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PROJECT REPORT ON ORGANIZATION STUDY SUBMITTED TO: SUBMITTED BY:

ACKNOWLEDGEMENT First and foremost, I thank the Lord Almighty for his perpetual showers of bless ings, which led to the successful completion of my project. I take this opportun ity to express my deep sense of gratitude to all those who have helped me throug hout this organizational study. It gives me immense pleasure to acknowledge all those who have rendered encouragement and support for the successful completion of this work. I would like to convey my sincere thanks for giving me proper dire ctions and suggestions and make use of this opportunity to express my heartfelt gratitude to Mr Subhas Tiwari, (HR manager, ESCORT) for providing me all the fac ulties for making my project a successful one. I express my deep sense of gratit ude to Dr. Sudharshan the faculty member of MATS for encouraging and inspiring m e for developing the project. Our project work involved many people at different stages. We would like to thank all those who have directly or indirectly contri buted to the success of our project. We also take this opportunity to express pr ofound gratitude to our parents, family members and several people who have cont ributed for the successful completion of the project. It is our duty and pleasur e to acknowledge them.

DECLARATION I hereby declare that the project report entitled Organizational Study of ESCORT Railway Division. Submitted in partial fulfilment of the requirements for the awa rd of the degree of PGDM is a record of bonafide research carried out by me unde r the guidance of Dr Sudharshan, MATS- Bangalore and no part of it has been subm itted for any other degree or diploma. Place: Bangalore Date: Ankit Bisht CONTENT

1. INTRODUCTION TO THE STUDY AND INDUSTRY PROFILE Global scenario Indian scenari o Key players in the industry PEST analysis Porter 5 force analysis 1. COMPANY P ROFILE Background and history The vision, mission, objectives, goals, SWOT analy sis Products and markets 1. ORGANISATIONAL DESIGN 2. BUSINESS LEVEL FUNCTIONS Op eration Department Human resource department Marketing department Personnel Depa rtment Finance department Technical and service department Materials department Engineering department 1. FINDINGS, SUGGESTION AND CONCLUSION Chapter 1

Introduction 1.1 INTRODUCTION OF THE STUDY: Organizational Functioning is an important factor for any Organization to achiev e the desired goals and Objectives. This requires Co-ordination at all levels to smooth functioning. This report aims to understand the Function of ESCORT relat ion to different departments.

As a part of two year MBA program at the end of 1 s t semester, we had to carry on a project in an organization in order to understand the organization structur e and their functions. This was a great opportunity to get the first hand inform ation and understand the functioning of the various departments. I did my Organi zation Study at ESCORT LTD,. It was a great learning experience as it is quite n ecessary for all the management students. The main purpose of doing the organiza tion study was to study the various departments of the organization and understa nd their basic functions, their purpose, achievements, competitors and the missi on and vision of the company and their progress towards that. All general inform ation we get in course is all book knowledge, on which we entirely cannot depend . It is very important to observe the actual working of an organization and the overall structure of an organization. The actual professionalism can be studied only through experience. CONCEPT OF ORGANIZATION Organization is the process of; 1. Identifying and grouping the work to be perfo rmed 2. Defining and delegating responsibility and authority 3. Establishing the relationship for the purpose of enabling people to work efficiency together in accomplishing objectives.

PRINCIPLES OF ORGANIZATION Principle means the theoretical basis on which something is built up. The theore tical basis is formulated from fundamental truth. Some of the important principl es to be followed for developing round and efficient organizations are: e of unity of objective. Principle of specification. Principle of co-ordination. Principle of unity of command. Principle of span of control. Principle of excep tion. Principle of flexibility. Principle of simplicity. Principle of communicat ion. Principle of efficiency.

REQUSITIES OF A GOOD ORGANISATION The objective are to be clear, candid and well defined and the organization m have a capacity to achieve it. All activities therein must be implemented easil y and effectively. All activities therein must be properly coordinated. Organiza tion must be complete; it should include all essential activities. The communica tion system within the organization must be effective. The span of control at al l level must be reasonable. There should be provisions for future expansion, whe never needed.

All activities and functions should follow defined procedures. The organization must be such that it promotes the morality of employees. There should be a prope r diversion of authority and responsibility. Importance of an organization Significance of the organization in any institution may be discussed as below: ( i) It ensures optimum use of human resources: It establishes persons with differ ent interests skills, knowledge and viewpoints. (ii) It stimulates creativity: A sound and well conceived organization structure is the source of creative thinki ng and initiation of new ideas. (iii)Use of improved technology: A good organiza tion provides for optimum use of technological improvements. (iv)Co-ordination i n the enterprise: In a good organization, the different departments perform thei r functions in a closely related manner. (V)Executive development: The pattern o f an organization structure has strong influence on the development of executive s. (v) It ensures cooperation among workers: A good organization promotes mutual goodwill and cooperation among workers also. SCOPE OF ORGANISATIONAL STUDY The study focus on the overall structure of the organization. In this study, the researcher analyzed the overall functioning of the firm and also the financial performance of the enterprise. The researcher made a moderate attempt to have th e SWOT analysis of the study.

METHODOLOGY OF ORGANISATIONAL STUDY 1. PRIMARY DATA- Primary data were collected from discussions with the Managerial head of the various departments. 2. SECONDARY DATA- Secondary data were obtained from the annual report, from the website and other concerned books. LIMITATIONS OF ORGANISATIONAL STUDY Difficulty in meeting with all the Top level Officials. Certain areas are restri cted, so a detailed study is not possible. Time allotted for the study is insuff icient. INDUSTRY PROFILE: GLOBAL SCENARIO In the Global Market Place of today, Escorts is fast on the path of an internal transformation, which will help it to be a key driver of excellence in manufactu ring, globally. For this, it is going

beyond just adhering to the prevailing norms of today, but is instead setting it s own standards and is relentlessly pursuing them to achieve their desired bench marks of excellence. To consolidate their presence in the overseas markets, the company has acquired Long Agribusiness LLC, a tractor distributing company in th e USA, recently christened as Farmtrac North America LLC. Over 5000 tractors hav e been exported to the USA in the last three years. Another overseas joint ventu re Pol-Mot Escorts Spolka Z.O.O., Poland, (between Escorts and Pol-Mot Holding S .A., Poland), recently christened as Farmtrac Tractors Europe Sp. Z.o.o., takes care of the assembly and marketing of tractors in Poland and other East European countries. Our tractors in Europe have been homologated for marketing them in a ll EU nations besides others. Besides USA and Poland, Escorts is firmly based in Turkey, Australia, Bangladesh, Sri Lanka, Nepal, Tanzania, Chile, Ghana, Zambia , and Zimbabwe. Recently we have received a 3rd Time Repeat Order for 400 tracto rs from Ghana, which would take the Farmtrac population to 1,000 nos. Similarly in Senegal, we have successfully executed an order of 410 Farmtrac tractors. Esc orts have very ambitious plans to expand the dealers network in other potential countries in the current year. In this context, we seek to join hands with leadi ng Agricultural Machinery / Automotive Dealers to market our tractors in their r espective countries. Indigenously developed cost effective 65 HP & 75 HP engines meeting Tier-4 interim/Euro stage 3A emission norms applicable in USA/Europe an d certifi ed by EPA/ VCA. Productionised engine & parts sent to FTES, Poland for tractor Homologation for Europe. Opportunity for export models manufactured at FTES Poland to be very competitive in the global market.

