the suspension of trading for the first time since 17 May 2004. The volatility of the SENSEX

had caused investors to lose Rs 6 lakh crore (US$131 billion) within seven trading sessions.

The Finance Minister of India, P. Chidambaram, made an unscheduled press statement when

trading was suspended to assure investors that nothing was wrong with the fundamentals of

the economy, and advised retail investors to stay invested. When trading resumed after the

reassurances of the Reserve Bank of India and the Securities and Exchange Board of

India (SEBI), the SENSEX managed to move up 700 points, but still finished the session 457

points in the red.[9]

The SENSEX eventually recovered from the volatility, and on 16 October 2006, the

SENSEX closed at an all-time high of 12,928.18 with an intra-day high of 12,953.76. This

was a result of increased confidence in the economy and reports that India's manufacturing

sector grew by 11.1% in August 2006.

13,000, 30 October 2006 – The SENSEX on 30 October 2006 crossed 13,000 mark for

the first time, touching a peak of 13,039.36, before closing at 13,024.26 points. It took

135 days to reach 13,000 from 12,000, and 124 days to reach 13,000 from 12,500.

14,000, 5 December 2006 – The SENSEX on 5 December 2006 crossed 14,000 mark for

the first time, after opening the day with a peak of 14,028 at 9.58 am(IST).

15,000, 6 July 2007- The SENSEX on 6 July 2007 crossed another milestone and

reached a magic figure of 15,000. It took 7 months and one day after first reaching the

14,000 milestone to touch this historic milestone.

Hindustan Unilever

Hindustan Unilever Limited is an Indian consumer goods company based in Mumbai,

Maharashtra. It is owned by Anglo-Dutch company Unilever which owns a 67% controlling

share in HUL. Wikipedia

Stock price: 

HINDUNILVR (NSE)Rs. 682.50-5.55 (-0.81%)

19 Jul 3:30 pm IST - Disclaimer

Headquarters: Mumbai, India

Founded: 1933

INTRODUCTION

HUL works to create a better future every day and helps people feel good, look good and get

more out of life with brands and services that are good for them and good for others.

With over 35 brands spanning 20 distinct categories such as soaps, detergents, shampoos,

skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and

water purifiers, the Company is a part of the everyday life of millions of consumers across

India. Its portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin,

Wheel, Fair & Lovely, Pond’s, Vaseline, Lakmé, Dove, Clinic Plus, Sunsilk, Pepsodent,

Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Wall’s and Pureit.

The Company has over 16,000 employees and has an annual turnover of around Rs.25,206

crores (financial year 2012 - 2013). HUL is a subsidiary of Unilever, one of the world’s

leading suppliers of fast moving consumer goods with strong local roots in more than 100

countries across the globe with annual sales of €51 billion in 2012. Unilever has about 52%

shareholding in HUL.

Brands

HUL is the market leader in Indian consumer products with presence in over 20 consumer

categories such as soaps, tea, detergents and shampoos amongst others with over 700 million

Indian consumers using its products. Eighteen of HUL's brands featured in

the ACNielsen Brand Equity list of 100 Most Trusted Brands Annual Survey (2012), carried

out by Brand Equity, a supplement of The Economic Times.[6]

The Most Trusted Brands from HUL in the top 100 list (their rankings in brackets) are: Clinic

Plus (4), Lifebuoy (10), Fair & Lovely (11), Rin (12), Surf Excel (13), Lux (14), Pepsodent

(17), Closeup (19), Pond’s (20), Sunsilk (26), Dove (37), Vim (43), Pears (79), Lakme (81),

Vaseline (86), Wheel (87), Hamam (95) and Rexona (96).[7]

The latest launches for Hindustan Unilever include: Surf Excel Easywash; Lakmé eyeconic

range; Vim Anti Germ bar;Pureit Marvella UV with Advance Alert System; TRESemmé: For

Salon style hair at home everyday; Clinic Plus: Milk Protein Formula A++; Comfort 1 Rinse;

Bru Exotica Guatemala; Closeup: Deep Action; Dove Hair Fall Rescue Treatment; Taaza:

Taazgi bhari chaai, dimaag khul jaaye.[8]

The company has a distribution channel of 6.3 million outlets and owns 35 major Indian

brands.[9] Its brands include:

Food brands:

Annapurna salt and atta

Bru coffee

Brooke Bond (3 Roses, Taj Mahal, Taaza, Red Label) tea

Kissan squashes, ketchups, juices and jams

Lipton tea

Knorr soups & meal makers and soupy noodles

Kwality Wall's frozen dessert

Modern Bread, ready to eat chapattis and other bakery items

Magnum (ice cream)

Homecare Brands

ActiveWheel detergent

Cif Cream Cleaner

Comfort fabric softeners

Domestos disinfectant/toilet cleaner

Rin detergents and bleach

Sunlight detergent and colour care

Surf Excel detergent and gentle wash

Vim dishwash

Magic – Water Saver

Personal Care Brands:

Aviance Beauty Solutions

Axe deodorant and aftershaving lotion and soap

LEVER Ayush Therapy ayurvedic health care and personal care products

Breeze beauty soap

Clear anti-dandruff hair products

Clinic Plus shampoo and oil

Close Up toothpaste

Dove skin cleansing & hair care range: bar, lotions, creams and anti-perspirant

deodorants

Denim shaving products

Fair & Lovely skin-lightening products

Hamam

Lakmé beauty products and salons

Lifebuoy soaps and handwash range

Liril 2000 soap

Lux soap, body wash and deodorant

Pears soap

Awards and Recognition

As per the latest Nielsen Campus Track-Business School Survey released in February 2013,

Hindustan Unilever Limited has emerged as the No.1 employer of choice for B-School

students who will graduate in 2013, across functions. HUL also retained the 'Dream

Employer' status for the 4th year running and continues to be the top company considered for

application by B-School student in India.

In 2012, HUL was recognised as one of the world's most innovative companies by Forbes.

With a ranking of number 6, it was the highest ranked FMCG company.

Hindustan Unilever Limited (HUL) won the first prize at FICCI Water Awards 2012 under

the category of 'community initiatives by industry' for Gundar Basin Project, a water

conservation initiative.

Hindustan Unilever Limited won 13 awards at the Emvies 2012 Media Awards organised by

the Advertising Club Bombay in September 2012.

The company bagged four awards at the Spikes Asia Awards 2012, held in September. The

awards included one Grand Prix one Gold Award and two Silver Awards.

HUL’s Chhindwara Unit won the National Safety Award for outstanding performance in

Industrial Safety. These awards were instituted by the Union Ministry of Labour and

Employment in 1965.

Headquarters

Hindustan Unilever's corporate headquarters are located at Andheri (E), Mumbai. The

campus is spread over 12.5 acres of land and houses over 1,600 employees. Some of the

facilities available for the employees include a convenience store, a food court, an

occupational health centre, a gym, a sports & recreation centre and a day care centre.

The campus received a certification from LEED (Leadership in Energy and Environmental

Design)[83] Gold in 'New Construction' category, by Indian Green Building Council (IGBC),

Hyderabad, under license from the United States Green Building Council (USGBC)

The company's previous headquarters was located at Backbay Reclamation, Mumbai at the

Lever House, where it was housed for over 46 years

Marketing Initiatives

Khushiyon Ki Doli

The company launched a multi-brand rural marketing initiative called Khushiyon Ki Doli, in

2010 in three states – Uttar Pradesh, Andhra Pradesh and Maharashtra. Through this initiative

more than 10 million consumers were contacted directly in more than 28,000 villages across

these three states. Through this initiative, the company also reached out to 170,000 retailers

in these villages.Through this initiative HUL engaged with 25 million rural consumers in

media dark areas in 2011.

In 2011, HUL extended this initiative to cover five states – West Bengal, Bihar, Maharashtra,

Andhra Pradesh and Uttar Pradesh, covering over fifty thousand villages across these five

states.

In 2012, Kushiyon Ki Doli has been extended to Karnataka to cover a total of six States:

Maharashtra, UP, Bihar, West Bengal, Andhra Pradesh and Karnataka. The initiative aims to

cover over Fifty five thousand villages in 2012.

Various personal care and home care brands of HUL have participated in this initiative

including: Wheel, Surf Excel, FAL, Sunsilk, Vim, Lifebuoy and Closeup.

The module follows a three-step process, starting with awareness, moving on to consumer

engagement and finally retail contact. The first step of spreading awareness is achieved

through a team of promoters who head to each village and invite the villages to what is

known as ‘Mohallas’ to make them aware of the company and its products. In every village,

there are about 4–5 teams that conduct these events in local language for small focused

groups so that it allows for greater engagement and involvement for the consumers. During

this activity, brands are introduced with the help of TVCs that are played continuously. And

the promoters by way of ‘live’ demonstrations bring alive the hygiene benefits of using such

brands and improving the quality of daily life. To increase the ‘fun’ element and enhance

involvement, promoters also conduct simple quizzes and games around the brands and daily

hygiene habits. As part of this activation,the company offers schemes both for the

participating consumers and also local retailers for generating trial among consumers as well

enhancing availability at retail. Post the ‘mohalla’ activity, the promotes go home to home

and conduct consumer home visits to generate trial where they offer attractive promotions to

the consumers. Similarly, there is another team which visits all the shops in the village which

ensures improved availability and visibility of HUL brands. Technology has been used to

advertise and market HUL's brands. At the same time, the company has utilised traditional

symbols to bolster Public Relations. For example, the brand films and hygiene messages are

shown to the consumers through the use of Palki.

