Summer Internship Report

on

Customer Feedback Analysis

In the partial fulfillment of the Degree of

Master of Business Administration

Submitted by

Nupur Parikh

School of Petroleum Management

(20151026)

Under the guidance of

Prof. Satish Pandey

School of Petroleum Management

Submitted to

School of Petroleum Management

Pandit Deendayal Petroleum University, Gandhinagar

. .

(April - June, 2016)

 Preface

This project report on ‘Customer Feedback Analysis’, is in the partial fulfillment of the degree of
Master of Business Administration, as well as to gain practical industry knowledge in the field of
management.

The report is based on the work carried out and the knowledge garnered during the eight weeks of the
summer internship training at Dresser-Rand India Private Limited, Naroda, Ahmedabad from April to
June, 2016.

The aim of the project was to gauge the satisfaction level of the clients with the company’s offerings,
and to identify the strengths of the company and give recommendations where there is a scope for
improvement in enhancing client satisfaction.

Questionnaires were sent as an email to the clients. The responses received provided valuable insights
about the satisfaction of the clients with the company’s core and auxiliary products and services, and
also about the client perception towards the company and its people. Analysis of client responses
helped to identify the strengths of the company, and provide propositions where there was scope for
improvement.

The eight week learning at the internship training program proved to be a valuable exposure to the
corporate managerial surrounding.

i
Certificate from company

ii
 Certificate from the institute

This is to certify that the Project Report titled _____________________________________________ is a

bonafide work carried out by Mr. /Ms. _____________________________ of MBA 1st year of School of
Petroleum Management, Pandit Deendayal Petroleum University, Gandhinagar, Gujarat as a fulfillment of
MBA Degree of Pandit Deendayal Petroleum University. The summer internship has been completed with
_____________ (name of organization) from ______ to _______.

He/she has worked under my guidance and satisfactorily completed his/her project work.

Place: Signature of Guide Signature of Director

Date:

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 Acknowledgement
I would like to thank the management of Dresser-Rand India Private Limited (D-R), Naroda for
giving me an opportunity to carry out my summer internship project in their organization. My special
thanks to my project mentor at D-R Mr. Vivek R. Padmawar (Head – Process Innovation) for helping
me understand the management lessons, and giving constant support and guidance throughout my
project duration. I would also like to express my gratitude to Mr. Mehul Parekh (Head – HR) for his
guidance and motivation throughout the project. I am extremely grateful to the entire team of D-R
(Naroda), who directly or indirectly played a significant role in my learning associated with this
summer internship project.

My project outcome is based on team efforts, and I am thankful to my internship project team members
Mr. Pallav Gupta and Mr. Pratipalsinh Jadeja.

I would like to thank my faculty mentor at School of Petroleum Management, PDPU Prof. Satish
Pandey, and my alumni mentor Mr. Darshit Paun (Mahanagar Gas Limited, Mumbai), for their
valuable suggestions and support throughout the project.

I would also like to thank Prof. Akash Patel, Mr. Kunal Lalwani and the entire Placement Committee
of School of Petroleum Management, PDPU, for their constant efforts and guidance, during my term
as a management student.

Last but not the least, I express my gratitude to my friends and family for providing me relevant
resources and frank opinions, that shaped my personality into being a better management student, and
give my best to this internship project.

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 Executive summary

Dresser-Rand is among the largest global suppliers of custom-engineered rotating equipment solutions
for long-life, critical applications in the oil, gas, chemical, petrochemical, process, power generation,
military and other industries worldwide. In addition to oil and gas, its equipment and service solutions
are used in the broader energy infrastructure markets, including environmental solutions and
distributed power generation.

Even though Dresser-Rand provides customized solutions, according to the client requirements and
specifications, there is a need to identify the satisfaction level of the clients with the company’s
products and services, and also get an idea about the client perception towards the company and its
offerings. This insight would help to acknowledge the strengths of the company, and plan ahead for
the areas where there is a scope for improvement. This will empower the company to please the clients
and serve them better, and come up with more innovation in their overall offerings for the clients in
the future.

The project "Customer Feedback Analysis", aimed at getting review on multiple functional areas of
business. Specific set of questions were formed considering five functional areas - Quality,
Procurement, Operations and Maintenance, Engineering and Project management. Questionnaires
were sent as an email to the clients, as an excel sheet, containing specific set of questions pertaining
to respective functional areas for respective client category. There were eight category specific
questions and four general questions across all categories. Calls were made to both domestic and
international clients to give them a reminder and also offer assistance in understanding and filling up
of the questionnaire.

Responses received provided useful insights about the satisfaction of the clients with the company’s
core and auxiliary products and services, and also about the client perception towards the company
and its people. Analysis of client responses helped to ascertain the strengths of the company, and
provide recommendations where there was scope for enhancement.

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 Table of Contents
1. INTRODUCTION TO THE INDUSTRY ............................................................ 1

2. INTRODUCTION TO DRESSER-RAND – A SIEMENS BUSINESS............. 3

Dresser-Rand + Siemens – Together, we have the power, the know-how and the products .................. 4
Products + Solutions ...................................................................................................................................... 5
Aftermarket Services + Parts ....................................................................................................................... 6
Industries Served ......................................................................................................................................... 10
Environment, Health + Safety .................................................................................................................... 11
Quality Management ................................................................................................................................... 11
Dresser-Rand Supplier Code of Conduct and Supplier Diversity .......................................................... 12
Ethics ............................................................................................................................................................ 13
Client Interface Response System (CIRS) ................................................................................................. 13
Awards.......................................................................................................................................................... 13
Dresser-Rand India Private Limited ......................................................................................................... 14

3. RESEARCH METHODOLOGY ....................................................................... 15

Title of the project ....................................................................................................................................... 15
Duration of the project ................................................................................................................................ 15
Objectives of the study ................................................................................................................................ 15
Type of research .......................................................................................................................................... 15
Scope of study .............................................................................................................................................. 15
Limitations of study..................................................................................................................................... 16

4. Facts and findings ................................................................................................ 17

5. Analysis and Interpretation ................................................................................ 22

6. Appendix ............................................................................................................... 25

7. References/Bibliography ..................................................................................... 27

Case-Study: Change management and employee engagement at Dresser-Rand

India Pvt. Ltd. .............................................................................................................. 29