INDIAN SCENARIO: The Escorts Group, is among India s leading engineering conglomerates operating in the high growth sectors of agri-machinery, construction & material handling e quipment, railway equipment and auto components. Having pioneered farm mechaniza tion in the country, Escorts has played a pivotal role in the agricultural growt h of India for over five decades. One of the leading tractor manufacturers of th e country, Escorts offers a comprehensive range of tractors, more than 45 varian ts starting from 25 to 80 HP. Escort, Farmtrac and Powertrac are the widely acce pted and preferred brands of tractors from the house of Escorts. A leading mater ial handling and construction equipment manufacturer, we manufacture and market a diverse range of equipment like cranes, loaders, vibratory rollers and forklif ts. Escorts today is the world s largest Pick n Carry Hydraulic Mobile Crane m anufacturer. Escorts has been a major player in the railway equipment business i n India for nearly five decades. Our product offering includes brakes, couplers, shock absorbers, rail fastening systems, composite brake blocks and vulcanized rubber parts. In the auto components segment, Escorts is a leading manufacturer of auto suspension products including shock absorbers and telescopic front forks . Over the years, with continuous development and improvement in manufacturing t echnology and design, new reliable products have been introduced. Throughout the evolution of Escorts, technology has always been its greatest ally for growth. In the over six decades of our inception, Escorts has been much more than just b eing one of India s largest engineering companies. It has been a harbinger of ne w technology, a prime mover on the industrial front, at every stage introducing products and technologies that helped take the country forward in key growth are as. Over a million tractors and over 16,000 construction and material handling e quipment that have rolled out from the facilities of Escorts, complemented by a highly satisfied customer base, are testimony to the manufacturing excellence of Escorts. Following the globally accepted best manufacturing practices with rele ntless focus on research and development, Escorts is today in the league of prem ier corporate entities in India. Technological and business collaboration with w orld leaders over the years, Globally competitive indigenous engineering capabil ities, over 1600 sales and service outlets and footprints in over 40 countries h ave been instrumental in making Escorts the Indian multinational. At a time when the world is looking at India as an outsourcing destination, Escorts is rightly placed to be the dependable outsourcing partner of world s leading engineering corporations looking at outsourcing manufacture of engines, transmissions, gears , hydraulics, implements and attachments to tractors, and shock absorbers for he avy trailers and armored tanks. In today s Global Market Place, Escorts is fast on the path of an internal trans formation, which

will help it to be a key driver of manufacturing excellence in the global arena. For this we are going beyond just adhering to prevailing norms, we are setting our own standards and relentlessly pursuing them to achieve our desired benchmar ks of excellence. KEY PLAYERS IN THE INDUSTRY:

Building on the success that it reaped in the light-truck segment, TATA Motors i ntroduced a passenger vehicle version of its one-toner - Ace. The new Multi Purpos e Vehicle (MPV) is positioned against Marutis Omni and has been aggressively priced so as to open up the competition in that domain. The Omni is priced between Rs. 2.3 lakh and Rs. 2.5 lakh (exshowroom Mumbai). TATA Motors is following almost t he same strategy that it used with Indica - launching multiple variants built-up on the same platform. The platform being used for Ace is versatile and it is expl oring innovations on that platform, confirmed a source close to TATA Motors. The source also indicated that the launch, of the same, was strategically slated for a year before TATA Motors much-hyped peoples car gets on to the roads. The new MP V will target the same market segments, semi-urban and rural, where the Rs. 1 la kh car is expected to make a big uproar. The Ace will be used to test the potent ial of the market and the distribution network of TATA Motors in these specific r egions. A spokesperson was also found to say: At any given point in time TATA Mot ors is working on various innovations. We cannot comment any further. Also spotti ng the potential in the MPV segment is - Bajaj Auto, which is also working on si milar lines, to attain faster-than-industry-average growth, BAL has identified M PVs as a potential growth segment. Bajaj Autos managing director Rajiv Bajaj had said, The middle ground (between two and four-wheelers) can spawn a range of lite v ehicles a diet version if you will and thats something we will look at. We are in tending to get into a family of lite four wheelers, both for people and goods. We will get into that business first with a goods carrier. Another possible player i n the same segment could be Hero, which also plans to foray into the four-wheeler segment. Hero Honda MD Pawan Kant Munjal said that The group would get

into four-wheelers as a natural extension of its bike business, but he declined t o specify whether it would be passenger cars, light commercial vehicles or other passenger vehicles. Marutis Omni, presently, the only player in the MPV segment, has sold around 65,350 units in the April-January period, depicting an astoundi ng growth of 27 percent. This pips the 21 to 22 percent growth in the overall pa ssenger car segment. The Omni is popularly viewed as a people mover in small tow ns and as a freight vehicle in cities. Maruti has also introduced some cheaper, fuel-efficient versions of Omni that run on Environment-friendly gases - LPG and C NG, considerably reducing the operational and maintenance costs to the consumer. The success of Ace opened up a whole new segment in the market of commercial vehi cles and has led to other players like Bajaj Auto, Ashok Leyland and M&M queuing up to acquire a chunk of the ultra-light truck market. PEST ANALYSIS:

A PEST analysis is concerned with the environmental influences on a business. Th e acronym stands for the Political Economic Social Technological issues that cou ld affect the strategic development of a business. Identifying PEST influences i s a useful way of summarizing the external environment in which a business opera tes. Political Factors:

The major risk associated with the Tractor Industry continues to be dependence o n monsoon and availability of finance from the Banks. The second monsoon was low er than the normal in more than half of the areas across India leading to reduce d Rabi sowing by 3% in comparison to last year. However, this is likely to be co mpensated by more productivity and better realization of the produce in the comi ng months. Credit flow to the agricultural sector has been slow than anticipated because of the settlement of the debt waiver cases by the Banks and the release of fresh loans to the farmers. Govt. has directed the PSU Banks to increase the ir lending to achieve the enhanced target of financing fixed for the agricultura l sector. The continued slow down of demand in the American and European countri es may have ripple effect on export of tractors and realisation of proceeds from these countries Economic Factors: The Company continues to focus on its Agri Business. However, it has changed its focus from the high volume, low profit products to high margin products to crea te a niche in the higher HP Models. At the same time, the Company is pursuing Va lue Engineering in the low margin tractors to improve its margin and re-launch t he same. AMG has constituted a Forward Planning Group within the Company to envi sage its strategy and vision for the next 5 years. Your Company has an appropria te internal control system for business processes with regard to effi ciencies o f operations, financial reporting and compliance with applicable laws and regula tions etc. Your Company has appointed Grant Thornton International as our Intern al Auditors which works under the directions of an Audit Committee constituted a s per the guidelines. The Internal Audit Reports are reviewed by the senior mana gement and placed before the Audit Committee of the Board of Directors. Socio-Cultural Factors: The Company, in its endeavor, to serve community continued to contribute in the various activities around the Units. The Company, during the year, organized Eye s/Health Check up Camps, Blood Donation Camps, sponsored Sports activities at th e District and State level in the State of Haryana. It carried out the Career Co unseling Session for the children of the employees of Escorts. The Company has a Scholarship Scheme for the deserving children of the Employees of Escorts and g ives scholarships. The Company has spent Rs. 68 lakhs on the same during the yea r.

TECHNOLOGICAL FACTORS To keep pace with competition and advances in technology, Escorts Knowledge Management Center (KMC) established in 1976 is a world class R &D with facilities for design and product evaluation to deliver quality and trou ble-free products. The entire tractor system, from the engine to transmission an d hydraulic systems as also vehicle design from body work to controls and access ories is developed at the KMC. We are the fi rst Indian company with in-house R& D capabilities to certify engines for US EPA and EURO-VCA. The quest for technol ogical excellence is further proven through the modern R&D centre and Quality an d Testing laboratories set up at various plants of our Engineering Division depl oying latest servo-hydraulic testing systems (MTS) and cam drum rigs for durabil ity and life tests PORTERS 5 FORCES ANALYSIS:

Five Forces Analysis helps the marketer to contrast a competitive environment. I t tends to focus on the single, stand alone, business or SBU (Strategic Business Unit) rather than a single product or range of products. Five forces analysis l ooks at five key areas namely: THE THREAT OF ENTRY THE POWER OF BUYERS THE POWER OF SUPPLIERS THE THREAT OF SUBSTITUTES THE COMPETITIVE RIVALRY.

Rivalry among the Existing Firms:

THE POWER OF BUYERS

Chapter 2

Company Profile

COMPANY PROFILE: BACKGOUND AND HISTORY: The founding Philosophy Over 60 years ago, two young men set out on a journey together armed with little beyond intelligence, business acumen and determination and dreams aplenty. They believed that India could only achieve total freedom with a breakthrough in the field of agriculture and mechanization would have to rule the fields. They want ed to establish a mark of their own and leave behind their footprints in the dun es of history. They were in fact writing the first chapter of what has come to b e widely recognized as one of the greatest success stories in the Indian industr y. Escorts came into being with a vision, one that avoided the easy paths to pro fitability, and sought instead for ways to make a contribution. A vision that le d two young brothers, Yudi and Hari Nanda, to branch out of their family s prosp ering transport business and institute ventures that were to become the foundati ons of Escorts Limited. On 17th of October 1944, Escorts Agents Limited was born at Lahore (now in Pakistan) with Mr. Yudi Nanda as Managing Director and Mr. Ha ri Nanda as Chairman. It was a trendsetting marketing house driven by the same b usiness philosophy, which had given their family enterprise an unparalleled repu tation: Customer Concern. Not long after, this ambition to surpass the expected led the brothers to discover the great business potential that lay in the rural parts of the country. This led to the establishment of Escorts (Agriculture and Machines) Limited, in 1948, with Mr. Y. Nanda as the Director. Even after the tr agic demise of Mr. Y. Nanda, in an accident in 1952, the foundations of the comp any remained embedded with his undying spirit. Mr. H P Nanda then took on the ma ntle to realize the dreams which he had seen with his brother. Escorts (Agents) Ltd. and Escorts (Agriculture and Machines) Ltd. merged in 1953 to create one si ngle entity - Escorts Agents Private Limited. Having initially started with a fr anchise for Westinghouse domestic appliances, by this time the Company had alrea dy expanded its marketing and service operations, representing internationally k nown German and American organizations such as MAN, AEG, Haniel & Leug, Knorr Br emse, MIAG and BMA for sophisticated electrical and mechanical engineering equip ment and Minneapolis Moline and Wisconsin for agricultural tractors, implements and engines. Escorts made a major push into the agricultural arena by taking up the marketing and service franchise for Massey Ferguson tractors in Northern Ind ia, which soon ended up comprising 75% of Massey Ferguson s All-India Sales. Its first industrial venture came in 1954, in the form of a partnership with Goetze werke of Germany for the manufacture of piston rings and cylinder liners. This p artnership was followed by the production of pistons in collaboration with MAHLE , also of Germany, in 1960. The company s incorporation in its present name, Esc orts Limited, came under effect from the 18th of January, 1960.

