case study on mahindra company

Case study of Mahindra and Mahindra

Vibhavari Madki

India is one of the largest growing markets for the automobile industry in the world and Mahindra and Mahindra is one of a kind automobile company that has evolved and changed the markets too. Mahindra advertises and puts out content that is entertaining to the targeted people anywhere in the globe and by doing so, Mahindra has attracted a global audience for many years.

Mahindra and Mahindra has taken several steps in order to promote their products which are vehicles across the globe. The company decided to use the visual media, social media, physical media and the print media so that the people become aware of its potential products.

About Mahindra and Mahindra

Mahindra and Mahindra (M&M) is one of the largest private companies in India dominating the automobile industry for decades. M&M is known as a farm equipment unit and is also the 3rd largest producer of tractors in the world and it has two major operating divisions produces more than 100,000 tractors a year.

Mahindra and Mahindra sold around more than 85,000 in the year 2005, achieving a growth rate of 30 % in the previous year. Almost 6 million farmers in India depend upon this magnificent organization.

The company’s tractor exports to the regions like the US, Africa, and several other countries in South East Asia face close competition. The company set up its manufacturing facilities at multiple locations increases the complexity of the supply operations. Therefore, the company needed an integrated solution that is able to link all the plants to optimize costs and operational efficiency and respond swiftly to customer requirements.

History of Mahindra and Mahindra

The history of this giant company illustrates the role of leadership in transforming an ageing family business into a formidable modern business player which is indeed suitable for courses on managing the family business and all sorts of strategy.

Mahindra and Mahindra, a core conglomerate Mahindra Group, was founded by Mahindra brothers Harikrishnan, Jayakrishnan and Jagdish Chandra Mahindra along with Malik Ghulam Muhammad in 1945 as Mahindra and Mohamed , a steel trading company. Anand Mahindra whos is present Chairman of Mahindra Group, is the grandson of Jagdish Chandra Mahindra.

Mahindra & Mohamed changed its name to the current Mahindra & Mahindra in the year 1947 after India-Pakistan partition and entered the automotive manufacturing business when they started the licensed production of Jeep.

Currently, M&M operates six plants in India. Its Nasik plant, which started its operations in 1980 produces five different types of vehicles, which includes main models of Scorpio and Xylo, with an annual production of 200,000 vehicles .

M&M started its E-Business initiatives in 1995 itself. This Business started with the launch of a dedicated network across 8 manufacturing locations, 33 area offices and 4 branch offices. In the year 1996, the company launched its website mahindraworld.com in the month of June, which was one of the first corporate websites.

Anand G. Mahindra is the managing director of Mahindra and Mahindra group and is given credits for turning around his inherited family business into a highly professionalized multinational firm operating in diverse business segments.

He transformed M&M from a farm equipment manufacturer into a Utility Vehicle manufacturer. By the year 2008, M&M was the leader in the Utility Vehicle segment of India. The strategies resulted in the creation of Scorpio which is M&M’s Sports Utility Vehicle (SUV). It has been the company’s claim to fame in the national and international arena. Mahindra is now venturing into all sorts of segments in the automotive industry.

Mahindra and Mahindra's Tractor Market

Mahindra and Mahindra is the major player in the tractor world in India. After an amazing growth for a few years, the tractor market in India had stagnated during the years 1998-2001 .

Mahindra has been selling its tractor automobiles and utility vehicles in foreign markets including the USA. Some of the components and raw products have been imported from abroad. M&M has a 100 % subsidiary in the USA, with a strong network of 100 dealers.

Part of the expansion strategy to build a global supply chain, Mahindra USA also signed an MoU with the Korean tractor organization called Tong Yang, according to them, Mahindra will source high horsepower and sell them around the world under the Mahindra brand name.

Mahindra and Mahindra's Growth

Mahindra and Mahindra is India’s leading SUV manufacturer auto sales numbers which stood at around 37,925 units during the year 2015 and 36,328 units during December 2014, showing a growth of 4%.

A huge amount of Mahindra’s growth has come from business acquisitions. In the span of last few years, the company had bought majority stakes in Korean automaker Ssangyong, IT Company Satyam Computer Services, electric car maker Reva, two-wheeler maker Kinetic, Punjab Tractors and Australia’s Gippsland Aeronautics.

M&M has also built globally competitive products in the automotive industry. The company exports its tractors to various countries and it is also planning to export the company's flagship product, Scorpio to the US and Europe.

Company's Future Plans

Mahindra and Mahindra company's future plans include entering into a variety of segments in the automotive segment using its Research and Development capabilities.

However, the new and emerging market companies like Mahindra suffer from various challenges like institutional voids, constant changes in consumer behaviour and lack of brand recognition, that test their ability to compete with global giants. However, the low-cost model alone cannot always formulate a winning strategy.

The Bottom Line

Mahindra and Mahindra also makes a partnership with multinational companies securing the future of itself. The company has touched many platforms and established itself a secure place in the Indian as well as global market.

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Market Data

Financial highlights, income statement.

The table above shows that the company has grown periodically, even during economic strain. The company has been able to grow its revenue each year while keeping its expenditures minimal, resulting in continuous profitability growth. 

Balance Sheet

The company’s balance sheet depicts a growing trend of both current and non-current assets. These assets are financed equally by both the current and non-current liabilities. Thus, indicating a steady business position. 

Cash Flow Statement

The cash flow position does not align with the growing trend in the balance sheet and income statement. This misalignment can be concluded from the excessive turbulence seen in the chart. 

The KPIs show a growing trend in the company’s profitability. ROCE, ROE, and Net Margin have all seen an uptrend in the last few years. 