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 List of figures
Figure 1 Stakeholders impact on organization strategy ......................................................................... 1
Figure 2 Dresser-Rand India Pvt. Ltd. Naroda, Ahmedabad ............................................................... 14
Figure 3 Percentage responses from functional areas surveyed .......................................................... 17
Figure 4 Client Type - Export vs. Domestic ........................................................................................ 17
Figure 5 Overall Quality compared to competitors, for each functional area ..................................... 18
Figure 6 Overall quality comparison as perceived by domestic and export clients............................. 18
Figure 7 Ratings towards quality of products/services compared to competitors ............................... 19
Figure 8 Ratings for recommending D-R products/services................................................................ 19
Figure 9 Five rating for recommending D-R products/services .......................................................... 20
Figure 10 Recommending D-R products/services, as per each functional area .................................. 20
Figure 11 Recommending D-R products/services, based on export vs. domestic clients ................... 21

vii
 Abbreviations

1. D-R: Dresser-Rand

2. CEO: Chief Executive Officer

3. PwC: PricewaterhouseCoopers

4. IPO: Initial Public Offer

5. NYSE: New York Stock Exchange

6. DRC: Dresser-Rand Company

7. AG: Aktiengesellschaft (German word for a corporation limited by shares, and may be traded on a
stock market)

8. FWB: Frankfurter Wertpapierborse (German for Frankfurt Stock Exchange)

9. SIE: Siemens

10. EU: European Union

11. GE: General Electric

12. Inc.: Incorporation

13. OEM: Original Equipment Manufacturer

14. API: Application Program Interface

15. EPA: Environmental Protection Agency

16. ISO: International Standard for Organization

17. LNG: Liquefied Natural Gas

18. FLNG: Floating Liquefied Natural Gas

19. EPC: Engineering Procurement Construction

20. HSE: Health, Safety and Environment

21. NUPIC: Numenta Platform for Intelligent Computing

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 1. INTRODUCTION TO THE INDUSTRY

Industrial Manufacturing

Increasing demand for customized products and services in the industrial manufacturing sector is
leading to creation of more efficient designs, greater standardization and modularity across products.
Global competition and the need to protect profits is forcing manufacturers in this sector to adopt best
practices along with other measures to enhance quality of products and services.

Industrial manufacturing companies are operating in a global and a dynamic environment.

Uncertainties about the global economy and geopolitical improbability are putting pressure on short-
term confidence levels, but looking beyond, CEOs see a brighter picture. They’re re-thinking risk and
brand management, and using technology to cater to the rapidly changing expectations of their
stakeholders, with customers at the top of the list. They see the right talent as critical to
accomplishment of their innovation ambitions, and they’re looking to get better at measuring
innovation and spreading the word about their purpose and the progress they’ve made on reducing
their environmental impact.

According to PwC’s 19th Annual Global CEO Survey, industrial manufacturing companies’ exposure
to economies around the world has gone up the past decade. This year, industrial manufacturing CEOs
are more uncertain about the future of the global economy. Just 24% think global growth will improve
over the next 12 months compared to 34% last year.

Source: PwC’s 19th Annual Global CEO Survey

Figure 1 Stakeholders impact on organization strategy

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89% of industrial manufacturers say their customers and clients have an effect on their organizational
strategy, making them the industry’s most influential stakeholder group. Nearly three-quarters of
industrial manufacturing CEOs believe their customers currently make decisions based on cost,
convenience and function. But 23% of industry CEOs believe that their customers are already more
interested in seeking out a company which addresses wider stakeholder needs, and this number jumps
to 40% when CEOs consider what their customers will prioritize in five years’ time.

Using technology to assess and deliver on wider stakeholder expectations also features high on the
industry’s plans to transform manufacturing. The industry’s ability to communicate across the supply
chain, and to understand customer demand is changing drastically.

With customers and supply chain partners standing out as important stakeholders for the industry, 90%
of industrial manufacturing CEOs plan to make changes – in many cases significant ones – in how
they use technology to assess and deliver on wider stakeholder expectations.

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 2. INTRODUCTION TO DRESSER-RAND – A
SIEMENS BUSINESS

Dresser‑Rand is among the largest global suppliers of custom-engineered rotating equipment solutions
for long-life, critical applications in the oil & gas, chemical, petrochemical, process, power, military,
and other industries worldwide. It helps clients achieve their business objectives by providing
innovative energy solutions.

Dresser-Rand provides a wide range of products and services to its worldwide client base from global
locations in United States, Brazil, France, Germany, United Kingdom, Spain, Norway, and India. It is
headquartered at Houston, Texas, USA and Paris, France.

Vision and Mission

Vision - To earn client loyalty for life.

Mission - To provide the most reliable and efficient rotating equipment technology and service
solutions, and lead in safety, environmental stewardship, quality, and cycle time.

The road map to realizing this vision includes the following key elements:

• Being a safe and reliable supplier

• Providing technology expertise and leading in innovation
• Responding with speed and flexibility
• Acting locally with global scale and reach
• Maintaining the best total cost of ownership

History

Dresser-Rand Company was formed on December 31st, 1986, as an equally owned joint venture
between Dresser Industries and Ingersoll Rand.

In October’92, Dresser Industries bought a 1% equity interest from Dresser-Rand Company. In

Sept’99, Dresser Industries merged with Halliburton Industries, and transferred its 51% ownership
interest of Dresser-Rand Company to Halliburton. Due to agreements made in the original venture,
Dresser Industries, then a unit of Halliburton, was required to either purchase the remaining interest in
Dresser-Rand Company or sell it to Ingersoll Rand. In Feb’00, the 51% ownership of Dresser-Rand
Company was sold to Ingersoll Rand.

On August 25, 2004, First Reserve Corporation, a private equity firm, purchased equity interests in
Dresser-Rand Company for approximately $1.2 billion. On August 4, 2005, First Reserve took
Dresser-Rand Group, Inc. public through an IPO, selling at $21.00 per share.

The Dresser-Rand Group common stock was traded on the New York Stock Exchange under the ticker
symbol DRC. (NYSE: DRC)

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Dresser-Rand + Siemens – Together, we have the power, the know-how
and the products
In September 2014, German conglomerate Siemens AG (FWB: SIE) announced plans to acquire
Dresser-Rand Group Inc. for $7.6 billion.

The EU Commission unconditionally approved Siemens' acquisition of Dresser-Rand, and all

regulatory approvals required to complete the transaction were obtained. In making the deal, Siemens
announced that Houston would become the headquarters of its oil and gas business, and it intends to
retain the Dresser-Rand brand name and its executive leadership team.