Escorts next major industrial activity was the assembly of tractors, in 1961, i n technical cooperation with URSUS of Poland. Subsequently this led to the manuf acture of the country s first set of indigenous tractors under Escorts own bran d name, which were to play a pivotal role in the Indian Green Revolution. This w ent on to lay the foundation, which even today are the Company s core strengths - relevant, world-standard technology through strategic international alliances. Mr. H. Nanda pioneered the revolutionary concept of interdependence between t he ancillary and large industries, institutionalizing vendor development and, th ereby, in the process building Faridabad and the entire belt of townships in the same region. He also introduced the discipline of service going before marketin g, reassuring the customer that Escorts would stay with them and that they were here, in the industry, for the long run. He built long lasting alliances with a wide variety of the world s most respected names in tractors, industrial equipme nt, two-wheelers, construction equipment and telecommunications. He also created institutions that were specifically devoted to value engineering and training. His concern extended to the society, as well, in which he worked, and he manifes ted it by establishing the Escorts Medical Centre at Faridabad, Escorts Heart In stitute and the Research Centre at New Delhi. He also conducted numerous village development programs. The present state of Escorts is testimony to the vision a nd leadership of the Nandas. History of Escorts: The genesis of Escorts dates back to the 1940s when two brothers, Mr. H. P. Nanda and Mr. Y. Nanda launched a small agency house, Escorts Agents Ltd. in Lahore. Over the years, Escorts has moved ahead of those times and has evolved into one of Indias largest conglomerates. In this journey of over six decades, Escorts has had the privilege of being associated with some of the worlds leading engineerin g and manufacturing spaces like Minneapolis Moline, Massey Ferguson, Goetze, Mah le, URSUS, CEKOP, Ford Motor Company, J. C. Bamford Excavators, Yamaha, Claas, C arraro, Lucky Goldstar, First Pacific Company, Hughes Communications, Jeumont Sc hneider, Dynapac etc.. These valued relationships, be it technological or market ing, are one of Escorts highly cherished experiences treasures, which have helped it inculcate best in class manufacturing practices and also enabled it to emerg e as a technologically independent world class engineering organization. The chronological events that took place over the years are highlighted as follo ws: 1944 - The launch of Escorts (Agents) Limited. 1948 - Pioneered farm mechani zation in the country by launching Escorts Agricultural Machines Limited, with a franchise from the U.S. based Minneapolis Moline, for marketing tractors, imple ments, engines & other farm equipment.

The launch of Escorts (Agriculture and Machines) Limited. 1949 - Franchise of Ma ssey Ferguson tractors for northern India 1951 - Escorts established Indias first private Institute of Farm Mechanization at Delhi. 1953 - Escorts (Agents) Limit ed and Escorts (Agriculture and Machines) Limited merged to form Escorts Agents Private Limited. 1954 - First industrial venture of Escorts to manufacture pisto n rings in collaboration with Goetze of Germany, in an era when joint ventures o f Indian firms with foreign companies were virtually unheard of. 1958 - Started importing Massey Ferguson tractors from Yugoslavia for marketing them in India. 1959 - Collaboration with Mahle, of Germany, to manufacture pistons. Soon, Escor ts became the largest producer of piston assemblies in India. 1960 - Set up of E scorts Limited. 1961- Setting up of manufacturing base at Faridabad for manufact ure of tractors in collaboration with URSUS of Poland and 50% indigenous compone nts. Launch of Escort brand of tractors. Collaboration with CEKOP, of Poland, fo r manufacture of motorcycles and scooters. Escorts moves into high gear by nurtu ring the two wheeler culture. The first Rajdoot motorcycle rolls off the assembl y line. 1969 - Escorts Tractors Limited was instituted. A technical and financia l joint venture with the global giant Ford Motor Company, USA, to manufacture Fo rd tractors in India. The years ahead saw Escorts grow as the largest tractor ma nufacturer in India. Escorts Institute of Farm Mechanization (EIFM) established at Bangalore. Escorts Employees Ancillaries Ltd. (EEAL), a unique venture in ind ustrial democracy comes into being. 1971 - 1st February, the first tractor FORD 3000 rolled out of the Escorts factory. Escorts diversify and start manufacturin g construction equipment. 1974 - Crossing national boundaries, Escorts exports f or the first time. After winning a global tender, 400 tractors were exported to Afghanistan, which was perhaps the

worlds largest ever airlift of tractors. 1976 - FORD 3600, advancement in Farm M echanization launched. Trial production of in-plant manufacturing of engine part s (Block & Head). 1977 - Escorts enters the domain of self-developed technology by setting up its first independent R&D Center. Escorts Scientific Research Cent re marked its beginning at Faridabad by developing its own Engines for E-27 and E-37. Due to constant technology absorption, indigenization level touched 72% fo r FORD tractors. Second plant set up at Bangalore for manufacturing piston assem blies. 1979 - Collaboration with JCB Excavators Ltd., UK, for manufacture of exc avators. 1980 - Forays into healthcare, Escorts Hospital and Research Center set up in Faridabad. 1983 - Escorts Tractors Limited (ETL) established a state-of-t he-art research and development centre to spearhead newer breakthroughs in Farm Mechanization. Line concept introduced for engine block machining. 11,000 ton fl oating dry-dock Escorts I launched. 1984 - Signing of agreement with the Japanes e bike giant Yamaha to manufacture motorcycles with Yamaha technology. Collabora tion with Jeumont Schneider, France, to manufacture EPABX systems. Collaboration with Dynapac of Sweden to manufacture vibratory road compactors 1985 - Escorts Tractors Limited (ETL) offered its first Bonus Issue (1:1). 1988 - Escorts Heart Institute and Research Centre (EHIRC), a world class cardiac care facility laun ched in New Delhi. 1989 - Joint Venture with Claas of Germany to manufacture har vester combines. 1990-91 - First Public Issue in February 1991, over-subscribed four times. Shares listed on Delhi and Bombay Stock Exchanges. 1993 - FORD 3620 tractor launched. 1996 - Disengagement of joint venture collaboration with New H olland and launch of FARMTRAC Tractor. 1997 - Joint Venture with Carraro of Ital y for manufacturing and marketing of

transmission and axles. Joint Venture with First Pacific Company of Hong Kong Escotel Mobile Communications. 1998 - POWERTRAC series of tractors launched. Mem orandum of Understanding (MoU) was signed with Long Manufacturing Company, USA f or setting up a Joint Venture in USA. 1999 - MoU for Joint Venture with a Polish Company POL-MOT was signed for assembly, manufacturing and marketing of Farm Ma chinery. 2004 - Divested Escotel Mobile Telecommunications to Idea Cellular. TS1 6949 certification for the Agri Machinery Group. 2005 - Divested Escorts Heart I nstitute and Research Centre (EHIRC) to Fortis Healthcare. 2006 - Divested in Ca rraro India Limited. Set up new manufacturing facility in Rudrapur for manufactu re of new range of railway equipment THE VISION, MISSION, OBJECTIVES AND SWOT ANALYSIS: VISION: GO GLOBAL The Escorts Group, is among India s leading engineering conglomerates operating in the high growth sectors of agri-machinery, construction & material handling

