eSangathan Newsletter N°4
June 2007
Last minute • €1 billion in digital technologies for Europeans to age well.This new action plan adopted by the
European Commission was announced on June 14, 2007.
• A Ministerial level event on eInclusion is organised jointly by the Portuguese government and the
European Commission on December 2-3, 2007 as part of the Portuguese Presidency.
• The second call for proposals is open. Deadline is October 9, 2007.
Editorial
The Mahindra Group is on a significant growth
curve globally in terms of markets, operations and
sourcing. These global business aspirations are
being met with a fine blend of youth and expe-
rience. It is not new for the organization to extend
the contracts of a few key retiring employees. This
option is exercised depending on the experience &
expertise of the person, her/his inclination to con-
tinue in service and the business needs.
There could be some practical difficulties in such
an arrangement. A retiree expert may wish to work
from a more convenient location than the usual
office environment, whereas organization expects
him to collaborate with other team members at
other locations. Flexibility in working time also
plays a role. Such contrasting needs sometimes
pose problems in extending the work relationship
beyond the formal retirement.
In such a scenario, Information & Communication
Technology (ICT) would provide viable options the
individual as well as the organization. The Colla-
borative Work Environment (CWE) facilitated by
ICT can make a retiree person more available, ap-
proachable and acceptable. It is important, howe-
ver, that the technology is adapted to suit the ol-
der generation as well. It is also necessary for the
retirees to embrace the technology for their and
organization’s benefit.
A joint team from Mahindra & Mahindra Limited
and Tech Mahindra Limited is spearheading the
Indian pilot work. The team would use Microsoft’s
Sharepoint platform for collaboration between re-
tiree experts and other participants. Subsequent-
ly, other tools such as online chats and desktop
sharing would get added to the repertoire.
As the story would unfold in the coming days and
months, the team expects to gather a lot of insight
on how ICT could support the work life of retiree
experts. Project eSangathan would help M&M in
e-inclusion of retirees in work environment. These
findings in the context of India’s social and cultu-
ral background would provide a useful perspective
for other societies as well.
More information on the pilot will be available in
the future on the Indian version of the eSanga-
than blog. This blog site has direct links from the
main eSangathan blog that acts as project web-
site for eSagathan project.
Arvind Tawde
Sr. VP & CIO
Introduction
The US $4.5 billion Mahindra Group is among development (Mahindra GESCO, Mahindra
the top 10 industrial houses in India. Mahin- Holidays & Resorts India Ltd., Mahindra
dra & Mahindra is the only Indian company World City).
among the top four tractor manufacturers
in the world and is the market leader in I. Mahindra & Mahindra Financial Services
multi-utility vehicles in India. The Mahindra
Group has ambitious global aspirations and
has a presence in five continents.
1. History
Mahindra is one of India’s largest and oldest
industrial groups. Incorporated as Mahindra
& Mohammed on 2 October 1945, collabora-
ting with US company Chrysler to produce II. Tech Mahindra commenced operations as
left-hand drive jeeps for India and making
its name as a jeep company.
2. General Facts
M&M Group’s biggest businesses are still
the automotive and tractor sectors, which
account for more than US$1 billion in sales
each. The Automotive business is the num-
ber one manufacturer of sports utility ve-
hicles (SUVs) in India, producing around 20
models.
The Group has a leading presence in key
sectors of the Indian economy, including
trade and financial services (Mahindra In-
tertrade, Mahindra & Mahindra Financial
Services Ltd.), automotive components,
1/4
information technology & telecom (Tech
Mahindra, Bristlecone), and infrastructure
Ltd., which began operations in 1995, be-
came a subsidiary of M&M in 1999. MMFSL
is India’s leading non-banking finance com-
panies focused on the rural and semi-urban
sector providing finance for utility vehicles,
tractors and cars with largest network of
branches covering these areas.
a Software Services company in 1988 and
focuses on providing services to the glo-
bal telecom industry. It is a joint venture
between Mahindra & Mahindra Limited
(M&M) and British Telecommunications plc
(BT), UK.
III. Mahindra Realty & Infrastructure Deve-
lopers Ltd., (MRIDL) was incorporated in
August 1994 to give shape to the diversi-
fication plans of the Mahindra Group into
real estate and infrastructure business, as
a wholly owned subsidiary of Mahindra &
Mahindra Ltd.
IV. Mahindra Acres Consulting Engineers es-
tablished in 1995, is a fast growing mul-
tidisciplinary engineering consultancy
organization with clientele including Go-
vernment of India Undertakings, Public
© eSangathan Consortium All rights reserved
Sector Undertakings, large Private Sector
Companies and Corporates.
V. Automartindia technically commenced
operations in August 1999, when it began
trading in used cars on the Internet. About
67,000 potential used car buyers registe-
red themselves with the company, «who
are predisposed to the idea of buying used
cars».