On 30th June, 2015 Siemens AG completed the acquisition of Dresser-Rand. To preserve the brand
strengths of both companies, it is now known as Dresser-Rand – A Siemens Business.

According to Christopher Rossi, Executive Vice President, Global Operations of Dresser-Rand, Three
primary advantages of this acquisition for their valued clients are:

1. With Siemens’ well-established presence in Europe and Asia and Dresser-Rand’s stronghold
in North America, they now have greater scale and reach. They have a combined presence in
more than 150 countries, including more than 80 manufacturing and service locations.
2. A larger product and services portfolio gives their clients more choices from a single provider.
3. The best of the two companies, together now bring unequalled products and technologies,
talented people, extensive industry know-how, and unmatched knowledge about their markets.

Other benefits from this acquisition are:

• According to IHS (Information Handling Services) estimates in 2014, GE turbines and

compressors sold into oil and gas applications accounted around 35% of global capacity,
roughly 10-15% more than Siemens.

• With Siemens’ announcement to purchase Dresser-Rand Group Inc., the company is well-
poised to stake its claim as a heavyweight rival to GE.

• Talks of a potential merger between Sulzer (Swiss industrial pump manufacturer) and Dresser-
Rand seem to have contributed to a spike in DRC’s stock price, requiring a larger investment
by Siemens to win the bid. The acquisition cost Siemens $83 per DRC share, a premium of
roughly 37%

• Aside from geographical advantage, Siemens will gain a strong foothold in lucrative areas as
subsea compression, carbon capture and storage (CCS) and compressed air energy storage
(CAES), in which DRC has been a pioneer.

• The most successful oil and gas equipment providers are the ones that can offer custom full-
scale solutions and exceptional after-sales support. DRC and Siemens have both been
successful in these areas over the years, with aftermarket parts and service accounting for more

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 than 50% of their respective revenues. With Siemens’ regional breadth and DRC’s technical
capabilities, this acquisition has a lot of potential to elevate Siemens’ market position.

Products + Solutions
Dresser-Rand experts work hand in hand with clients to create a solution that’s exclusive to the client’s
business. Their rotating equipment solutions generate the results their clients want. These are the broad
categories of their products plus solutions that they offer to their worldwide client base.

1. Centrifugal Compressors
The most advanced centrifugal compressors available for oil, gas, and process industries.
• DATUM® Centrifugal Compressors
• Integrated Compression System
• Pipeline Compressors + Boosters
• Integral Electric Motor Driven Compressor
• ISOPAC Compressors
• Siemens Turbo compressors
• Centrifugal Compressor Upgrades
• Centrifugal Compressor Revamps + Remanufactures
• Non-OEM Solutions for Centrifugal Compressors
2. Reciprocating Compressors
Outstanding record for performance, efficiency, reliability, and low maintenance in the most
demanding upstream, midstream, and downstream applications.
• API 618 Process Reciprocating Compressors
• High + Medium-Speed Reciprocating Compressors
• Arrow Services + Parts
• Variable Capacity Control Systems
• Reciprocating Compressor Upgrades
• Reciprocating Compressor Revamps + Remanufactures
• Non-OEM Solutions for Reciprocating Compressors
3. Steam turbines
Single and multi-stage steam turbines for mechanical drive applications.
• Single + Multi-Stage Steam Turbines
• Steam Turbine Generator Sets
• Siemens Steam Turbines
• Steam Turbine Upgrades
• Steam Turbine Revamps + Remanufactures
• Non-OEM Solutions for Steam Turbines
4. Gas turbines
Gas turbine designs that exemplify client value: their modular concept allows short change-out
times and reduced cycle costs.
• VECTRA® 40G Power Turbine
• KG2-3G Gas Turbines

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 • KG2-3E Gas Turbines
• DR-61 Power Turbines
• Siemens Gas Turbines
• Gas Turbine Upgrades
• Gas Turbine Revamps + Remanufactures
5. Variable radius turbine
• HydroAir™ is a patented variable radius turbine for extracting energy from ocean
waves
6. Engines + Emissions Reduction Technology
• Guascor® Gas + Diesel Engines
• Enginuity® Emissions Products + Services
7. Control + Monitoring Systems
More than 3,000 control systems for 17 OEMs on more than one hundred machine models.
• Control Systems
• Envision® Monitoring Suite
• Siemens Compressor Automation (SCAUT)
8. Systems + Solutions
• LNGo™ Portable Natural Gas Liquefaction Plant
• SMARTCAES® Compressed Air Energy Storage
• Echogen® WHR System
9. Axial Flow Compressors
Axial flow compressors are designed for high volume, high efficiency, and high reliability.
10. Rotary Screw Compressors
Spiraxial atomizing air compressors and AXI screw compressors.
11. Power recovery expanders
12. Valves, Seals + Bearings
State-of-the-art components that improve the performance, reliability, and efficiency of
rotating equipment.
• Magnetic Bearings
• Dry Gas Seals
• Gimpel® Valves
• Reciprocating Compressor Valves

Aftermarket Services + Parts

With a global infrastructure of manufacturing, service and support centers, D-R goes above and beyond
simply selling rotating equipment and parts. Clients come for many things: better operability, improved
efficiency, reduced emissions, higher availability, increased reliability, longer life cycles, and less
footprint.

Safety is always D-R’s top priority. Its field personnel are prepared to deliver service quickly,
efficiently and safely – anywhere, anytime and for nearly any brand. The dedicated team of service

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professionals has the expertise to assess client requirements and recommend the best service solution
for their specific application.

1. Service Centers + Repairs (LOCAL PRESENCE – GLOBAL SOLUTIONS)

Recognize the importance of repair work and work closely with clients to minimize downtime and
cost.

• Equipment We Service

Our service centers feature the latest technology and manufacturing skills to repair and
rebuild your centrifugal compressors, reciprocating compressors, steam turbines,
expanders, pumps, and rotary compressors whether they’re Dresser-Rand or another
nameplate.

• Weld Repair Solutions

Like many other plant level activities today, there is an increased use and acceptance of
turbo shaft weld repairing. This is being driven by the general emphasis on operating and
maintaining existing capital equipment in the absence of significant new plant construction.
Successfully completed shaft repairs in the United States and throughout the world have
revealed that shaft weld repair is a viable alternative to retirement.