equipment, railway equipment and auto components. Having pioneered farm mechaniz ation in the country, Escorts has played a pivotal role in the agricultural grow th of India for over five decades. One of the leading tractor manufacturers of t he country, Escorts offers a comprehensive range of tractors, more than 45 varia nts starting from 25 to 80 HP. Escort, Farmtrac and Powertrac are the widely acc epted and preferred brands of tractors from the house of Escorts. A leading mate rial handling and construction equipment manufacturer, we manufacture and market a diverse range of equipment like cranes, loaders, vibratory rollers and forkli fts. Escorts today is the world s largest Pick n Carry Hydraulic Mobile Crane manufacturer. Escorts has been a major player in the railway equipment business in India for nearly five decades. Our product offering includes brakes, couplers , shock absorbers, rail fastening systems, composite brake blocks and vulcanized rubber parts. In the auto components segment, Escorts is a leading manufacturer of auto suspension products including shock absorbers and telescopic front fork s. Over the years, with continuous development and improvement in manufacturing technology and design, new reliable products have been introduced. Throughout th e evolution of Escorts, technology has always been its greatest ally for growth. In the over six decades of our inception, Escorts has been much more than just being one of India s largest engineering companies. It has been a harbinger of n ew technology, a prime mover on the industrial front, at every stage introducing products and technologies that helped take the country forward in key growth ar eas. Over a million tractors and over 16,000 construction and material handling equipment that have rolled out from the facilities of Escorts, complemented by a highly satisfied customer base, are testimony to the manufacturing excellence o f Escorts. Following the globally accepted best manufacturing practices with rel entless focus on research and development, Escorts is today in the league of pre mier corporate entities in India. Technological and business collaboration with world leaders over the years, Globally

competitive indigenous engineering capabilities, over 1600 sales and service out lets and footprints in over 40 countries have been instrumental in making Escort s the Indian multinational. At a time when the world is looking at India as an o utsourcing destination, Escorts is rightly placed to be the dependable outsourci ng partner of world s leading engineering corporations looking at outsourcing ma nufacture of engines, transmissions, gears, hydraulics, implements and attachmen ts to tractors, and shock absorbers for heavy trailers and armored tanks. In tod ay s Global Market Place, Escorts is fast on the path of an internal transformat ion, which will help it to be a key driver of manufacturing excellence in the gl obal arena. For this we are going beyond just adhering to prevailing norms, we a re setting our own standards and relentlessly pursuing them to achieve our desir ed benchmarks of excellence. SWOT ANALYSIS: STRENGTH: Escorts Limited has proven through its performance in fi scal 2007-08 that the e fforts to strengthen the fundamentals of the company, sharpen focus on core stre ngths, build value for customers and drive operational efficiencies have put the company on a profitable track. Of the many initiatives that were undertaken, th e biggest contributor has certainly been the initiatives in revamping the econom ics of the business by focussing on cost compression. A slew of initiatives has resulted in a saving of over Rs. 100 crore by eliminating waste, working more ef ficiently, right-sizing the work force, reduction of held stock and negotiating better prices from our suppliers. Company engineering strength built over severa l decades gives us this competitive advantage to continuously develop new produc ts, advance our processes and develop customerfriendly solutions. WEEKNESS: 1. D iversified Products on the list and the concentration each product receives decreases accordingly. 2. Huge customer base has made the online services slow.

3. High reliance on imported raw material imports creating potential price / Qua lity available issues. 4. Realization per metre is still lower than competition 5. Flexibility in organization. Opportunity: There is data available in case of registered motor vehicles, but for carts and bicycles, there is no published information. Also, no reliable source of informa tion is available regarding vehicle penetration into rural areas. A few studies have been found to indicate the following: a) 50% of villages have a population less than 500. b) 60% of villages do not have access to AWRs. c) Smaller the vil lage, lesser the economic activity, and therefore, lesser the number of vehicles . Carts ferry only about 15 percent of the tonne-km of goods whereas trucks carr y about 83 percent. India is highly under-motorized. The penetration levels of c ars, two-wheelers, buses and other commercial vehicles stand at 7, 45, 0.7 and 4 per thousand persons, respectively. These levels of penetration only signify an even lesser extent of the same in rural areas. Railways, good roads and reasona bly taxed vehicles, all together, would enable the transport of goods between ru ral production bases and urban centers of consumption. It definitely is not a qu estion of either but is one that has to consider both. Public transport needs to be enhanced and taxes need to be reduced. Taxes add to about 50 percent of the vehicle cost, in India. Export schemes have been withdrawn, Multi-Utility Vehicl es (MUVs) are taxed at a uniform rate of 16 percent and some other cars at 24 pe rcent. THREATS: World Bank has projected world output to grow by a mere 0.9% in 2009 co mpared to 2.5% in 2008 and a high of 4% in 2006. Growth in the developing countr ies as a whole is expected to fall from 6.3% in 2008 to 4.5% in 2009, only to re cover to 6.1% in 2010. This is mainly due to China and India. India, being large ly domestic dependent economy, is expected to show a growth of 6% to 7% during 2 008-09 and 2009-10. Major effect of the decline in growth is coming in the manuf acturing sector and the services sector. It is expected that the decline in thes e sectors will be compensated by high growth in the agricultural sector. PRODUCT AND MARKET: Farm Track

Farmtrac brand are the most powerful premium range of tractors that give maximum productivity to the farmers. Premium range - Powerful premium brand, 35 - 75 HP range Exported to the most advanced markets in the world. Well accepted interna tionally for its versatility. Designed for the demanding requirements of progres sive farmers. Machine with powerful features for maximum efficiency. A status sy mbol. FT HERO Superior technology Enhanced 34 Hp. FT CHAMPION Most powerful tractor in 39 Hp category FT - 45 Powerful performance Optimum cost 42 Hp. FT 60 Versatile. World Class 50 Hp. FT 50 EPI Best in class for puddling and soil ploughing 45 Hp. FT 60 DX Power pride and performance 50 Hp. FT 65 EPI Toughest tractor for Hardest soil. 55 Hp. Power track FT - 70 Unparalleled in his class 60 Hp. Powertrac brand of tractors are the most fuel-efficient tractors in their respec tive categories that offer excellent value for money and have helped the farmers improve their quality of life. Value range Value for money, Fuel efficient, 30 - 55 HP range

India s No.1 Economy Range - "Diesel Savers" Engineered to give spectacular dies el economy. The Diesel Saver technology - Great savings. PT-434 Best fuel efficiency in its class. 34 Hp category. PT-439 Best fuel efficiency, Lowest maintenance. 39 Hp category. PT-445 Utility and Economy 45 Hp category. PT-455 Fuel efficiency and Power 55 Hp category. Escort 27 Hp. Escort 35 Hp. RAILWAY EQUIPMENT: An ISO: 9001-20000 certified company, Escorts manufactures railway equipment as per international standards specified by UIC, AAR and Indian Railways. Asias larg est manufacturer of air brake systems, the conversion of vacuum brake stocks to air brakes and installation and commissioning of complete brake systems on new b uilds are also undertaken by Escorts. Diverse product range: Shock Absorbers (Oil Dampers) for coaches, locomotives, E MUs, MEMUs, DMUs, Metro and Rail Cars Air brakes for coaches, Freight cars, DMU and OHE Cars Automatic/Semi Permanent Couplers for EMUs, DEMUs, MEMUs

