LabourNet plans to empower one million Indian labourers in the informal sector by 2020

LabourNet, India’s leading Social Enterprise focusing on ‘Real Income Increase’ and ‘productivity’ of the unorganised sector workforce, today announced it plans to provide vocational training to about a million unorganised workers across the country, in a span of next six years.

Despite India making remarkable progress in IT and establishing world-class institutions like, IITs, IISc and IIMs majority of the 500+ million workforce in India continue to exist in the unorganised or the informal sector, with poor work conditions, no or few work contracts and social security benefits, says a company statement.  
In an interview, Gayathri Vasudevan, CEO of LabourNet talks about her firm’s inception, vision and going forward, the plans and more to Jayashankar Menon. Excerpts:

JM: How can you fix the existing gap in the system?
GV: Having impacted close to 80,000 workers in the unorganised sector, we already have the required expertise to positively influence over 100,000 lives every year through education, training and decent work services. What is more, the existing gap in the system can be fixed only by holistically creating an ecosystem which will address every aspect for workers in the informal sector and we at LabourNet are striving to achieve this.
JM: What is the plan of action you had chalked out to address this situation?
GV: LabourNet, India’s top Social Enterprise, has identified this grave situation and has chalked out a plan to impart one million workers with necessary education, skill sets, financial and social empowerment.  The identified three verticals in which training will be provided by us include Services, Construction and Manufacturing. In addition to this, we provide skill development training in areas that encourage micro-entrepreneurship.  
JM: What are the various trades you provide training to the workers?
GV: The various trades we provide training include leather, rubber, jewellery carpentry, masonry, shuttering carpentry, electrical wiring, plumbing, painting, crane operator training, fork lift operator, general machine maintenance, bar bending, Press operators, Fitters, beauty & hair care, safety training and more. We are actively exploring at Agriculture sector as it employs in excess of 50 percent of the informal sector workforce.
JM: Unlike in the past, employers are looking for valid certifications from applicants before hiring, besides the relevant functional and industry skills. Will LabourNet offer that cover to the workers?
GV: LabourNet offers services that cover, counselling and assessment, based on which relevant work integrated vocational training and education is provided.  Upon completion, certificates are issued, followed by providing of WORK- Self, work contracts and full time employment. We have established partnerships with close to 100 corporates across the country.
JM: Can you talk about LabourNet, its inception and achievements?
GV: LabourNet was set up in 2006 as an initiative of Movement for Alternatives for Youth Awareness (MAYA), a non-governmental organisation based in Bangalore. It began largely as an effort to provide a one-stop platform for unorganised sector workers to obtain services which are currently available and accessible by formal sector workers. Today, LabourNet has revamped itself into a Social Enterprise to make it more sustainable and provides required benefits for workers in the informal sector through a holistic platform.  
Furthermore, its sustainable model is an end-to-end solution through a built-in 4E – Empowerment by blending Education, Employability and Employment.  It is structured and in synchronisation with the National Skill Qualification Framework (NSQF) and the mandate set up by the National Skill Development Corporation (NSDC). LabourNet’s solution won ‘Sankalp’ Award for ‘highly scalable social models’, ‘Best Upcoming Partner’ by NSDC for 2012-13, Best Practice Recognition for ‘Assessment Tools’ 2013 by NSDC.

Mahesh Kodumudi elevated as Group Chief Representative of Volkswagen Group in India

Mahesh Kodumudi, President and Managing Director, Volkswagen India Private Limited, is appointed Group Chief Representative for the Volkswagen Group in India with immediate effect. With effect from May 1, 2014, Thierry Lespiaucq will take over as Managing Director, Volkswagen Group Sales India Private Limited. Arvind Saxena has resigned from his position as Director of Volkswagen Passenger Cars Division in India with immediate effect and has moved out to GM India.

Mahesh Kodumudi (48), is taking over the additional role of Group Chief Representative of Volkswagen Group India with immediate effect. He follows in this position which was earlier held by Gerasimos Dorizas, who returned to Europe in December last year, according to a company statement

With effect from May 1, 2014, Lespiaucq (58), currently is the Volkswagen Brand Director, Volkswagen de Mexico and is succeeding Kodumudi, who had temporarily taken over the additional responsibilities as Head of Volkswagen Group Sales India Private Limited last December.