VI. Systech is a fully integrated ‘Art to Part’
automotive component supplier established
in 2004 in response to the growing competi-
tiveness in the automotive industry.
 eSangathan Newsletter N°4
VII. Mahindra Special Services Group was established in 2001, a lea-
ding player in the field of Information Security, with a core focuses
on protecting organizational innovations.
VIII. Mahindra AshTech is in the business of turnkey contract execu-
tion established in 1999 for Ash Slurry System and Traveling Water
Screens.
IX. Mahindra Defence Systems, a special division, provides total solu-
tions for the entire range of light combat / armored vehicles and
their derivatives for defence/ security forces.
X. Mahindra Logistics set up in 2000, Corporate People Movement
division offers people logistics, mainly to IT and BPO companies.
It provides clients with a GPS based fleet to transport their em-
ployees to and from office.
XI. Spares Business Unit was established in 2000 to cater to the needs
of the Automotive and Farm Equipment Sectors, both in India and
the overseas market.
XII. Mahindra Engineering & Chemical Products Limited (MECP) is a
leading supplier of Material Handling Equipment and Systems with
a product range includes Bulk Handling Systems as also Unit Han-
dling Systems for various specialized applications.
XIII. Mahindra Sourcing is an expert sourcing solution provider of auto-
motive and tractor components, formed in 2004 with expertise in
sourcing, negotiation and supplier quality assistance.
Source: http://www.mahindra.com
3. Business Dynamics
The past decade has seen several exciting changes in India’s
economic thinking. The liberalized business and legal environ-
ment, privatization of the public sector, the globalization of
the economy and the resulting freedom and challenges have
resulted in a dramatic growth in business and business oppor-
tunities.
India’s auto industry has become a tremendous job creator and
as such a crucial driver of economic growth. Already, some 10
million people are working in factories across India - making
cars and motorcycles, tractors and trucks - or in sales and ser-
vice centers and their numbers are set to swell.
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June 2007
By 2016, the automotive industry should be creating employ-
ment opportunity for 25 million people in India, according to
government predictions, set out in its Automotive Mission Plan.
Growth in the Indian economy has boosted their sales, and a
pool of Indian labour has helped the firm to meet strong de-
mand.
This sector will be the major contributor for Indian economic
growth. Considering this M&M group has diversified its business
into cars, trucks, auto components sourcing, forgings, gears,
composites and old car market. All these businesses are labour
intensive industries and M&M group is contributing in maximi-
zing job opportunities for the Indian labour market.
Source: http://www.dhi.nic.in/draft_automotive_mission_plan.
pdf
M&M group has been engaging in global partnerships and acqui-
sitions to emerge into new sectors and markets through dyna-
mic business initiatives and thus creating employment opportu-
nities across sectors and geographic dimensions. The group has
been very active in contributing to various social initiatives.
During this evolution process, M&M group is getting recognized
for its contribution to the economy. Inorganic growth forms a
key part of the Group’s basic philosophy of enhancing global
reach and competitiveness.
3.1 Acquisitions
In a world advancing at the speed of light, Mergers and Acqui-
sitions (M&A) form the basic growth mantra. With greater ex-
posure to markets abroad and increased competitiveness, Cor-
porates have successfully faced the challenges of competing on
foreign turf and have matured and grown in self-confidence. It
has made strategic acquisitions across the globe including Sto-
kes Forgings (UK), Jeco Holding AG (Germany) and Schoneweiss
& Co GmbH (Germany). Its global subsidiaries include Mahin-
dra Europe Srl. based in Italy, Mahindra USA Inc. and Mahindra
South Africa.
Source : http://economictimes.indiatimes.com/Mahindra_For-
gings_to_become_2nd_largest_player/RssArticleShow/articles-
how/2105978.cms
3.2 Partnerships
Mahindra has a joint venture with French car maker Renault (Mahin-
dra Renault) that will manufacture and market the Logan, a C-seg-
ment (compact), low cost car, in India. It also has collaboration
© eSangathan Consortium All rights reserved
with Nissan. In February 2007, Mahindra, Renault and Nissan an-
nounced the location of what could be one of the largest automo-
tive production sites in India, with an installed capacity of 400 000
units per year after seven years. Mahindra also has a joint venture
with US company International Truck and Engine Corp (the principal
operating company of Navistar International Corp) which will ma-
nufacture trucks and buses for India and for export. Recently, M&M
has secured an exclusive marketing and support agreement with
Seabird Aviation Jordan for SEEKER range of aircraft into India, with
aero-surveillance capability to India.