Electro Pneumatic Brake Systems for EMUs and MEMUs Composition brake blocks for coaches, locomotives, freight cars and EMUs Rail fastening systems for wooden, s teel and concrete sleepers Direct Admission Valves for vacuum braked coaches Tes ting equipment for brake systems and shock absorbers Air brake accessories for passenger coaches, freight cars, locomotives and self propelled vehicles Metal to rubber bonded vulcanized components Automatic twist locks for container freight cars Air Brake Hose Couplings Angle Cocks Brake Beam Mounted Brake System Distributor Valves Slack adjuster

Company analysis:

Chapter 3

Organization Design ORGANIZATION STRUCTURE:

An organization structure refers to the determination of organization system of the enterprise it determines the programs and procedures by which the administra tive relations of an enterprise are defined and established. No activity of the organization can go out of this structure. As the policy of the enterprise deter mines the limits within which the enterprise has to work. In the same manner org anization structure determines and defines the shape and size of the enterprise according to which the administrative and organization decisions have to be take n. It is also the framework of activities of the enterprise, it may also be cons idered as the map of the building to be constructed. Organization structure can be defined, as the organization structure of an organization deals with its orga nizational arrangements. TYPES OF ORGANIZATIONS STRUCTURE FORMAL ORGANIZATION:It refers to the planned structure of jobs and positions with clearly defined obje ctives and functions. It is consciously created by top management for the accomp lishment of enterprise objectives. It is made up of official relationships and c hannels of communication. Formal structure is governed by established rules and procedures. Formal organization tends to be stable and predictable. Thus, it is represented in the organization chart and manual of the enterprise. INFORMAL ORGANIZATION:Informal organization arises from the personal and social relations of people. It is not formally designed but develops spontaneously out of interactions between persons. It is influenced by personal attitudes, likes a nd dislikes. Informal relations cut across formal channels. People working toget her in an enterprise frequently come into contact and develop personal or social relations outside the formal structure. Advantages of the organization structure:The organization structure has the foll owing advantages in the enterprise:-

Necessary for the management:- it is necessary for the management of the busines s and industrial enterprise. In the absence of a clearly defined organization st ructure, the management cannot discharge its duties properly because the structu re defines and defines the relation between all the departments of the enterpris e and the rights and duties of all the in the enterprise. It also tells us about the managerial approach. It reveals the drawback of an organization:- organization structure is an import ant document of an enterprise. It serves as the guidelines to explain what shoul d be done in the enterprise. Actual performance of the enterprise is compared wi th this document. The way it reveals the drawback of an organization Helpful in delegation:- it is also helpful in providing the suitable training to the employees of the organization and defining their duties. It helps in delega ting proper authority to the employees so that they can discharge their duties e ffectively and efficiently. Helpful in training:- It is also helpful in providing suitable training to the e mployees and defining their duties like mentioned in the above. It defined the r equirements of all the suitable postages and it also determines the need, nature , and the from of the training required. Disadvantages of organization structure:The organization structure follows from the certain defects: It is difficult to change it: - Management is a dynamic scie nce. To make is a real science, must be practical, no hard and fast line can be drawn in the activities of enterprise, organization structure is the definite de termination of activities. Therefore, it develops rigid ness in the activities a nd becomes difficult to make any changes easily. It reveals only the formal rela tions:- A very important drawback of the organization structure is that it is on ly a formal document. It defines only the formal relations among the employees o f an enterprise. But in practice, there are two types of relations among them. F ormal and informal and organization structure does not define informal relations . It creates conflicts:- Organization structure makes clear difference in the ri ghts and duties of all the employees of the enterprise. It is the feeling of bos s and subordinate

among them. It also develops the feeling of superior and inferior. It also devel ops the feeling of senior and junior. TYPES 1. Pre-bureaucratic structure- This structure is most common in smaller organizations and is best used to solve simp le tasks. They follow a flat hierarchy system. 2. Bureaucratic structure- They a re suited for complex or larger scale operations. Under this structure: Functiona l structure- This structure groups specialize in similar skills in separate unit s. It is well suited to organizations with a single or dominant core product bec ause each subunit becomes extremely adept at performing its particular portion o f the portion. Divisional structure- It is formed when an organization is split up into a number of self-contained business units, each operating as a profit ce ntre. 3. Line organization- It is also known as scalar or military organization. In this structure, there is a vertical line of authority running from the top t o the bottom of the organization. Here, the command is through a straight and un broken line. All persons at the same level are independent of each other. The au thority and responsibility of each position is specified. The man at the top has the highest authority and it is reduced at each successive level down the hiera rchy. Every person is in direct chain of command. Line organization can be of tw o types. In pure line organization all individuals at a given level perform the same type of work and they are grouped into divisions only to facilitate effecti ve supervision and control. In a departmental line organization work performed i n each department is of a different type. 4. Functional organization:Under functional organization, the organization is di vided into a number of functional areas. Each function is managed by an expert i n that area. Every functional area serves all other areas in the organization. T hus, an individual in the organization receives instructions from several functi onal heads. Every functional expert enjoys

functional authority over subordinates in other departments. Within a functional department every operating executive receives orders from several functional sp ecialists. 5. Line and staff organizationLine and staff organization is a combination of li ne and functional structures. Under it, line authority flows in a vertical line in the same manner as in the line organization. In addition, staff specialists a re attached to line positions to advise them on important matters. These special ists do not have power of command over subordinates in other departments. They a re purely of advisory nature. Thus, staff positions are created to support the l ine managers. Every staff specialist, however, has line authority over the subor dinates in his own department. 6. Matrix organizationMatrix organization is a hy brid grid structure wherein pure project organization is superimposed on a funct ional structure. It is a two-dimensional pattern developed to meet the problems of growing size and complexity of undertakings. Such undertakings require an org anization structure more flexible and technically oriented. Matrix structure has been defined as any organization that employs a multiple command system that inc ludes not only the multiple command structure but also related support mechanism and an associated organizational culture and behavior pattern. Thus, a matrix or ganization is characterized by an overlapping of command, control and behavior p atterns. In this organization, there is a permanent functional set up. In additi on, temporary project groups are created to handle infrequent short-term project s. ABBREVIATIONS MD DF GMT AGM HR - Managing director. Director Financer -Asst.General Manager (H R) -General Manager Technical.