Lespiaucq has been in the automotive industry for thirty five years. He joined the Volkswagen Group as Director, Volkswagen Passenger Cars for Volkswagen Group France in May 2004. Before joining Volkswagen Group, he was CEO of Renault-Nissan Suisse and Toyota France and spent 14 years at General Motors handling Sales, After Sales and Service.

Saxena (54), who led the Volkswagen Passenger Cars Division as Director for the last 18 months has decided to leave Volkswagen Group Sales India Private Limited by end of February 2014.

With its headquarters in Pune, Maharashtra, the Volkswagen Group is represented by five brands in India: Audi, Lamborghini, Porsche, ŠKODA, and Volkswagen. The Volkswagen Group has been present in India for the last 12 years and began its India journey with the entry of the ŠKODA brand in 2001, Audi brand and Volkswagen brand in 2007, Porsche brand and Lamborghini brand in 2012. Each brand has its own character and operates as an independent entity in the market. Volkswagen Group India has over 25 models in India and 262 dealerships and is operating through two plants – Pune and Aurangabad. The Pune plant has a manufacturing capacity of 1,30,000 cars per year and is currently manufacturing Volkswagen Polo and Vento and ŠKODA Fabia and Rapid. The Aurangabad plant caters to various premium and luxury models of Audi, ŠKODA and Volkswagen sold in India and has an annual capacity of approximately 89,000. Volkswagen Group India is a part of Volkswagen AG, which is globally represented by 12 brands – Audi, Bentley, Bugatti, Ducati, Lamborghini, Porsche, Scania, SEAT, ŠKODA, Volkswagen Commercial Vehicles (Volkswagen Nutzfahrzeuge), MAN and Volkswagen Passenger Cars.

Yokohama India to open its first tyre manufacturing plant at Bahadurgarh, Haryana on February 22, 2014

Yokohama India Private Limited, the domestic arm of the Japanese tyre major Yokohama will open its first tyre manufacturing plant at Bahadurgarh in Haryana on February 22, 2014. Haryana Chief Minister, Bhupinder Singh Huda will formally inaugurte the plant at 4.00 PM. Located at Plot No 1, Sector 4, B, HSIIDC Industrial Estate in Bhadurgarh, Jajjar the company will produce quality tyres designed for India with Japanese technology.

A host of dignitaries including Takeshi Fujino, Managing Director of Yokohama India; Yagi, Ambassador of Japan; Tarun Bajaj, Managing Director of HSIIDC; Chandershaker, DC of Jhajjar and Kagami, YRC, Corporate Office will be present on the occasion.
As per the plan, in the first phase, the firm is contemplating on starting operating the plant at an annual production capacity of 700,000 tyres from July 2014. The total investment in construction of the new plant is estimated to be 4.4 billion yen. It may be recalled that in 2008, Yokohama Rubber signed a pact with Haryana State Industrial and Infrastructure Delvelopment Corporation Ltd to acquire land of 25 acres in the Corporation’s industrial estate in Bahadurgarh. Eventually, the construction of the tyre plant got delayed due to market slowdown. Since July 2007, Yokohama India has been selling passenger car tyres for the aftermarket through its own sales network. Yokohama is making an effort to expand sales by creating an image of a high grade brand tyre through placing an emphasis on high performance and high quality that characterise Yokohama brand tyres.
In 2011, sales of new cars reach around three million in India. In 2020, the market is likely to reach in excess of seven million cars to grow into the third largest car market in the world. Along with this move, the local tyre market also is likely to grow at a steady pace. Yokohama Rubber plans to proactively take this as a business opportunity and upgrade its business model from sale of imported products to local production and consumption.
The industrial estate in Bahadurgarh is located about 40 kilometres west of Delhi, the largest commercial district in the country and some 45 minutes from Delhi International Airport. Many other benefits of the location include nearby Haryana State University of Technology, which is likely to become a supplier of excellent human resources.

Outline of the new tyre plant (first phase)
Area: 25 accres (99.922.5 square meters)
Product: Radial tyres for passenger cars
Production capacity: 700,000 tyres a year.
Employees: 350
Operation: To begin in July 2014.

Total investment: 4.4 billion yen

Auto Expo 2014: ACMA, Fraunhofer aim at sensitising innovation culture in Indian auto industry

Seminar on cultivating innovative culture amongst Indian auto component players.