Type Public

Traded as BSE: 500087

NSE: CIPLA

BSE SENSEX Constituent

Industry Pharmaceuticals

Founded 1935

Headquarters Mumbai, Maharashtra, India

Key people Y. K. Hamied (CMD), Chairman

Products Pharmaceuticals anddiagnostics

Revenue   69,775.0 million(US$1.2 billion) (2012)

Net income   11.23 billion(US$190 million) (2012)

Employees over 16,000

Website www.cipla.com

Company Profile

Founded prior to Indian independence by and on the principle that India needed to become

self-sufficient in supplying medicine to its people, Cipla has emphasized self-reliance and the

right of all people to health and access to medicine, regardless of their economic

circumstances or where in the world they happen to live.

Cipla cooperates with other enterprises in areas such as consulting, commissioning,

engineering, project appraisal, quality control, know-how transfer, support, and plant supply.

HIV/AIDS Medication

Cipla is the world's largest manufacturer of antiretroviral drugs (ARVs) to fight HIV/AIDS,

as measured by units produced and distributed (multinational brand-name drugs are much

more expensive, so in money terms Cipla medicines are probably somewhere down the list).

Roughly 40 percent of HIV/AIDS patients undergoing antiretroviral therapy worldwide take

Cipla drugs.

Indian law from 1972 until 2005 allowed no (end-product) patents on drugs, and provided

for compulsory licensing, Cipla was able to manufacture medicines which

enjoyed patentmonopoly in certain other countries (particularly those where large,

multinational pharmaceutical companies are based). By doing so, as well as by making an

executive decision not to make profits on AIDS medication, Cipla reduced the cost of

providing antiretrovirals to AIDS patients from $12,000 and beyond (monopoly prices

charged by international pharma conglomerates) down to under $100 per year. While this

sum remains out of reach for many millions of people in Third World countries, government

and charitable sources often are in a position to make up the difference for destitute patients.

Antiflu and Virenza

In December 2008, Cipla won a court case in India allowing it to manufacture a cheaper

generic version of oseltamivir, marketed by Hoffmann-La Roche (Roche) under the trade

name Tamiflu, under the Cipla tradename Antiflu. In May 2009, Cipla won approval from

the World Health Organization certifying that its drug Antiflu was as effective as Tamiflu,

and Antiflu is included in the World Health Organization list of prequalified medicinal

products.

Cipla announced that Oseltamivir 75 mg capsules marketed as `Antiflu` by the company has

been included in the World Health Organization (WHO) list of prequalified medicinal

products (PMP).

Oseltamivir is indicated for use in the treatment of influenza A (H1N1) infection commonly

known as swine flu.

Cipla also produces a generic version of zanamivir, marketed by Glaxo under the trade

name Relenza, under the Cipla tradename Virenza.

The New York Times reported that the government of Saudi Arabia purchased stockpiles of

Antiflu in preparation for Hajj in late 2009, fearing an outbreak of flu among Hajjis arriving

from all parts of the world.

The firm announced the launch of the drug under the name "Antiflu" on 11 November 2009

to be sold as a category X drug, strictly under prescription.

Cancer Medications

In May 2012, Cipla made headlines worldwide by slashing prices on several cancer drugs

previously priced far out of reach to the vast majority of the world's population (cancer drugs

are generally the most expensive category of pharmaceutical). The Wall Street Journal quoted

Cipla chairperson Yusuf Hamied as saying: "We had taken the lead to provide affordable

medicine for AIDS and I think the time has now come -- 10 years later -- when we do a

similar thing for cancer." The revised prices averaged roughly 75% less than the previous

ones, and Hamied announced plans to similarly reduce prices on the full range of cancer

drugs made by Cipla. The move was expected to prompt significant price drops from other

producers, providing access to medicine and saving many millions of cancer patients

unnecessary suffering and/or death.

Other drugs

Cipla also has a product range comprising antibiotics, anti-bacterials, anti-asthmatics,

anthelmintics, anti-ulcerants, oncology, corticosteroids, nutritional supplements and

cardiovascular drugs. The company has at least nine different prescription drugs registered

with the US FDA.[16] Active in the anti-bacterial and anti-asthmatic segments, Cipla was the

first in Asia to launch a non-CFC metered dose inhaler.

In a September 2011 article, The New York Times discussed Cipla's efforts to radically lower

costs of biotech drugs for cancer, diabetes and other noncommunicable diseases, and,

referencing the leading role the company had played in getting low-cost AIDS drugs to

developing world, the Times opined:

In retrospect, the battle 10 years ago over AIDS medicines was a small skirmish compared

with the one likely to erupt over cancer, diabetes and heart medicines. The AIDS drug market

was never a major moneymaker for global drug giants, while cancer and diabetes drugs are

central to the companies’ very survival

Jindal Steel and Power Ltd.

Type Private

Traded as BSE: 532286,NSE: JINDALSTELBSE SENSEX Constituent

Industry Steel, energy

Founded 1952

Founder(s) O P Jindal

Headquarters New Delhi, India[1]

Key people Naveen Jindal(Chairman and MD)

Products Steel, iron, electricity generation and distribution

Revenue 138.46 billion (US$2.4 billion) (2011)

Net income 37.54 billion (US$650 million) (2011)

Total assets 283.2 billion (US$4.9 billion) (2011)

Employees 7,669 (2009)

Parent Jindal Group

Website www.jindalsteelpower.com

INTRODUCTION

Jindal Steel and Power Limited (JSPL) is an Indian steel and energy company based

in New Delhi, India and a division of Jindal Group conglomerate. With annual turnover of

over US$4 billion, Jindal Steel & Power Limited (JSPL) is a part of about US$17 billion

diversified O. P. Jindal Group. JSPL is a leading player in steel, power, mining, oil and gas

and infrastructure. Naveen Jindal, the youngest son of the late O P Jindal, drives JSPL and its

group companies Jindal Power Ltd, Jindal Petroleum Ltd., Jindal Cement Ltd. and Jindal

Steel Bolivia. The company professes a belief in the concept of self-sufficiency. The

company produces steel and power through backward integration from its own captive coal

and iron-ore mines.

However, in terms of tonnage, it is the third largest steel producer in India. The company

manufactures and sells sponge iron, mild steel slabs, ferro chrome, iron ore, mild steel,

structural, hot rolled plates and coils and coal based sponge iron plant. The company is also

involved in power generation.

Jindal Steel and Power is a part of the Jindal Group, founded by O. P. Jindal (1930–2005). In

1969, he started Pipe Unit Jindal India Limited at Hisar, India,[2] one of the earlier

incarnations of his business empire. After Jindal's death in 2005, much of his assets were

transferred to his wife, Savitri Jindal. Jindal Group's management was then split among his

four sons with Naveen Jindal as the Chairman of Jindal Steel and Power Limited. His elder

brother, Sajjan Jindal, is currently the head of ASSOCHAM, an influential body of the

chambers of commerce, and the head of JSW Group, part of O.P. Jindal Group.

On 3 June 2006, Bolivia granted development rights for one of the world's largest iron ore

reserves in the El Mutún region to Jindal Steel. With an initial investment of US$1.5 billion,

the company plans to invest an additional US$2.1 billion over the next eight years in the

South American country.[3] Jindal Steel is most likely to terminate the contract of investing

$2.1 billion in setting up a steel plant in Bolivia, due to non-fulfilment of contractual

obligations by the Bolivian government.[4] Savitri Jindal, the widow of O. P. Jindal, is ranked

as the 19th richest Indian person according to Forbes.

The Jindal family established Vidya Devi Jindal School, a residential school for girls in

Hisar, India, in 1984. Although not marketed as such, it is widely known to cater to the

wealthy through its private location and array of activities.[citation needed] The school's student

body comprises girls from affluent business and political families of India.

Involvement in coalgate scam

Congress MP, Naveen Jindal's Jindal Steel and Power got a coal field in February 2009 with

reserves of 1500 million metric tones while the government-run Navratna Coal India Ltd was

refused. On 27 February 2009, two private companies got huge coal blocks. Both the blocks

were in Orissa and while one was over 300 mega metric tones, the other was over 1500 mega

metric tones. Combined worth of these blocks was well over Rs 2 trillion (short scale) and

these blocks were meant for the liquification of coal. One of these blocks was awarded to

Jindal. Naveen Jindal's Jindal Steel and Power was the company which was allotted the

Talcher coal field in Angul in Orissa in 2009, well after the self-imposed cut off date by the

Centre on allocation of coal blocks. The Opposition alleged that the Government violated all

norms to give him coal fields. Naveen Jindal, however, denied any wrongdoing.[38][39] On

15 September 2012, an Inter Ministerial Group (IMG) headed by Zohra Chatterji (Additional

Secretary in Coal Ministry) recommended cancellation of a block allotted to JSW (Jindal

Steel Works), a Jindal Group company.

Future outlook

Expanding to newer horizons JSPL firmly believes that change is the only constant in life and

it shall have to continuously upgrade its existing technologies, embrace new technologies,

motivate its personnel and uplift the living standards of those around us. Adhering to these

values, major expansion plans are being executed:

Raigarh

2 MTPA cement plant.

Additional power generation of 540 MW.