AGM OP CSO M (P&W) APO PRO DO AGMM SM SSO DFC SAO (CASH) SAO (E&EDP) processing) SAO (MA) SAO (Co) SAO (PF) AAO AGM MT MP MS MIC SPO APO SY&IA DMIA SE MO PLM DM PR AGMTS CEPC -Asst.General Manager operations. -Chief Security Officer. - Manager (personnel and welfare) -Assistant Personnel Officer. -Public Relations Officer. - Duty Off icer. -Asst. General Manager Marketing. - Sales Manager. - Senior Sales Officer. - Deputy Finance Controller. -Senior Accounts Officer Cash. - Senior Accounts O fficer (Establishment & Electronic data - Senior Accounts Officer (marketing acc ounts). -Senior Accounts Officer (confidential) -Senior Accounts Officer (Provid ent fund) - Assistant Accounts Officer. - Asst. General Manager Materials - Mana ger purchase. - Manager Stores. - Manager Inventory Control. - Senior Purchase O fficer. - Assistant Purchase Officer. - Company Secretary and Internal Auditor. - Deputy Manager Internal Audit. - Senior Engineer. - Medical officer - Plant Ma nager. - Deputy Manager Production - Asst. general Manager (Technical Services). - Chief Engineer Pollution Control. SAO (GA&F) -Senior Accounts Officer (General Accounts & Finance)

DMTS CE(S) SE(PC) OQC AGME CEM CE(U&S) DGMP DME DM(U&S) AGMP AGP(S&P) DM(S) DGME &I AGM(E&I) CEE CEI SEE DM (HT) DM (LT) - Deputy manager (Technical Services). - Chief Engineer Safety. - Senior Enginee r Pollution Control - Officer Quality Control - Asst. General Manager (Engineeri ng). - Chief Engineer Maintenance - Chief Engineer Utilities & Statutes. - Deput y general manager (Projects) - Deputy Manager Engineering. - Deputy manager Util ities and Statutes. - Asst. General Manager (Project). - Asst. General Manager ( Systems & Project). - Deputy Manager (Systems) - Deputy General Manager (Eletric als & instrumentation) - Asst. General Manager (Eletricals & instrumentation) Chief Engineer Eletricals - Chief Engineer Instrumentation - Senior Engineer Ele ctrical - Deputy Manager High Tension - Deputy Manager Low Tension Chapter 4

Level Function And Process ORGANISATIONAL STRUCTURE: The main functional departments of ESCORT are:-

OPERATIONS DEPARTMENT HUMAN RESOURCE DEPARTMENT ARTMENT TECHNICAL and SERVICE DEPARTMENT

MARKETING DEPARTMENT

FINANCE DEP

OPERATION DEPARTMENT Operational department is the most important department of ESCORT. This departme nt carries out the manufacturing of all the products. The company carries out co ntinuous production system; hence this department plays a very crucial role in E SCORT.

DUTIES AND RESPONSIBILITIES OF OPERATIONS MANAGER 1. MOP is the head of the operation department. 2. MOP fixes the monthly target according to the market operations 3. MOP is responsible for the modification of the production process and is responsible for efficient discharges. 4. MOP is t he designated emergency controller during any hazardous incidents. 5. MOP has th e administrative control over the operations department. OBJECTIVES OF OPERATIONS DEPARTMENT 1. Reduce non confirming products. 2. Maximize the availability of electrolyze o peration. 3. Optimizing the specific consumption of electricity, raw materials a nd resources. DUTIES AND RESPONSIBILITY OF PLANT MANAGER 1. PLM is the custodian of the plant. 2. PLM plans production activities to meet the production target 3. PLM is resp onsible for the material consumption. 4. PLM plans the shutdown activities and c arry maintenance work of the plant

5. PLM coordinates the operational functions with other departments for the smoo th functioning of the plan. HUMAN RESOURCE DEPARTMENT Human resource is considered as the most vital asset of an organization. ESCORT has a well defined employee power. It helps the organization to perform well in the market. Human resources department is headed by manager, HRD, who organizes the training programs for workers and managerial staff. The manager HRD is respo nsible only for training and development. MHRD does not come under the personnel department for workers and managerial staff. MAIN FUNCTION OF THE DEPARTMENT Identifying training needs Impacting the required training Maintaining the train ing records HRD organizes training programs using internal faulty or engaging faculties from reputed organizations. The department in consultation with concerned department heads to organize house training programs. VARIOUS TRAINING PROGRAMMES GENERAL TRAINING In order to provide this type of training, one has to determine what would be the trainees growth potentials, up to what level he can grow in th e organization etc. A performance appraisal has to be done to evaluate his prese nt performance. Training is given on the basis of appraisal.

NEED BASED TRAINING Need based training will be done o the basis of determining the level of knowledge and skill one requires for a particular job. Next is to f ind out how many employees have to be given this training. On the basis of these needs training is given to the employees. CUSTOMER TRAINING Customers are given training on handling of machines and other equipments in various situations. INDUCTION TRAINING It is the training provided to the newly recruited employees to familiarize with the activities, rules, policies of the organization. It is a lso done to introduce the new employees to the other employees of the organizati on. TECHNOLOGY TRAINING

Company provides advanced training for workers to cope up with the technological changes. Feed back is obtained from employees and the effectiveness of the trai ning programme is ascertained after a period of 2-3 months. PERSONALITY DEVELOPMENT PROGRAMES Personality development programmers are conduc ted in a regular time period for the development of both workers and manager.

FINANCE DEPARTMENT Escort Railway Division, Rudrapur has an efficient finance department headed by the finance manager and he is assisted by the deputy manager. Finance manager is responsible for shaping the fortunes of the company, preparing budgets, raising funds, keeping different accounts etc. ESCORT is having management information system to assist the finance department. The

finance department itself is divided into different sections like general accoun ts, costing bills, establishment and provident fund accounts sections each havin g its own functions. FUNCTIONS OF FINANCE DEPARTMENT Purchase bills passing and payment to suppliers Sales invoice records Debt colle ction Budgeting and costing Statutory auditing Finance control Handle all auditi ng and taxes Sales accounting Generation and utilization of funds Treasury opera tions TECHINCAL AND SERVICE DEPARTMENT Technical service department is headed by MTS and has 4 sections, 1. 2. 3. Techn ical service section; Fire and safety section; Quality control section;

1. Technical service section This section is headed by CETS and concerned with technical aspects of the plant . The main functions of the technical services department are: 1. Daily producti on calculation and reporting. 2. Collection of daily data from plant control roo m. 3. Overtime calculation. 4. Feeding data to the computer regarding the plants . 5. Production slips at daily production report generation. 6. Monthly reports preparation, both internal and external. 7. Maintaining reports of production lo ss due to various reasons. 8. Calculation of monthly production bonus. 2. Fire and safety section Functions: 1. Provide training regarding fire, safety and first aid. 2. Conducti ng safety mock drills. 3. Regular maintenance of fire, water pumps and tanks. 4. Issue of work permits. 5. Providing safety awareness programmes. 6. Providing s afety incentives schemes.