• Rotor Storage Program

Dresser-Rand’s Rotor Storage Program can have spare rotors inspected, delivered, and
ready for installation in 24 hours. You can have your spare rotating assembly check-
balanced and delivered in one day from a safe, climate-controlled vertical storage
environment using custom-fitted hanging fixtures to prevent shaft bowing.

Dresser-Rand’s Rotor Storage Program provides:

a. Improved technology
b. Increased safety awareness
c. EPA, ISO, and API requirements
d. Required documentation to validate rotor repairs and integrity changes since the last
inspection
e. Safe, secure vertical storage with custom-fit hanging fixtures to prevent shaft bowing
f. Complete inspection, rotor preparation, and repair service
g. Climate-controlled storage environment to prevent corrosion and eliminate the need for
a heavy preservative coating
h. Reduced delivery time and shipping costs

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2. Engineered Solutions

Our extensive engineering and technical capabilities, combined with our world class
manufacturing experience, allow us to offer the same advanced technology used in new equipment
we design and build, and apply it to all makes and models of your installed equipment.

By applying Dresser-Rand innovative design improvements and product upgrades, we can help
extend the operating life and improve the performance of your installed rotating and reciprocating
equipment.

3. Quality OEM Parts

Parts are distributed through the worldwide Dresser-Rand Parts Network, and can be shipped seven
days a week, 24-hours a day. Contacting a regional Dresser-Rand branch provides you with the
convenience of a single resource for all aftermarket needs.

Maintenance kits are available for all Dresser-Rand products, including centrifugal compressors,
reciprocating compressors and gas engines, steam turbines, and expanders.

4. Product Training

Dresser-Rand product training programs are designed for a wide range of client operations,
maintenance, and engineering personnel.

Various course listings and travel information and form details are all available on their website.
Also, there is a separate product training service available for Siemens listed categories.

5. Field Services

A leader in technical field support, Dresser-Rand Field Services provides complete field
maintenance, installation, training, and repair for all of your rotating and reciprocating equipment
and control systems.

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We have all the tooling required to handle the most extensive field overhauls and to get the job
done with minimal downtime and cost.

• Installation and start-up

• Overhauls
• Technical advisory program
• Failure analysis
• Total factory support
• Field consulting – OEM and non-OEM equipment

6. Service Contracts

Service contracts from Dresser-Rand create a direct partnership with owners and operators to
ensure they have the data needed to make the best decisions – for Dresser-Rand or non-Dresser-
Rand equipment.

We provide excellent services for select, client-owned, production equipment or facilities that can
include:

• Dresser-Rand’s EASE™ condition monitoring program providing management-ready

information
• Scheduled or condition-based maintenance
• Unscheduled maintenance
• Full-time Dresser-Rand trained crews

A Dresser-Rand Service Contract allows equipment owners and users to concentrate on their core
businesses, while Dresser-Rand provides the value-adding services to improve equipment
availability, reliability, efficiency and profitability.

7. Legacy Brands

Dresser-Rand’s history is the combined heritage and experience of the most recognized and
respected names in the energy industry.

• Turbomachinery Legacy Brands

• Steam Turbine Legacy Brands
• Reciprocating Compressor Legacy Brands

8. Service Bulletins

Clients can request for their specific service bulletins to stay updated.

9. Siemens Services

Siemens Power Service delivers the right service solutions for fossil power generation, renewable
energy, and power distribution and transmission industries.

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Industries Served
Dresser-Rand products serve major industries worldwide, including oil and gas, power, military and
the environmental market space within energy infrastructure.

1. Oil + Gas

Products like centrifugal and reciprocating gas compressors, gas and steam turbines, gas expanders,
gas and diesel engines, and associated control panels—are used in oil and gas production, high-
pressure field injection and oil recovery, gas liquefaction, gas transmission, refinery processes,
natural gas processing, and petrochemical production.

• Offshore Oil + Gas Production

• Subsea Oil + Gas Production
• LNG + FLNG
• Gas Injection
• Gas Transmission + Storage
• Refining
• Distributed LNG
• Chemical + Petrochemical Production

2. Energy + Environment

Technologies in the areas of renewable energy resources, combined heat and power, energy
storage, energy efficient products and emissions reducing technologies.

• Compressed Air Energy Storage

• Combined Heat + Power
• Waste Heat Recovery
• Waste-to-Energy + Bioenergy
• Renewable Energy
• Energy Efficient Products
• District Energy Systems
• Emissions Reducing Technologies
• Distributed Energy Solutions
• Energy Assets + EPC Services

3. Government

Supplies innovative product and service solutions to the U.S. Navy and safety-critical commercial
nuclear power industry.

• US Navy Products
• Safety-Critical Nuclear Products

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Environment, Health + Safety
Environmental stewardship, health and safety are core values and critical considerations in everything
at dresser-rand.

A Zero-Injury Culture

• All employees and contractors are expected to work safely as a condition of employment.
• We expect our employees to follow established policies, procedures, and work practices as a
means to ensure that their safety and health, and that of their fellow workers, is not jeopardized.
• Management is responsible for demonstrating HSE leadership, promoting safety as a core
value, ensuring that our employees are provided with a safe work environment, and establishing
and maintaining a management system which includes effective policies, procedures, and work
practices.
• Our most valuable resource is our employees and no aspect of business is of greater importance
than their personal safety.
• We understand that all incidents are preventable and that safety is an integral part of everyone’s
job. Engaging all employees is key to our continuous improvement.

Employee Engagement

Employee engagement is our capacity to use our employees’ expertise to solve challenges and
achieve operational excellence. We believe the best way to make and sustain improvements is to
engage people. Our documented process innovations per employee (PIPE), captures employees’
suggestions to improve safety and other processes.

Quality Management
Dresser-rand quality management places high focus and commitment on improving safety, technology,
operational excellence, and compliance. The range of products drives D-R to adhere to standards set
by ISO, NUPIC, and API 612, 614, 616, 617, and 618. Every Dresser-Rand design is tested to ensure
the highest quality before leaving the facility.

Corporate Quality

Corporate Quality (CQ) performs the over-arching functions of Quality by making sure all
operations are meeting the standards set by government and industry. CQ provides consulting to all
Dresser-Rand Operations as the need arises with the goal of continuous improvement and lowering
the Cost of Quality (COQ) for Dresser-Rand designs.