With the apparent aim of sensitising the Indian auto industry to adopt a culture of innovation, the apex body, Automotive Component Manufacturers Association of India (ACMA) and Fraunhofer have forged alliance to deliberate their aspirations and potential for future work at a seminar, jointly organised by them at the Indian Habitat Centre, New Delhi on February 8, 2014 as part of Auto Expo 2014.

According to ACMA statement, speakers from both organisations emphasised on the necessity for organisations to focus more towards innovation and develop a road map for the industry. The automotive market the world over is intrinsically dynamic and so are the needs of its customers. The last three to five years have seen a systematic shift with organisations focusing more on engineering, design and technology; but innovation management is critical today as well.
Efficiency is critical
Efficiency today is key and a highly relevant ingredient for production technology & processes; this not only helps to build competitive advantages in the cluttered arena, it also impacts business success. With the current slowdown, one must take cognizance of critical factors prevailing in the market place and sustain through optimization and continuous improvisation. This will lead to business success which is a function of quality, productivity, flexibility as well as energy costs, a statement issued by the apex body said.
Association
This association between ACMA and Fraunhofer is an initiative towards providing better technology in order to meet the changing demands of customers. With the focus being more on technology and design, this association is expected to create awareness and increase the need to recognize how business success can be fruitful for the Indian Automotive industry.
Fraunhofer is one of Europe’s largest application-oriented research organisations. Its research efforts are geared entirely to people’s needs: health, security, communication, energy and the environment. Fraunhofer expands across 80 institutions and 22,000 researchers from across the globe. Through research and development Fraunhofer aims to impact lives by shaping technology, designing products, improving methods and techniques, overall opening new vistas. On an average, two patents are filed on a daily basis by researchers associated with Fraunhofer.
Key speakers present at the seminar included Arvind Kapur, Past President ACMA & Chairman, ACMA Centre for Excellence; Srivats Ram, Past President ACMA & Chairman, ACMA Centre for Technology, AnandiIyer, Head, Fraunhofer Representative Office, India and officials representing Fraunhofer at the seminar were Ruediger Heim, Director of R&D Division, Structural Durability, Fraunhofer Institute for Structural Durability and System Reliability (LBF); Dr Manfred Dangelmaier, Director, Business Area Engineering Systems, Fraunhofer IAO; Dr Andreas Sterzing, Director, Bulk Metal Forming, Fraunhofer Institute for Machine Tools and Forming (IWU) and Dr Kristian Arntz, Head of Department, Laser Material Processing, Fraunhofer Institute for Production Technology (IPT).

Auto Expo 2014: Indian auto component makers look at exploring business opportunities with Canadian automotive industry

Auto Component Manufacturers Association of India (ACMA), the nodal agency, which takes care of the interests of Indian auto component industry, along with Automotive Parts Manufacturers Association (APMA) on February 8, 2014 jointly organised a seminar on ‘Business Opportunity with Canadian Automotive Industry’, at Pragati Maidan, New Delhi as part of the Auto Expo 2014.