Medium structural mill.

Pipe conveyor from mines to plant.

Mini blast furnace up-gradation

Fabrication unit in the industrial estate.

An MOU has been signed between JSPL and the Government of Chhattisgarh for setting up

an additional 7.0 MTPA steel plant in phases and a 1600 MW power plant with an investment

of over US $ 5.20 billion (Rs. 260 billion).

Jharkhand

An 11 million ton integrated steel plant and 2600 MW captive power plant in phases, with a

total investment of US $ 6.00 billion, (Rs. 300 billion).

Orissa

A 12.5 million ton integrated steel plant and 2600 MW captive power plant in phases, with a

total investment of US $ 8.00 billion (Rs. 400 billion). The first phase of 3 million ton is

expected to be commissioned by 2011.

Coal to Liquid Petroleum Project

Jindal Steel & Power has been allotted the Ramchandi Promotional Coal Block in Orissa for

the proposed Coal to Liquid (CTL) project by the Union Coal Ministry, Government of India.

The project cost estimated to be around US $ 8.4 billion (Rs. 420 billion) includes CTL plant,

coal mining and power plant. The project to be located in Tehsil Kishore Nagar, Dist. Angul,

Orissa will produce 80,000 barrels per day (4.0 MMTPA) crude using environment friendly

Indirect Coal Liquification Technology developed by M/S Lurgi of Germany for the first

time in India. The prestigious CTL project is yet another feather in JSPL’s cap.

Jindal Petroleum Limited

As part of its diversification process, JSPL has recently forayed into the oil and gas sector,

operating under the banner of Jindal Petroleum Limited. The company has acquired 7 Oil &

Gas blocks in different parts of the world, including 5 in Georgia, 1 in Bolivia and 1 in India.

Mr. Naveen Jindal recently led a delegation to Georgia to sign contracts with the Government

of Georgia for the exploration and production of the blocks, signifying the importance the

company is giving to its petroleum business. The company has so far committed an

investment of US $ 200 million (Rs. 10 billion) and is working on several other projects in

the sector.

Bolivia

JSPL plans to invest US $ 2.1 billion (Rs. 105 billion) in Bolivia, South America, in the

coming years for mining and setting up of an integrated 1.7 MT steel plant, 450 MW power

plant, 6 MT sponge iron and 10 MT iron ore pellet plant.

Jindal Institute of Power Technology (JIPT) CEA Approved ABOUT THE INSTITUTE:

Jindal Institute of Power Technology is recognized by Central Electricity Authority (CEA),

Ministry of Power as category-l Institute, as per provisions of Sub Rule 2A of Rule 3 of

Indian Electricity Rules 1956 is promoted by Jindal Education & Welfare Society, located at

Jindal Power Limited which is a part of US$ 12 billion O.P. Jindal Group. The Institute

possesses a world class Simulator of 250 MW/600 MW generating units & state of art

infrastructure. JIPT is Located inside the 4X250,4X600 MW Jindal Thermal power plant in

Tamnar,Raigarh,CG 496107

OBJECTIVE:

To develop a pool of technically trained power plant professionals for power utilities of India

& Abroad. The course authorizes the pass outs to operate OR undertake Maintenance of any

part or whole of a generating stations of capacity 100 MW & above together with the

associated sub stations.

TRAINING METHODOLOGY:

a) Class room lectures for imparting theoretical & technical knowledge b) Practical training

in different technologies: 4X250, MW, 4X600 MW & 4X135 MW capacity Jindal thermal

Power Plants. c) Simulator training (JIPT has 4X250 & 4X600 MW Honeywell make

simulator which is replica of actual thermal plant) d) Case studies /group discussions/

experience sharing/panel discussion e) Self learning through CBT training packages f)

Exposure Visits to other power plants

Courses 1 year Post Graduate Program in Thermal Power Plant Technology (PGPTPT) –

After BE/Btech 1 year Post Diploma Program in Thermal Power Technology (PDPTPT) –

After Diploma

Maruti Suzuki India Limited

Type Public

Traded as BSE: 532500NSE: MARUTIBSE SENSEX Constituent

Industry Automotive

Predecessor(s) Maruti Udyog Limited

Founded 1981

Headquarters New Delhi, India[1]

Key people RC Bhargava[2] (Chairman)

Kenichi Ayukawa[3] (CEO & MD)

Products Automobiles

Revenue 369.34 billion(US$6.4 billion) (2012)[4]

Net income 16.81 billion(US$290 million) (2012)[4]

Employees 6,903 (2011)[5]

Parent Suzuki[6]

Website www.marutisuzuki.com

INTRODUCTION

Maruti Suzuki India Limited (/marut̪i suzuki/), commonly referred to as Maruti and

formerly known as Maruti Udyog Limited, is an automobile manufacturer in India. It is a

subsidiary of Japanese automobile and motorcycle manufacturer Suzuki. As of November

2012, it had a market share of 37% of the Indian passenger car market. Maruti Suzuki

manufactures and sells a complete range of cars from the entry level Alto, to

hatchback Ritz, A-Star, Swift, Wagon R, Zen and sedans DZire, Kizashi and SX4, in the

'C' segmentEeco, Omni, Multi Purpose vehicle Suzuki Ertiga and Sports Utility

vehicle Grand Vitara. The company's headquarters are on Nelson Mandela Road, New

Delhi. In February 2012, the company sold its ten millionth vehicle in India.

History

The old logo of Maruti Suzuki India Limited. Later the logo of Suzuki Motor Corp. was also added to it

An old Maruti 800 model from the 1980s, still in use as of 2013 in Goa. The Maruti 800 was popularly referred to as simply

"Maruti"

Maruti Suzuki 800 at Nainital Uttarakhand

Originally, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of

Japan. The BJP-led government held an initial public offeringof 25% of the company in June

2003. As of May 2007, the government of India sold its complete share to Indian financial

institutions and no longer has any stake in Maruti Udyog.[11]

Maruti Udyog Limited (MUL) was established in February 1981, though the actual

production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car which

at the time was the only modern car available in India, its only competitors- the Hindustan

Ambassador and Premier Padmini were both around 25 years out of date at that point.

Through 2004, Maruti Suzuki has produced over 5 Million vehicles. Maruti Suzukis are sold

in India and various several other countries, depending upon export orders. Models similar to

those made by Maruti in India, albeit not assembled or fully manufactured in India or Japan

are sold by Pak Suzuki Motors in Pakistan.

The company exports more than 50,000 cars annually and has domestic sales of 730,000 cars

annually.[citation needed] Its manufacturing facilities are located at two

facilities Gurgaon and Manesar in Haryana, south of Delhi. Maruti Suzuki’s Gurgaon facility

has an installed capacity of 900,000 units per annum. The Manesar facilities, launched in

February 2007 comprise a vehicle assembly plant with a capacity of 550,000 units per year

and a Diesel Engine plant with an annual capacity of 100,000 engines and transmissions.

Manesar and Gurgaon facilities have a combined capability to produce over 14,50,000 units

annually.

About 35% of [8] all cars sold in India are made by Maruti. The company is 54.2% owned by

the Japanese multinational Suzuki Motor Corporation per cent of Maruti Suzuki. The rest is

owned by public and financial institutions. It is listed on the Bombay Stock

Exchangeand National Stock Exchange of India.

During 2007 and 2008, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In

all, over six million Maruti Suzuki cars are on Indian roads since the first car was rolled out

on 14 December 1983. Maruti Suzuki offers 15 models, Maruti 800, Alto, Maruti Alto

800,WagonR, Estilo, A-star, Ritz, Swift, Swift DZire, SX4, Omni, Eeco, Gypsy, Grand

Vitara, Kizashi and the newly launched Ertiga. Swift, Swift DZire, A-star and SX4 are

manufactured in Manesar, Grand Vitara and Kizashi are imported from Japan as completely

built units(CBU), remaining all models are manufactured in Maruti Suzuki's Gurgaon Plant.[citation needed] The company is believed to be moving towards introduction of a new version of

Maruti 800 by November 2012, which will be more fuel efficient, though slightly costlier

than Alto and existing Maruti 800. The Suzuki Motor Corporation, Maruti's main

stakeholder, is a global leader in mini and compact cars for three decades. Suzuki’s strategy

is to utillise light-weight, compact engines with stronger power, fuel-efficiency and

performance capabilities. Nearly 75,000 people are employed directly by Maruti Suzuki and

its partners. It has been rated first in customer satisfaction among all car makers in India from

1999 to 2009 by J D Power Asia Pacific. [13] Maruti Suzuki will be introducing new 800 cc

model by Diwali in 2012.The model is supposed to be fuel efficient, hence more expensive.

Joint venture related issues

Relationship between the Government of India, under the United Front (India) coalition

and Suzuki Motor Corporation over the joint venturewas a point of heated debate in the

Indian media until Suzuki Motor Corporation gained the controlling stake. This highly

profitable joint venture that had a near monopolistic trade in the Indian automobile

market and the nature of the partnership built up till then was the underlying reason for most

issues. The success of the joint venture led Suzuki to increase its equity from 26% to 40% in

1987, and further to 50% in 1992. In 1982 both the venture partners had entered into an

agreement to nominate their candidate for the post of Managing Director and every Managing

Director will have a tenure of five years

R.C. Bhargava was the initial managing director of the company since the inception of the

joint venture. Till today he is regarded as instrumental for the success of Maruti Suzuki.