Operations Quality

Operations Quality (OQ) is responsible for Quality in specific Dresser-Rand operations. OQ ensures
that parts and units manufactured internally or externally meet standards set by Engineering, Quality,
and other groups. OQ is responsible for inspecting parts when they are received, evaluating problems
with parts to determine if they’re usable, and making sure their specific operation is following all
processes and procedures.

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Supplier Quality

Supplier Quality (SQ) ensures that outside entities are able to meet our Quality standards and
qualified to make our parts. This is done through Supplier Assessments and First Article Inspections.
SQ keeps track of metrics and performs problem solving based on incidents that negatively impact
Quality.

http://www.dresser-rand.com/wp-content/uploads/2014/12/wellsville-quality-manual-2016.pdf

Quality Objectives

The highest level of management has formulated the “Fishbone” along with the STAR Operations
Excellence priorities which are used by all employees as a means to supporting the overall company’s
objectives. These Quality objectives are rolled down to relevant functions and managers who in turn
convert them into objectives at their level. When significant changes occur in categories such as the
organization, the facilities or the business strategy, the Leadership Team shall assure integrity and
compatibility of the Quality management system.

Quality Management Review

In order to assure the continuing suitability, adequacy and effectiveness, the highest level of
management will conduct periodic reviews of the Quality management system. The reviews can
address the Quality management system entirely or in parts, as long as the entire Quality management
system is reviewed minimally annually. An expected outcome of that review is the determination of
the need for any changes, opportunities for improvement to the Quality management system, and any
needed changes to the Quality Policy and Quality Objectives.

Dresser-Rand Supplier Code of Conduct and Supplier Diversity

Supplier Code of Conduct supports D-R’s process for identifying suppliers that demonstrate a firm
commitment to safety, ethics, the environment and continuous improvement. D-R strives to utilize
suppliers who can provide us with world class goods and services with the lowest total cost of

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ownership, best on time delivery, shortest lead-time, exceptional quality, unique capability, and a high
level of customer responsiveness.

We are committed to providing a solid basis for our relationship built on the principles of law, fairness,
mutual benefit, and efficiency. As such, Dresser-Rand expects suppliers to follow a strict code of
conduct based on compliance to all applicable laws and regulations with respect to conducting
business.

Supplier Code of Conduct

The Supplier Code of Conduct outlines clear expectations for the principles we expect our suppliers to
adhere to in conducting business. They have a responsibility towards employees and business partners
to be clear on our expectations in several key areas including Safety, Environment, Legal Compliance,
Business Gifts, and Conflicts of Interest.

Supplier Diversity

Dresser-Rand strives to include qualified women- and minority-owned businesses / suppliers that meet
or exceed specific government and commercial contract requirements. These businesses must deliver
high-quality goods, on time, while meeting required lead times and providing low overall total cost of
ownership.

Ethics
Each employee has a responsibility to exercise sound business judgment and act honestly, ethically
and with integrity at all times. This means complying with all applicable laws and always adhering to
the principles in the Siemens Business Conduct Guidelines (BCG). Siemens and D-R have established
a special tool for capturing reports violations of the law or the BCG and this tool is known as Tell Us.
Employees can make reports to Tell Us over the telephone or the internet. Anonymous reports are
accepted, and all matters will be investigated confidentially.

The D-R Ask HR Hotline is a confidential and, where permitted by applicable law, anonymous tool
for submitting reports of suspected employee misconduct that might not be violations of the law or the
Business Conduct Guidelines.

Client Interface Response System (CIRS)

CIRS – an interactive tool that allows clients to voice an issue, technical query or problem on an
existing piece of equipment through the Internet.

Clients must first register in the CIRS program before being able to submit issues into the system.
Once registered, a client may access the system at any time to submit new issues and check the status
of their issues that are already entered into the system.

Awards
 LNGo System named “New Technology Development of the Year” by the Gulf Coast Oil &
Gas Awards, 2015
 Dresser-Rand wins the Gulf Coast Oil & Gas Award for Health & Safety Excellence, 2014

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  Dresser-Rand receives 2014 Industry Leader Award for Safety Performance
 Dresser-Rand wins 2013 Southwest Oil & Gas Award
 Dresser-Rand named one of America’s Safest Companies by EHS Today magazine, 2013

Dresser-Rand India Private Limited

Dresser-Rand India Private Limited is a wholly owned subsidiary of Dresser-Rand, USA. It is a
Private company limited by shares, registered on 01/12/1998. It falls under the jurisdiction of
Registrar of Company-Mumbai, and currently has 6 directors, with Mr. Vijay Phatarphekar as its
Managing Director.

Dresser-Rand India operations include a reciprocating compressor manufacturing plant in Naroda -

Ahmedabad, a repair and service center in Baroda, and an engineering support center in Pune.

Figure 2 Dresser-Rand India Pvt. Ltd. Naroda, Ahmedabad

Page | 14
 3. RESEARCH METHODOLOGY

Title of the project

Customer Feedback Analysis

Duration of the project

The project period was of eight weeks, starting April 25th, 2016 to June 17th, 2016

Objectives of the study

The project "Customer Feedback Analysis", aimed at getting review on multiple functional areas of
business, with the need to:

1. Gain insights about satisfaction level of the clients with the company’s core and auxiliary
products and services

2. Identify the areas of improvement and find ways to enhance client satisfaction

Type of research
Primary data collection

The aim of the project was to get feedback on multiple functional areas of business. Specific set of
questions were formed considering five functional areas - Quality, Procurement, Operations and
Maintenance, Engineering and Project management. Questionnaires were sent as an email to the
clients, as an excel sheet, containing specific set of questions pertaining to respective functional areas
for respective client category. There were eight category specific questions and four general questions
across all categories. Calls were made to both domestic and international clients to give them a
reminder and also offer assistance in understanding and filling up of the questionnaire.

Secondary data collection

For better understanding of the five functional areas of client feedback, information about the company
and its products and services was gathered from the company website, as well as from the information
collected from the project managers of the company, handling the clients to be surveyed.

Scope of study
The scope of this study is confined to the domestic and international clients of compressor machinery
and its auxiliary products and services offered by Dresser-Rand India Private Limited, Naroda,
Ahmedabad facility. These clients are directly managed by the project managers and engineers at
Page | 15
Dresser-Rand India. Clients were segregated according to five functional areas - Quality, Procurement,
Operations and Maintenance, Engineering and Project management, and category specific questions
were asked to respective clients. More than 100 clients were surveyed, out of which eighteen responses
that were received, were analyzed for the outcome of this study.