From (L-R): Deep Kapuria, Past President ACMA, Steve Rodgers, President of APMA, Harish Lakshman, President of ACMA, Sara Wilshaw, Minister, Commercial, Government of Canada, Peter Frise, Scientific Director and CEO, AUTO21 and Ramesh Suri, Vice President of ACMA.
According to an official statement, both the associations organised the session with a mission for Canadian firms to explore the potential opportunities, collaborations and partnerships with India.
Transformation
At present, the Indian auto component industry is undergoing transformation, while ACMA and its member firms are working towards improving the overall competitiveness of the supply chain through various tiers.
Indian scenario
At present, the Indian auto component industry size is pegged at $ 39.7 billion with key growth sectors in the vehicle production area including commercial vehicles, construction equipment, tractors, both two-wheeler and three-wheeler segments respectively.
Growth factor
The key growth factor for the Indian auto component industry has been the consistent burgeoning of exports of auto parts. Exports of auto parts from India to Canada has doubled from $ 50 in 2010 to $ 93 million in 2012, thereby providing the mettle of the industry at large.
R&D Centres
India is credited of having around 60-65 percent of R&D Centres catering to the internal requirement of the industry leading to a steady increase in employment. The industry offers employment opportunities to close to 30,000 to 35,000 engineers every year. Going forward, the Indian auto component industry’s focus would be to bring more innovation and research so as to make a strong offering to business community across the world.
Canada scenario
The automotive manufacturing industry is the largest sector in Canada. What is more, the auto industry in that country is export intensive, as the nation ships three-quarters of  of production in a year. Canada is part of a fully integrated North American market with annual sales of about 20 million vehicles and accounts for 16 percent of NAFTA production.
Much to offer
Canada has much to offer in alternative fuels and power trains, electric vehicles and fuel cells, connected car and intelligent transportation; bio-materials, composites and light metals, advanced safety systems and more. Furthermore, with Canada’s exports to India still continuing to be around $ 30 million from 2010 to 2012, it is therefore vital for both countries to help promote and grow each others’ export capabilities and technology transfer and hence allow for a healthy dialogue between the two industries.
Part of global supply chain
With introduction of high class technology in India, the component manufactures have been able to be a part of global supply chain. This has greatly been of help on the international market, giving more visibility and growth to the Indian market. By the end of 2020, the Auto Component Industry is expected to grow to $ 115 billion. There is a positive vibrancy seen in the Indian economy showcasing the growing Engineering and IT capabilities for designing and manufacturing which is of utmost relevance to the Canadian automotive sector. This session was attended by a delegation from APMA led by Steve Rodgers, President and Harish Lakshman, President ACMA representing the Indian delegation.
The Automotive Component Manufacturers Association of India (ACMA) is the apex body representing the interest of the Indian Auto Component Industry. Its active involvement in trade promotion, technology up-gradation, quality enhancement and collection and dissemination of information has made it a vital catalyst for this industry’s development. ACMA’s charter is to develop a globally competitive Indian auto component Industry and strengthen its role in national economic development as also promote business through international alliances. ACMA is an ISO 9001:2008 certified Association with a membership of over 700 members.

Toyota Kirloskar announce new organisation structure

Toyota Kirloskar Motor Pvt. Ltd. (TKM) today announced its new organization structure, which will be effective from April 1, 2014.

Sandeep Singh, the Deputy Managing Director (Sales, Marketing, Customer Service & Commercial Divisions) of TKM will be moving on to Toyota Motor Asia Pacific Engineering & Manufacturing (TMAP-EM), headquartered at Bangkok, as Executive Managing Coordinator. In his new role, he will head the Planning Group at TMAP- EM. His role in TMAP-EM is effective from 1st April 2014.
Simultaneously, N Raja, Senior Vice President and Akitoshi Takemura, Senior Managing Coordinator will jointly take charge of Sales & Marketing functions at TKM. TS Jaishankar, Executive Vice President and Director will be responsible for Commercial functions and Hitoshi Iwanaga, Senior Vice President will take charge of Customer Service functions.

WorkBetter CEO Swapnil Kamat has trained 75,000 executives pan India

He is 31 years young, but his experience as a corporate soft skills trainer is old. A smart and agile personality, he is into service and soft skills training. He is doing a great job in training junior level and mid-levvel employees to achieve goals in professional life. Started as a freelancer. Now his compay, WorkBetter is achieving 40 percent year on year revenue. He has trained in excess of 75,000 executives across the country and has trained in some of the really top-notch firms including HDFC Bank, Johnson and Johnson, Mahindra & Mahindra. He is one of the leading corporate trainers in India today. With an MBA in Marketing and a successful stint with L’Oreal as Brand Manager, he realised his calling in the field of Training & People Development at a very early stage in his career. Ever since, he has managed to challenge the way corporate training has been looked at by playing a pioneering role in setting up one of India’s best corporate training firm, focussed on behavioural and soft-skills domain. That is Swapnil Kamat for you.

Achievements
Swapnil has trained over 21,000 executives at India’s leading firms across the country. Besides that he has designed major training and people development initiatives as a Training Consultant for some of India’s largest companies including HDFC Bank, IndusInd Bank, NSE, Essar Group, BNP Paribas, Mahindra & Mahindra and more. Real, Practical and Implementable methods are his major contribution to the Indian Executive Training Landscape as opposed to the traditionally theoretical methods.
Swapnil was featured on CNBC Young Turks as one of ’India’s Young Achievers’, Times of India labelled him as ’Catalyst for Change’ besides being featured on various other media like Economic Times, The Afternoon & Business India. What is more, he has published over 50 Columns and Articles.
There has never been a day where Swapnil has not received an overwhelming feedback and recognition for his high quality content and high energy facilitation. Having seen success as a corporate trainer and the progress people have made based on his training workshops, Swapnil eagerly wants to now reach out to professionals through his open programs.

