PREFACE The Research is an integral part of curriculum.

During the Research, a student gets an opportunity to understand the practical aspect of theory. Training makes the concept clear. This Research report is the outcome of the research that I have undergone at Quality circle of GRASIM Industries Ltd. for the partial Fulfillment of Master of Business Administration. I have tried my level best to make a good report. However, no one can claim for perfection entirely. So I apologize for the discrepancy, if any crept in. Preparation of Research requires perseverance, initiatives, proper guidance and direction. So it is mandatory to take the aid of various departments. Actually, a Research is a summarized form of the following seven activities. Planning Resource Collection Organizing Joint Efforts Efficiency Communication Transparency

ACKNOWDEGMENT

It gives me great pleasure to present the report entitle in Quality Circle of GRASIM Industries Ltd. First, with profound pleasure and proud privilege, I take this opportunity to express my deep sense of gratitude and indebtedness to the GRASIM Industries Ltd. for giving me the opportunity to undertake this Research. With great sense of gratitude, I also thank him for his experienced Judgment, endless interest and constant encouragement without which it would not been possible for me to accomplish the Research successfully.

Last but not the least, I find my self-lacking in words to express sense of gratitude to my beloved parents for their encouragement, moral and emotional support. NEETU GOSWAMI MBA IVth Sem

DECLARATION

hereby

declare

that

the

Research

Report

entitled

Submitted in partial fulfillment of the requirements for the degree of MASTER OF BUSINESS ADMINISTRATION of institute of Falcon Infosys Institute of Management,Alambagh Lucknow with PUNJAB TECHNICAL UNIVERSITY Jalandher other similar title or prize. is my original work and not submitted for the award of any other Degree, Diploma, Fellowship or any

Date: Place: NEETU GOSWAMI

Contents 1. Acknowledgement 2. Preface 3. Textile, Industry at a Glance. 4. Aditya Birla Group-An Overview. 5. Grasim Industries Ltd.

Grasim Industries-an introduction. Main Units of Grasim Industries. Aims of BMC Group Value

6. Introduction to Topic Quality circle 7. Objectives of Study 8. Scope of the Study

9. Research Methodology. 10. Limitations of the Study 11. Data Analysis and Interpretations 12. Suggestions. 13. Findings

The company headquarter is inMUMBAI,MAHARASHTRA(India).

GRASIM Industry in Maharashtra.

COMPANY AT A GLANCE

Type Industry

Public (BSE: 500300) (NSE: GRASIM) Textile, cement, sponge iron and chemicals
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Founded 1948, Mumbai Headquarters Mumbai, Maharashtra, India Kumar Mangalam Birla, Key people Chairman & Managing director 8,547.87 crore (US$1.91 billion) [1] 2,092.10 crore (US$466.54 million)[2] Official Website

Revenue Net income Website

COMPANY PROFILE

Grasim Industries Limited is a global leader in viscose staple fibre and ranks among India's largest private sector companies with a consolidated net revenue of Rs.202 billion and aconsolidated net profit of Rs.27.6 billion (FY2010).Starting as a textiles manufacturer in 1948, Grasim's businesses today comprise viscose staple fibre (VSF), cement, chemicals and textiles. Its core businesses are VSF and cement, which contribute over 90 per cent of its revenues and operating profits at a consolidated level. The Aditya Birla Group is the world's largest producer of VSF, commanding a 24 per cent global share. Grasim, with an aggregate capacity of 333,975tpa has a global share of 11 per cent. It is also the second-largest producer of caustic soda (which is used in the production of VSF) in India.

In cement, Grasim along with its subsidiary, UltraTech Cement Limited has a capacity of 49 million tpa and is a leading cement player in India. In July 2004, Grasim acquired a majority stake and management control in UltraTech Cement Limited. One of the largest of its kind in the cement sector, this acquisition catapulted the Aditya Birla Group to the top of the league in India. The cement business of the Group is being restructured in a phased manner. In the first phase, Grasim's cement business is being demerged into Samruddhi Cement Limited, a subsidiary of Grasim. In the second phase, Samruddhi Cement Limited will amalgamate with UltraTech. Upon completion of the restructuring, the cement business will be consolidated in UltraTech, a pure play cement company. COMPANY PROFILEGrasim is in touch with its soft side and its tough side. Once primarily a textile manufacturer, the company is also engaged in the production of cement and chemicals. Grasim makes 18 million meters of textiles a year in its Haryana and Madhya Pradesh plants in India; its synthetic suiting (sold under the Grasim and Graviera brand names) is sold in a network of more than 250 showrooms and wholesalers. The company also produces viscose staple fiber (VSF). Grasim is a major producer of cement; it ventured into cement production in the 1980s and now operates about two dozen plants
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throughout India. A subsidiary of Aditya Birla, Grasim was established in 1948.

Is Grasim stock good to hold or sell? I have purchased 35 grasim stock at 2767, and after the recent update on grasim and its merger thing the stock price has been falling. is it good to hold it or sell? please advise!

2 years ago

est Answer - Chosen by Voters If you are a short time investor sell at the earliest. For a long term it is a good stock(12 to15 months)

2 years ago Rep

Other Answers Grasim Industries (Grasim) has decided to demerge its cement business with its subsidiary, Samruddhi, as part of a restructuring plan. Under the restructuring plan, Grasim will transfer its cement business,
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including related-businesses/ investments, but excluding its investment in UltraTech, to Samruddhi.

As part of the restructuring exercise, Samruddhi would issue one equity share of Rs5 each to Grasim shareholders for every share they hold in Grasim. On completion of the demerger, Samruddhi would be listed on the bourses. According to Grasim, the restructuring move is designed to ensure the companys leadership status in the cement business, while simultaneously providing Grasim shareholders direct participation in the pure-play cement company. On completion of the demerger, Grasim shareholders would directly hold 35% of Samruddhi, and Grasims stake would be diluted to 65%. We believe that this restructuring will not have any major impact on the companys valuation. The companys cement business is current valued at US $110 (EV/tonne) on an FY2011E basis, which is in line with the valuations of other frontline companies in the cement space.

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Going ahead, we expect the merger of Samruddhi with Ultratech (in which Grasim holds a 55% stake). We maintain a NEUTRAL on Grasim. So with this in mind i would expect shares in grasim to stablis if not go up so you cold hold on to them and keep investing the dividen in them Source(s): Live mint com louge
o o

2 years ago Report Abuse

0% 0 Votes

Manas K if you are long term investor then hold becouse all cement co of aditya birla group will be consolidated. obviously investor will be benefitted from this.
o o

2 years ago Report Abuse

0% 0 Votes

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Discover Questions in Investing

Is it more accurate to think of trading stocks as "trading people" instead electronic certificates?

What is a 'Penny Stock' ? Silver buffalo grams from ebay real? Group savings account ...?

Who found this interesting? Be the first person to mark this question as interesting! Grasim Industries to Expand Malkhed Rajshree Cement Plant, an Industrial Info News AlertDELHI, INDIA -- (Marketwire) -- 03/04/11 -- Researched by Industrial Info Resources (Sugar Land, Texas) -- Grasim Industries (BSE: 500300) (Nagda, Madya Pradesh), a subsidiary of Aditya Birla Group, is looking to acquire additional land for expansion adjacent to the company's Malkhed Rajshree cement plant. Government clearances and land acquisition approval are expected this month. The expansion will raise the company's current production capacity by 4.25 million tons per year.

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For details, view the entire article by subscribing to Industrial Info's Premium Industry News at, or browse other breaking industrial news stories at. Industrial Info Resources (IIR) is the leading provider of global market intelligence specializing in the industrial process, heavy manufacturing and energy markets. IIR's quality-assurance philosophy, the Living Forward Reporting Principle, provides up-to-the-minute intelligence on what's happening now, while constantly keeping track of future opportunities.

Services offered by QCFI Now the market place is highly competitive and it is becoming tougher and tougher every minute. In the words of Bill Gates "the successful companies of next decade will be the one that uses digital tools to reinvent the way they work. The companies will make decisions quickly, act efficiently and touch their customer in a positive way." This will be possible only when an organisation thinks and functions in a cohesive way as one group and quickly adapt ideas to the changes what are

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constantly and continuously taking place. Such things can be achieved only by adopting to Total Quality Management System. Services QCFI is privileged to have members from all over India, persons who have held or are holding senior executive positions with vast experience on implementing various Quality concepts. Hence, even though QCFI's main focus is to propagate Quality Circle movement in India, it undertakes total responsibility to institutionalise: Quality Circle integrated with Total Quality Management Quality Improvement Teams/Six Sigma goals attainment Learning Problem Solving Techniques/New Seven Tools Five'S' and Kaizen Total Productive Maintenance (TPM) ISO 9000: 2000 and ISO 14000 All other Quality concepts QCFI is recognised as an institution serving the cause of Quality with special focus to Quality Circle movement in India. QCFI represents the country in the International Coordination Committee of 13 nations set up for organising International Conventions on Quality Control Circles annually in rotation.