Limitations of study
The results of this study may not translate to the client satisfaction of any other facility other than
Dresser-Rand India Private Limited, Naroda-Ahmedabad, and is limited to the clients for compressor
machinery and its auxiliary products and services offered. Also, owing to the time constraints, there is
a statistical limitation, as not enough responses could be received to get more consistency in the
analysis of this study.

Page | 16
 4. Facts and findings

Clients were segregated according to five functional areas - Quality, Procurement, Operations and
Maintenance, Engineering and Project management, and category specific questions were asked to
respective clients. Eighteen responses were received and analyzed for the outcome of this study. Both
domestic and export clients were included in the study.

Figure 3 Percentage responses from functional areas surveyed

Out of all the survey responses, maximum responses were received from the Quality segment, and
least were obtained from Procurements. The percentage of domestic and export clients was proximate.

CLIENT TYPE

Export
44%
Domestic
56%

Figure 4 Client Type - Export vs. Domestic

Page | 17
All the clients were asked specific questions relating to their functional areas, however, there were
four questions that were common across all the functional areas. Out of the four, two were based on
ratings on the scale of 1 to 5, with the option of not answering or refusing to answer by ticking “don’t
know/can’t say”. One of these questions related to the overall quality of D-R’s products or services as
compared to the competitors, and the other question related to the probability of recommending D-R
products and services to others.

Figure 5 Overall Quality compared to competitors, for each functional area

Responses from each categories were segregated to find out which category gave what kind of ratings
regarding the overall quality of products and services of Dresser-Rand. A comparative chart was also
prepared to understand the ratings given by domestic versus export clients.

Overall Quality Compared To

Competito rs
domestic export

7
6
5
COUNT

4
3
2
1
0
5 4 3 2 1 can't say
RATINGS

Figure 6 Overall quality comparison as perceived by domestic and export clients

Page | 18
Analysis regarding what ratings got more opted for, from scale of 1 to 5, with the option of “don’t
know/can’t say” was also done, to understand the absolute rankings towards overall quality of the
company compared to the competitors.

Ratings towards Quality of products &

services compared to competitors
7

3 6 6
2

1 2 2 2
0 0
1 2 3 4 5 Don’t know/
can't ans.

Figure 7 Ratings towards quality of products/services compared to competitors

The other general question across all categories, based on ratings was regarding the chances that the
clients would recommend Dresser-Rand’s products or services to others in the market. This question
is basically asked to derive what the clients perceive about the D-R brand and its offerings and how
satisfied or loyal they are towards the brand, such that they would go ahead in recommending the
company’s offerings in the market.

Ratings for recommending D-R products &

services to others
10
9
8
7
6
Count

5
9
4
3
5
2
1 2
1 1
0 0
1 2 3 4 5 Don’t know/
can't ans.
Ratings

Figure 8 Ratings for recommending D-R products/services

Page | 19
 5 rating for recommending D-R
products/services to others

Projects
Op & M
22%
33%
Engineering
Procurement 11%
0%

Quality
34%

Projects Engineering Quality Procurement Op & M

Figure 9 Five rating for recommending D-R products/services

It was also found out that which functional areas gave complete five rating towards recommending
Dresser-Rand, and it was found that from Operations and Maintenance and Quality functional areas
clients gave maximum ratings towards a complete five rating towards recommendation of the
company. All the ratings were also compared across the categories to view which category gave how
much ratings and what was the trend in general.

Recommending D-R products/services to others

2.5

2
COUNT

1.5

0.5

0
5 4 3 2 1 can't say
RATINGS

Projects Engineering Op & M Quality Procurement

Figure 10 Recommending D-R products/services, as per each functional area

Page | 20
 R EC O M M E N D I N G D - R
P R O D U C TS /S E RV IC ES TO OT H E RS
domestic export

9
8
7
6
COUNT

5
4
3
2
1
0
5 4 3 2 1 can't say
Ratings

Figure 11 Recommending D-R products/services, based on export vs. domestic clients

Analysis also included the understanding of the choice of ratings among domestic and export clients,
towards recommending D-R offerings. It gave interesting insights for the purpose of analyzing the
study results.

Apart from the two rating-based questions across the functional areas, there were other two questions
common across all categories. Those questions were open-ended in nature, where the clients were not
bound between any criteria, rather they could freely respond with their views on those questions. One
such question was relating to the strengths of Dresser-Rand, in the clients’ view, and the other question
seeking their opinion on the areas where Dresser-Rand had scope for improvement.

Apart from the questions, the questionnaire was also open to the clients’ remarks on each and every
question, in case they wished to justify or mention anything relating to each of the questions. Such an
option allowed the clients to give an in-depth idea about their subjective experience with D-R’s
products and services.

All the qualitative data was individually accessed, and common trends were identified, to understand
the chances of convergence of the views across the clientele reviewed, as well as identify individual
points where the client faced any sort of satisfaction or complaints. This would help in taking care
about the qualitative aspects of carrying out the business relations, and serve clients effectively in the
future.

Page | 21
 5. Analysis and Interpretation

Out of the eighteen responses generated from clients that were segregated according to five functional
areas - Quality, Procurement, Operations and Maintenance, Engineering and Project management,
analysis was done based on both quantitative as well as qualitative assessments of the responses.

As per the facts and findings of this research study, it can be appreciated that the responses from the
domestic as well as export clients was proximate. The company has its well established business in
India as well as outside, and it was almost an equal mix of responses from both the markets, in a broad
sense, which helped in accessing the rationale behind the feedback from both the categories.

It is also observed, from figure 5 and figure 7, that the clients perceive Dresser-Rand’s products and
service quality to be high or very high, compared to competitors. Comparing the domestic and export
client satisfaction with the overall quality, it can be deduced from figure 6 that the domestic clients are
highly satisfied with the overall D-R offerings’ quality, as opposed by the export clients whose views
on quality are scattered across the rating scale. There is a sharp contrast with respect to awarding five
rating for quality, where almost 60% of domestic clients’ response has been very high, as opposed to
just 1 out of 8 export client rating overall quality as very high. Comparing this with the qualitative
responses, it can be interpreted that the export clients have high expectations from the company, as it
is based outside India, so comparison is made and expectations are based towards receiving
standardized business processes along with the products and services offered.