SWOT Analysis

• Mahindra & Mahindra Ltd. has a strong and leading market segment in tractors and utility vehicles.
• The company is highly focused on its Research & Development and developing new technologies. 
• The company provides excellent products like SUVs and Scorpios that align with Indian tastes and preferences.
• The company has built a reputation for providing reliable after-sales services , which increases customer trust and loyalty.
• Mahindra & Mahindra is facing stiff competition from domestic and international players in the automotive sector. The high competition hampers its market share growth and challenges its overall success. 
• Although the company has expanded globally, much of its revenue still comes from India , which may cause economic downturns in that market.

Opportunities

• Mahindra & Mahindra can explore more market opportunities for its range of products, especially in the automotive and tractor segments. The company creates a strong footprint for emerging markets .
• Partnering with global players can help the company to access new technologies, markets, and customer segments, increasing its product quality and offerings.
• Global automotive giants are continuously developing and launching new products. This reason may create robust competition from both Indian and international players.
• Continuously changing consumer tastes and preferences can also pose challenges to the firm. 

Mahindra & Mahindra Ltd is a leading automotive manufacturer in India, known for its strong market presence in tractors and utility vehicles. The company focuses heavily on research and development and provides reliable after-sales services. It has massive opportunities for growth in emerging markets. 

However, Mahindra & Mahindra operates in an extremely dynamic industry, and any major changes can significantly impact its growth. 

Frequently Asked Questions (FAQs)

• What was Mahindra & Mahindra originally known as?

Ans. Mahindra & Mahindra was originally known as Mahindra & Mohammed when it was established in 1945.  

• Which was Mahindra’s first car?

Ans. The Jeep CJ3 was the first-ever automobile produced by Mahindra & Mahindra.

• Who owns Mahindra & Mahindra Ltd?

Ans. Mahindra Group is the parent company of Mahindra & Mahindra Ltd.

• What are the subsidiaries of Mahindra Group?

Ans. The Mahindra group has many subsidiaries, some of which are Mahindra & Mahindra Limited, Mahindra Lifespace Developers Limited, Mahindra Logistics Limited, Mahindra Electric Mobility Limited, Tech Mahindra, Mahindra Holiday and Resorts India Limited, Mahindra Aerospace, and Mahindra Financial Services Limited.

• When was Mahindra & Mahindra Ltd. established?

Ans. Mahindra & Mahindra Ltd. was established in 1945 in Ludhiana. 

Disclaimer: The securities, funds, and strategies mentioned in this blog are purely for informational purposes and are not recommendations.

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CASE STUDY: How Mahindra & Mahindra accelerated its marketing strategy to be ahead from its competitors?

What you will find in this Case Study?

1) About Company 2) Marketing strategy of Mahindra 3) Company growth 4) Future Plan

About Company

Today, the Mahindra Group is a US $16.9 billion federation of companies and one of India’s top 10 business houses with more than 2, 00,000 employees in over 100 countries across the globe. Mahindra has evolved into a socially and environmentally responsible group with a leading presence in each sector in which it is present.

Mahindra is present across the automotive spectrum – two-wheelers, three-wheelers, commercial vehicles, SUVs, MPVs to sedans, tractors, power boats and aircraft. In addition, the Group’s diversified nature of business spans many frontiers – automotive components, financial services, IT, retail, real estate, hospitality, logistics, after-market, clean energy and more.

In 2015, Mahindra & Mahindra was recognized as the Best Company for CSR in India in a study by the Economic Times. In 2014, Mahindra featured on the Forbes Global 2000, a comprehensive listing of the world’s largest, most powerful public companies, as measured by revenue, profit, assets and market value. The Mahindra Group also received the Financial Times ‘Boldness in Business’ Award in the ‘Emerging Markets’ category in 2013.

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Marketing strategy of Mahindra

India is one of the fastest growing markets for the automobile industry and the company Mahindra and Mahindra is one such automobile company that has revolutionized the markets. Mahindra puts out content that is valuable or entertaining to people anywhere in the globe and in doing so Mahindra has attracted a global audience.

Mahindra and Mahindra have taken various steps in order to promote their vehicles throughout the world. It has decided to use the visual media, social media and the print media fully so that the people become aware of its potential and products.

1) Social media:

Marketing on social networking sites is rapidly becoming a popular way to showcase products and services, receive up to date customer feedback and stay abreast of latest trends.

Mahindra is connected with social networking sites to reach out to current and future customers. It provides a new way to engage with customers, promote products, and analyzes customer opinion & market trends and much more. Mahindra connects with leading social networking sites like Facebook, Twitter, LinkedIn, YouTube and Google+.

a) Facebook:

Mahindra Facebook page has more than 807K fans. Mahindra uses Facebook as a platform where their fans can connect with them for open discussions to share their stories, ideas, suggestions, or comments. Through Facebook, Mahindra directly and actively connects with its fans.

Mahindra’s Twitter feed is an engaging mix of business and pleasure, and of broadcasting and engagement. Mahindra Twitter page has more than 67.2K followers.

CEO Anand Mahindra’s Twitter page: Anand Mahindra the auto tycoon topping an international list of the top 5 non-tech CEOs who are highly active on the social media platform Twitter. He has over 2.91M Twitter followers and is influential in the twitter universe because of his wide variety of views on Twitter. His twitter handle is @anandmahindra.