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QCFI has organised and conducted in India two International Convention on Quality Control Circles (ICQCC) in the year 1989 and 2002 and conducts Chapter Conventions and National Convention every year in which Quality Circle members present Case Studies and quality concept practitioners Technical Papers. QCFI regularly brings out educational and training materials in English, Hindi and regional languages (Books, Booklets, CD-Roms and Posters). QCFI disseminates knowledge and information through its quarterly journal 'Quality Circle India'. QCFI brings out a monthly 'QC E-Magazine' for its members effective from May 2000. Members only need to register their E-mail with QCFI HQs. QCFI conducts in-house training and orientation programmes in organisations as per their needs. Programmes are also conducted at Headquarters as well as at Chapters on a regular basis. QCFI has conducted a number of in-house programmes on Quality Circles integrated with TQM and related concepts such as Quality Improvement Teams, Five S, Kaizen, TPM, ISO 9000, ISO 14000 etc. Top Partial list of organisations who have availed QCFI services, is given below:

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NTPC -all units, lOG -Refineries & Marketing, NMDC, JK Industries Ltd., JK Jute Mills Ltd., NALCO, Binani Cements Ltd., DCW Ltd., Lakshmi Cements Ltd., PWD -Maharashtra, IDL Industries Ltd., IMFA, UP Government Hospitals, IPCL, JK Corp., HAL, Hero Honda Ltd., Raymonds Synthetics Ltd., Madras Cements Ltd., Indian Immunologicals, Cheminor Drugs Ltd., Parle Group of Factories, APSRTC, BEL, Indal Electronics, ITI, Kudremukh Iron Ore, Vysya Bank, Asea Brown Boveri Ltd., FAG Precision Brg., Compaq Computers (I) Pvt. Ltd., Bombay Dyeing & Mfg. Co. Ltd., Morarjee Brembana Ltd., REVL, Recron Synthetics Ltd., Carborandum Universal Ltd., TATA SSL Ltd., NFC, ECIL, India Pistons Ltd., Canara Bank, SBI, Mother Dairy, Gontermann Peipers (I) Ltd., Hindalco Industries Ltd., MOIL, Munjal Showa Ltd., Indian Rayons Ltd., SAIL all units, TISCO, Visakhapatnam Steel Plant, Andrew Yule Ltd., Apollo Tyres Ltd, Exide Industries Ltd., Jayshree Textiles Ltd., Metal & Steel Factory, NICCO Corp., RCF, Auto Max Ltd., MCC PTA Ltd., Samsung (I) Ltd., Godrej Consumer Products Ltd., Godrej Sara Lee Ltd., Grasim Industries, BHEL , Ballarpur Industries, CAFVD, Ispat Ltd., Maharashtra Antibiotics, Mather & Platt (I) Ltd. MIDC, Rajkumar Eng., Rajashree Cements, NEI, Samcor Glass, Shriram Rayons Ltd., Eveready Industries Ltd., Hi Tech Carbon Ltd., Kanpur Plasti Pack, Loco Workshop, Lucknow, OEF, Kanpur, OPF Kanpur, JK Paper, Jaykaypur , Ordnace Factory, Dehradun, NALCO, Astlok Leyland Ltd., Govt. Polytechnic, Chennai, HVF, Chennai, TAFE, Chennai, India Cements Ltd., London Rubber, Virudhunagar, Meenakshi Mission Hospital,
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Madurai, Bajaj Auto Ltd., Century Pulp & Textiles Ltd., Mahindra & Mahindra Ltd., Mukund Ltd., Gun Carriage Factory, Jabalpur, Hindustan Lever Ltd., WCL, Nagpur, Hindustan Motors Ltd., Neyveli Lignite Corporation, Forbes Marshall Ltd., Phillips (I) Ltd., Sudarshan Chemicals Ltd., TELCO, Thermax Ltd., Tata Refractories Ltd., Naval Dockyard Mumbai and Visakhapatnam, GMR groups Ltd., India Cements Ltd., and many more. Some of the skills development programme done as part of above, right from the circle members to different levels is: Small Group Activities Problem solving skills Application of QC Statistical Tools I ~ Decision making skills Interactive skills Group process and team working skills Presentation and communication skills New 7 tools application skills Meetings/Process and effective meetings Planning and implementation skills Goals/Objectives alignment process (Policy Management/Deployment) Benchmarking process Skills of observation, perception and systems analysis

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Grasim calls for entries for Mr India 2002 bangalore: are you the boy next door with the potential to make it to the top? india's most sought after male personality pageant -- grasim mr india -- has called for entries for grasim mr india 2002, scheduled to be held, for the first time at palace grounds in the garden city on february 23, 2002. addressing a press conference on friday, event director of grasim mr india anshuman swami said the call for entries for the pageant closes september 15. "we are expecting over 14,000 entries, which will then be scrutinised for the regional rounds to be held in november-december 2001," he said, adding that participants from bangalore comprises more than 60 per cent of the contestants from south india. this time round, the 14-day pageant will give many more young men a chance to fame and fortune as the height requirement has been brought down from six feet to 5.10 feet and above and the age limit has been increased from 18 to 26 years to 18 to 30 years. "the stress is on the overall individual, his achievements and his mental attitude. it is because of this that the age factor has been relaxed," said anshuman. a platform to showcase the talent of the aspiring indian male, it provides the winner with an opportunity to compete globally at various international pageants grasim mr international and mr intercontinental. apart from the instant success, fame and recognition that the winner gets, there is a cash price of rs 3,00,000. the final round of grasim mr india 2001 will be held at udaipur on october 23. the event for the next year, which will be held at a
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cost of rs 2.5 crore at palace grounds will be co-hosted at hilton spa and will be aired by zee tv in india. aspiring indian males can look for advertisements in this regard or send in their entries at akshar advertising, meghdoot building, 94-nehru place, new delhi-110019. Grasim Industries Limited Team BOARD OF DIRECTORS Mr. Kumar Mangalam Birla Chairman Mrs. Rajashree Birla Mr. M.L. Apte Mr. B.V. Bhargava Mr. R.C. Bhargava Mr. Arun Kanti Dasgupta Mr. Cyril Shroff Mr. S.G. Subrahmanyan Mr. D.D. Rathi (Co-opted w.e.f. 1st June, 2009)* Mr. Shailendra K. Jain Whole-Time Director

Chief Financial Officer Mr. D.D. Rathi (upto 19th May, 2009) Mr. Adesh Gupta Company Secretary
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Mr. Ashok Malu Statutory Auditors M/s G.P. Kapadia & Co., Mumbai M/s Deloitte Haskins & Sells, Mumbai Branch Auditor M/s Vidyarthi & Sons, Gwalior Solicitors M/s Amarchan d & Mangaldas & Suresh A. Shroff & Co. M/s Mulla & Mulla and Craigie, Blunt & Caroe EXECUTIVES Fibre & Pulp Divisions Mr. Shailendra K. Jain Business Director Mr. S.K. Saboo Advisor, Chairmans Office Mr. S.S. Maru Sr. Executive President, Staple Fibre Division, Nagda Mr. Vijay Kaul Chief Marketing Officer Mr. S. Srinivasan Sr. Executive President, Pulp & Fibre Business Mr. S.V. Kulkarni Sr. Executive President, Birla Cellulosic Division, Kharach Cement Division Mr. S. Misra Business Head Mr. O.P. Puranmalka Business Head (Marketing)
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Mr. Ratan K. Shah Business Head (Manufacturing & Project) Mr. R.M. Gupta Sr. Executive President, Vikram Cement Mr. D.R. Dhariwal President, Birla White Cement Mr. Anil Kumar Pillai Executive President & Unit Head Rajashree Cement Mr. S. Natarajan Executive President & Unit Head Grasim Cement (South)

Nature of Business Grasim Industries Limited. The Group's principal activities are to manufacture and market cement, fibre and pulp, sponge iron, textile, chemicals and other. The Group operates in five segments: Cement, Fibre and Pulp, Sponge Iron, Chemicals, Textiles. The Cement segment manufactures and markets grey and white cement. The Fibre and Pulp segment products include viscose staple fibre and rayon grade pulp. The Sponge iron segment manufactures and markets sponge iron. The Chemicals segment includes caustic soda and allied chemicals. The Textiles segment includes fabrics and yarn. History & Milestones Grasim was incorporated on 25 August 1947, just 10 days after India became independent, manufacturing textiles made from imported raw materials. It is now a global leader in viscose staple fibre (VSF), the country's largest merchant producer of sponge iron and the second-largest