In a free-wheeling chat, Swapnil opens up his mind on WorkBetter and its contributions to Jayashankar Menon. Excerpts:

JM: Can you talk about WorkBetter and its achievements?
SK: WorkBetter Training is one of India’s fastest growing Executive Education and Training firm. We provide customised training solutions in the soft skills, behaviour and management domain. Since it’s inception half a decade ago, WorkBetter has partnered with some of the biggest organisations on their people development initiatives and trained over 75,000 executives across India.
Me and my spouse Ruchira Karnik co-founded Work Better in 2008 after having been on the receiving side of several boring, theoretical and irrelevant training programmes in our respective corporate jobs. The question that ‘If learning is such an integral part of a professional’s development and an organisation’s progress, why can’t it be done better?’ led us to do our research, our study and launch WorkBetter Training Programme, to fundamentally change the way executive training was delivered in India and help professionals Work Better.

JM: What defines WorkBetter a better programme?
SK: Practical, Real and Implementable are the three concepts that define our WorkBetter Programme. We have created a huge impact through our holistic approach to training which involves doing extensive groundwork, creating customised content, conducting training on Adult Learning principles and engaging participants through post programme tools.
A dedicated content team invests time and effort in researching, creating various techniques and analysing what module will work best in which format. Besides, we provide some of the world’s best tools to engage and involve participants up to 6 months after the classroom workshop through their various initiatives like online and mobile learning. With a solid client base, a full time team of ten people and an empaneled network of over 50 trainers across the country, WorkBetter is poised to grow by 40 percent year on year in terms of revenue in this financial year.

JM: What are the specialities of WorkBetter?
SK: WorkBetter specialises in six verticals such as leadership development Programmes, customer service excellence, business communication and presentation skills training, sales and negotiation skills training, personal effectiveness training and innovation learning.

JM: Who all are your major clients?
SK:  Essar, HDFC, Axis Bank, HDFC Bank, IndusInd Bank, IDBI Bank, National Stock Exchange, ING Life Insurance, Boston Consulting Group, Deloitte, Ingram Micro, Mahindra & Mahindra, Schneider Electric, Glenmark Pharmaceuticals, Johnson & Johnson, Trident Hotels and more.

Ruchira Karnik talks about Work Better and how it works better

Ruchira Karnik helped in establishing Work Better as one of the leading  companies in the Executive training space. She has been instrumental in bringing the firm where it stands now. Back in 2008, Ruchira  and her husband Swapnil Kamat establised Work Better, after having been on the receiving side of several boring, theoretical and irrelevant training programmes in their respective corporate jobs. Before taking the entrepreneurial plunge, Ruchira worked as the Advertising Manager for Ogaan Publications.

A perfectionist by nature, Ruchira has bird’s eye on little big things necessary to run the business. She also loves travelling with her husband and is an ardent Cricket fan. She is currently the Head of Business Development at Work Better. She graduated from Goa university with an honours in Bio – Technology in 2002. Prior to Work Better, she founded a Travel Portal called Trip2Goa.com and built it to a sizeable scale before exiting the venture.
Achievements

Ruchira has developed a highly prestigious list of clientele with some of the biggest corporates counting Work Better as long term partners in training. She has been instrumental  in driving innovative practical training solutions which  has helped give Work Better a definitive edge over its competitors.

Lasting relationship
Ruchira has managed to build strong relationships with clients and partners associated with Work Better with her unbeatable focus and dedication and she has  even built an extremely competent team at Work Better Training as well a solid pool of trainers PAN India. Ruchira has set up strong  internal processes leading Work Better of reputation of one one of the most reliable organisations with flawless execution skills. She has been featured on the Economic Times, the Times of India and various other national media as a  successful entrepreneur and businesswoman.
Perfectionist
Ruchira is a perfectionist by nature and has eye on little big things necessary to run the business. She also loves travelling with her husband and is an ardent Cricket fan, especially of Sachin Tendulkar.