He posts not just about the developments and events in his company, but also posts inspirational quotes, about films and politics. He has managed to attract the attention of so many followers both in India and abroad with his entertaining tweets that are also valuable to people.

c) Google plus:

Google plus has become an important means of interactions in which people create, share, exchange and comment contents. Also, it connects the organization to customers directly for communication. Mahindra Google plus page has more than 32K followers.

d) YouTube:

Mahindra has 2,418 people subscribing to its YouTube Channel and has 2,968,650 views. Mahindra uses marketing videos in addition to informational videos to provide information and make connections with their followers and viewers.

2) TV Commercial:

TVC is increasingly becoming the preferred medium of communication in the hyper-connected world today. Advertisements featuring attractive models and actors with its products have been handled gracefully so that Mahindra and Mahindra becomes a household name.

In 2015, Mahindra launched Prabhas, the famous actor, as its brand ambassador for Mahindra. Mahindra TUV300 TV Ad – Tough is what tough does!

Mahindra KUV100 TV Ad | The Young SUV with Varun Dhawan

Current scenario of Mahindra over various Social Media Platforms

• Facebook fan following: 807K • Twitter followers: 67.2K • LinkedIn followers: 82K • YouTube subscribers: 2,418 • Google+ followers: 32K

Company Growth

Mahindra & Mahindra Ltd. (M&M Ltd.), India’s leading SUV manufacturer auto sales numbers which stood at 37,915 units during December 2015 as against 36,328 units during December 2014, representing a growth of 4%. In December 2015, the Medium and Heavy Commercial Vehicles segment sold 528 units, registering a growth of 74%. Exports for December 2015 stood at 3,076 units, registering a growth of 65%.

Much of Mahindra’s growth has come from acquisitions. In the last few years, the group bought majority stakes in Korean automaker Ssangyong, IT Company Satyam Computer Services, electric car maker Reva, two-wheeler maker Kinetic, Punjab Tractors and Australia’s Gippsland Aeronautics.

Future plans

Mahindra also makes trucks in partnership with Navistar, two-wheelers, sedans and electric cars with Reva. The company will Increase their share in two wheeler market in India and surpass their competitors like Hero, Bajaj. Mahindra plans smaller petrol engines for future compact models of cars and to make a compact SUV that would compete with small cars in pricing but would offer the rugged capabilities that become the group’s trademark.

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Please note you do not have access to teaching notes, innovation in the midst of uncertainty: a case study of mahindra reva electric vehicles private limited.

Publication date: 1 September 2017

Teaching notes

The case deals with the unforeseen uncertainties faced by Reva, the first electric car of India, while entering the Indian market. The company was able to take up the challenge of making an energy efficient car. As a new product, Reva achieved operational success, developing an electric, low energy car. Its marketing strategies had limited consumer pull and had to be strengthened to gain consumer acceptance. The ecosystem worldwide is looking for support from governments on the concept and the infrastructure of this product category.

• Electric and Hybrid Vehicles
• Unforseen Uncertainity
• New Product Development
• NTCP Framework
• Fuel Efficient Car

Iyer, L.S. and Dutta, G. (2017), "Innovation in the midst of Uncertainty: A Case Study of Mahindra Reva Electric Vehicles Private Limited", . https://doi.org/10.1108/CASE.IIMA.2020.000147

Indian Institute of Management Ahmedabad

Copyright © 2017 by the Indian Institute of Management, Ahmedabad

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Mahindra & Mahindra Company: An Emerging Global Giant? Case Study

Introduction.

The primary goal of this paper is to draw attention to the importance of management activities for firms that are actively developing and trying to expand. Mahindra & Mahindra is exploring markets in other countries, but it has to deal with several challenges at the moment. The current situation will be evaluated, and possible solutions that may be considered by higher-ups will be proposed.

It is imperative to note that the role of multinational companies has been increasing in recent years. Many businesses have recognized that the thread from the side of foreign enterprises is enormous. Therefore, it is reasonable to expand in other regions and get a better understanding of what approaches are commonly used worldwide. Mahindra & Mahindra is one of the best examples of such firms, and the progress that it has shown is truly impressive. It would be reasonable to review and analyze peer-reviewed articles on this subject matter and provide recommendations that may be used by the management to promote expansion.

Cultural Profile and Background of the Firm

Mahindra & Mahindra is a multinational enterprise focused on the manufacturing and promotion of automobiles. Headquarters are located in India, and it is viewed as one of the most powerful companies in the world. Higher-ups made a decision to focus on globalization and have developed a strategy that would help the manufacturer to expand. It has collaborated with many international firms over the years and has managed to establish long-term relationships.

Moreover, the enterprise has entered markets in countries that are still actively developing to test its strategies. The approach has proven to be incredibly efficient, and the company has expanded to markets that are already developed and established. Sales in the territory of the United States are quite impressive, but several barriers are still present (Deresky, 2013). The biggest problem is that higher-ups do not adjust their strategy to account for cultural differences most of the time, and this leads to potentially lower profits.

Globalization Strategies

An approach focused on the manufacturing of products aimed at emerging markets is commonly used by such companies. The focus on narrow categories of automobiles would be incredibly beneficial to the enterprise because of the high level of competitiveness. Global consolidation strategy is also quite reasonable. Enterprises manufacture standardized products and take advantage of the experience that other firms in the industry have. Merging and acquisition also should be mentioned. The strategy allows the firms to get access to valuable assets and alter the manufacturing process depending on the objectives (Deresky, 2013).