Joining in 1982 he held several key positions in the company before heading the company as

Managing Director. Currently he is on the Board of Directors. After completing his five-year

tenure, Mr. Bhargava later assumed the office of Part-Time Chairman. The Government

nominated Mr. S.S.L.N. Bhaskarudu as the Managing Director on 27 August 1997. Mr.

Bhaskarudu had joined Maruti Suzuki in 1983 after spending 21 years in the Public sector

undertaking Bharat Heavy Electricals Limited as General Manager. In 1987 he was promoted

as Chief General Manager. In 1988 he was named Director, Productions and Projects. The

next year (1989) he was named Director of Materials[clarification needed] and in 1993 he became

Joint Managing Director.

Suzuki did not attend the Annual General Meeting of the Board with the reason of it being

called on a short notice.[17] Later Suzuki Motor Corporation went on record to state that

Bhaskarudu was "incompetent" and wanted someone else. However, the Ministry of

Industries, Government of India refuted the charges. Media stated from the Maruti Suzuki

sources that Bhaskarudu was interested to indigenise most of components for the models

including gear boxes especially for Maruti 800. Suzuki also felt that Bhaskarudu was a proxy

for the Government and would not let it increase its stake in the venture. [18] If Maruti Suzuki

would have been able to indigenise gear boxes then Maruti Suzuki would have been able to

manufacture all the models without the technical assistance from Suzuki. Till today the issue

of localization of gear boxes is highlighted in the press.

Industrial Relations

Since its founding in 1983, Maruti Udyog Limited experienced few problems with its labour

force. The Indian labour it hired readily accepted Japanese work culture and the modern

manufacturing process. In 1997, there was a change in ownership, and Maruti became

predominantly government controlled. Shortly thereafter, conflict between the United Front

Government and Suzuki started. Labour unrest started under management of Indian central

government. In 2000, a major industrial relations issue began and employees of Maruti went

on an indefinite strike, demanding among other things, major revisions to their wages,

incentives and pensions.

Employees used slowdown in October 2000, to press a revision to their incentive-linked pay.

In parallel, after elections and a new central government led by NDA alliance, India pursued

a disinvestments policy. Along with many other government owned companies, the new

administration proposed to sell part of its stake in Maruti Suzuki in a public offering. The

worker's union opposed this sell-off plan on the grounds that the company will lose a major

business advantage of being subsidised by the Government, and the union has better

protection while the company remains in control of the government.

The standoff between the union and the management continued through 2001. The

management refused union demands citing increased competition and lower margins. The

central government prevailed and privatized Maruti in 2002. Suzuki became the majority

owner of Maruti Udyog Limited.

Manesar violence July 2012

On 18 July 2012, Maruti's Manesar plant was hit by violence as workers at one of its auto

factories attacked supervisors and started a fire that killed a company official and injured 100

managers, including two Japanese expatriates. The violent mob also injured nine policemen.[25][26] The company's General Manager of Human Resources had both arms and legs broken

by his attackers, unable to leave the building that was set ablaze, and was charred to death.

The incident is the worst-ever for Suzuki since the company began operations in India in

1983.

Since April 2012, the Manesar union had demanded a three-fold increase in basic salary, a

monthly conveyance allowance of   10,000, a laundry allowance of   3,000, a gift with every

new car launch, and a house for every worker who wants one or cheaper home loans for those

who want to build their own houses.Initial reports claimed wage dispute and a union

spokesman alleged the incident may be caste-related. According to the Maruti Suzuki

Workers Union a supervisor had abused and made discriminatory comments to a low-caste

worker. These claims were denied by the company and the police. The supervisor alleged was

found to belong to a tribal heritage and outside of Hindu caste system; further, the numerous

workers involved in violence were not affiliated with caste either. Maruti said the unrest

began, not over wage discussions, but after the workers' union demanded the reinstatement of

a worker who had been suspended for beating a supervisor. The workers claim harsh working

conditions and extensive hiring of low-paid contract workers which are paid about $126 a

month, about half the minimum wage of permanent employees. Maruti employees currently

earn allowances in addition to their base wage. Company executives denied harsh conditions

and claim they hired entry-level workers on contracts and made them permanent as they

gained experience. It was also claimed that bouncers were deployed by the company.

India Today claimed that its interviews of witnesses present at the plant confirms the dispute

was over the suspended worker. The management insisted that they must wait for completion

of inquiry underway before they can take any action on the employee suspended for beating

up his supervisor. The management was then told, "you will be beaten up after we get a

signal." Thereafter, the workers broke up into groups, went on to set the shop floor as well as

all offices afire. They searched for management officials and proceeded with a barbaric

beating of the officials at the site with iron rods.

The police, in its First Information Report (FIR), claimed on 21 July that Manesar violence

may be the result of a planned violence by a section of workers and union leaders. The report

claimed the worker's action was recorded on close circuit cameras installed within the

company premises. The workers took several managers and high ranked management

officials hostage. The responsible Special Investigative Team official claimed, "some union

leaders may be aware of the facts, so they burnt down the main servers and more than 700

computers." The recorded CCTV footage has been used to determine the sequence of events

and people involved. Per the FIR, police have arrested 91 people and are searching for 55

additional accused.

Maruti Suzuki in its statement on the unrest, announced that all work at the Manesar plant has

been suspended indefinitely. A Suzuki spokesman said Manesar violence won't affect the

auto maker's business plans for India. The shut down of Manesar plant is leading to a loss of

about Rs 75 crore per day. On 21 July 2012, citing safety concerns, the company announced

a lockout under The Industrial Disputes Act, 1947 pending results of an inquiry the company

has requested of the Haryana government into the causes of the disorder. Under the

provisions of The Industrial Disputes Act for wages, the report claimed, employees are

expected to be paid for the duration of the lockout. On 26 July 2012, Maruti announced

employees would not be paid for the period of lock-out in accordance with Indian labour

laws. The company further announced that it will stop using contract workers by March 2013.

The report claimed the salary difference between contract workers and permanent workers

has been much smaller than initial media reports - the contract worker at Maruti received

about   11,500 per month, while a permanent worker received about   12,500 a month at

start, which increased in three years to   21,000-22,000 per month. In a separate report, a

contractor who was providing contract employees to Maruti claimed the company gave its

contract employees the best wage, allowances and benefits package in the region.

Shinzo Nakanishi, managing director and chief executive of Maruti Suzuki India, said this

kind of violence has never happened in Suzuki Motor Corp's entire global operations spread

across Hungary, Indonesia, Spain, Pakistan, Thailand, Malaysia, China and the Philippines.

Mr. Nakanishi went to each victim apologising for the miseries inflicted on them by fellow

workers, and in press interview requested the central and Haryana state governments to help

stop such ghastly violence by legislating decisive rules to restore corporate confidence amid

emergence of this new 'militant workforce' in Indian factories. He announced, "we are going

to de-recognise Maruti Suzuki Workers’ Union and dismiss all workers named in connection

with the incident. We will not compromise at all in such instances of barbaric, unprovoked

violence." He also announced Maruti plans to continue manufacturing in Manesar,

that Gujarat was an expansion opportunity and not an alternative to Manesar.

Labour disputes are endemic in the auto industry of India and have affected other

manufacturers. India has strict labour laws, but their application is widely sidestepped by

hiring low-wage contract workers. Manesar violence adds to India's recent incidents of labour

disputes turning to violence. Analysts claim recent incidents like Manesar violence suggest a

need for urgent reform of archaic Indian labour laws, the rigid rules on hiring and layoffs,

which harm the formal sector and discourage investment in India. Government mandated

procedures for labour dispute resolution are currently very slow, with tens of thousands of

cases pending for years. The government of India is being asked to recognise that incidents

such as Manesar violence indicate a structural sickness which must be solved nationally.

The company dismissed 500 workers accused of causing the violence and re-opened the plant

on 21 August, saying it would produce 150 vehicles on the first day, less than 10% of its

capacity. Analysts said that the shutdown was costing the company 1 billion rupees ($18

million) a day and costing the company market share.

The previous week company officials had announced that Maruti would scrap the practice of

hiring contract workers and that the workers currently on temporary contracts would be made

permanent. It would begin the process of hiring new workers on a permanent basis from 2

September 2012.

In July 2013, the workers went on hunger strike to protest the continuing jailing of their

colleagues and launched an online campaign to support their demands.

Products and services

Current automobiles

Red Bull Maruti Suzuki Swift

Maruti Omni

India's Corps of Military Police personnel patrolling the Wagah border crossing in

thePunjab in a Maruti Gypsy.

Maruti Alto

Maruti Suzuki Zen Estilo

Suzuki SX4

7th Generation Suzuki Alto is sold as Maruti Suzuki A-Star in India

Maruti Suzuki Swift DZire

Suzuki Splash is sold as Maruti Suzuki Ritz in India.