Analyzing the data from figure 8, it is fair to say that 50% of the respondents have rated full five
towards recommending the Dresser-Rand offerings to the market. However, comparing with the
qualitative data, it is wise to conclude that even though there are higher chances of D-R being
recommended in the market, there are still clients who are not fairly satisfied or rather dissatisfied with
certain aspects based on their dealings with the company. It is advisable for the company to look into
those pitfalls, and make improvements in enhancing the same, to carry forward happy customers with
them. From figure 9, it can also be interpreted that there are high number of clients from Operations
& Maintenance as well as from Quality, who are more likely to recommend D-R. This means that there
are comparatively more satisfied clients from these two functional areas.

From figure 11, it can be deduced that domestic clients are more likely to recommend D-R, than the
export clients. This data goes in sync with the comparison made in figure 6. Conclusions drawn would
also carry the similar reasoning.

Getting into more detailed analysis of the qualitative data, from the responses based on questions that
were open-ended, such as the question relating to the strengths of Dresser-Rand, in the clients’ view,
and other question seeking their opinion on the areas where Dresser-Rand had scope for improvement,
as well as from the clients’ remarks on each and every question, a summary as S-W-O-T Analysis
could be prepared, over and above other observations.

Page | 22
Strengths

 Problem solving attitude

 Challenge taker and meeting expectations
 Good HSE standards
 Good quality of core products
 Pro-activeness in project execution
 Excellent response time
 Experience & knowledge about products
 Good support team
 Low maintenance of products
 Operations in India (proximity to major O&G players in the Middle East and South East
Asia)

Weaknesses

 Quality of auxiliary components not up to the mark

 Bureaucracy witnessed during project execution
 Poor co-ordination with sub-vendors
 Too much negotiation in meeting client demands
 Operation manuals not updated as per latest standards
 Chance ambiguous communications from project manager side

Opportunities

 Customized and improved range of auxiliary parts

 Implement newer packaging technologies to satisfy existing customers and attract new ones
 Increase in demand for electricity and related products and services, hence wider scope in
emerging markets of South-East Asian region
 First of its kind 3D modelling to provide for augmented reality operations manual with VR
headset

Threats

 Heavy dependence on few suppliers

 Economic fluctuations and currency devaluations affecting the financial performance
 Better packaging already recognized by the competitors
 Strict governmental policies and environmental regulations

Page | 23
It can be summarized from the SWOT Analysis, that Dresser-Rand has strengths with respect to its
core product offerings, and is in sync with its value to be a problem solver, and pro-active in its dealings
with the clients. It can also take the credit for performing very well in terms of its quality standards
and HSE practices. However, the core offerings should be complimented with at least a satisfactory
level of packaging, if not an expert level. This would ensure the overall satisfaction of the client during
the entire process or dealings with the company.

Also, strong bonds need to be created with the sub-vendors, in order to ensure providing a complete
value offering to the clients. Critical vendors can be surveyed to get in-depth understanding for the
scope of improvements in the vendor relations.

Further, the company can gradually provide for customized auxiliary product offerings that would
ensure quality standards and compliment the core product offering. This segment looks like an
unexplored segment, where company can try and look into, along with the improvements in the
packaging.

The company is currently undergoing several structural and functional changes within the
organization, especially after being acquired by Siemens AG previous year. Dresser-Rand has done
well so far in getting accustomed to the changes, however, there is a need to quicken the process
further, and avoid the bureaucracy that is currently being faced by the clients and employees alike.

Page | 24
 6. Appendix

1. Questionnaire for Engineering Contact Point

2. Questionnaire for Operations and Maintenance Contact Point

Page | 25
3. Questionnaire for Purchasing Contact Point

4. Questionnaire for Project Contact Point

5. Questionnaire for Quality Contact Point

Page | 26
7. References/Bibliography

 Home | Dresser-Rand. Retrieved from http://www.dresser-rand.com/

 Dresser-Rand | India. Retrieved from http://india.dresser-rand.com/
 DRESSER-RAND INDIA PRIVATE LIMITED | CompanyWiki. Retrieved from
http://www.companywiki.in/company/dresser-rand-india-private-limited/u29100mh1998ptc117293
 Two Become One | Dresser-Rand. Retrieved from http://www.dresser-rand.com/news-insights/two-
become-one/
 Dresser-Rand – A Siemens Business: Our Journey Continues | Dresser-Rand. Retrieved from
http://www.dresser-rand.com/news-insights/dresser-rand-a-siemens-business-our-journey-
continues/
 Siemens' acquisition of Dresser-Rand competition concerns investigated by the European
Commission - Houston Business Journal. Retrieved from
http://www.bizjournals.com/houston/morning_call/2015/02/siemens-acquisition-of-dresser-rand-
raises.html
 How Will Siemens’ Acquisition of Dresser-Rand Change the Competitive Landscape? - IHS
Technology. Retrieved from https://technology.ihs.com/511511/how-will-siemens-acquisition-of-
dresser-rand-change-the-competitive-landscape
 Siemens - Wikipedia, the free encyclopedia. Retrieved from https://en.wikipedia.org/wiki/Siemens
 Siemens USA. Retrieved from http://www.usa.siemens.com/entry/en/dresser-rand-2015.htm
 Customer satisfaction survey - Projects Oil & Gas - ArcelorMittal Distribution. Retrieved from
http://ds.arcelormittal.com/projects/oilandgas/contact/19530/language/EN/app/forms?id_form=34
6&language=EN
 EnergyPoint Research - Customer Satisfaction Research for the Oil & Gas Industry. Retrieved from
http://www.energypointresearch.com/
 Shell Customer Feedback Survey – Philippines. Retrieved from http://www.shell.com.ph/products-
services/on-the-road/feedback-survey.html
 IT-007 Online Client Survey Form.pdf. Retrieved from http://www.envchem.com/dls/IT-
007%20Online%20Client%20Survey%20Form.pdf
 Customer Satisfaction Survey: How to Measure Satisfaction. Retrieved from
https://www.b2binternational.com/publications/customer-satisfaction-survey/
 Customer Satisfaction Survey Online Form Template | Wufoo. Retrieved from
http://www.wufoo.com/gallery/templates/surveys/customer-satisfaction-survey/
 Loyalty Insights: Get Real Feedback From Your B2B Customers - Bain & Company. Retrieved from
http://www.bain.com/publications/articles/get-real-feedback-from-your-b2b-customers.aspx
 Customer Experience in the Oil & Gas Industry | True North. Retrieved from
http://blog.northhighland.com/applying-customer-experience-to-b2b-relationships-in-the-oil-gas-
industry-2/
 GE: The Impact Of The Downturn In The Oil And Gas Industry, By The Numbers - General Electric
Company (NYSE:GE) | Seeking Alpha. Retrieved from http://seekingalpha.com/article/3972734-ge-
impact-downturn-oil-gas-industry-numbers