Recommended Strategies in the United States

The firm needs to alter its advertising strategy to appeal to the target market in the United States. A marketing campaign is of utmost importance in this case, and it would be reasonable to utilize the Internet and social media to promote the products (Singh, Lehnert, & Bostick, 2012). Reviews have an enormous impact on the decision-making process of customers, and it is important to collaborate with websites that are focused on SUVs. It would be appropriate to introduce a new range of SUVs aimed at Western markets, albeit that the vehicles would have to be branded differently because the current name may viewed unfavourably by some of the clients.

Communication Issues

The fact that many employees do not speak English at the moment is quite problematic, and it complicates the interactions between the branches. It would be appropriate to invest in types of staff training that would enhance the knowledge of workers and help focus on core concepts and phrases. All of the offices must have translators to ensure that all of the information received may be delivered promptly without any complications.

Another issue that needs to be discussed is that relationships between the workers may be complicated because of the differences in traditions. Therefore, an HR professional should develop activities that would improve communication patterns and the overall environment in the organization (Faisal, Tower, & Rusmin, 2012). Workers must have an opportunity to voice their opinions, and it would help to facilitate interactions in the workplace.

Staffing Policies and Challenges Related to Human Resources

Polycentric staffing is an approach that will be chosen in this case. The strategy is aimed at the employment of local professionals and focuses on the reduction of cultural changes. It would be reasonable to acknowledge the importance of a multicultural team. Diversity is incredibly important in multinational corporations because it promotes cooperation. Some employees may provide valuable ideas and suggestions that would enhance relationships with clients that represent different cultures. The enterprise should utilize HR management systems to determine the number of workers that is the most efficient.

Moreover, associated challenges also should be taken into account. It is important to pay close attention to the benefits provided to expatriates, and the most attention should be devoted to equality to avoid complaints. Repatriation should be viewed as an aspect that can often be rather problematic, and it is necessary to establish long-term relationships to ensure that workers stay loyal to the company.

Leadership and Motivation

Current CEOs are outstanding leaders because they are devoted to their business and are always focused on expansion. The company is going to ensure that Indian professionals take top positions. However, it is reasonable to review applications and look for local specialists that are experienced in the area. Their performance will be evaluated with the use of questionnaires and HR systems to maintain high levels of productivity.

Managers and supervisors will participate in training designed to enhance their skills and their abilities to influence workers. Motivation is one of the aspects that need to be highlighted. A range of policies that would recognize the needs of individuals must be introduced. An employee motivation assessment may be used to determine which adjustments are necessary and which factors impact job performance the most (Gignac & Palmer, 2011).

Problematic Areas

One of the problems that should not be overlooked is that the company still has not managed to define its target market in the U.S., and it affects the sales of SUVs. The differences between the two cultures and their preferences must be analyzed. The role of social responsibility and sustainability has been increasing, and the corporation must participate in activities that would be beneficial to the public.

The advancement and fitting of engines with reduced emissions is crucial, and the enterprise should focus on this area. Another issue is the design of vehicles. The problem is that it is not that original and any perceived lack of creativity is a significant issue when it comes to such vehicles. It is paramount to hire external designers with the ability to provide innovative ideas. Furthermore, this would help to differentiate the products because competitors offer cars that are quite similar.

Organizational Structure and Recommended Adjustments

Organizational structure is one of the areas that may have to be addressed. Currently, each branch has a chairperson and one other executive who, together, are responsible for most of the decisions. Chief financial supervisors are in control of finances, and vice presidents of operations also have a range of responsibilities. One of the problems is that only two professionals are focused on HR activities.

It would be reasonable to expand the department dependent on the number of employees to ensure that resources are used efficiently, and HR systems are implemented (Kapoor & Sherif, 2012). Branches in emerging countries should be restructured, and the same approach must be used in developed countries if the process is successful. This strategy would help to facilitate expansion because the impact that HRM has on the financial performance of the firm could be considerable.

Available Alternatives That Would Support Brand Expansion

The company has acknowledged the fact that the name is one of the factors that could affect its ability to grow and enter global markets. CEOs believe that it should not be changed, and persistence would help to eliminate possible barriers. However, the threat from its various competitors is enormous, and the firm may be hurt in the long-term if senior management do not review their stance on this subject.

Another approach that should be considered is cooperation with other companies in this industry. It is possible to develop several vehicles with a brand that is already established, and it would improve the image of Mahindra & Mahindra (Fleming, 2013). Franchising is another approach that needs to be considered, but the company should devote enormous attention to monitoring and evaluation to ensure that the quality of products remains satisfactory.

In summary, it is possible to state that Mahindra & Mahindra has enormous potential that is not yet fully realized. The application of global management concepts would help the company to expand and increase profits if available resources are utilized efficiently. The industry is quite competitive, but the firm may take advantage of such aspects as relatively low prices and reliability. The company needs to find its niche because current strategies in the United States can be regarded as underdeveloped and ineffective in the long-term.

Deresky, H. (2013). International management: Managing across borders and cultures, text and cases (8th ed.). New York, NY: Pearson Education.

Faisal, F., Tower, G., & Rusmin, R. (2012). Communicating key labor issues in a global context. Journal of Human Resource Costing & Accounting, 16 (4), 320-340.

Fleming, B. (2013). Electric vehicle collaboration – Toyota Motor Corporation and Tesla Motors (Automotive Electronics). IEEE Vehicular Technology Magazine, 8 (1), 4-9.

Gignac, E. G., & Palmer, R. B. (2011). The Genos employee motivation assessment. Industrial and Commercial Training, 43 (2), 79-87.

Kapoor, B., & Sherif, J. (2012). Global human resources (HR) information systems. Kybernetes, 41 (1/2), 229-238.