In an informal chat, Ruchira speaks to Jayashankar Menon more about Work Better and how it works better. Excerpts:

JM: Can you talk about Work Better and how it works better?
RK: Work Better Training is one of India’s fastest growing Executive Education and Training firm. We provide customised training solutions in the soft skills, behaviour and management domain. Since it’s inception half a decade ago, we have  partnered with some of the biggest organisations on our people development initiatives and trained in excess of 75,000 executives across the country.

JM: What made to start Work Better?
RK: The question that If learning is such an integral part of a professional’s development and an organisation’s progress, why can’t it be done better? led us to do our research, our study and launch Work Better Training. We started Work Better to fundamentally change the way executive training was delivered in India and help professionals Work Better.

JM: How do you define Work Better programme?
RK: Practical, Real and Implementable are the three words that define a Work Better programme. We have created a huge impact through our holistic approach to training which involved doing extensive groundwork, creating customised content, conducting training on Adult Learning principles and engaging participants through post programme tools.
What is more, a dedicated content team invests time and effort in researching, creating various techniques and analysing what module will work best in which format. Besides that, we also provide some of the world’s best tools to engage and involve participants up to six months after the classroom workshop through our various initiatives like online and mobile learning.

JM: What is the kind of growth you predict?
RK: With a solid client base, a full time team of ten people and an empaneled network of over 50 trainers across the country, Work Better is poised to grow by 40 percent year on year in terms of revenue in this financial year.

JM: What verticals Work Better had specialised?
RK: Work Better specialises in six verticals such as leadership development programmes, customer service excellence, business communication and presentation skills, sales and negotiation skills training, personal effectiveness training and innovation. Learning

JM: Can you reveal few major clients?
RK: Essar, HDFC Bank, Axis Bank, IndusInd Bank, IDBI Bank, National Stock Exchange, ING Life Insurance, Boston Consulting Group, Deloitte, Ingram Micro, Mahindra & Mahindra, Schneider Electric, Glenmark Pharmaceuticals, Johnson & Johnson, Trident Hotels and more.

DHL Express India bags ‘Best Employer’ Award from Aon Hewitt

DHL, the world’s leading logistics company, has been named ‘Best Employer’ in India by Aon Hewitt, a global leader in human resource consulting and outsourcing solutions. The awards are part of the Aon Hewitt Best Employers 2.0 learning conference to understand employers’ effectiveness in creating a workplace environment that engages employees and enables them to deliver real competitive advantage. DHL Express was presented with the ‘Best Employer in India’ award at a ceremony held at New Delhi’s The Oberoi Hotel yesterday, according to a company statement.

From (L-R): Sunjoy Dhavan and RS Subramanian with the ‘Best Employer Award’ by Aon Hewitt.
Speaking about the achievement, RS Subramanian, Senior Vice President and Managing Director, DHL Express India, said: “We are truly delighted to be recognised as a Best Employer by Aon Hewitt. The award endorses all the work we have been doing to provide a unique DHL experience to all our employees, who are the driving force behind our business success. Being an Employer of Choice for our people is one of the three bottom lines we at DHL strive to deliver and this recognition highlights the progress we are making on this continuing journey”.
Over the years, DHL has invested significantly in a number of employee enriching practices and programs including the Certified International Specialist (CIS) programme. CIS is an award-winning programme which has been instrumental in instituting a cultural transformation within DHL Express and reinforcing the company’s international market leadership. In 2010, with the aim of improving its financial position and building on its market leadership within Asia Pacific, Europe and Emerging Markets, the company announced a strategic focus on the core competence of international express delivery. In order to reinforce its international focus throughout the organization and deliver against the Employer of Choice aspiration, DHL Express launched the CIS programme globally in July 2010.
The programme employs innovative learning methodologies to train employees across all functions on the fundamentals of international shipping and enhancing their knowledge of essential aspects. To date, the CIS program has been delivered to over 100,000 employees in more than 220 countries and territories worldwide, making it one of the largest corporate training programs ever implemented. The materials have been translated into 42 languages.
Sunjoy Dhawan, Senior Director – Human Resources, India and South Asia, DHL Express pointed out: “With over 2,100 employees in the country, spread across 26 locations, attracting, retaining, engaging, motivating and training our people is absolutely core to us. While we invest our energy and resources in all the areas on a continuous basis, we are particularly stronger in the way we engage and train our people to strengthen organisational capability and develop a talented workforce. This is so that we have the right people with right skills doing the right jobs. We have invested in the Certified International Specialist (CIS) training which each employee goes through and Certified International Manager (CIM) training for supervisors and managers in the company. This helps in having a motivated workforce that provides great service quality to our customers and that ensures great profitability”.
More accolades
In 2013 DHL Express also received recognition by Aon Hewitt and won the ‘Best Employer’ in Asia Pacific award and the ‘Best Employer’ awards in Thailand, Indonesia and Korea.
DHL is the global market leader in the logistics industry and ‘The Logistics Company for the world’. DHL commits its expertise in international express, air and ocean freight, road and rail transportation, contract logistics and international mail services to its customers. A global network composed of more than 220 countries and territories and about 285,000 employees worldwide offers customers superior service quality and local knowledge to satisfy their supply chain requirements. DHL accepts its social responsibility by supporting environmental protection, disaster management and education. DHL is part of Deutsche Post DHL. The Group generated revenue of more than 55 billion euros in 2012.The Aon Hewitt Best Employers 2.0 study – Asia 2013 is conducted in nine countries across Asia. These include China, Hong Kong, India, Indonesia, Korea, Malaysia, Singapore, Taiwan and Thailand. Aon Hewitt’s Best Employers study was first conducted in Asia in 2001. The 2013 study differentiates itself from previous runs and other offerings in the market by means of its professional, data-driven approach that collects data from three distinct sources: employees, HR and the CEO. In addition, an external, independent judging panel composed of reputable business, academic and media leaders is appointed to blindly deliberate and decide on each year’s list of Best Employers.