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caustic soda maker in India; and poised to be India's largest cement manufacturer. 2009 ::Grasim's pulp and fibre division has won the highly prestigious Asian CSR Award. The Asian CSR Awards, Asia's Premier CSR Awards program, is a project of the Asian Institute of Management, Manila. ::The Ministry of Labor and Social Welfare, Government of Thailand will be conferred The Best Labor Relations and Welfare Award, 2009 on Indo Thai Synthetic Company Limited. :: Birla Sun Life Mutual Fund has been named "The Asset Management Company of the Year, India", by the Hong Kong based Company of the Year, India", by the Hong Kong based magazine, "The Asset", in the country awards category of their "Triple A Investment Performance Awards 2009". ::CNBC TV18 Crisil recognised Birla Sun Life Mutual Fund as "The Mutual Fund House of the Year" in 2008 and 2009 (for 2007 and 2008), creating history as the only fund house to have won this recognition in two consecutive years. :: The Birla Sun Life Equity-Linked FMP won the "Best Local Currency

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Structured Product-India" at - Triple A Investment Performance Awards 2009. ::The Best "Onshore Fund House - India Award" by Asian Investor, a Hong Kong based magazine at - Asian Investor Investment Performance Awards 2009. ::Rajiv Gandhi Award for Eminence in Social Field, 2009 was conferred on Mrs. Rajashree Birla by Mr. Jyotiraditya Scindia (Union Minister of State, Commerce & Industry) on 19 August 2009. The award recognises Mrs. Birla's pathbreaking work among the poor, more so in India's villages, carried out through the Aditya Birla Centre for Community Initiatives and Rural Development. ::Idea Cellular wins the Economic Times' "Emerging Company of the Year Award for 2009". ::Vikram Cement and Aditya Cement wins the Federation of Indian Mineral and Industries' "Social Awareness Award for the year 2008-09". ::In recognition of work that truly exemplifies the highest values of society and corporate leadership for social responsibility and sustainable development initiatives, the Reader's Digest Pegasus Star Award has been conferred on Hindalco. Mrs. Rajashree Birla who spearheads all the Group's social
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projects received this much coveted award on behalf of Hindalco from Mr. Arun Jaitley, MP, Rajya Sabha, on 21 January 2009 in Delhi. 2008 ::The President of India, Mrs. Pratibha Patil conferred the much coveted Rotary International Polio Eradication Champion Award on Mrs. Rajashree Birla in an elegant function at the Rashtrapati Bhavan (Delhi), attended by the Chairman, select Rotarians and WHO officials. 2007 ::The Aditya Birla Group was honoured with the India Today Group's Readers Digest Gold award in recognition of the work that truly exemplifies the highest values of society as well as those of Reader's Digest. The award was received by Mrs. Rajashree Birla, Chairperson, Aditya Birla Center for Community Initiatives and Rural Development, at the Pegasus Corporate Social Responsibility Awards 2007 function. ::Hindalco awarded the CII - Sorabji Green Business Centre "National Award for Excellence in Water Management 2007". ::In May 2007, Novelis became a Hindalco subsidiary with the completion of the acquisition process. The transaction makes Hindalco the world's largest
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1995 ::The Group enters the telecommunications sector through a joint venture with AT&T (USA). ::Thai Sulphites & Chemicals is incorporated to manufacture sodium sulphite and sodium metabisulphite. 1994 ::The Birla Growth Fund is renamed Birla Global Finance Limited, as its span of operations expands. ::Alexandria Carbon Black, the Group's first joint venture with the Egyptian government, is established. 1992 ::Thai Epoxy and Allied Products commences production of Epoxy Resins in Thailand. 1991 ::Pan Century Oleochemicals commences production of fatty acids and glycerine in Malaysia. 1990
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::Mr Kumar Mangalam Birla gets actively involved in the Group's operations. 1989 ::Thai Peroxide commences manufacturing of hygrogen peroxide solutions in Thailand. 1988 ::The government liberalises the petroleum industry. The Aditya Birla Group enters into a joint venture with Hindustan Petroleum Corporation Ltd to set up a three-million-tonne refinery, Mangalore Refineries and Petrochemicals Ltd (MRPL), at Mangalore, Karnataka. 1987 ::Indian Rayon is renamed as Indian Rayon and Industries Limited (IRIL), to reflect its wide horizon of activities. ::Thai Acrylic Fibre is incorporated to produce fibre and tow. 1986 ::The Birla Growth Fund is set up to finance industrial equipment, plant and machinery and consumer durables, as well as for stock market operations. 1985

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::India's first gas-based fertiliser plant in the private sector Indo Gulf goes on stream at Jagdishpur, UP. 1984 :: Thai Polyphosphates and Chemicals commences production of sodium phosphates in Thailand. 1982 ::P.T Indo Bharat Rayon is established. It is the first producer of Viscose Staple Fibre in Indonesia. 1978 ::Thai Carbon Black, the Group's first carbon black company is incorporated in Thailand. 1977 ::Pan Century Edible Oils is incorporated in Malaysia, going on to become the world's largest single-location palm oil refinery. 1975 :: The Indo Phil Group of companies, the first Indo-Filipino joint venture commences production of spun yarn. 1974

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::Thai Rayon, the Group's Viscose Rayon Staple Fibre business is incorporated in Thailand. 1973 ::P.T. Elegant Textiles is established to manufacture spun yarn. It marks the Group's first venture in Indonesia. 1969 ::Aditya Birla sets up Indo-Thai Synthetics Company Ltd, the group's first overseas company.

1967 ::Hindalco sets up a captive power plant at Renusagar - a significant strategic move. 1966 ::The Indian Rayon Corporation Ltd is acquired. 1965 ::Aditya Birla, grandson of the legendary Ghanshyamdas Birla, starts the Eastern Spinning Mills & Industries. 1962
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::Hindalco commences production at its aluminium complex at Renukoot. 1958 ::Hindalco is incorporated. 1947 ::Grasim is incorporated. It commences operations with a small rayon weaving unit at Gwalior, MP. 1919 ::Ghanshyamdas Birla, grandson of Shiv Narayan Birla, sets up the first Birla jute mill, marking his entry into the manufacturing sector. Rapid business expansion follows. 1857 ::The foundation of the Birla Group of Companies is laid by Seth Shiv Narayan Birla cotton trading operations commence at Pilani, Rajasthan.

Target Market Positioning Strategies Strategy

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o o o

Focus on core businesses - Fibre (VSF) and Cement No unrelated diversification/ investments Improve asset utilisation through market expansion and better

penetration o Improve margins through better efficiency and stringent cost control

Nature of Competition o o o o o o o Key Challenges Greater competition among majors Focus on improving market position Retention of market share Cost Control Strategies to overcome challenges Maintain market position Capital and manpower productivity Maintaining competitive cost structure Strengthen brands to ensure regional dominance Better penetration into new markets of South and North Grinding unit at Bhatinda underway Improve presence in profitable retail segment
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Value added products will be a focus area Selective acquisitions, to benefit from industry consolidation Strong cash flows to fuel cement growth initiatives C e me nt :

Market competitor Cement is a multi-player industry with various regional players in the fray. Holcim Group (ACC and Gujarat Ambuja Cements) is our main competitor. Differentiating factors for Grasim are: - Pan India presence which gives us an edge over other cement players in India in terms of reach to customers Strong brand which enjoys premium over competitors by virtue of the trust it commands. Hence, we also enjoy a price leadership over some of the regional brands. State of the art equipment and technology with ISO 9001 certification for quality systems and ISO 14001 for Environment Management Systems. Strong balance sheet (net debt: equity is 0.1) - Strong promoter backing

Viscose Staple Fibre:

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Lenzing of Austria is our main competitor. Significant VSF capacity exists in China. However the industry is very fragmented there. Our major differentiators are: Grasim has strong backward integration making it one of the worlds lowest cost producers of VSF. 75% of pulp requirement is met through pulp plant in India and pulp joint ventures in Canada. Captive production of caustic soda and power gives sustainable competitive advantage - Strong investment in R&D to: a. Develop speciality fibres b. Help value chain partners to develop applications for VSF Branding initiatives for VSF (e.g., co-branding with reputed designers like Anita Dongre) - Patented zinc free technology - Diversification into consumer products and speciality fibres Financial Analysis Turnover

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Financial Statement Ratio Analysis

Value Chain Core Competencies Vision "To actively contribute to the social and economic development of the communities in which we operate. In so doing, build a better, sustainable way of life for the weaker sections of society and raise the country's human development index." Mrs. Rajashree Birla, Chairperson, The Aditya Birla Centre for Community Initiatives and Rural Development Mission To deliver superior value to our customers, shareholders, employees and society at large. Values o o o o o I n teg r i ty C o m m itm e n t Passion S e am le ss ne ss Speed
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Quality Mgmt India's Grasim Industries Limited (Cement Division) has once again selected FLSmidth Automation to supply a Quality Control by computer and X-ray (QCX) system. The system will manage laboratory information, and optimise raw mix and cement quality.Grasim Industries are leading cement producers in India and are expanding their production capacities. The quality control systems are for Grasim's three upcoming plants: Grasim Cement at Kotputli; Aditya Cement, Line 2; and UltraTech Cement, Line 2 at Tadpatri, and for the existing Shree Digvijay plant.