Singh, N., Lehnert, K., & Bostick, K. (2012). Global social media usage: Insights into reaching consumers worldwide. Thunderbird International Business Review, 54 (5), 683-700.

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IvyPanda. (2024, February 14). Mahindra & Mahindra Company: An Emerging Global Giant? https://ivypanda.com/essays/mahindra-amp-mahindra-company-an-emerging-global-giant/

"Mahindra & Mahindra Company: An Emerging Global Giant?" IvyPanda , 14 Feb. 2024, ivypanda.com/essays/mahindra-amp-mahindra-company-an-emerging-global-giant/.

IvyPanda . (2024) 'Mahindra & Mahindra Company: An Emerging Global Giant'. 14 February.

IvyPanda . 2024. "Mahindra & Mahindra Company: An Emerging Global Giant?" February 14, 2024. https://ivypanda.com/essays/mahindra-amp-mahindra-company-an-emerging-global-giant/.

1. IvyPanda . "Mahindra & Mahindra Company: An Emerging Global Giant?" February 14, 2024. https://ivypanda.com/essays/mahindra-amp-mahindra-company-an-emerging-global-giant/.

Bibliography

IvyPanda . "Mahindra & Mahindra Company: An Emerging Global Giant?" February 14, 2024. https://ivypanda.com/essays/mahindra-amp-mahindra-company-an-emerging-global-giant/.

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Case Study - Mahindra Sanyo

Mahindra Sanyo is a world leading manufacturer of carbon, alloy and stainless steel for a variety of sectors which aims to integrate sustainability into every facet of its business. Learn here about Mahindra Sanyo's science based targets.

Mahindra Sanyo Special Steel Private Limited, incorporated in 1962 by Mahindra & Mahindra as Mahindra Ugine Steel Company Ltd., is a joint venture between Mahindra & Mahindra India, Sanyo Special Steel Co. Ltd. Japan, and Mitsui & Co. Ltd. Japan. Mahindra Sanyo is a world leading and pioneering manufacturer of carbon, alloy and stainless steel for the automobile, machine building, power and railway sectors. The company has been supplying steel to multinational and domestic clients, including the Indian government, for over 50 years.

Why science-based targets?

Mahindra Sanyo aims to integrate sustainability into every facet of its business. It does this by setting targets and measuring progress against environmental performance, focusing on cutting greenhouse gas (GHG) emissions and reducing fossil fuel-based energy consumption. To demonstrate the environmental credentials of its steel production processes, go beyond statutory requirements, and position itself alongside other world class steel plants, Mahindra Sanyo decided to set a science-based emissions target. The business benefits of adopting a science-based target include cost competitiveness, risk management in the value chain, access to new revenue streams, and safeguarding the company’s future.

At the 2018 World Economic Forum, Anand Mahindra, chairman of the Mahindra Group, pledged to commit the entire Group to the Science Based Targets initiative (SBTi), aligning its emission trajectories with the Paris Agreement. In April 2018, Mahindra Sanyo became the first company in India and the first steel company in the world to have its GHG emissions reduction targets validated by the SBTi.

Meeting the targets

Setting science-based targets has provided Mahindra Sanyo with a firm pathway to reduce its emissions per unit of production.

Approximately 20% of Mahindra Sanyo’s total spend is on energy. To reduce its Scope 1 and 2 emissions, the company has invested in energy efficient processes such as: revamping furnaces; reducing cycle times for ladle furnaces; implementing more efficient electric-arc and oxyfuel technologies in furnaces; improving pumps; installing a 6 MW waste heat recovery boiler and new burners for preheating ladles; and switching from oil to natural gas in all furnaces by 2020. The company has made energy efficiency improvements in its buildings by installing low carbon lighting and motion sensors. Between 2018 to 2019, Mahindra Sanyo successfully reduced its Scope 1 and Scope 2 emissions by 6% (Figure 1).

Between 2017 to 18, the company reduced its electricity consumption by 2%, and met 4% of its power requirements through renewable sources. This was helped by the installation of a new 4 MW solar plant and an 80% increase in renewable energy procurement through power purchase agreements from 2017 to 2019 (Figure 2). Mahindra Sanyo has a five-year rolling roadmap to increase its share of renewable energy in electricity consumption. It aims to consume 32% of its total power from renewable energy sources by 2022, either through internal solar plants or renewable energy procurement.

Mahindra Sanyo’s major sources of Scope 3 emissions are purchased goods and services, capital goods, fuel-and-energy-related activities, and upstream and downstream transportation and distribution. The company is examining the key elements of its sustainable operations and will implement new actions in its supply chain to reduce Scope 3 emissions soon.

Mahindra Sanyo explained that science-based emissions reduction targets support its overall business strategy, as energy and GHG emissions are interlinked. The Mahindra Sanyo team said that while the company is responsible for playing its part in preventing dangerous climate change, it also future-proofs its growth and profitability by taking climate action in collaboration with partners in the value chain. For Mahindra Sanyo, science-based targets align its business strategy with the goals of the Paris Agreement, and provide the company with a clear road map for climate action going forward.

This case study was prepared in February 2020 by CDP India.

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Mahindra Logistics Case Study

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Mahindra Logistics, a subsidiary of the Mahindra Group, is a prominent player in the logistics and supply chain management industry in India.

It provides third-party logistics services in India & Internationally and operates through two segments, Supply Chain Management (SCM) and Enterprise Mobility Services.

Mahindra Logistics Limited was incorporated as a Public Limited Company on 24th August 2007 and It was granted the Certificate for Commencement of Business on 15th October 2007 by the Registrar of Companies.

