A PROJECT REPORT

ON
INDUSTRY VISITS

BY

VIRAJ VIJAY PISAL

(BBA) (2014 2015)

IN PARTIAL FULFILLMENT OF
Bachelor of Business Administration
SAVITRIBAI PHULE PUNE UNIVERSITY

MITSOM College
PUNE: 411038
 CERTIFICATE

This is to certify that Mr. VIRAJ VIJAY PISAL of MAEERs MITSOM College has successfully

completed the project work in partial fulfillment of requirement for the award of Bachelor of

Business Administration prescribed by the Savitribai Phule Pune University

This project is the record of authentic work carried out during the academic year

2014-2015.

Mrs. Pradnya Gaikwad (Dr.) R.M. Chitnis

Project Guide Principal

DECLARATION
I, Mr. VIRAJ VIJAY PISAL hereby declare that this project is the record of authentic work

carried out by me during the academic year 2014-2015 and has not been submitted to any other

University or Institute towards the award of any degree.

Signature
VIRAJ VIJAY PISAL
 INDEX
Sr. No. Name of the Company/Organization Date of the visit
1 RALEGAN SIDDHI. 14TH JULY 2014
2 VOLKSWAGEN, INDIA. 12TH JAN 2015
3 WORLD TRADE CENTER, MUMBAI. 9TH FEB 2015
4 ECOMAN ENVIRON SOLUTION PVT,LTD. 11TH MARCH 2015

RALEGAN SIDDHI: A VILLAGE TRANSFORMED

Ralegan Siddhi (Marathi: ) is a village in Parner taluka of Ahmednagar
District, Maharashtra state in western India. It is located at a distance of 87 km from Pune. The
village has an area of 982.31 ha (1991). It is considered a model ofenvironmental conservation.
The village has carried out programs like tree planting, terracing to reduce soil erosion and
diggingcanals to retain rainwater. For energy, the village uses solar power, biogas (some generated
from the community toilet) and awindmill. The project is heralded as a sustainable model of a
village republic.
The village's biggest accomplishment is in its use of non-conventional energy. For example, all the
village street lights each have separate solar panels. The village is headed by a Sarpanch who is the
chief of the Gram Panchayat (village panchayat).

INTRODUCING THE VILLAGE-

FOCUS AREA: RURAL DEVELOPMENT

Rural development is the process of improving the quality of life and economic well-being of
people living in relatively isolated and sparsely populated areas. Rural development has
traditionally centered on the exploitation of land-intensive natural resources such as agriculture
and forestry. However, changes in global production networks and increased urbanization have
changed the character of rural areas. Increasingly tourism, niche manufacturers, and recreation
have replaced resource extraction and agriculture as dominant economic drivers.
The need for rural communities to approach development from a wider perspective has created
more focus on a broad range of development goals rather than merely creating incentive for
agricultural or resource based businesses. Education, entrepreneurship, physical infrastructure, and
social infrastructure all play an important role in developing rural regions. Rural development is
also characterized by its emphasis on locally produced economic development strategies. In
contrast to urban regions, which have many similarities, rural areas are highly distinctive from one
another. For this reason there are a large variety of rural development approaches used globally.

The Rural development generally refers to the process of improving the quality of life and
economic welfare of people living in relatively isolated and sparsely populated areas. Mahatma
Gandhi National Rural Employment Guarantee Act (MGNREGA) is considered as a Silver
Bullet for eradicating rural poverty and unemployment, by way of generating demand for
productive labour force in villages. It provides an alternative source of livelihood which will have
an impact on reducing migration, restricting child labour, alleviating poverty, and making villages
self-sustaining through productive assets creation such as road construction, cleaning up of water
tanks, soil and water conservation work, etc. For which it has been considered as the largest anti-
poverty programme in India. In this paper, based on the secondary data, an attempt has been made
to comprehensively understand the development effort to rebuild the rural life and livelihood on
the basis of various secondary data.