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SWOT Analysis Grasim Industries Limited - SWOT Analysis company profile is the essential source for top-level company data and information. Grasim Industries Limited - SWOT Analysis examines the companys key business

structure and operations, history and products, and provides summary analysis of its key revenue lines and strategy.

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Future Outlook Grasim has made large investment in capacity expansion and thermal power plants. New capacities will also lead to reduction in lead distance once they are fully operational. Increase in captive power to 80% has helped the Company to reduce power cost. We see Grasim growing steadily in market share this year too with the huge infrastructure demand in India, our capacity expansion and price and volume leadership. Outlook Grasims inherent strength, a continual stress on operational excellence, cost optimisation measures, strategic planning, effective financial management and expected improvement in cement prices, the prospects for Grasim continue to be bright. COMPANY PROFILE 2010@ grasim

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Grasim Industries Limited, a flagship company of the Aditya Birla Group, ranks among India's largest private sector companies, with consolidated net revenue of Rs.202 billion and a consolidated net profit (before extraordinary items) of Rs.27.6 billion (FY2010). Starting as a textiles manufacturer in 1948, today Grasim's businesses comprise viscose staple fibre (VSF), cement, chemicals and textiles. Its core businesses are VSF and cement, which contribute to over 90 per cent of its revenues and operating profits. The Aditya Birla Group is the worlds largest producer of VSF, commanding a 21 per cent global market share. Grasim, with an aggregate capacity of 333,975 tpa has a global market share of 10 per cent. It is also the second largest producer of caustic soda (which is used in the production of VSF) in India. In cement, Grasim through its subsidiary UltraTech Cement Limited ("UltraTech") has a capacity of 52 million tpa and is a leading player in India. In July 2004, Grasim acquired a majority stake and management control in UltraTech. One of the largest of its kind in the cement sector, this acquisition catapulted the Aditya Birla Group to the top of the league in India. The amalgamation of Samruddhi Cement Limited (SCL) with
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UltraTech w.e.f. 1 July 2010 completed the restructuring of the cement business. Earlier, Grasim's cement business was demerged into SCL.The merger has created the largest cement company in India, providing a platform that will help in pursuing aggressive growth going forward. Grasim Industries Limited is a global leader in viscose staple fibre and ranks among India's largest private sector companies with a consolidated net revenue of Rs.202 billion and a consolidated net profit of Rs.27.6 billion (FY2010). Starting as a textiles manufacturer in 1948, Grasim's businesses today comprise viscose staple fibre (VSF), cement, chemicals and textiles. Its core businesses are VSF and cement, which contribute over 90 per cent of its revenues and operating profits at a consolidated level. The Aditya Birla Group is the world's largest producer of VSF, commanding a 24 per cent global share. Grasim, with an aggregate capacity of 333,975tpa has a global share of 11 per cent. It is also the second-largest producer of caustic soda (which is used in the production of VSF) in India. In cement, Grasim along with its subsidiary, UltraTech Cement Limited has a capacity of 49 million tpa and is a leading cement player in India. In July 2004, Grasim acquired a majority stake and
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management control in UltraTech Cement Limited. One of the largest of its kind in the cement sector, this acquisition catapulted the Aditya Birla Group to the top of the league in India. The cement business of the Group is being restructured in a phased manner. In the first phase, Grasim's cement business is being demerged into Samruddhi Cement Limited, a subsidiary of Grasim. In the second phase, Samruddhi Cement Limited will amalgamate with UltraTech. Upon completion of the restructuring, the cement business will be consolidated in UltraTech, a pure play cement company. GRASIM Industries More than half the number of cars sold in India wears a GRASIM Industry products. We are a subsidiary of GRASIM Industry in Maharashtra..Since inception, we have produced and sold over 7.5 million products in India and exported over 500,000 units to Europe and other countries. Our turnover for the fiscal 2008-09 stood at Rs. 203,583 Million & Profit after Tax at Rs. 12,187 Million. Grasim Industries Limited (BSE: 500300|NSE: GRASIM) is a Aditya Birla Group company that started in 1948 and which started as a textile manufacturer. Since then Grasim has successfully diversified into Viscose Staple Fiber (VSF), cement, sponge iron and chemicals

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Textile Aditya Birla Group operates over 40 companies in 12 countries across 4 continents. Grasim is one of its flagship companies and It is the worlds second largest producer of Viscose Rayon Fiber with about 21% market share. Textile and related products contributes to 15% of the group turnover. Grasim Industries Limited Grasim Industries Limited was incorporated in 1948; Grasim is the largest exporter of Viscose Rayon Fiber in the country, with exports to over 50 countries. This, along with Aditya Birla Nuvo can be considered as companies of the AV Birla Group. Grasim is headquartered in Nagda,Madhya Pradesh and also has a huge plant at Kharach (kosamba, (Gujarat),India) Global footsteps Indo-Thai Synthetics Company Ltd was incorporated in 1969 in Thailand, started operations in 1970, this was Aditya Birla Groups first foray into international venture. Aditya Birla Group incorporated P.T. Elegant Textiles in 1973 in Indonesia. Thai Rayon incorporated in 1974, this was the second company in Thailand, operating in Viscose Rayon Staple Fiber. Century Textiles Co. Ltd. is taken over by Aditya Birla Group in 1974; this company is a weaving and dyeing plant manufacturing and exporting variety of synthetic fabrics. PT Sunrise Bumi Textiles incorporated in 1979, it
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produces yarn exported over 30 countries in 6 continents. P.T Indo Bharat Rayon incorporated in 1980 produces Viscose Staple Fiber in Indonesia to become a dominant player in the domestic market as well as export markets. Thai Polyphosphates and Chemicals was started in 1984 in Thailand to produce Sodium Phosphates, presently merged with Thai Epoxy and Allied Products Company Limited (1992), Thai Sulphites and Chemicals Company Limited (1995) to form Aditya Birla Chemicals Ltd. This company supplies to sectors such as food, textiles, electrical and electronics, composites, leather, plastics and automobiles. PT Indo Liberty Textiles was incorporated in 1995 to manufacture synthetic spun yarn. In 2004, the Staple Fibre Division of Grasim Industries Ltd was presented with the Stockholm Industry Water Award for the company's efforts to reduce water usage and improve their overall environmental impact Focus of Growth Post MFA In late 1990s and later, the focus was the textile business because of the end of Multi-Fiber Arrangement (MFA) which opened a host of opportunities to Indian exporters. In this period, Aditya Birla Group took a three route strategy for growth.

Rapidly enhance existing capacities Acquire and Build Garment brands for local and international markets

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Jayashree textiles was acquired by Aditya Birla Nuvo (formerly Indian Rayon), is a leading producer and exporter of yarns and fabrics to 50 countries with a turnover of $413 million. It acquired Madura Garments in 2000 to enter the branded garments business. Has brands such as Louis Philippe, Van Heusen, Peter England, Allen Solly, SF Jeans among others and also a global supplier to global buyers such as Marks & Spencers, Polo etc.