1. Omni (Launched 1984)

2. Gypsy (launched 1985)

3. WagonR (Launched 1999)

4. Alto (Launched 2000)

5. Swift (Launched 2005)

6. Estilo (Launched 2006)

7. SX4 (Launched 2007)

8. Swift DZire (Launched 2008)

9. A-star (Launched 2008)

10.Ritz (Launched 2009)

11.Eeco (Launched 2010)

12.Alto K10 (Launched 2010)

13.Maruti Ertiga(Launched 2012), seven seater MPV R3 designed and developed in

India, will compete with Toyota Innova, Mahindra Xylo, and Tata Sumo Grande.[46] In early 2012, Suzuki Ertiga will be exported first to Indonesia in Completely

Knock Down car.[47]

14.Maruti XA Alpha based compact SUV to compete with the Ford EcoSport & Renault

Duster will be launched in the year 2014

15.Maruti Alto 800(Launched 2012), Maruti Alto 800 is finally out with a price tag of

Rs.2.44 lakh (ex-showroom New Delhi). Maruti has rolled out three standard

variants-Alto 800 Base, Alto 800 LX and Alto 800 LXi and three CNG variants -Alto

800 CNG Base,Alto 800 CNG LX and Alto 800 CNG LXi.[48] The 0.8 litre of petrol

engine is very fuel efficient and pushes the car to produce high class mileage of 17 to

22 km per litre. The 45.7BHP of peak power produced by the engine is also

successful on road by delivering top-notch performance.[49]

Imported automobiles

Suzuki Grand Vitara

1. Grand Vitara (Launched 2007)

2. Kizashi (Launched 2011)

Discontinued automobiles[edit]

1. 1000 (1990–2000)

2. Zen (1993–2006)

3. Esteem (1994–2008)

4. Baleno (1999–2007)

5. Versa (2001–2010)

6. Grand Vitara XL7 (2003–2007)

7. 800 (1983-2012)

8. Alto (2000-2012)

Manufacturing facilities

Maruti Suzuki has two manufacturing facilities in India. Both manufacturing facilities have a

combined production capacity of 14,50,000 vehicles annually. During a recent meeting of the

Gujarat chief minister with Suzuki Motor Corp chairman & CEO Osamu Suzuki,the

Chairman had said that the work on car manufacturing plant at Mandal near Ahmedabad

would be started soon. Maruti Suzuki to set up second plant in Gujarat; acquires 600 acres

Gurgaon manufacturing facility

The Gurgaon manufacturing facility has three fully integrated manufacturing plants and is

spread over 300 acres (1.2 km2). All three plants have an installed capacity of 350,000

vehicles annually but productivity improvements have enabled it to manufacture 900,000

vehicles annually. The Gurgaon facilities also manufacture 240,000 K-Series engines

annually. The entire facility is equipped with more than 150 robots, out of which 71 have

been developed in-house. The Gurgaon Facilities manufactures

the 800, Alto, WagonR, Estilo,Omni, Gypsy, and Eeco.

Manesar manufacturing facility

The Manesar manufacturing plant was inaugurated in February 2007 and is spread over 600

acres (2.4 km2). Initially it had a production capacity of 100,000 vehicles annually but this

was increased to 300,000 vehicles annually in October 2008. The production capacity was

further increased by 250,000 vehicles taking total production capacity to 550,000 vehicles

annually. The Manesar Plant produces the A-star, Swift, Swift DZire, SX4, Ertiga[52] and Ritz.

On 25 June June 2012, Haryana State Industries and Infrastructure Development Corporation

demanded Maruti Suzuki to pay an additional Rs 235 crore for enhanced land acquisition for

its Haryana plant expansion. The agency reminded Maruti that failure to pay the amount

would lead to further proceedings and vacating the enhanced land acquisition.

Sales and service network

As of 31 March 2011 Maruti Suzuki has 933 dealerships across 666 towns and cities in

all states and union territories of India. It has 2,946 service stations (inclusive of dealer

workshops and Maruti Authorised Service Stations) in 1,395 towns and cities throughout

India. It has 30 Express Service Stations on 30 National Highways across 1,314 cities in

India.

Service is a major revenue generator of the company. Most of the service stations are

managed on franchise basis, where Maruti Suzuki trains the local staff. Other automobile

companies have not been able to match this benchmark set by Maruti Suzuki. The Express

Service stations help many stranded vehicles on the highways by sending across their repair

man to the vehicle.

Maruti Insurance

Launched in 2002 Maruti Suzuki provides vehicle insurance to its customers with the help of

the National Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram.

The service was set up the company with the inception of two subsidiaries Maruti Insurance

Distributors Services Pvt. Ltd and Maruti Insurance Brokers Pvt. Limited

This service started as a benefit or value addition to customers and was able to ramp up

easily. By December 2005 they were able to sell more than two million insurance policies

since its inception.

Maruti Finance

To promote its bottom line growth, Maruti Suzuki launched Maruti Finance in January 2002.

Prior to the start of this service Maruti Suzuki had started two joint ventures Citicorp Maruti

and Maruti Countrywide with Citi Group and GE Countrywide respectively to assist its client

in securing loan.[59] Maruti Suzuki tied up with ABN Amro Bank, HDFC Bank, ICICI

Limited, Kotak Mahindra, Standard Chartered Bank, and Sundaram to start this venture

including its strategic partners in car finance. Again the company entered into a strategic

partnership with SBI in March 2003 Since March 2003, Maruti has sold over 12,000 vehicles

through SBI-Maruti Finance. SBI-Maruti Finance is currently available in 166 cities across

India.

Citicorp Maruti Finance Limited is a joint venture between Citicorp Finance India and Maruti

Udyog Limited its primary business stated by the company is "hire-purchase financing of

Maruti Suzuki vehicles". Citi Finance India Limited is a wholly owned subsidiary of Citibank

Overseas Investment Corporation, Delaware, which in turn is a 100% wholly owned

subsidiary of Citibank N.A. Citi Finance India Limited holds 74% of the stake and Maruti

Suzuki holds the remaining 26%. GE Capital, HDFC and Maruti Suzuki came together in

1995 to form Maruti Countrywide. Maruti claims that its finance program offers most

competitive interest rates to its customers, which are lower by 0.25% to 0.5% from the

market rates.

Maruti TrueValue

Maruti True service offered by Maruti Suzuki to its customers. It is a market place for used

Maruti Suzuki Vehicles. One can buy, sell or exchange used Maruti Suzuki vehicles with the

help of this service in India. As of 31 March 2010 there are 341 outlets.

N2N Fleet Management

N2N is the short form of End to End Fleet Management and provides lease and fleet

management solution to corporates. Clients who have signed up of this service include Gas

Authority of India Ltd, DuPont, Reckitt Benckiser, Sona Steering, Doordarshan, Singer India,

National Stock Exchange and Transworld. This fleet management service include end-to-end

solutions across the vehicle's life, which includes Leasing, Maintenance, Convenience

services and Remarketing.

Accessories

Many of the auto component companies other than Maruti Suzuki started to offer components

and accessories that were compatible. This caused a serious threat and loss of revenue to

Maruti Suzuki. Maruti Suzuki started a new initiative under the brand name Maruti Genuine

Accessories to offer accessories like alloy wheels, body cover, carpets, door visors, fog

lamps, stereo systems, seat covers and other car care products. These products are sold

through dealer outlets and authorized service stations throughout India.

Maruti Driving School

A Maruti Driving School in Bangalore

As part of its corporate social responsibility Maruti Suzuki launched the Maruti Driving

School in Delhi. Later the services were extended to other cities of India as well. These

schools are modelled on international standards, where learners go through classroom and

practical sessions. Many international practices like road behaviour and attitudes are also

taught in these schools. Before driving actual vehicles participants are trained on simulators.

A the launch ceremony for the school Jagdish Khattar stated "We are very concerned about

mounting deaths on Indian roads. These can be brought down if government, industry and the

voluntary sector work together in an integrated manner. But we felt that Maruti should first

do something in this regard and hence this initiative of Maruti Driving Schools."

Issues and problems

On 24 February 2010, Maruti Suzuki India announced recalling of 100,000 A-Star

hatchbacks to fix a fuel leakage problem, for which the company will replace the gaskets.

Exports

Maruti Exports Limited is the subsidiary of Maruti Suzuki with its major focus on exports

and it does not operate in the domestic Indian market. The first commercial consignment of

480 cars were sent to Hungary. By sending a consignment of 571 cars to the same country

Maruti Suzuki crossed the benchmark of 300,000 cars. Since its inception export was one of

the aspects government was keen to encourage.[citation needed] Every political party expected

Maruti Suzuki to earn foreign currency. Angola, Benin, Djibouti, Ethiopia, Europe, Kenya,

Morocco, Nepal, Sri Lanka, Uganda, Chile, Guatemala, Costa Rica and El Salvador are some

of the markets served by Maruti Exports.

Awards and Recognition

The Brand Trust Report published by Trust Research Advisory has ranked Maruti Suzuki in

the seventh position in 2011 and the sixth position in 2012 among the brands researched in

India.

Bluebytes News, a news research agency, rated Maruti Suzuki as India's Most Reputed Car

Company in their Reputation Benchmark Study conducted for the Auto (Cars) Sector which

launched in April 2012.