7. Accident reporting and investigation. 8. To prepare for emergency situation. 3. Quality control section The section is headed by SOQC and reporting to CETS. The main functions of quali ty control section are to maintain the quality of the products in each stage of operations. Quality of raw material, in process fluid and finished goods are als o checked. The products have to satisfy ISO specifications. Raw materials, mainl y bushes, cover regular, control chamber railway parts, P.T.O. nave, casine eye, tee block, MS-ring, socket flange and socket flange pipe fitting have to meet c ertain requirements specified by the company itself. MARKETING DEPARTMENT:

FINDINGS AND CONCLUSION: FINDINGS: Escorts Railway Division is on a steady growth path. Escorts Engineeri ng Division has played a significant role in the growth and modernisation of rai l transportation and continuously builds products to ensure comfort and safety u sing Indian technology with global standards. The Railways as a business opportu nity was recognised way back in the early 60s by Escorts. They were among the fi rst to introduce products and technology for modernization of Indian Railways to ensure safer and faster trains. They have been associated with the Indian Railw ays since last 45 years, and are one of their oldest and most trusted partners.

Escorts in-house R&D and state-of-the-art manufacturing facility for advanced pr oduct design, development, testing & validation all play a critical role in brin ging about a high level of customer satisfaction, reliability and safety of prod ucts that cater to the various needs of the Indian Railways. Their fully equippe d labs for complete testing of products have enabled us to develop products in c ompliance with Indian and international standard specifications as laid out by t he Indian Railways. Escorts has been a pioneer in bringing technology from inter national suppliers into India and indigenously developing products like Air Brak es, Couplers EMU/ Semi-Permanent, and Shock Absorbers to name a few. Escorts was the first company to bring international standard manufacturing to India. Escor ts has also been the pioneer in changing over from Vaccum Brakes to Air Brakes t hat ensure safe and reliable journeys. We were the first supplier of the Air Bra kes and made the largest number of installations of the Air Brakes. Today, when the Indian Railway modernization is moving at a fast pace, we are not only able to innovative and develop reliable products but also capable of developing new p roduct mix. Escorts latest and important rail projects are Main line Couplers, P anel Mounted Brake Systems, Beam Mounted Brake Systems, Disc Brake systems, LHB Shock Absorbers, Bio Toilets, and Fire retardant Vestibules. The focus is High T hroughput Systems with ease of operation and maintenance, and most of all reliab ility and service. Escorts Railway Equipment Business has two manufacturing plan ts, one in Faridabad, Haryana and another in Rudrapur, Uttaranchal. Shock Absorb ers, Air Brakes, and Composite Brake Blocks are manufactured both in Faridabad a nd Rudrapur. Electro-pneumatic brakes, bio-toilets and rex-locks are exclusively manufactured in Faridabad. And assembly of Semi-permanent couplers, manufacture of Rubber-parts and E-parts is wholly at Rudrapur. Escorts Railway Equipment Bu siness is on a steady growth path and in the short term (within two - three year s) we have a target of doubling growth. They plan to expand both our existing pr oduct portfolio and add new ones too. With a 40 per cent year-on-year growth, Es corts Railway Division is on a steady growth path. Our order book position is he althy and with new projects in the pipeline it will look even better over a peri od of time. As their Railway Business is expanding with more and more products l ines, there is no shortage of demand. To meet this demand, Escorts has augmented its manufacturing facilities with latest technologies and skilled workmen.

We have increased capacities of all existing products by 50-100 percent in the l ast one year. We have also built up capacities to roll out new projects in inten ded numbers. Escorts in-house research, design and development competencies, wor ld-class manufacturing facilities, continuous training, skilled labour and profe ssional management give them an edge over competition. They are continuously inv esting in upgrading our quality systems and culture to meet all international st andards and requirements of manufacturing to be at par with competition. Interna tional competition helps us understand global requirements and will give them th e window of opportunity for competing in wider global markets. CONCLUSION: Indian Railways is in need of world-class infrastructure to compete with other modes of transportation. The need to move large volumes of freight th rough dedicated corridors is of immense importance. They are happy that Indian R ailway is working aggressively in this area. Indian Railway needs to introduce i nnovative ways of technology to meet the requirements for moving large volumes o f freight and passenger traffic with highest priority on safety. Overall connect ivity within the country too is imperative. Connectivity is limited and there is a great need to connect our rail link to newer areas and create multimodal tran sportation systems. This will bring the development to remote and far flung area s of our vast country. A leading manufacturer of critical railway components sin ce 1964, Escorts is one of the oldest and the most trusted partner of the Indian Railways. Over the last 45 years Escorts has built a long term relationship and committed partnership with the Indian Railways, pioneering and

indigenizing many critical products. Certified for ISO:9001-2000, the Railway Eq uipment Division (RED) under the Engineering Division of Escorts Ltd. is known f or developing worldclass products with Indian Technology having Global Standards . The Railway Divisions key focus is to develop products that provide High throug hput for the customer, Safety, Comfort and are Environment-friendly. Escorts full y equipped labs for complete design, development and testing of products are in compliance with national and international standard specifications as laid out b y the Indian Railways. The in-house R&D, state-of-the-art manufacturing faciliti es at Faridabad, Haryana and Rudrapur, Uttaranchal for advanced product developm ent, design, testing & validation play a critical role in bringing about a high level of customer satisfaction, reliability and safety. Air Brake Systems, Elect ro Pneumatic Brakes, Composite Brake Blocks, Semi Permanent Couplers, shock abso rbers, rail fastening systems are among the Safety products Escorts manufactures . Bibliography: 1. CMIE PROWESS 2. EBSCOHOST 3. 4. http://www.escortsgroup.com Unparalleled Reach & Access: Network of 1212 Dealers, Sub - Dealers, Distributor s & Stockists. 5. www.google.com 6. 7. http://www.docstoc.com http://insightory.com

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