Vertical integration to get cost advantage

AV Cell Inc., a joint venture between Aditya Birla Group and Tembec, Canada, established operations in 1998 to produce softwood and hardwood pulp for the purpose of internal consumption among different units of the Group. Together, Aditya Birla Group and Tembec, Canada have acquired AV Nackawic Inc., which produces dissolving pulp, as a further step to integrate. Grasim industries Ltd. is a leading player in the Viscose Staple Fiber (VSP). The Aditya Birla Group's VSF manufacturing plants straddle Thailand, Indonesia, India and China. At each of these locations, further capacity expansions are under way in Thailand by 31 ktpa; in Indonesia by 37 ktpa; in India by 64 ktpa and in China by 30 ktpa. These brownfield expansions, slated to be completed by the second quarter of 2008, will further notch up the Group's VSF production from 566 ktpa to 727 ktpa and entail an investment close to US$ 260 million.
44

Grasim wants to follow a strategy of backward integration, right from plantation stage to the final VSF stage. The Group's VSF business operates through its three companies Grasim Industries in India, Thai Rayon Corporation in Thailand and Indo Bharat Rayon in Indonesia, which also oversees its Chinese operations at Birla Jingwei Fibres, China. Joint ventures Thai Rayon Promoted in 1974 by the Aditya Birla Group, Thai Rayon is the sole manufacturer of Viscose Rayon Staple Fibre (VSF) in Thailand. More than 50 per cent of Thai Rayon's VSF throughput is directly exported to more than 20 countries worldwide. The VSF meets the stringent quality expectations of customers in USA, Mexico, Europe, Turkey, Canada, Israel, Australia, South Korea, Philippines, Indonesia, Pakistan, Bangladesh and Sri Lanka. PT Indo Bharat Rayon Marketed under the brand name of 'Birla Cellulose', the company produces a wide range of VSF in engineered specifications for textiles and non-woven applications. The company's strong focus on environmental protection is reflected through its investments in a sophisticated state-of-the-art wastewater treatment plant and scientific waste disposal systems. Looking Forward
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They have recently acquired Pulp & VSF Plants in Canada and China respectively. They have also initiated a Pulp & Plantation Project in Laos. Viscose staple fibre Grasim is India's pioneer in viscose staple fibre (VSF). >> Cement Grasim has grown to become a leading cement player in India. >> Chemicals Grasim has India's second-largest caustic soda unit. >> Textiles Grasim has strong nation-wide retail network and also caters to international fashion houses in USA and UK

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MOTO Customer Satisfication is the main moto of the Company which gives an ed VISION Its vision is to delight customers who are its purpose, by pursuing excellence and innovation through committed teamwork. To this end, company will promote continuous learning, achievement orientation and ethical business practices with its principle, which will make it shine as a global players and in the Market and makes a Brand and Image.

Grasim was incorporated on 25 August 1947, just 10 days after India became independent, manufacturing textiles made from imported raw materials. It is now a global leader in viscose staple fibre (VSF), the country's largest merchant producer of sponge iron and the secondlargest caustic soda maker in India; and poised to be India's largest cement manufacturer.

Recent accolades :: Forbes magazine ranks Grasim among the fabulous 50 companies
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in Asia. :: Ranked second for Best Corporate Governance Practices in AsiaPacific by IR Global Rankings. Also ranked best company in Corporate Governance Practices in Basic Materials Industry, globally. :: Ranked as the Best Investor Relations Company Building Materials in Asia by Institutional Investors Magazine. :: The CII - Leadership and Excellence Award in Safety, Health and Environment presented to Staple Fibre Division, Nagda. :: The Asian Corporate Social Responsibility Award presented to Staple Fibre Division, Nagda. :: The 2004 Stockholm Industry Water Award presented to Staple Fibre Division, Nagda. :: The Deming Quality Award presented to Birla Cellulosic, Kharach. :: The IMC Ramkrishna Bajaj National Quality Award presented to Birla Cellulosic, Kharach. :: Golden Peacock Environment Management Award presented to the VSF unit at Harihar. :: Global Cement Award for lowest injury incidence rate presented to Grasim South, Reddipalayam. :: National Award for Quality Excellence in Indian Cement Industry presented to Grasim Cement, Raipur. :: National Award for Electric Energy Excellence in Indian Cement Industry presented to Vikram Cement, Jawad.
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Grasim Forbes magazine ranks Grasim at 1,380 in its listing of the 'Forbes 2000 Best Companies'. Forbes magazine ranks Grasim among the fabulous 50 companies in Asia. :: Ranked 2nd for Best Corporate Governance Practices in Asia-Pacific by IR Global Rankings. Also ranked best company in corporate governance practices in basic materials industry, globally. :: Ranked as the Best Investor Relations Company - Building Materials in Asia by Institutional Investors Magazine. :: Global Cement Award for the lowest injury incidence rate presented to Grasim South, Reddipalayam. :: National Award for Quality Excellence in Indian Cement Industry presented to Grasim Cement, Raipur. Grasim, Harihar Polyfibres 2007 :: IMC Ramakrishna Bajaj National Quality Special Award for performance excellence 2007 in the manufacturing category
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Grasim, Nagda 2006 :: Greentech Environmental Excellence Award by Greentech Foundation :: Distinguished Achiever Award to Mr. Ravi Uppal from the Aditya Birla Group :: Young Achiever Award to Mr. Rakesh Jha from the Aditya Birla Group 2005 :: Environmental and Ecological Gold Award by Greenland Society :: Golden Peacock Eco-Innovation Award by IOD :: Safety awards for longest accident-free period (Membrane Cell) and lowest average frequency rate (CSA plant) by the Government of India :: CII National Energy Management Award for the most energy efficient unit :: Certificate for Strong Commitment to Excel CII-Exim Bank Award for business excellence :: Rajiv Ratna National Award Best Chief Executive Gold Award by Greenland Society :: Greentech Environment Excellence Award by the Greentech Foundation :: Rajiv Ratna National Award Best Pollution Control Implementation Gold Award by Greenland Society :: Greentech Safety Gold Award by the Greentech Foundation
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:: National Safety Award by the Government of India :: Indira Gandhi Memorial National Award by the Greenland Society :: Vishkarma National Award by the Government of India 2004 :: Grasim, Nagda received the FICCI Annual Award 2003-2004 in recognition of corporate initiative in rural development Vikram Cement :: TERI CSR Award presented to Vikram Cement. :: Social Awareness Award won by Vikram Cement. :: The first Indian unit to win the coveted TPM award from the Japan Institute of Plant Maintenance, Tokyo, in 1995 :: The Ramakrishna Bajaj National Quality award in 1998 :: The first cement unit in the world to receive IQRS level 5 rating from DNV, The Netherlands :: The first cement unit in India to be certified ISO 14001 (1997) and OHSA 18001 (certifications from DNV, Rotterdam, The Netherlands, in 2001) :: SA 8000 certification achieved Aditya Cement :: TERI CSR Award presented to Aditya Cement. :: Social Awareness Award won by Aditya Cement. 2004
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:: Aditya Limestone Mines wins the following awards at the Mines Safety Week 2004, Udaipur:

Mines machinery and maintenance: first Safety, occupational health and VTC: first Mine working: second Environment protection, publicity, propaganda and housekeeping: second

Overall performance: second

1999 :: Best productivity award by the National Productivity Council 2000 :: National energy conservation award by Ministry of Power, Government of India :: Best energy efficient unit award by CII :: IQRS level 6 rating from DNV, The Netherlands 2001 :: First in India to be certified ISO 9001:2000, by DNV, The Netherlands (2001) :: TPM Excellence award, first category, by JIPM, Tokyo Rajashree Cement 2004
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:: Birla Super Cement received the Environment Excellence Award under the silver category by GreenTech Foundation :: Birla Super Cement certified with the OHSAS 18001:1999 for their occupational health and safety management system by Det Norske Veritas (DNV) 2001 :: National award for 'Quality excellence in the Indian Cement Industry' from the National Council for Cement and Building Materials 1999 :: IMC Ramakrishna Bajaj National Quality award (certificates of merit) 1995 :: Jamnalal Bajaj Uchit Vyavahar Puraskar for fair business practices 1993 :: Rajiv Gandhi National Quality award Viscose Staple Fibre :: Asian Corporate Social Responsibility Award presented to Staple Fibre Division for its "Healthcare" programmes. :: The CII - Leadership and Excellence Award in Safety, Health and Environment presented to Staple Fibre Division, Nagda. :: The Asian Corporate Social Responsibility Award presented to Staple Fibre Division, Nagda. :: The 2004 Stockholm Industry Water Award presented to Staple
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Fibre Division, Nagda. 2004 :: The 2004 Stockholm Industry Water award 2003 :: Deming Quality Control award :: IMC Ramkrishna Bajaj National Quality award Grasim Industries Limited Mr. Kumar Mangalam Birla Chairman Mrs. Rajashree Birla Mr. M.L. Apte

Nature of Business
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Grasim Industries Limited. The Group's principal activities are to manufacture and market cement, fibre and pulp, sponge iron, textile, chemicals and other. The Group operates in five segments: Cement, Fibre and Pulp, Sponge Iron, Chemicals, Textiles. The Cement segment manufactures and markets grey and white cement. The Fibre and Pulp segment products include viscose staple fibre and rayon grade pulp. The Sponge iron segment manufactures and markets sponge iron. The Chemicals segment includ caustic soda and allied chemicals. The Textiles segment includes fabrics and yarn. History & Milestones Grasim was incorporated on 25 August 1947, just 10 days after India became independent, manufacturing textiles made from imported raw materials. It is now a global leader in viscose staple fibre (VSF), the country's largest merchant producer of sponge iron and the second-largest caustic soda maker in India; and poised to be India's largest cement manufacturer.