DEVELOPMENT PROGAMMES IN RALEGAN SIDDHI:-

Swami Vivekanandas philosophy has great bearing on Anna Hazare. His thoughts and work
have been a constant source of inspiration for him. While serving in the Indian Army, he had
decided to dedicate his life to social work, but he did not know how to begin.

While in the army, he used to visit his village for two months, every year during his leave period.
The condition of the village was pathetic and awful. The land was barren and undulated. As the
village is located in the rain-shadow area, the annual rainfall is a meager 400500 mm. All of the
rainwater use to run off and get wasted. There were no means to harvest this precious resource.
Whatever rainwater use to get collected was sufficient to cultivate only one crop on 300350 acres
of land out of a total 2200 acres of land available in village. 80% families were surviving on one
square meal in a day.

As food production was insufficient and no employment opportunities were available in the
village, some villagers started brewing liquor to earn their livelihood. Gradually the number of
breweries rose to 35. They were aware that what they were doing was socially and morally
incorrect, but the circumstances forced them to adopt this profession for their livelihood. Some
villagers had to walk 56 km. each day in search of employment in the nearby villages.

The helplessness due to poverty and indebtedness led people to desperation and ultimately to
alcoholism. Quarrels and street fights became daily chores. Hazares house was in a hamlet just
half a km. away from the centre of the village. Hazare avoided going to the heart of the village due
to this pathetic condition. He always felt helpless since he could not do anything to change the
conditions prevailing in the village.

When he decided to dedicate his life for social cause in 1975, he believed charity should begin
from home. Swami Vivekanandas words resonated in his mind - people would not listen to
philosophical ideologies with empty stomachs. Social change is not possible if people are haunted
by the daily problem of making two ends meet. Hazare taxed his brains on how to solve this
crucial problem. He remembered that Late Mr. Vilasrao Salunkhe had in 1972, started experiments
in watershed development and water management in some villages near Saswad in Pune district.
His work used to be frequently discussed in informal gatherings everywhere. So, Hazare visited
his project and was inspired. States Hazare, ``This visit gave a direction to my ideas and I decided
to undertake similar work of watershed development in my village.

Today Ralegaon Siddhi is being taken as a role model for other villages by the Maharashtra
government and by other states too. Massive tree plantation has been undertaken, and hills have
been terraced to check erosion. Large canals with ridges on either side have been dug to retain
rainwater. As a result, the water table in this area is now considerably higher and the wells and
tube wells are never dry, making it possible to raise three crops a year where only one was
possible before.

The village's biggest achievement is undoubtedly in the area of non-conventional energy. All the
streets in the village are lit by solar lights, each with a separate panel. There are four large
community biogas plants and one of them is fitted to the community toilet. There is a large
windmill used for pumping water. A number of households have their own biogas plants. The
village is self sufficient .

The World Bank Group has concluded that the village of Ralegan Siddhi was transformed from a
highly degraded village ecosystem in a semi-arid region of extreme poverty to one of the richest in
the country. The Ralegan Siddhi example, now 25 years old, by demonstrating that it is possible to
rebuild natural capital in partnership with the local economy, is a model for the rest of the country

From the entire development programme adopted by Ralegan Siddhi we observerd that the village
which was just a normal village few years back has now got recognition of an ideal village. We
also analyse that the model of project that Ralegan Siddhi has adopted can be applicable in any
village who wants to be developed town. For example- a village called Hirve Bazar which is near
ralegan siddhi had adopted this model and now is an ideal village also. So we come to a
conclusion that this project can be standard model of development

We also see that adopting this model the standard of living of people also increases.
DETAILED REPORT ON MY OBSERVATION:-

VARIOUS DEVELOPMENT PROGRAMMES BY ANNA

HAZARE:

Transformation of Ralegan Siddhi

Siddhi In 1975 after a voluntary retirement from the Indian army, Hazare went to his native village
Ralegan Siddhi, a village located in the acute drought-prone and rain-shadow zone of Parner
Tehsil of Ahmadnagar district, in central Maharashtra. It was one of the many villages of India
plagued by acute poverty, deprivation, a fragile ecosystem, neglect and hopelessness. Hazare made
remarkable economic, social and community regeneration in Ralegan Siddhi. He reinforced the
normative principles of human development equity, efficiency, sustainability and people's
participation and made Ralegan Siddhi an oasis of human-made regeneration in a human-made
desert without any inputs of industrialisation and technology-oriented agriculture.