Mahindra & Mahindra Limited / Mahindra Rise

Type Public

Traded as BSE: 500520BSE SENSEX Constituent

Industry Automotive

Founded 1945 (Ludhiana)

Headquarters Mumbai, Maharashtra, India

Area served Worldwide

Key people Anand Mahindra (MD)

Products Automobiles, commercial vehicles, two-wheelers

Revenue   598.53 billion(US$10 billion) (2012)[1]

Net income   31.26 billion(US$540 million) (2012)[2]

Total assets   483.50 billion(US$8.3 billion) (2012)[2]

Employees 15,147 (2012)[2]

Parent Mahindra Group

Subsidiaries Mahindra Two Wheelers limited

Website Mahindra.com

Mahindra & Mahindra Limited (M&M)

is an Indian multinational automobile manufacturing corporation headquartered in Mumbai,

Maharashtra, India. It is one of the largest vehicle manufacturers by production in

the Republic of India. It is a part of Mahindra Group, an Indian conglomerate. The company

was founded in 1945 in Ludhiana as Mahindra & Mohammed by brothers K.C. Mahindra

andJ.C. Mahindra and Malik Ghulam Mohammed.[3] After India

gained independence and Pakistan was formed, Mohammed emigrated to Pakistan. The

company changed its name to Mahindra & Mahindra in 1948.[4] It is ranked #21 in the list of

top companies of India inFortune India 500 in 2011.[5]

Major competitors in the Indian market include Maruti Motors (a 60% owned subsidiary

of Suzuki Motors from Japan), Tata Motors(fully owned by Tata Sons; Owner of

British Jaguar Land Rover), Toyota, Hyundai, Mercedes-Benz (Merc) (Based in Poona,

Maharastra in India; A subsidiary of Daimler AG from Germany) and others

History

Mahindra & Mahindra was set up as a steel trading company in 1945. It eventually saw

business opportunity in expanding into manufacturing and selling larger MUVs, starting with

assembly under licence of the Willys Jeep in India. Soon established as the Jeep

manufacturers of India, the company later commenced upon the task of expanding itself,

choosing to utillize the manufacturing industry of light commercial vehicles (LCVs) and

agricultural tractors. Today, Mahindra & Mahindra is a key game player in the utility vehicle

manufacturing and branding sectors in the Indian automobile industry with its flagship UV

Scorpio and swiftly exploits India's growing global market presence in both the automotive

and farming industries to push its products in other countries.

Over the past few years, the company has taken interest in new industries and in foreign

markets. They entered the two-wheeler industry by taking over Kinetic Motors in India.[6]M&M also has controlling stake in REVA Electric Car Company[7] and acquired South

Korea's SsangYong Motor Company in 2011.[8]

The US based Reputation Institute once ranked Mahindra amongst the top Ten Indian

companies in its 'Global 200: The World's Best Corporate Reputations' list.[9]

Operations

Automobiles

Automotive

Mahindra & Mahindra Limited

Mahindra Scorpio

 

Mahindra Pick-Up in Italy

 

Mahindra Jeep CJ 340.

 

Mahindra Bolero

Mahindra XUV 500

 

Mahindra Quanto

 

Mahindra Axe

 

Mahindra Thar

SsanYong Rexton by Mahindra

 

Mahindra Legend used byMONUC in DR of Congo

 

Mahindra Xylo

 

Mahindra Verito

Mahindra & Mahindra, branded on its products usually as 'Mahindra', produces SUVs, saloon

cars, pickups, commercial vehicles, and two wheeled motorcycles and tractors. It owns

assembly plants in Mainland China (PRC) [10] and the United Kingdom,[11] and has three

assembly plants in the United States. Mahindra maintains business relations with foreign

companies like Renault SA, France[12] and Navistar International, USA.

M&M has a global presence[13] and its products are exported to several countries.[14] Its global

subsidiaries include Mahindra Europe Srl. based in Italy,[15] Mahindra USA Inc., Mahindra

South Africa[16] and Mahindra (China) Tractor Co. Ltd.

Mahindra started making passenger vehicles firstly with the Logan in April 2007 under the

Mahindra Renault joint venture. M&M will make its maiden entry into the heavy trucks

segment with Mahindra Navistar, the joint venture with International Truck, USA.

Mahindra produces a wide range of vehicles including MUVs, LCVs and three wheelers. It

manufactures over 20 models of cars including larger, multi-utility vehicles like

the Scorpio and the Bolero. It formerly had a joint venture with Ford called Ford India

Private Limited to build passenger cars.

At the 2008 Delhi Auto Show, Mahindra executives said the company is pursuing an

aggressive product expansion program that would see the launch of several new platforms

and vehicles over the next three years, including an entry-level SUV designed to seat five

passengers and powered by a small turbodiesel engine.[19] True to their word, Mahindra &

Mahindra launched the Mahindra Xylo in January 2009, and as of June 2009, the Xylo has

sold over 15000 units.[20]

Also in early 2008, Mahindra commenced its first overseas CKD operations with the launch

of the Mahindra Scorpio in Egypt,[21]in partnership with the Bavarian Auto Group. This was

soon followed by assembly facilities in Brazil. Vehicles assembled at the plant in Bramont,

Manaus, include Scorpio Pik Ups in single and double cab pick-up body styles as well

as SUVs.[22]

Mahindra planned to sell the diesel SUVs and pickup trucks starting in late 2010 in North

America[23] through an independent distributor, Global Vehicles USA, based in Alpharetta,

Georgia.[24] Mahindra announced it will import pickup trucks from India in knockdown kit

(CKD) form to circumvent the Chicken tax.[25] CKDs are complete vehicles that will be

assembled in the U.S. from kits of parts shipped in crates.[25] On 18 October 2010, however, it

was reported that Mahindra had indefinitely delayed the launch of vehicles into the North

American market, citing legal issues between it and Global Vehicles after Mahindra retracted

its contract with Global Vehicles earlier in 2010, due to a decision to sell the vehicles directly

to consumers instead of through Global Vehicles.[26] However, a November 2010 report

quoted John Perez, the CEO of Global Vehicles USA, as estimating that he expects

Mahindra’s small diesel pickups to go on sale in the U.S. by spring 2011, although legal

complications remain, and Perez, while hopeful, admits that arbitration could take more than

a year.[27] Later reports suggest that the delays may be due to an Mahindra scrapping the

original model of the truck and replacing it with an upgraded one before selling them to

Americans[28] In June 2012, a mass tort lawsuit was filed against Mahindra by its American

dealers, alleging the company of conspiracy and fraud.[29]

Mahindra & Mahindra has a controlling stake in Mahindra Reva Electric Vehicles. In 2011, it

also gained a controlling stake in South Korea's SsangYong Motor Company.[30]

Mahindra has launched its relatively heavily publicised SUV, XUV 500, code named as

W201 in September 2011. The new SUV by Mahindra has been designed in-house and it is

developed on the first global SUV platform that could be used for developing more SUVs. In

India, the new Mahindra XUV 500 comes in a price range between Rs 11.40 lakh to Rs 15

lakh. Besides India, the company also targets Europe, Africa, Australia and Latin America for

this model.[31] Mahindra President Mr Pawan Goenka stated that the company plans to launch

six new models this fiscal.[32] The company launched CNG version of its mini truck Maxximo

on 29 June 2012.[33] A new version of Verito in diesel and petrol options was launched by the

company on 26 July 2012 to compete with Maruti's Dzire and Toyota Kirloskar Motor's

Etios.[34]

Military Defense

The company has built and assembled military vehicles, commencing in 1947 with the

importation of the Willys Jeep for use in World War II.[35] Its line of military vehicles include

the Axe. It also maintains a joint venture with BAE Systems, Defence Land Systems India.[36]

Energy

Mahindra & Mahindra entered the energy sector in 2002, in response to growing demands for

increased electric power in India.

Since then, more than 150,000 Mahindra Powerol engines and diesel generator sets (gensets)

have been installed in India, offering standard proper quality power, as do most larger

companies, in areas with arguably less relliable grid electricity. The inverters, batteries, and

gensets are manufactured at three facilities in Pune (Maharastra), Chennai (Tamil Nadu),

and Delhi; and 160 service points across India offer 24-7 support to most key markets.

Powerol is present in countries across Latin America, Africa, the Middle East, and Southeast

Asia—and expanding into the United Arab Emirates, Bangladesh, and Nepal.[37] Mahindra

Powerol's energy services consist mostly of power leasing and telecom infrastructure

management.[38] In 2006, it became a major market leader in the telecom segment (and in

2011, its market share passed 45 percent). In 2007, it won the Frost and Sullivan "Voice of

the Customer" award for best practices in telecom.

Mahindra Cleantech Ltd specialises in eco-friendly, or 'green' power. In response to growing

acceptance of Solar Power, it formed a subsidiary, Mahindra Solar, in 2010 to offer a range

of solar solutions, both off grid and on grid, alongside Engineering, Procurement, and

Construction (EPC).

Mahindra EPC is the Engineering Procurement & Construction arm of the Mahindra group. A

portfolio company under the Cleantech arm of Mahindra Partners, they offer solar solutions

spanning On-Grid solutions, EPC (Engineering, Procurement and Construction) and Off-Grid

Product solutions. The company commenced its operations in the year 2011 and has

successfully commissioned over 60 MW worth of Solar PV projects.