TAFE Innovista, platform for budding engineers in Tamil Nadu

With an aim to encourage innovation in the field of engineering, and to build a fruitful industry-institution connect, India’s second largest tractor maker, TAFE provided a platform for budding engineers from select colleges across the State to showcase their talents and efforts through an initiative called TAFE Innovista.

Held in TAFE’s Sembium plant, near Chennai on December 19, 2013 the event, R Murali Krishnan – VP Product Marketing and Swithun Manoharan – Vice President Materials and Strategic Sourcing inaugurated the programme. Both were GET’s at TAFE in 1988 and 1989 respectively.
Innovista, the one-day competition and overall, saw participation from 225 students. A total of 60 teams from nine colleges across Tamil Nadu showcasing innovative ideas and concepts in the fields of engineering, automobile, embedded systems, paramedical, social environmental concepts, tapping energy efficient natural resources and importantly rural and agricultural interests.
Projects were set for display and demonstration throughout the day, where TAFE’s panel of judges evaluated the various teams. All the exhibits were of outstanding standards and posed quite a challenge for the judges to pick the best out of 60 odd teams. Finally, the six projects that were awarded were:

First prize – Kongu Engineering College, for the project ‘Car Safety System’; second prize was shared by Alagappa Chettiar College of Engineering and Technology – ‘EFFI Cycle 2013’ and Institute of Road and Transport Technology – ‘Sugar cane fertilizer feeder’.
MAM College – ‘Non-invasive measurement of blood oxygen saturation for analysing sportsman potential’ and Alagappa College – ‘BAJA 2014’ shared the third place.  Kongu Engineering College – ‘Fruit maturity index’ came in at fourth, while Sri Shakti Institute of Engineering & Technology – ‘Automation of paramedical ingredient monitoring system using labview’, and Kongu Engineering College – ‘Automatic braking during reverse parking’, came in at fifth and sixth respectively. The awards were given away by Thirumalai M, GM – Materials; VE Ramesh – Materials, Neeraj Jain – Materials and Raju – Gears, Chennai.
The $ 1.6 billion TAFE is the world’s third largest tractor manufacturer and the second largest by volumes in India. It manufactures a range of tractors in the sub 100 HP segment in both the air-cooled and water-cooled platforms and markets them under its three brands of Massey Ferguson, TAFE and Eicher. Its over 1,000 strong distribution network covers the entire length and breadth of India. Apart from India, its products have found excellent acceptance in over 80 countries across the world, including developed countries in Europe and the Americas.
TAFE is committed to the total quality movement and three of its tractor plants are certified under both, ISO 9001 and ISO 14001. It has been the recipient of a number of accolades and awards. Apart from tractors and farm machinery, TAFE manufactures diesel engines, batteries, hydraulic pumps and cylinders, panel instruments, gears and transmission components.