Technological Solutions of Mahindra Logistics

• LOGIONE: It integrates all the technology applications under one roof and provides business intelligence about operations, compliance, safety and other aspects.
• CATAPULT: It’s an incubator program that offers a platform to support, enable, accelerate, and empower the logistics startup community.
• LOGIFREIGHT: It’s a Transport Management System (TMS) that is used to plan, execute, and optimize transport processes.
• LOGIEDEL: This is an IoT-enabled last-mile delivery platform for electric vehicles.

Logistics Market and Revenue

The logistics market in India is expected to grow exponentially in the coming years, driven by the growth of e-commerce and the increasing demand for efficient supply chain management.

• Indian freight and logistics market is estimated to grow at 8.8 per cent annually to  USD 484.43 billion by 2029  from USD 317.26 billion in 2024.
• In 2022, the Indian logistics market was valued at around $274 billion and is estimated to grow to $563 billion by 2030 , at a compound annual growth rate of 9.4 percent . 

This case study highlights the Technological features of Mahindra Logistics, the Industries they provide services to, the geographic locations they are in, the business and revenue model of the company and the Marketing Strategies used by the company.

Let’s develop the next generation of technology for your logistics company just like Mahindra Logistics and shape the future of the industry together.

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Mahindra ＆ Mahindra

Painted vehicle body storage and sequencing as/rs system.

Indian automobile manufacturer Mahindra & Mahindra Ltd. (M&M; headquartered in Mumbai, Maharashtra) manufactures sport utility vehicles (SUV) and light commercial vehicles (LCV) and other vehicles. In June 2013, M&M introduced a unitload AS/RS as a painted vehicle body buffer system at Nashik Plant. The buffer system stores painted vehicle bodies temporarily and sequences them by retrieving in assembly order so that various types of vehicles can be assembled in one line. The buffer system enhances productivity in supplying vehicle bodies to the assembly line and drastically shortens cycle time in production. In addition, assembly parts, which were previously dispersed throughout the facility, are consolidated into one location next to the assembly line in the now open space created by installing the AS/RS.

History of Mahindra & Mahindra

M&M, a core company of the conglomerate Mahindra Group, was founded in 1945 as Mahindra & Mohamed, a steel trading company. In 1947, Mahindra & Mohamed changed its name to the current Mahindra & Mahinda and entered the automotive manufacturing business when they started the licensed production of the Jeep.

Now, M&M operates six plants in India. The Nashik plant, which began operations in 1980, produces five types of vehicles, including main models Scorpio and Xylo, with an annual production capacity of 200,000 vehicles.

Adjusting the shift difference between the paint line and the assembly line

A buffer system acts as the core function in adjusting the difference between the three shift paint line and the two shift assembly line.

The previous buffer system consisted of conveyors that stored vehicle bodies and retrieved them according to order instructions from the assembly line. Supplying a vehicle body to the assembly line took up to 30 minutes. In addition, the previous system took too much space. To addresses these problems, a new buffer system using an AS/RS was introduced.

Retrieval time drastically shortened to as low as 2 min. vs. original 30 min.

The new buffer system drastically shortens retrieval time from 30 minutes to two minutes. This made manufacturing cycle times shorter and also saved floor space by utilizing vertical storage, keeping almost the same storage capacity as the previous system.

Moreover, fixed racks to store assembly parts were placed in the vacated space next to the assembly line, having previously been dispersed throughout the facility, reducing picking time to supply parts more speedily.

Vehicle bodies are rotated on the turn table and loaded onto overhead conveyors to be transported to the assembly line.

The AS/RS reaches 15.5 meters high and has a 92-vehicles capacity. Each rack can accommodate a maximum vehicle of 1800mm wide, 5000mm depth and 1900mm height.

Painted vehicle bodies are conveyed from the pain line (far right) and are loaded from overhead conveyors onto pallets to store in the AS/RS. The input and output stations are located on the mezzanine.

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The Complete CSR Report of Mahindra and Mahindra Limited

Mahindra and mahindra limited, the flagship company of the mahindra group is a mobility products and farm solutions provider. the company has grown rapidly since its inception in 1947. it currently offers a wide range of products and solutions ranging from suvs to electric vehicles, pickups, commercial vehicles, tractors, two-wheelers and construction equipment., mahindra focuses its corporate social responsibility (csr) initiatives to drive positive and sustainable change in building resilient communities. its core purpose states, “we will challenge conventional thinking and through innovative use of all our resources, drive positive change in the lives of our stakeholders and communities across the world, to enable them to rise”. it is amply evident that csr is integral to and at the core of the company’s philosophy., the company’s csr work is directed mainly at the development of girls, youth and farmers who are supported through initiatives in education, health and the environment. below is the video that highlights the csr initiatives of mahindra and mahindra limited., mahindra and mahindra limited has been diligent in its csr spending. since the fy 2014-15, when the companies were mandated to spend to per cent of their net profits on csr, mahindra and mahindra has been spending the prescribed amount for csr without fail. in fy 2019-20, the company exceeded its csr spending to 126.6 crores from its prescribed amount of 106.56 crores. below is the graph that highlights the csr spending of mahindra and mahindra ltd. of the last five years..