Source: http://www.mahindra.com/Newsletters/M&M%20Ne
wsletter%20Issue%204%202005/MnM%20Dec%202005/html/
Circa%202005.htm
 eSangathan Newsletter N°4
June 2007
3.3 Competition
There is definite cost advantage as labor cost is 8-9 per cent
of sales as against 30-35 per cent of sales in developed econo-
mies. India is excellent source for IT based Engineering solution
for products & process Integration. There are strong supporting
industries i.e. auto component industry is having world class
capabilities. There is huge demand in domestic markets due
to infrastructure developments and M&M is able to leverage its
knowledge of Indian market.

3.4 Employee Base

With over 60 years of manufacturing experience, the Mahin-
dra Group has built a strong base in technology, engineering,
marketing and distribution that are key in its evolution as a
customer-centric organization. The total employee strength is
above 40 000 and it is spread across various sectors and geogra-
phies. The Mahindra Group has various initiatives to facilitate
its employees with learning assistance to enable the individual
to increase effectiveness in the current job or increase his/
her potential for future development. It also follows ‘Shadow
Boards’ to help anticipate change, and throw out outmoded
ways of thinking and working to ensure that young high poten-
tial managers are more involved in the planning process.
3.5 Corporate Social Responsibility
Mahindra Group defines Corporate Social Responsibility as ma-
king socially responsible products, engaging in socially res-
ponsible employee relations and making a commitment to the
community around it. At the Mahindra Group, Corporate Social
Responsibility is not just a duty; it’s a way of life. Social ini-
tiatives include in various fields such as education, health and
disaster relief, arts and culture, environmental development
and sports.
“Nanhi Kali” project aimed at reducing the drop-out rates of
girl children from Government Schools. The foundation ensures
that the sponsored girl children get at least 12 years of school
education and bring about a change in the parents view that the
education of the girl child is equally important. M&M Group’s
60th Anniversary Corporate Social Responsibility initiative had
sponsored for the treatment and recovery-cum-rehabilitation
of 60 profoundly hearing impaired, underprivileged children
through the cochlear implant programme.
URL: http://www.nanhikali.org
Mahindra United World College of India (MUWCI) has the mis-
sion to enable young people «through international education,
experience and community service», to «become responsible
citizens, politically and environmentally aware, and committed
to the ideals of peace and justice, understanding and coope-
ration, and the implementation of these ideals through action
and personal example.
URL: http://www.muwci.net/
3.6 Recognitions
The Automotive Sector manufactures utility vehicles, light com-
mercial vehicles, and three wheelers. Its flagship model, the indi-
genously developed Mahindra Scorpio, has won numerous awards,
including “Best Car of the Year” from both CNBC Auto Car and BBC
on Wheels.
· Forbes has ranked the Mahindra Group in its Top 200 list of the
World’s Most Reputable Companies and in the Top 10 list of Most
Reputable Indian companies.
· Mahindra & Mahindra was awarded the prestigious Auto Monitor
Corporate Social Responsibility Initiative of the Year 2007 Award
for its Nanhi Kali Project at a glittering function held in Delhi.
· Club Mahindra Varca Beach Resort, Goa and Lakeview Resort,
Munnar have won an RCI Gold Crown Award each year since
inception for excellence in Resort Quality and Hospitality.
© eSangathan Consortium All rights reserved

On June 13, 2007, Tech Mahindra Limited has launched its Tech
Mahindra Foundation, aimed at the upliftment of the less pri-
vileged and socially disadvantaged, especially children and wo-
men. The foundation is expected to spend 60 million in the
current year from a corpus of Rs.250 million which has contri-
butions from both the company and the employees.
Source : http://www.hindu.com/2007/06/14/sto-
ries/2007061401871800.htm
Mahindra Excellence in Theatre Awards (META) is the latest in
the Mahindra Group’s efforts to encourage national theatre in
two broad categories - Emerging theatre and Established thea-
tre covering English & Hindi theatre.
· Tech Mahindra entered into a $1 billion deal with BT, making it
the biggest deal ever by any Indian software company.
· Systech received the Best Supplier Award for 2006 from Benteler
Automotive, a global tier one supplier with revenue of over $
4 billion, for 2006 at an award ceremony at Paderborn in Ger-
many.
· Mahindra & Mahindra won the ‘Most Innovative’ award for its
Corporate Personnel tracking system from PC Quest, under its
Best IT Implementation Awards for the year 2006.
· Tech Mahindra awarded for Outstanding contribution, Achieve-
ments in the telecom industry and for continued support to the
OSS/BSS community at the Billing & OSS World 2007 conference
and many more..

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 eSangathan Newsletter N°4
4. M&M Pilot Group
eSangathan an FP6 EU-funded project from the IST programme, de-
dicated to the inclusion of the ageing workforce in the information
society. It is intended to foster dialogue and exchanges on the topic
and to learn from the two pilots namely, Öresund region in Sweden and
Denmark and Mahindra & Mahindra corporation in India.