2009
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Grasim's pulp and fibre division has won the highly prestigious Asian CSR Award. The Asian CSR Awards, Asia's Premier CSR Awards program, is a project of the Asian Institute of Management, Manila. The Ministry of Labor and Social Welfare, Government of Thailand will be conferred The Best Labor Relations and Welfare Award, 2009 on Indo Thai Synthetic Company Limited Birla Sun Life Mutual Fund has been named "The Asset Management Company of the Year, India", by the Hong Kong based magazine, "The Asset", in the country awards category of their "Triple A Investment Performance Awards 2009". ::CNBC TV18 Crisil recognised Birla Sun Life Mutual Fund as "The Mutual Fund House of the Year" in 2008 and 2009 (for 2007 and 2008), creating history as the only fund house to have won this recognition in two consecutive years. :: The Birla Sun Life Equity-Linked FMP won the "Best Local Currency Structured Product-India" at - Triple A Investment Performance Awards 2009. ::The Best "Onshore Fund House - India Award" by Asian Investor, a Hong
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Kong based magazine at - Asian Investor Investment Performance Awards 2009. ::Rajiv Gandhi Award for Eminence in Social Field, 2009 was conferred on Mrs. Rajashree Birla by Mr. Jyotiraditya Scindia (Union Minister of State, Commerce & Industry) on 19 August 2009. The award recognises Mrs. Birla's pathbreaking work among the poor, more so in India's villages, carried out through the Aditya Birla Centre for Community Initiatives and Rural Development. ::Idea Cellular wins the Economic Times' "Emerging Company of the Year Award for 2009". ::Vikram Cement and Aditya Cement wins the Federation of Indian Mineral and Industries' "Social Awareness Award for the year 2008-09". ::In recognition of work that truly exemplifies the highest values of society and corporate leadership for social responsibility and sustainable development initiatives, the Reader's Digest Pegasus Star Award has been conferred on Hindalco. Mrs. Rajashree Birla who spearheads all the Group's social projects received this much coveted award on behalf of Hindalco from Mr. Arun Jaitley, MP, Rajya Sabha, on 21 January 2009 in Delhi. 2008
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::The President of India, Mrs. Pratibha Patil conferred the much coveted Rotary International Polio Eradication Champion Award on Mrs. Rajashree Birla in an elegant function at the Rashtrapati Bhavan (Delhi), attended by the Chairman, select Rotarians and WHO officials. 2007 ::The Aditya Birla Group was honoured with the India Today Group's Readers Digest Gold award in recognition of the work that truly exemplifies the highest values of society as well as those of Reader's Digest. The award was received by Mrs. Rajashree Birla, Chairperson, Aditya Birla Center for Community Initiatives and Rural Development, at the Pegasus Corporate Social Responsibility Awards 2007 function. ::Hindalco awarded the CII - Sorabji Green Business Centre "National Award for Excellence in Water Management 2007". ::In May 2007, Novelis became a Hindalco subsidiary with the completion of the acquisition process. The transaction makes Hindalco the world's largest Gyanodaya', the Institute of Management Learning of the Adiya Birla Group, is inaugurated.
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Hindalco acquires Indal. The Indal board is reconstituted. Mr Kumar Mangalam Birla becomes Indal's new chairman. The Group holding goes up cent, and further increases to 96 per cent in FY'03 The Insurance Regulatory Development Authority (IRDA) grants registration in principle to Birla Sun Life Insurance Company. Indian Rayon acquires major world rights for international apparel brands Louis Philippe, Allen Solly and Peter England.

The cement businesses of Indian Rayon and Grasim are consolidated into a single division of Grasim the biggest restructuring ever by any corporate entity in India. ::The Group forays into copper with the commissioning of Indo Gulf's copper smelter the largest of its kind in India. ::Thai Organic Chemicals begins commercial operations of Chlor-Alkali and Epichlorohydrin. 1996 ::To honour the memory of the late Aditya Birla, a new corporate logo Aditya, the rising sun is launched.

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::All group companies are consolidated under the umbrella of the Aditya Birla Group, led by Mr Kumar Mangalam Birla. ::P.T. Indo Liberty Textiles is incorporated to manufacture yarn in Indonesia 1995 The Group enters the telecommunications sector through a joint venture with AT&T (USA). ::Thai Sulphites & Chemicals is incorporated to manufacture sodium sulphite and sodium metabisulphite. 1994 ::The Birla Growth Fund is renamed Birla Global Finance Limited, as its span of operations expands. ::Alexandria Carbon Black, the Group's first joint venture with the Egyptian government, is established. 1992 ::Thai Epoxy and Allied Products commences production of Epoxy Resins in Thailand. 1991
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::Pan Century Oleochemicals commences production of fatty acids and glycerine in Malaysia. 1990 ::Mr Kumar Mangalam Birla gets actively involved in the Group's operations. 1989 ::Thai Peroxide commences manufacturing of hygrogen peroxide solutions in Thailand. 1988 ::The government liberalises the petroleum industry. The Aditya Birla Group enters into a joint venture with Hindustan Petroleum Corporation Ltd to set up a three-million-tonne refinery, Mangalore Refineries and Petrochemicals Ltd (MRPL), at Mangalore, Karnataka. 1987 ::Indian Rayon is renamed as Indian Rayon and Industries Limited (IRIL), to reflect its wide horizon of activities.

10 |P a g e ::Thai Acrylic Fibre is incorporated to produce fibre and tow.

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1986 ::The Birla Growth Fund is set up to finance industrial equipment, plant and machinery and consumer durables, as well as for stock market operations. 1985 ::India's first gas-based fertiliser plant in the private sector Indo Gulf goes on stream at Jagdishpur, UP. 1984 :: Thai Polyphosphates and Chemicals commences production of sodium phosphates in Thailand. 1982 ::P.T Indo Bharat Rayon is established. It is the first producer of Viscose Staple Fibre in Indonesia. 1978 ::Thai Carbon Black, the Group's first carbon black company is incorporated in Thailand. 1977 ::Pan Century Edible Oils is incorporated in Malaysia, going on to become the world's largest single-location palm oil refinery. 1975
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:: The Indo Phil Group of companies, the first Indo-Filipino joint venture commences production of spun yarn. 1974 ::Thai Rayon, the Group's Viscose Rayon Staple Fibre business is incorporated in Thailand. 1973 ::P.T. Elegant Textiles is established to manufacture spun yarn. It marks the Group's first venture in Indonesia. 1969 ::Aditya Birla sets up Indo-Thai Synthetics Company Ltd, the group's first overseas company. 1967 ::Hindalco sets up a captive power plant at Renusagar - a significant strategic move. 1966 ::The Indian Rayon Corporation Ltd is acquired. 1965 ::Aditya Birla, grandson of the legendary Ghanshyamdas Birla, starts the Eastern Spinning Mills & Industries.
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1962 ::Hindalco commences production at its aluminium complex at Renukoot. 1958 ::Hindalco is incorporated. 1947 ::Grasim is incorporated. It commences operations with a small rayon weaving unit at Gwalior, MP. 1919 ::Ghanshyamdas Birla, grandson of Shiv Narayan Birla, sets up the first Birla jute mill, marking his entry into the manufacturing sector. Rapid business expansion follows. 1857 ::The foundation of the Birla Group of Companies is laid by Seth Shiv Narayan Birla cotton trading operations commence at Pilani, Rajasthan. Organization Structure The divisions of Grasim Industries:

Viscose staple fiber: This division of the Aditya Birla Group is the
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biggest producer of viscose staple fiber worldwide. It fulfills the demand of the domestic market for the viscose staple fiber.