1. Mahindra and Mahindra CSR

For mahindra and mahindra ltd., responsible business practices include being responsible for its business processes, products, engaging in responsible relations with employees, customers and the community. hence for the company, corporate social responsibility goes beyond just adhering to statutory and legal compliances and creates social and environmental value for its key stakeholders., the company implements its csr projects either directly through its esops structure where the mahindra employees directly implement the csr programmes or through implementing partners which include ngos having an established track record of at least 3 years in carrying on the specific activity. the main implementation partners the company works with are the mahindra foundation, the kc mahindra education trust, tech mahindra foundation and naandi foundation., 2. csr policy, mahindra and mahindra limited in line with its core purpose has set its csr vision to focus its efforts in critical constituencies that contribute to nation-building and the economy. in this manner, mahindra and mahindra limited aims to enable its stakeholders and communities to rise., the company aims to focus its csr efforts within the constituencies of girls, youth & farmers through programmes designed in the domains of education, health and environment. apart from making contributions to its corporate foundation’s/trust’s projects (kc mahindra education trust and mahindra foundation), the company may also make contributions towards the corpus of the said foundations / trusts subject to the approval of the board. the company may also make contributions to ‘think tanks’ 2 for projects permitted under schedule vii of the act., the board level corporate social responsibility committee of the company is responsible for monitoring the csr policy from time to time. the csr committee is responsible for approving and recommending to the board, the projects or programmes to be undertaken, the modalities of execution and implementation schedule from time to time. apart from recommending and approving budgets for project implementation, the committee is also responsible for instituting a monitoring mechanism to track the progress of each project., 2.1 csr committee, the members of the board level csr committee of mahindra and mahindra limited include dr vishakha n. desai (chairperson & independent director), mr anand g. mahindra, dr pawan goenka and mr vikram singh mehta (independent director)., in addition to this, the company has set up a csr council chaired by the president – group hr and communications & member of the group executive board. this comprises senior management executives from all sectors, senior csr executives and a csr advisor. the csr council implements the csr strategy and reports to the board level csr committee., 3. project nanhi kali, project nanhi kali, which translates to a ‘little bud’ in hindi, supports the education of underprivileged girls in india. designed to support girls from low-income families to complete ten years of formal schooling, the flagship csr project of mahindra and mahindra limited has impacted the lives of over 450,000 girls (called nanhi kalis) from underserved communities across the country..

Currently, the project supports the education of 1,74,681 Nanhi Kalis across 6,001 academic support centres, in 9 states. The project provides 360-degree support to girls from Class 1 to 10, including two hours of free after-school remedial classes every day, and an annual school supplies kit to enable them to attend school with dignity. In addition to this, the project has extended its support to 78,437 girls in secondary schools by enabling them access to digital tablets which are pre-loaded with smart educational content. The Nanhi Kali team also works to sensitise parents and communities on the importance of educating girls and to become their collective guardians.

In order to ensure that underprivileged girls continue their education at this critical time, the nanhi kali team has doubled its efforts by investing in providing quality digital education to girls, so that they are equipped to face the post-covid world. every girl in the nanhi kali project receives holistic support including:, academic support and access to an adaptive learning software via digital tablets: daily academic support is provided at nanhi kali academic support centres which are set up within government schools and operate for 2 hours before/after school. in partnership with leading edtech organisation, educational initiatives every nanhi kali at these centres receive access to a personalized, adaptive learning platform called mindspark. this widely recognized software has been proven to significantly improve learning outcomes amongst users. through mindspark, nanhi kalis will learn maths, their local language and english from class 1-10, and additionally, science from class 6-10. powered by artificial intelligence, mindspark will match instructions to the learning level and pace of each nanhi kali, ensuring that she learns with understanding. the software will be pre-loaded onto digital tablets, allowing access to quality education even in remote locations., trained women tutors: nanhi kali tutors (called community associates) are women from local communities who facilitate learning and mentor the nanhi kalis through their schooling, and also engage with parents/community stakeholders to create girl-friendly ecosystems., sports curriculum: a professionally designed sports curriculum has been built into the programme, giving nanhi kalis the opportunity to participate in sport and fitness activities regularly., school supplies kit: a kit including a school bag, stationery and a pullover/raincoat is provided to every nanhi kali annually. with 45.6% of teenage girls in india still following unhygienic menstrual practices, a 12-month supply of branded sanitary napkins is included in each kit to help the girl attend school with dignity., in 2019, mahindra and mahindra limited was awarded at the national csr awards ceremony, organised by the ministry of corporate affairs for ‘national priority area education for project nanhi kali’., in 2018, nanhi kali in association with mahindra group launched a new campaign focusing on the education of a girl child titled ‘ladki haath se nikal jaayegi’. the campaign aims to dispel the misconceptions around girl child education by taking on a fresh view of the phrase with the campaign. the campaign has been recognised with several accolades. it won gold in the special abby (gender sensitive) category at goafest in 2019..

4. Mahindra Pride Schools

The mahindra pride school is a unique 90-day livelihood training programme for youths from socially and financially disadvantaged communities. with a 100% placement record, the nine schools in pune, patna, chandigarh, srinagar, hyderabad, varanasi and three in chennai, trained and placed 6,045 students in fy 2019-20. till date, 39,280 youths have been trained through this programme..

A network of 200+ corporates, many of which have been repeat recruiters of the graduates of MPS. This is a validation of the quality of training provided at MPS. The alumni of MPS who are employed with different companies serve as role models in their community. Active alumni clubs regularly send referrals to MPS and at least 30-40% of a batch comprises referrals. The alumni also act as peer leaders and mentors to students undergoing training at MPS, motivating them to overcome their challenging circumstances

In fy 2019-20, an additional 1,01,391 students were trained through 2,374 mahindra pride classrooms conducted through itis, polytechnic and arts & science colleges in 16 states. the mahindra pride classrooms provide 40-120 hours of training to final-year students on topics that include english speaking, life skills, aptitude tests, interviews, group discussions and digital literacy., 5. project hariyali, project hariyali is the green initiative of mahindra and mahindra wherein the company aims at adding 1 million trees to india’s green cover every year. the project, launched in 2007, has today become a movement among the company’s employees, customers, vendors and dealers, as they undertake tree plantation drives across the country..