There are many experts who work even after retirement at M&M
Group. The group believes that the most important actions necessary
to adapt to an ageing workforce are enhanced training and develop-
ment, together with later retirement. This pilot’s objective is to un-
derstand the impact of collaborative working environment of the user
group in carrying out their official work, advantages and disadvantages
from corporate and social life and awareness of aging workforce.
At present the retiree experts are quite comfortable in adapting to
technologies. Their nature of work is more of a consultancy on their
specialized domain. Some work two days a week, some of them work
full time. Some of the retiree experts are working half time in a day,
some continue to work the same way as they used to work before their
retirement. Experts are having varied professional experiences. Some
of them had served as scientist in government organization, some re-
tired from private and joined M&M and some continue after retiring
from M&M.
4.1 Participants
The Indian Pilot carried out in Mahindra and Mahindra is spread across
the Automotive Sector, Information Technology Sector, Systech Sec-
tor, Speciality Business Sectors of M&M group. Key Companies include
Mahindra and Mahindra, Tech Mahindra, Mahindra Defence Systems
and Corporate Head Quarters. It consists of a team of 30 employees
with a retiree ratio of 3 for 1, i.e. for every retiree expert there is
minimum of 3 serving person. Experts are having very good education
background and are comfortable with internet, instant messaging and
are enthusiastic to seeking knowledge over the web. They would be
sharing ideas, knowledge and manage daily business needs through the
tools provided in the collaborative working environment.
4.2 Methods
Identification of qualitative and quantitative units of measures, use of
weblogs for participants, corporation and monitoring staff for moni-
toring work and social aspects of workplace. Using the collaborative
working environment of Microsoft SharePoint portal server and Office
Communications Server as a departure tool, the methods to be used for
social innovation would be :
Socratic Dialogue – encourages participants to reflect and think inde-
pendently and critically through communication platform.
Syntegration - a group of people seeking to compress their divided
eSangathan Newsletter is published by : eSangathan Consortium
Editorial Coordinator : NicoleTURBÉ-SUETENS (Distance-Expert)
assisted by Marie-France MÉDANA
europe@distance-expert.com
Editorial Board: Martina Sophia BACH, Leif Bloch RASMUSSEN, Chitresh MARKANDA ,
Miguel MEMBRADO, Mandar VARTAK and Marianne ZIEKEMEYER
eSangathan is supported by : European Commission (DG INFSO)
Contract FP6-IST-035064, eSangathan Specific Support Action
For more information: info@esangathan.eu - http://www.esangathan.eu
4/4
June 2007
views into a united message, provoke discussion, argument and
counter-argument.
Kubus Method – project management in phases of the innovation life
cycle; process-governed project activity and goal-directed pro-
ject.
Gantt chart for project planning for business needs.
Social Learning Curve (SLC) - SLC will reflect both the obstacles and
the incentives to the learning process, initially from data to infor-
mation and then from information to knowledge.
The participants will start learning the Microsoft SharePoint Portal as a
community portal with Announcements, News, Discussion, Blogs, Wiki,
Bookmarking, Project Planning and Task Management / issues tracking.
Microsoft Office Communicator for instant messaging, video conferen-
cing and electronic meeting systems. Being provided with collaborative
environment with secured access, they would feel safe to communi-
cate ideas, store and distribute documents for various business needs
at home and at office.
4.3 Expected Results
With help of various usage statistics provided by Microsoft SharePoint
Portal we would be able to extract site collection usage, requests, to-
tal number of users, referrers, destination pages, search queries and
search results. From Office Communications server, we would be able
to capture usage information related to file transfers, audio/video (A/
V) conversations, application sharing, remote assistance, meetings,
and conferencing servers in call detail records (CDRs).
With the help of the above statistics we would be able to identify
the CWE with respect to increase productivity of work and social life,
reduction in terms travel requirements for business needs, effective
knowledge sharing in terms of Socratic dialog and syntegration, effec-
tive innovation lifecycle management and effective task, project plan-
ning for business needs.
The Gantt chart used by the members of the community would allow
us to track the various project initiatives and its completion in terms of
percentage of various tasks is being carried out.
We would be able to measure the frequency of usage of collaborative
working environment technologies which would allow us to identify
their improvement in performing tasks, developing knowledge on the
portal for ideas generated into goal oriented project. For instance, a
member of the community is posting a new idea (discussion / blog)
on the portal; the content would be viewed by fellow members and
retiree experts of the community and would be giving their comments
in terms of their experience (tacit knowledge). We would be able to
© eSangathan Consortium All rights reserved
measure the statistics in terms of number of responses on a topic,
number of replies of an individual on that topic to find out the social
learning curve aspect of the system.
Useful links :
@ Mahindra Group
@ India Inc CSR
@ The Automotive Research
Association of India
@ Confederation of Indian Industry
@ National statistics