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 A New Reality: the outlook for the oil and gas industry 2016 - DNV GL. Retrieved from
https://www.dnvgl.com/oilgas/industry-outlook-report/a-new-reality.html
 Global Oil and Gas Industry Outlook, 2016: A Year of Transition. Retrieved from
http://www.alixpartners.com/en/Publications/AllArticles/tabid/635/articleType/ArticleView/articleI
d/1878/Global-Oil-and-Gas-Industry-Outlook.aspx#sthash.u1XuMqDG.dpbs
 Oil and Gas Industry Outlook 2016 | Deloitte US. Retrieved from
http://www2.deloitte.com/us/en/pages/energy-and-resources/articles/oil-and-gas-industry-
outlook.html
 Question-Library.pdf. Retrieved from http://www.infoquestcrm.co.uk/Question-Library.pdf
 Free & Beautifully Human Online Forms | Typeform. Retrieved from https://www.typeform.com/
 Writing the Perfect Customer Feedback Survey Invitation | Genroe. Retrieved from
http://www.genroe.com/blog/writing-the-perfect-customer-feedback-survey-invitation
 How to use email to get customer feedback and grow your business - Campaign Monitor | Campaign
Monitor. Retrieved from https://www.campaignmonitor.com/blog/email-
marketing/2015/03/collect-customer-feedback-via-email/
 Indian Oil & Gas - News, views & analysis of the Indian petro sector. Retrieved from
http://www.indianoilandgas.com/
 business_conduct_guidelines_e.pdf. Retrieved from
http://www.siemens.com/about/sustainability/pool/cr-
framework/business_conduct_guidelines_e.pdf
 Oil & Gas | McKinsey & Company. Retrieved from http://www.mckinsey.com/industries/oil-and-
gas/our-insights
 2016 Global Outlook of the Oil and Gas Industry. Retrieved from http://www.prnewswire.com/news-
releases/2016-global-outlook-of-the-oil-and-gas-industry-300247520.html
 5 Simple Steps to Analyzing Customer Feedback | Inquisium. Retrieved from
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feedback
 Oil & Gas Industry Solutions - Market Data, Analysis & Forecast Reports & Services | HIS. Retrieved
from https://www.ihs.com/industry/oil-gas.html
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http://www.pwc.com/gx/en/ceo-agenda/ceosurvey/2016/industrial-manufacturing.html
 Industrial Manufacturing Solutions: Manufacturing: Industries: TCS. Retrieved from
http://www.tcs.com/industries/manufacturing/industrial-manufacturing/Pages/default.aspx

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Case-Study: Change management and employee
engagement at Dresser-Rand India Pvt. Ltd.

Dresser‑Rand is among the leading global suppliers of custom-engineered rotating equipment solutions
for long-life, critical applications in the oil & gas, chemical, petrochemical, process, power, military,
and other industries worldwide. It helps clients achieve their business objectives by providing
innovative energy solutions.

It provides a wide range of products and services to its universal client base from global locations in
United States, Brazil, France, Germany, United Kingdom, Spain, Norway, and India. It is
headquartered at Houston, Texas, USA and Paris, France.

In September 2014, German conglomerate Siemens AG (FWB: SIE) announced plans to acquire
Dresser-Rand Group Inc. for $7.6 billion. The EU Commission unconditionally approved Siemens'
acquisition of Dresser-Rand, and all regulatory approvals required to complete the transaction were
obtained. In making the deal, Siemens announced that Houston would become the headquarters of its
oil and gas business, and it intends to retain the Dresser-Rand brand name and its executive leadership
team. On 30th June, 2015 Siemens AG completed the acquisition of Dresser-Rand. To preserve the
brand strengths of both companies, it is now known as Dresser-Rand – A Siemens Business.

Dresser-Rand India Private Limited is a wholly owned subsidiary of Dresser-Rand, USA. Its
operations include, a reciprocating compressor manufacturing plant in Naroda - Ahmedabad, a repair
and service center in Baroda, and an engineering support center in Pune.

The company is currently undertaking several structural and functional changes to the organization,
since the acquisition. So far Dresser-Rand has been able to manage the pre, during and post-acquisition
situation as an organization collectively. However, there is still a long way to go, before it can be said
that the company is fully transformed. The partial process implementation has led to facing of a lot of
bureaucracies within the system. But it is hoped to be temporary, and is soon mitigated.

The most difficult task apart from the financial side, has been that of the H.R team of Dresser-Rand as
well as the Marketing & Communications team. The company had to manage bringing transparency
and clarity of future aspects of the acquisition, throughout its entire organization spread across various
countries and cities. It was a tough job to handle the internal organization, due to the natural tendency
of people to start speculating and getting lost between rumors and facts. The top management along
with the H.R team of Dresser-Rand have been continuously trying to keep employees away from false
or misleading notions, and are encouraging openness in communication.

Several meetings were held at local levels, to engage top management with the grassroots, and avoid
building of misconceptions or fears within internal organization. The company has been straight-
forward with its on-goings relating to the acquisition. The way the employees seem to have positively

Page | 29
accepted the change, can vouch for the hardwork and willingness of the company and its value for its
human resource.

Parallel to this major structural and operational change in the organization, Dresser-Rand has been
actively working towards training its employees and certifying them under various levels of Six-
Sigma. There is an increase in number of employees qualified under six-sigma on yearly basis.

The company has also finalized the paperwork relating to the implementation of SAP into their
business processes, and in near future, successful implementation of SAP systems can be anticipated.

Dresser-Rand has not only been excelling in terms of quality and innovation in products and services,
but passion and dedication can also be witnessed with the different employee engaging programs or
activities they have. They believe in all round development of the employees, and there are frequent
meetings or discussions and training sessions organized from time to time, to keep employees engaged
and well connected with each other, as well as reflect more energy and enthusiasm at workplace, and
grow and develop an individual. Over and above, they have also come up with the idea of carpooling
on every first Monday of the month, to encourage employees towards sensitizing with the green
concept, as well as improve employee engagement and communications.

With such an organizational culture, Dresser-Rand proves to be a reliable and an efficient business
organization, on the path of continuous transformation for the better.

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