Cement: This division is ranked 11th in the international arena and 7th in Asia. It is further divided into two grey cement and white cement. White cement products Birla White GRC Birla White Kool N Seal Birla White Textura Birla White Wallcare Putty Birla White Levelplast o Grey cement products Rajashree Cement Vikram Cement
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 Grasim Cement Aditya Cement Sponge iron: The sponge iron division is the biggest Indian commercial producer of sponge iron Chemicals: Grasim Industries owns one of the biggest caustic soda manufacturing unit Textiles: With the campaign 'the power of fashion' the company is very well positioned in the domestic Indian market. The premeire brands of the Grasim Industries textile division are the fabric range of the Grasim and the Graviera Marketing Analysis Grasim's marketing strategy includes strengthening customer-value creation service, product-specific fibre brand-building campaign and promoting new applications for VSF. The company has started off these new marketing initiatives at a substantial investment outlay over the next one-to-two years. New product development and promotion of new application areas for VSF will be our future focus", said Mr Thomas Varghese, Executive President
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(Marketing), Grasim Industries Ltd. Grasim, which registered a 17% growth for its VSF in 1999, has seen it sliding to 11% in 2000 and since then it has hovered at that level. The company feels that the market growth for VSF could be sustained at the 4-5 per cent level in the coming days provided the new product line/new applications are taken up vigorously. Grasim, with its 630-tonne per day capacity in VSF production split between its four operating units, looks at fashion knitwear and non-woven textiles as new growth areas. As a part of the marketing revamp, Grasim Industries has been working on setting up a product development centre at its Kharach plant at an estimated cost of Rs 30 crore which would provide VSF-based product solution to both the knitwear and woven fabric/processing and garmenting units who are inclined to use the fibre. Product Profile The Group operates in five segments: C e me n t, Fibre and Pulp, Sponge Iron, C h e m i c a ls, Te x ti le s .
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The Cement segment manufactures and markets grey and white cement. The Fibre and Pulp segment products include viscose staple fibre and rayon grade pulp. The Sponge iron segment manufactures and markets sponge iron. The Chemicals segment includes caustic soda and allied chemicals. The Textiles segment includes fabrics and yarn.

GRASIM Industries More than half the number of cars sold in India wears a GRASIM Industry products. We are a subsidiary of GRASIM Industry in Maharashtra..Since inception, we have produced and sold over 7.5 million products in India and exported over 500,000 units to Europe and other countries. Our turnover for the fiscal 2008-09 stood at Rs. 203,583 Million & Profit after Tax at Rs. 12,187 Million.

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GRASIM INDUSTRIES LTD (NSE: GRASIM.NS ) Last Trade: 2,220.80 Trade Time: Jul 22 Change: 61.10 (2.83%) Prev Close: 2,159.70 Open: 2,162.25 Bid: 2,220.80 Ask: 2,220.80 1y Target Est: N/A Day's Range: 2,161.55 - 2,225.00 52wk Range: 1,815.00 - 2,626.35 Volume: 131,940 Avg Vol (3m): 64,124 Market Cap: N/A P/E (ttm): N/A EPS (ttm): N/A Div & Yield: N/A (N/A) Quotes delayed, except where indicated otherwise. Currency in INR.

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ReportsComparison Symbol GRASIM.NS GRASIM.BO CENTURYTE.NS BRFL.NS % Chg Mkt Cap 2.83% N/A 2.84% 203.66B 1.54% N/A 0.02% N/A

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PEG Ratio (5 yr expected): N/A * (Strong Buy) 1.0 - 5.0 (Sell) Analyst Opinion | Estimates Business Summary Grasim Industries Limited, together with its subsidiaries, engages in the manufacture and sale of viscose staple fibre, cement, chemicals, and textiles worldwide. View More Company Profile | Industry Toolbox

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Grasim Suitings : For The Self Made

Brand : Grasim Company : Aditya Birla Group Agency : O& M Brand count : 267 Grasim is a major brand in the Rs 2500 crore Ready to Stitch market. The brand which had its existence since 1957 .Grasim is a major player in the Rs 2500 crore Ready to Stitch textile segment. The brand lags behind the market leader Raymond's which holds a market share of about 2530 %. Grasim comes from a company that is one of India's largest manufacturers of cement and VSF.

Grasim is now on its path of repositioning. The brand was earlier positioned as a Modern Fashion Brand. The positioning was reinforced by a series of new fibre launches . The collections like Aqua Soft, Ice Touch etc kept the brand in the limelight. The brand used the tagline " Power of Fashion" to convey the positioning. Now the brand has changed its positioning. Grasim has roped in the Bollywood Super hero Akshay Kumar as the brand ambassador. The tagline has been changed to " For the Self Made". The TVC
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featuring the actor is now on air. The repositioning is very significant for the brand because of the nature of competition that it faces. The competition is not only from the textile brands but also from the Readymades. Every daywe have new brands cropping up. In the brand competition , brands like Mayur , Reid and Taylor, Raymond's have stepped up their campaigns. Grasim wanted itself to be relevant and hence this attempt. The brand now has changed its personality from a Fashionable brand to an Ambitious Brand. According to a report in Agencyfaqs, the brand has broadened its TG to include the rural and small town markets where the Ready To Stitch wears are still popular. The new TG is 35 + male from smaller towns who are informed, fashion conscious and ambitious. In that way the choice of the brand ambassador is apt. Akshay is known for his humble beginnings and his struggle in life as a cook, a martial arts trainer and then to stardom. Hence the brand ambassador and the new positioning has many things to share. The new TVC also tries to relate the life of the actor and the brand. Impressive thought.

The brand has now adopted the mainstay marketing philosophy of most of the readymade brands now existing in the market. Get a star to endorse it. In that way Grasim has forced itself to move to the popular road ( easy one ) . The brand is expected to spend around 7- 8 crore on this exercise. Remember that Grasim has become popular on the strength of the innovations in fabric rather than emphasis on promotions.
Grasim was perceived to be an upmarket elite brand. The brand was also sold at a premium. Infact this is a brand that has used EVENTS to promote itself as an upmarket fashionable brand. Grasim was the brand that came out with the first Mr India contest which is running in its 12th Year. When it was launched, the contest evoked lot of PR and media attention which inturn benefited the brand. But the managers at Grasim wanted the brand to look at the masses. From the elite 73

premium club, the brand wanted itself to be more affordable. The logic behind the current repositioning is to make the brand a Masstige brand. Hence the brand chose to go in for a undifferentiated celebrity approach. By doing so, Grasim is putting its entire brand equity at stake and that too on a celebrity. Grasim could have done so with out a celebrity. Now look at the plight of Mayur suitings which took Salman as its brand ambassador. Now Salman is in Jail and can the brand bank upon Salman? I am not jumping into conclusion that the new positioning of Grasim is not good. I feel that it lacks the depth and is too much depending on the endorsers rather than the brand itself. After the contract with Akshay ends, what will the brand do next ? Can it survive with a model? NO ! It will have to find another celebrity who was self made . The brand has put itself into a vicious circle and it may have to depend on one celebrity or another. Personally I feel that a brand should stand for itself not on any real person ( celebrity) . I think that the brand had made an error in believing that the guys in semi urban and rural markets are only influenced by celebrities . I am sure that they are pretty confused by the plethora of celebrity endorsements and may be looking for a change. Those fashion conscious customers of Grasim will be wondering what happened to this fashionable brand suddenly changing its personality. Akshay is definitely a right celebrity to endorse the brand with the new positioning. But whether the celebrity endorsement strategy is right for the brand, only time will tell. Company: Grasim Industries Limited Company Division/Group: Chemical Division Company Description: Grasim Industries Limited is the flagship Company of ADITYA BIRLA GROUP in India. Its Chemical Division is the 2nd largest Caustic Soda manufacturer in the country with range of chlorine derivatives. The division has 820 employees. The division is recipient of number of quality certifications & awards for energy conservation & environment excellence Nomination Category: Individual Awards Categories Nomination Sub Category: Best Product Developer Nomination Title: Mayank Sharma - Product Developer Tell the story about what this nominee achieved in the past year (up to 500 words). Focus on specific accomplishments, and relate these accomplishments to past performance or industry norms. Be sure to mention obstacles overcome, innovations or discoveries made, and outcomes: 74

In an era where geographical boundaries are diminishing and market accessibility is no longer an issue, every organization is looking to expand operations and reach markets never explored. Intellectual property is becoming scarce and process technology & know-how is not easily available. Grasim Chemicals 10 years old Poly Aluminium Chloride business was facing crisis where its existing products were facing threat from new product in the market. Breaking the technology barrier, engineering the know-how to develop commercial plant and getting the new product as per customers voice was challenge. Accepting the challenge of developing new generation of Poly Aluminium Chlorides (Liquid) PAC, Mayank Shekhar Sharma set out to design the experiments, pilot plant tests and commercial plant for new product named ARYAPAC. For Grasim to remain major player in the business segment it was imperative to service the customer with best product and it was Mayanks innovative thinking and passion for excellence made this true. PACs are coagulating & flocculating agents for water treatment. Basicity of product determines the effectiveness at the customer end. New generation product has high basicity. They are high value added products and reduce cost of water treatment for the customers. After six months of his joining Grasim, in September 2000 Mayank was entrusted with responsibility of development of PAC products by value addition in the existing products or development of new products. He had no prior experience in product development and R&D. His design of more than 100 experiments provided breakthrough in developing new product at laboratory scale in the year 2001.This was achieved by utilizing resources of our process & quality control laboratory and with very little investments. He galvanized the existing resources in the plant and devised set up to conduct pilot plant trials, which was successfully completed by the end 2001. Around 2 TPD pilot plants were started in 2002. But attempts to produce product meeting commercial specifications of longer shelf life and stability were unsuccessful. The plant was facing threat of loosing market share to competitor who had the technology & know-how imported for this new generation PAC product. Journey for product development was not over even after pilot plant trials as the true challenge was to identify the techniques applied for scale up and commercialization. Grasim found the opportunity to generate the revenue from the ARYAPAC in 2003 due to sustained efforts shown by Mayank in engineering the product development and his zeal to succeed over difficult tasks. His hard-work and dedication led to the triumph of developing a product for which technology was closely guarded by few companies in 75