Meanwhile, its off-grid products include power packs and rooftop setups for business

organisations and public institutions alongside rural electrification through lanterns and home

and street lighting systems. The company works closely with Mahindra’s farm equipment

division to offer lighting products to some of the more rural areas in India. It also works with

Mahindra Powerol to offer solar power backup to telecom sites in India. In 2011, Mahindra

Solar received a CRISIL rating of SP1A in 2011, the highest rating for any solar photovaltaic

off-grid company.

Farm equipment

Mahindra began manufacturing tractors for the Indian market sometime during the early '60s.

Today, it is one of the top three tractor companies in the world with annual sales totaling

more than 150,000 tractors.[41] It has expanded its product-line to include farm-support

services via Mahindra AppliTrac (farm mechanisation products), Mahindra ShubhLabh

(seeds, crop protection, and market linkages and distribution), and the Samriddhi Initiative

(farm counselling and information services).

Mahindra & Mahindra’s farm equipment division (Mahindra Tractors) is one of the largest

tractor companies in the world, with more than 1,000 dealers servicing more than 1.45

million customers.[42] Mahindra tractors are available in 40 countries, including India, the

United States, China, Australia, New Zealand, Africa (Nigeria, Mali, Chad, Gambia, Angola,

Sudan, Ghana, and Morocco), Latin America (Chile, Argentina, Brazil, Venezuela, Central

America, and the Caribbean), South Asia (Sri Lanka, Bangladesh, and Nepal), the Middle

East (Iran and Syria) and Eastern Europe (Serbia, Turkey, and Macedonia.[42] In the 2010-11

Mahindra entered in Micro dripp irrigation with the takeover of Epc Industrie Ltd, Nashik.

Mahindra Tractors manufactures its products at four plants in India, two in Mainland China,

three in the United States, and one in Australia. It has three major subsidiaries: Mahindra

USA, Mahindra (China) Tractor Company, and Mahindra Yueda (Yancheng) Tractor

Company (a joint venture with the Jiangsu Yueda Group).

The company has garnered the highest customer satisfaction index (CSI) in the industry at 88

percent.[42] In its 2009 survey of Asia’s 200 most admired and innovative companies[citation

needed], the Wall Street Journal named Mahindra & Mahindra one of the 10 most innovative

Indian companies. It earned a 2008 Golden Peacock Award in the Innovative

Product/Services category for its in-house development of a load-car. In 2007, Mahindra &

Mahindra won the Deming Application Prize and the Japan Quality Medal for Total Quality

Management excellence in entire business operations.

In addition to tractors, Mahindra sells other farm equipment.

Automotive models

Mahindra MM540DP

Mahindra MM550DP

Mahindra Armada

Mahindra Commander

Mahindra Marshal

Mahindra Major

Mahindra Legend

Mahindra Thar

Mahindra Invader

Mahindra Bolero

Mahindra Xylo

Mahindra Scorpio (Mahindra Goa in Europe)

Mahindra Verito

Mahindra XUV500

Mahindra Rexton

Mahindra Rodeo RZ

Mahindra Duro DZ

Awards

1. Bombay Chamber Good Corporate Citizen Award for 2006-07

2. Businessworld FICCI-SEDF Corporate Social Responsibility Award – 2007

3. The Brand Trust Report ranked M&M as India's 68th Most Trusted Brand in 2011

(from 16000 brands analyzed) and 66th Most Trusted Brand in 2012 (from 17000

brands analyzed)

4. Deming Prize

5. Japan Quality Medal in 2007

6. Bluebytes News,: Rated M&M as India's second Most Reputed Car Company

(reported in their study titled Reputation Benchmark Study ) conducted for the Auto

(Cars) Sector launched in April 2012.

INTERES

T RATES OFFERED BY DIFFERENT

The revised interest rates for Domestic Term Deposits

 ‘Below Rupees One Crore’ effective from the 1st  April 2013

would be as under:

                                       (All figures in % per annum)       

  Rates w.e.f.01.04.2013(No change)

7 days to 90 days 6.5091 days to 179 days 6.50180 days 6.50181 days to 240 days 6.50241 days to less than 1 year 6.501 year to less than 2 years 8.752 years to less than 3 years 8.753 years to less than 5 years 8.755 years and up to 10 years 8.75

RESIDENT INDIAN SENIOR CITIZENS DEPOSIT RATES

The premium for Senior Citizens will be 0.25% per annum on retail deposits of one year and above. Accordingly, the interest rates payable on deposits to resident Indian Senior Citizens (60 years and above) for Domestic Term Deposits ‘Below Rupees One Crore’ effective from the 1st April  2013 is as under:                                                             (All figures in % per annum)

  Rates w.e.f.01.03.2013(No change)

7 days to 90 days 6.5091 days to 179 days 6.50180 days 6.50181 days to 240 days 6.50241 days to less than 1 year 6.501 year to less than 2 years 9.002 years to less than 3 years 9.003 years to less than 5 years 9.005 years and up to 10 years 9.00

The interest rate payable to SBI Staff and SBI pensioners will be 1.00% above the applicable rates. The rate applicable to SBI Pensioners of age 60 years and above will be 1.00% above the rate payable to resident Indian senior citizens i.e. SBI resident Indian Senior Citizen Pensioners will get both the benefits of Staff (1%) and resident Indian Senior Citizens (0.25%). 

The proposed rates of interest shall be made applicable to fresh deposits and renewals of maturing deposits. The interest rates on “SBI Tax Savings Scheme 2006(SBITSS)” schemes and NRO deposits shall be aligned as per the proposed rates for domestic term deposits. However, NRO deposits of Staff are not eligible for additional 1% interest otherwise applicable to staff domestic retail deposits, these rates of interest shall also be made applicable to domestic term deposits from Cooperative Banks.

Premature Withdrawal:

(a)  For Single term deposit of less than Rs 15 lacs, in case of premature withdrawals, the interest rate shall be 0.50% below the rate applicable for the period the deposit remained with the bank or 0.50% below the contracted rate whichever is lower for all tenorsprovided these have remained with the bank for at least 7 days.(b)   However, for Single term deposit of Rs 15 lacs and above but below Rs 1 Crore, for tenors below 1 year, there shall be no penalty for premature withdrawal of deposits provided these have remained with the Bank for atleast 7 days.(c)   For Single term deposit of Rs 15 lacs and above but below Rs 1 crore, for tenors of 1 year and above in the case of premature withdrawals, the interest rate shall be 0.50% below the rate applicable for the period the deposit remained with the bank or 0.50% below the contact rate whichever is lower provided these have remained with the bank for at least 7 days.(d)  These instructions for premature withdrawals will apply only to fresh deposits and renewed maturing deposits.(e)   There is no discretion for reduction/waiver of penalty for premature withdrawal of term deposits.(f)  No premature penalty will be levied from staff and SBI pensioners. Interest rate to be paid on premature withdrawal of term deposits by staff and SBI pensioners will be same as applicable for the period the deposit has remained with the Bank. 

The revised interest rates on ‘Domestic Term Deposits’ of ‘Rs One Crore & above’ with effect from 7th June 2013would be as under: 

Tenors

Existing w.e.f.01.03.2013

forPublic

Revisedw.e.f.07.06.2013

for Public

Existingw.e.f.

01.03.2013 for

Senior Citizens

Revisedw.e.f.07.06.2013

 forSenior Citizens

7 days to 180 days 7.50% 7.25% 7.50% 7.50%

181 days to 270 days 7.50% 7.25% 7.50% 7.50%

271 days to less than 1

year7.50% 7.25% 7.50% 7.50%

1 year to less than 2 years 8.75% 8.75% 9.00% 9.00%

2 years to less than 5 years 8.75% 8.75% 9.00% 9.00%

5 years to 10 years 8.75% 8.75% 9.00% 9.00%

  Premature payment of term deposits: The instructions regarding interest rate to be charged on premature payment of domestic term deposits are as under:- a.  There shall be no penalty for premature withdrawal of bulk deposits of tenors below one

year provided these have remained with the bank for at least 7 days.b. In other cases of premature withdrawal, the Interest shall be 0.50% below the rate

applicable for the period the deposit has remained with the Bank or 0.50% below the contracted rate, whichever is lower. However, no interest will be paid if the deposit remains for less than 7 days period.

 c.    There is no discretion for reduction/waiver of penalty for premature withdrawal of term deposits The revised rates of interest shall be made applicable to fresh deposits and renewals of maturing deposits. The interest rates on NRO term deposits shall be aligned as per the rates for domestic term deposits. These rates of interest shall also be made applicable to domestic term deposits from Cooperative Banks. 

Deposit Accounts 

CANARA BANK

RATES AT A QUICK GLANCE

DEPOSIT ACCOUNTS

  TERM DEPOSITS

A. Domestic Rate of Interest (%) p.a.

 For Deposits less than Rs.1 crore

w.e.f.08.07.2013

Term Deposits (All Maturities)

General Public Senior Citizen

Rate of Interest (%

p.a)

Annualised Interest yield

**

Rate of Interest (%

p.a)

Annualised Interest yield

**

7 days to 14 days * 4.00 4.00 4.50 4.50

15 days to 30 days 4.50 4.50 5.00 5.00

31 days to 45 days 6.50 6.50 7.00 7.00

46 days to 90 days 7.00 7.00 7.50 7.50

91 days to 179 days 7.30 7.30 7.80 7.80

180 days to 269 days 7.00 7.06 7.50 7.57

270 days to less than 1 year 8.00 8.16 8.50 8.68

1 year & above to less than 2 years

8.75 9.04 9.25 9.58

2 years & above to less than 3 years

8.80 9.51 9.30 10.09

3 years & above to less than 5 years

8.80 9.95 9.30 10.59

5 years & above to less than 8 years

8.75 10.83 9.25 11.59

8 years & above to 10 years 8.75 12.48 9.25 13.48

1000 days (CANARA-K Deposit-for amount less than Rs.1 crore)

Deposit product withdrawn w.e.f.11.07.2013

* Rates are applicable only for single deposit of Rs.5 lakhs & above.** Approximate Annualized Yield in % terms at the beginning of the slab. Effective Annualized rates of return on Bank’s Re-investment Deposit Plan (Kamadhenu Deposit) is based on quarterly compounding of interest.