In FY 2019-20, Mahindra & Mahindra planted 1.32 million trees, taking the total tally to 17.93 million trees. Of these, 10.78 million trees have been planted in the Araku Valley, which besides greening the environment, also provides livelihood support to tribal farmers growing coffee in the region.

In 2020, the project was adjudged with india’s best csr project in the environment and sustainability category at the indo french chamber of commerce and industries (ifcci) csr conclave. the honour recognises the project’s contribution and commitment to providing nature-based solutions to address the issues related to climate change..

The project was also featured in the 2020 edition of the Limca Book of Records for ‘Most trees planted’.

6. integrated watershed management programme, integrated watershed management programme is a project implemented in a private public partnership (ppp) model with the government of madhya pradesh in bhopal, and in hatta with the national bank for agriculture and rural development (nabard), to increase the groundwater table of the region., implemented in 48 villages (35 villages in bhopal and 13 villages in hatta), this project is aimed at helping to increase agricultural productivity and improve the overall standard of living, benefitting 38,447 people residing in these villages., the project was accorded with the honour of national priority area agriculture and rural development for integrated watershed management programme in mp at national csr awards organised by the ministry of corporate affairs in 2019., 7. saving lives with safer roads, m&m ltd. is partnering with savelife foundation and maharashtra state road development corporation limited (msrdc) to create india’s first zero fatality corridor (zfc) on the mumbai-pune expressway through interventions in 4es i.e. engineering, enforcement, education and emergency response., the zfc is a pioneering attempt to build a replicable model for road safety that can be implemented on any road. the aim of the initiative is to reduce the number of road crash fatalities on the mumbai-pune expressway (mpew) from an annual average of 140 to 0 by the year 2020, which marks the end of the un decade of action for road safety., 8. employee social options, a long-running employee volunteering programme, esops is where mahindra employees channelise their time and skills to address the needs of local communities. in fy 2019-20, 22,877 m&m employee volunteers contributed 1,63,818 person-hours towards giving back to society..

9. COVID-19 Relief

Resilience was tested at the end of the fy 2019-20, marked by the covid-19 crisis. the crisis is testing the world’s capability to respond to a pandemic at a time when the world is already grappling with acute inequalities based on gender, class, access to livelihood opportunities, amongst others. with the socio-economic impacts of the pandemic hitting vulnerable and marginalised groups particularly hard, there was a need for businesses to step up to support communities in need., swiftly responding to this, mahindra and mahindra extended its support to the efforts of the government machinery by responding to the crying need for products required to fight the covid crisis. accordingly, a decision was taken to use the company’s manufacturing facilities to make personal protection equipment e.g. low-cost innovative ventilators, face masks and face shields., further, the company set up a covid-19 relief fund under the aegis of mahindra foundation, to provide relief to those most severely affected by the pandemic e.g. small businesses and traders, workers in the supply chain, and daily wage labourers..

Mahindra and Mahindra also contributed Rs. 20 crores to the ‘Prime Minister’s Citizen Assistance and Relief in Emergency Situations Fund’ (PM CARES FUND). Through these initiatives, the company has not only provided support to the Government agencies but has reached out to a large section of the poor and vulnerable by providing immediate relief.

Mahindra and mahindra addresses the core developmental and environmental challenges through its csr initiatives. its usp lies in the impactfulness of its csr programmes which have been recognised time and again at various platforms. in 2019, mahindra and mahindra limited was accorded with the award for ‘excellence in csr’ at the national csr awards organised by the ministry of corporate affairs, government of india., related articles more from author.

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M&M Finance Shares Crack 7% As Company Defers Board Meet After Rs 150 Crore KYC Fraud

Reported By : Aparna Deb

Last Updated: April 23, 2024, 09:44 IST

New Delhi, India

The fraud pertained to retail vehicle loans disbursed by the company

The company's board meeting to consider earnings for Q4, scheduled for today, has now been deferred to a yet-to-be-announced date

M&M Finance has postponed its scheduled board meeting, originally planned for April 23, to discuss its fourth-quarter results. This came after the non-bank lender, informed the exchanges late on Monday that a fraud to the extent of Rs 150 crore was detected at one of the company’s branches in the North East region.

The fraud involved forgery of KYC documents related to retail vehicle loans, resulting in the misappropriation of company funds.

According to M&M Finance’s notification to the stock exchange, the fraudulent activity has led to the misappropriation of company funds. The estimated financial impact of this deception is anticipated to be within Rs 150 crore, as stated in the exchange filing. In response to the situation, the company has promptly initiated necessary corrective measures.

The company has identified necessary corrective actions and has informed exchanges that a few persons involved have been arrested.

The Audit Committee and Board Meeting on the same date will address other agenda items, including discussions on raising aggregate borrowing limits and issuing Non-convertible debentures. Additionally, the annual earnings conference call has been deferred.

The matter has also been reported to the Reserve Bank of India’s central fraud monitoring cell. The company also said that investigations are already underway and are at an advanced stage. The necessary corrective action, identified by the company, is in various stages of implementation.

Shares of Mahindra & Mahindra Finance around 9:37 am were trading 4.5% lower on Tuesday at Rs 266.15. The scrip touched an intraday low of 7 per cent. Shares of the non-bank lender have had a subdued last 12 months, gaining close to 10% but underperforming most of its peers.

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