the world. Product for which technology know-how was offered for 2 million USD could be produced on in-house technology within less than 2 million of total investment. Today Grasim is recognized as total solution provider for water treatment needs of customers not only in India but also in International market. Getting self sufficient in technology has put us to the fore front of product development in the field of water treatment chemicals. List hyperlinks to any online news stories, press releases, or other documents that support the claims made in the section above. IMPORTANT: Begin each link with http://, and enclose each link in square brackets; for example, Mr. Mayank joined Grasim Chemical Division in June 2000 and took responsibility of PAC product development since September 2000. In April 2002 he was promoted as Manager and managed development projects in the organization. Since June 2003 has additional responsibility of managing plant operations of our Chloro-Sulphonic Acid plant. Chemical Engineer of 1995 batch from Harcourt Butler Technological Institute, Kanpur (INDIA), he joined Indo Gulf Corporation (Fertiliser Division) in June 1995. In June 1999 got selected for General Management Training program of Aditya Birla Group. Group Management Training Scheme is for high potential candidates from group companies and professional Institutes and grooms them for

Quality circle

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Quality circle Quality circle consists of a small group of the people who perform same job or task. This group meets voluntarily on regular basis to discuss problems, seek solutions and co-operate with management in the implementation of those solutions. Quality circle operates on the principle that employee
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participation in decision-making and problem solving improves the quality of work. Through the circle members of the quality circle generates mutual respect and trust as they work on the solution to common on-the job problems. Quality Circle has Several Defining Characteristics

1. Participation in a quality circle is strictly voluntary. 2. Members of the circle set their own rules and priorities and select the problems that are to be discussed. 3. Decisions are made by consensus. Open communication is encouraged and negative criticism is discouraged. 4. Quality circle utilize organized approaches to problem solving including brain storming and cause & effect diagram.

Quality circles were originally associated with Japanese management and manufacturing techniques. The introduction of quality circles in Japan in the postwar years was inspired by the lectures of W. Edwards Deming (1900-1993), a statistician for the U.S. government. Deming based his proposals on the experience of U.S. firms operating under wartime industrial
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standards. Noting that American management had typically given line managers and engineers about 85 percent of the responsibility for quality control and line workers only about 15 percent, Deming argued that these shares should be reversed. He suggested redesigning production processes to more fully account for quality control, and continuously educating all employees in a firmfrom the top downin quality control techniques and statistical control technologies. Quality circles were the means by which this continuous education was to take place for production workers.

Cement Plant KOTPOTLI in RAJSTHAN

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Deming predicted that if Japanese firms adopted the system of quality controls he advocated, nations around the world would be imposing import quotas on Japanese products within five years. His prediction was vindicated. Deming's ideas became very influential in Japan, and he received several prestigious awards for his contributions to the Japanese economy. The principles of Deming's quality circles simply moved quality control to an earlier position in the production process. Rather than relying upon postproduction inspections to catch errors and defects, quality circles attempted to prevent defects from occurring in the first place. As an added bonus, machine downtime and scrap materials that formerly occurred due to product defects were minimized. Deming's idea that improving quality could increase productivity led to the development in Japan of the Total Quality Control (TQC) concept, in which quality and productivity are viewed as two sides of a coin. TQC also required that a manufacturer's suppliers make use of quality circles. Quality circles in Japan were part of a system of relatively cooperative labor-management relations, involving company unions and lifetime employment guarantees for many full-time permanent employees. Consistent with this decentralized, enterprise-oriented system, quality circles provided a means by which production workers were encouraged to participate in company matters and by which management could benefit
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from production workers' intimate knowledge of the production process. In 1980 alone, changes resulting from employee suggestions resulted in savings of $10 billion for Japanese firms and bonuses of $4 billion for Japanese employees. Active American interest in Japanese quality control began in the early 1970s, when the U.S. aerospace manufacturer Lockheed organized a tour of Japanese industrial plants. This trip marked a turning point in the previously established pattern, in which Japanese managers had made educational tours of industrial plants in the United States. Lockheed's visit resulted in the gradual establishment of quality circles in its factories beginning in 1974. Within two years, Lockheed estimated that its fifteen quality circles had saved nearly $3 million, with a ratio of savings to cost of six to one. As Lockheed's successes became known, other firms in the aerospace industry began adopting quality circles. Thereafter quality circles spread rapidly throughout the U.S. economy; by 1980, over one-half of firms in the Fortune 500 had implemented or were planning on implementing quality circles. In the early 1990s, the U.S. National Labor Relations Board (NLRB) made several important rulings regarding the legality of certain forms of quality circles. These rulings were based on the 1935 Wagner Act, which prohibited company unions and management-dominated labor organizations. One NLRB ruling found quality programs unlawful that were established by the firm, that featured agendas dominated by the firm, and addressed the
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conditions of employment within the firm. Another ruling held that a company's labor-management committees were in effect labor organizations used to bypass negotiations with a labor union. As a result of these rulings, a number of employer representatives expressed their concern that quality circles, as well as other kinds of labor-management cooperation programs, would be hindered. However, the NLRB stated that these rulings were not general indictments against quality circles and labor-management cooperation programs, but were aimed specifically at the practices of the companies in question. Requirements for Successful Quality Circles In his book Productivity Improvement: A Guide for Small Business, Ira B. Gregerman outlined a number of requirements for a small business contemplating the use of quality circles. First, the small business owner should be comfortable with a participative management approach. It is also important that the small business have good, cooperative labor-management relations, as well as the support of middle managers for the quality circle program. The small business owner must be willing and able to commit the time and resources needed to train the employees who will participate in the program, particularly the quality circle leaders and facilitators. It may even be necessary to hire outside facilitators if the time and expertise does not
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exist in-house. Some small businesses may find it helpful to establish a steering committee to provide direction and guidance for quality circle activities. Even if all these requirements are met, the small business will only benefit from quality circles if employee participation is voluntary, and if employees are allowed some input into the selection of problems to be addressed. Finally, the small business owner must allow time for the quality circles to begin achieving desired results; in some cases, it can take more than a year for expectations to be met. But successful quality circles offer a wide variety of benefits for small businesses. For example, they serve to increase management's awareness of employee ideas, as well as employee awareness of the need for innovation within the company. Quality circles also serve to facilitate communication and increase commitment among both labor and management. In enhancing employee satisfaction through participation in decision-making, such initiatives may also improve a small business's ability to recruit and retain qualified employees. In addition, many companies find that quality circles further teamwork and reduce employee resistance to change. Finally, quality circles can improve a small business's overall competitiveness by reducing costs, improving quality, and promoting innovation. Quality Circles is a term used in human resources management that refers to the technique of motivating workers by allowing them input into decisions concerning the production process, thereby increasing productivity and
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profits. The underlying premise is that productivity will increase for two reasons: because the person best able to decide the most efficient way to do a job is the person who does it for a living and because employees who have greater control over the product will be more committed and effective workers. Originating in Japan in 1962, quality circles were introduced in the United States in the early 1970s. By the mid-1990s thousands of manufacturing plants, banks, hospitals, and government agencies had implemented quality circles. A circle typically consists of three to twelve employees from a given department and a representative of management. The circle meets on a regular basis on company time to examine a limited range of issues related to the department, identify and analyze problems, and propose solutions. The focus of the circles is on improving both the quality of the product and the production process. Some critics view quality circles as antiunion corporate strategies, intended to make employees feel as though they have input while denying them real power in the workplace.

Company has a QUALITY MANAGEMENT SYSTEM and is an ISO 9001-2008 Certified Company.

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We are committed to customer satisfaction through quality in all our services and activities.
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QUALITY CIRCLE of GRASIM INDUSTRIES LTD. NAME: . DESIGNATION: .. DEPARTMENT: .. Respected sir, We are the student of management. This is the form of QUALITY CIRCLE IN GRASIM INDUSTRIES, survey for our academic Research purpose. We need your help to fill up this form. Your kind support is valuable for us. Thanking NEETU GOSWAMI MBA IVth Sem.
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you,

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