For deposit of Rs.1 crore & above, Bank offers 8.75% for a period of 555 days,1000 days and 1200 days for General Public and an additional 0.50% p.a is extended to Senior Citizens for these maturity slabs.

Senior Citizens are not eligible for additional interest rate for their Recurring Deposits, Capital Gains Account Scheme and NRO term deposits (i.e, interest rates as applicable to General Public be offered).For Employees / Ex-employees of Canara Bank, who are eligible for preferential interest rate as per Bank’s Guidelines, additional 1.00% over and above the rate applicable for General Public is extended, irrespective of the size of the deposit.For Ex-employee Senior Citizens (60 years and above) of Canara Bank, who are eligible for preferential interest rate as per Bank’s Guidelines, additional 1.00% over and above the rate offered for General Public is extended for deposit period of less than 5 years, irrespective of the size of the deposit. For deposit period of 5 years and above to 10 years, additional 1.50% over and above the rate for General public, irrespective of the size of the deposit, is extended.Employees/Ex-employees/Ex-employee Senior citizens of Canara Bank are not eligible for additional interest rate for their Capital Gain Account Scheme and NRO term deposits.

PENALTY: A penalty of 1.00% will be levied for premature closure/part withdrawal/premature extension of Domestic /NRO term deposits of less than Rs.1 Crore that are placed/renewed on or after 04.02.2011.No penalty will be levied for premature closure/part withdrawal/premature extension of Domestic /NRO term deposits of Rs.1 Crore & above that are placed/renewed on or after 13.10.2012. However, a penalty of 1.00% shall be levied for premature closure/part

withdrawal/premature extension of Domestic/NRO term deposits of Rs.1 crore & above that are placed /renewed from 04.02.2011 to 12.10.2012. • No interest will be payable on term deposits prematurely closed/prematurely extended before completion of 7th day.

NON RESIDENT ACCOUNTS

 

a. NRO – all maturities Same as applicable to Domestic Term Deposits

   

b. NRE –Term deposits Rate of interest (%) per annum

Period of Deposit

Less than Rs.1 crore(w.e.f.08.07.2013)

Rs.1 crore & above(w.e.f. 08.07.2013)

Rate of Interest(% per annum)

AnnualisedInterest Yield

*

Rate of Interest(% per annum)

AnnualisedInterest Yield

*

1 year & above to less than 2 years     8.75 9.04 8.75 9.04

2 years & above to less than 3 years 8.80 9.51 8.75 9.45

3 years & above to less than 4 years 8.80 9.95 8.75 9.88

4 years & above to less than 5 years 8.80 10.41 8.75 10.34

5 years & above to less than 6 years 8.75 10.83 8.75 10.83

6 years & above to less than 7 years 8.75 11.35 8.75 11.35

7 years & above to less than 8 years 8.75 11.90 8.75 11.90

8 years & above to less than 9 years 8.75 12.48 8.75 12.48

9 years & above to less than 10 years 8.75 13.10 8.75 13.10

10 years 8.75 13.76 8.75 13.76

* Approximate Annualized Yield in % terms at the beginning of the slab. Effective Annualized rates of return on Bank’s Re-investment Deposit Plan (Kamadhenu Deposit) is based on quarterly compounding of interest.

PENALTY:

A penalty of 1.00% will be levied for premature closure/premature extension of NRE term deposits of less than Rs.1 Crore that are placed/renewed on or after 29.12.2011.

No penalty will be levied for premature closure/premature extension of NRE term deposits of Rs.1 Crore & above that are placed/renewed on or after 13.10.2012. However, a penalty of 1.00% shall be levied for premature closure/premature extension of NRE term deposits of Rs.1 crore & above that are placed /renewed from 29.12.2011 to 12.10.2012.

No interest will be payable for the period run on NRE term deposits prematurely closed/prematurely extended before completion of one year from the effective date of the deposit.

Term Deposits (Fixed Deposit and Recurring Deposit)*

For Domestic deposits Below Rs. One Crore

Click here to open a FD

Maturity Period

Rates of Interest (% p.a.) w.e.f January 26, 2013

For deposit less than Rs. 1 crore

General Senior Citizen **

7 days to 14 days 4.50 5.00

15 days to 29 days 4.75 5.25

30 days to 45 days 5.50 6.00

46 days to 60 days 6.25 6.75

61 days to 289 days 7.00 7.50

290 days to less than 1 year 7.25 7.75

1 year to 389 days 7.50 8.00

390 days to less than 2 years 9.00 9.50

2 years to less than 5 years 8.75 9.50

5 years upto 10 years 8.50 9.25

Tax Saver FD 80C (5 year) – Upto Rs. 1 lac 8.50 9.25

*Subject to revision without further notice.

Premature withdrawal of Deposit:On pre-mature withdrawal of the deposit:       - interest will be calculated at the rate applicable for the period the deposit has actually remained with ICICI Bank.      - penalty will be levied on the rate applicable as per the table below

Original Tenure of DepositPenal Rates*

Less than Rs. 5.0 Crore Rs. 5.0 Crore & above

Less than 1 year 0.50% 0.50%

1 year & above but less than 5 years 1.00% 1.00%

5 years and above 1.00% 1.50%

*Subject to revision without further notice.

Note: - That Interest earned on the Fixed Deposit will be subject to Tax Deducted at Source as per Income Tax laws.          - That the minimum tenure for term deposits is 7 days and no interest is payable for deposits prematurely withdrawn within the period of 7 days from the date of deposit.          - For interest rates on Fixed Deposits for Rs. 1 Cr and above, please contact your relationship manager or nearest ICICI Bank branch

Note : Recurring Deposits will be available for a minimum tenure of 6 months (and in multiples of 3 months thereafter) up to a maximum tenure of 10 years.

Circular No. T&I: MUM :TDR:008:2013-14

a) TERM DEPOSITS Rs. 1.00 CRORES AND ABOVE TO Rs. 5.00 CRORES -

Sr. No.

Time Period Term Deposit Rs. 1.00 croresand above to Rs. 5.00 crores

01. 7 - 14 Days 6.00

02. 15 - 29 Days 6.00

03. 30 - 45 Days 6.75

04. 46 - 60 Days 6.75

05. 61 - 90 Days 7.30

06. 91 - 120 Days 7.50

07. 121 - 150 Days 7.50

08. 151 - 183 Days 8.10

09. 184 to Less than 1 year 8.40

10. 1 year 8.70

11. More than 1 year upto 2 Years 8.75

12. Above 2 Years upto 3 Years 8.75

13. Above 3 Years less than 5 Years 8.75

14 5 years and above 8.75

b) TERM DEPOSITS ABOVE Rs. 5.00 CRORES -

Sr. No.

Time Period Term Deposit above Rs. 5.00 Cr

01. 7 - 14 Days 6.00

02. 15 - 30 Days 6.50

03. 31 - 60 Days 6.75

04. 61 - 91 Days 7.50

05. 92 - 120 Days 7.50

06. 121 - 183 Days 7.60

07. 184 - 269 Days 8.00

08. 270 - 359 Days 8.20

09. 360 -375 Days 8.25

10. 376 Days - < 2 Years 8.50

11. 2 Years but < 3 Years 8.50

12. 3 Years but < 5 Years 8.25

13. 5 Years & above 8.25

1. All Zonal Offices are requested to note the above mentioned interest rates for Term Deposits of above Rs. 1.00 Crore effective from 15.07.2013.

2. The above card rates are valid for single deposits (Fresh & Renewal).3. No cash deposits to be accepted.4. Term Deposit mobilized with the above rates should be advised to Integrated Treasury Branch,

Mumbai on the same day by Zonal Offices/Branches.5. Rate of Term Deposit should be quoted valid for one day only. Whenever quote is to be given for

more than one day, prior permission should be obtained from DGM, Treasury Branch, Mumbai or General Manager, T & IW, HO, Kolkata.

6. For premature closure penal charges shall be 1% less than applicable rate for which the term deposit of more than 1.00 Crore was held by the branch as on the date of deposit or the present rate as on the date of premature closure whichever is lower.

7. Under no circumstances branches are allowed to quote beyond the rates mentioned supra. Zonal offices and FGM offices are requested to ensure strict compliance.

8. As per the latest ALM Policy, the term deposit 'above 5.00 Cr to 25.00 Cr' and 'above 25.00 Cr' are termed as 'Mid Corporate' and 'Large Corporate' Term Deposits, respectively and in future, reporting has to be made under the said category, accordingly.