Uprooting alcoholism

Anna Hazare recognised that without addressing the menace of alcoholism, no effective and
sustainable reform was possible in the village. He organised the youth of the village into an
organisation named the Tarun Mandal (Youth Association). Hazare and the youth group decided to
take up the issue of alcoholism. At a meeting conducted in the temple, the villagers resolved to
close down liquor dens and ban alcohol in the village. Since these resolutions were made in the
temple, they became in a sense religious commitments. Over thirty liquor brewing units were
closed by their owners voluntarily. Those who did not succumb to social pressure were forced to
close down their businesses when the youth group smashed up their liquor dens. The owners could
not complain as their businesses were illegal. Some villagers continued to drink in Ralegan Siddhi,
as they obtained their liquor from neighbouring villages. The villagers decided that those men
would be given three warnings, after which they would be punished. Twelve men who were found
in a drunken state after warnings were tied to a pole in the center of the village in front of the
temple. There was no beating but just a public shame. Hazare said, Doesnt a mother administer
bitter medicines to a sick child when she knows that the medicine can cure her child? The child
may not like the medicine, but the mother does it only because she cares for the child. The
alcoholics were punished so that their families would not be destroyed. Hazare appealed to the
government of Maharashtra to bring in a law whereby prohibition would come into force in a
village if 25% of the women in the village demanded it. In July 2009 the state government issued a
government resolution amending the Bombay Prohibition Act, 1949. As per the amendments, if at
least 25% of women voters demand liquor prohibition through a written application to the state
excise department, voting should be conducted through a secret ballot. If 50% of the voters vote
against the sale of liquor, prohibition should be imposed in the village and the sale of liquor should
be stopped. Similar action can be taken at the ward level in municipal areas. Another circular was
issued making it mandatory to get the sanction of the Gram sabha (the local self government) for
issuing new permits for the sale of liquor. In some instances, when women agitated against the
sale of liquor, cases were filed against them. Hazare took up the issue again. In August 2009 the
government issued another circular that sought withdrawal of cases against women who sought
prohibition of liquor in their villages. Contributed by: Asst Professor Balbir Singh Source:
http://en.wikipedia.org/wiki It was decided to ban the sale of tobacco, cigarettes, and beedies (a
speciality cigarette) in the village. In order to implement this resolution, the youth group
performed a unique "Holi" ceremony twenty two years ago. The festival of Holi is celebrated as a
symbolic burning of evil. The youth group brought all the tobacco, cigarettes, and beedies from
the shops in the village and burnt them in a Holi fire. Tobacco, cigarettes, or beedies are no
longer sold in any shops at Ralegan Siddhi.

Grain Bank

In 1980, the Grain Bank was started by him at the temple, with the objective of providing food
security to needy farmers during times of drought or crop failure. Rich farmers, or those with
surplus grain production, could donate a quintal to the bank. In times of need, farmers could
borrow the grain, but they had to return the same amount of grain they borrowed, plus an
additional quintal as an interest. This ensured that nobody in the village ever went hungry or had
to borrow money to buy grain. This also prevented distress sales of grain at low prices at harvest
time.

Watershed development programme

Ralegan is located in the foothills, so Hazare persuaded villagers to construct a watershed

embankment to stop water and allow it to percolate and increase the ground water level and
improve irrigation in the area. Residents of the village used shramdan (voluntary labour) to build
canals, small-scale check-dams, and percolation tanks in the nearby hills for watershed
development. These efforts solved the problem of water scarcity in the village and made irrigation
possible. The first embankment that was built using volunteer efforts developed a leak and had to
be reconstructed, this time with government funding.

Milk production

As a secondary occupation, milk production was promoted in Ralegan Siddhi. Purchase of new
cattle and improvement of the existing breed with the help of artificial insemination and timely
guidance and assistance by a veterinarian resulted in an improvement in the cattle stock. Milk
production has increased. Crossbreed cows are replacing local ones which gave a lower milk
yield. The number of milk cattle has also been growing, which resulted in growth from 100 litres
(before 1975) to around 2,500 litres per day. The milk is sent to a co-operative dairy (Malganga
Dairy) in Ahmednagar. Some milk is given to Balwadi (kindergarten) children and neighbouring
villages under the child nutrition program sponsored by the Zilla Parishad. From the surplus funds
generated, the milk society bought a mini-truck and a thresher. The minitruck is used to transport
milk to Ahmednagar and to take vegetables and other produce directly to the market, thus
eliminating intermediate agents. The thresher is rented out to farmers during the harvesting season.

Education

In 1932, Ralegan Siddhi got its first formal school, a single classroom primary school. In 1962, the
villagers added more classrooms through community volunteer efforts. By 1971, out of an
estimated population of 1,209, only 30.43% were literate (72 women and 290 men). Boys moved
to the nearby towns of Shirur and Parner to pursue higher education, but due to socioeconomic
conditions, girls could not do the same and were limited to primary education. Hazare, along
Contributed by: Asst Professor Balbir Singh Source: http://en.wikipedia.org/wiki with the youth of
Ralegan Siddhi, worked to increase literacy rates and education levels. In 1976 they started a pre-
school and a high school in 1979. The villagers formed a charitable trust, the Sant Yadavbaba
Shikshan Prasarak Mandal, which was registered in 1979. The trust obtained a government grant
of 400,000 (US$8,920) for the school building using the National Rural Education Programme.
This money funded a new school building that was built over the next two months using volunteer
labour. A new hostel was constructed to house 200 students from poorer sections of society. After
the opening of the school, a girl from Ralegan Siddhi became the first female in the village to
complete her Secondary School Certificate in 1982. Since then the school has been instrumental in
bringing in many of changes to the village. Traditional farming practices are taught in this school
in addition to the government curriculum.

Removal of untouchability

The social barriers and discrimination that existed due to the caste system in India have been
largely eliminated by Ralegan Siddhi villagers. It was Anna Hazares moral leadership that
motivated and inspired the people of Ralegan Siddhi to shun untouchability and discrimination
against the Dalits. People of all castes come together to celebrate social events. Marriages of dalits
are held as part of community marriage program together with those of other castes. The Dalits
have been integrated into the social and economic life of the village. The upper caste villagers
have built houses for the lower caste Dalits by Shramdaan (voluntary work without payment), and
helped to repay their loans to free them from their indebtedness.

Collective marriages

Most rural poor get into a debt trap as they incur heavy expenses at the time of marriage of their
daughter or son. It is an undesirable practice but has almost become a social obligation in India.
Ralegan's people have started celebrating marriages collectively. Joint feasts are held, where the
expenses are further reduced by the Tarun Mandal taking responsibility for cooking and serving
the food. The vessels, the loudspeaker system, the mandap, and the decorations have also been
bought by the Tarun Mandal members belonging to the oppressed castes. From 1976 to 1986, 424
marriages have been held under this system.
Gram Sabha

The Gandhian philosophy on rural development considers the Gram Sabha as an important
democratic institution for collective decision making in the villages of India. Hazare campaigned
between 1998 and 2006 for amending the Gram Sabha Act, so that the villagers have a say in the
development works in their village. The state government initially refused, but eventually gave in
due to public pressure. As per the amendments, it is mandatory to seek the sanction of the Gram
Sabha (an assembly of all village adults, and not just the few elected representatives in the gram
panchayat) for expenditures on development works in the village. In case of expenditure without
the sanction of the Gram Sabha, 20% of Gram Sabha members can lodge a complaint to the chief
executive officer of the zilla parishad (the district-level governing body) with their signatures. The
chief executive officer is required to visit the village and conduct an inquiry within 30 days and
submit a report to the divisional commissioner, who has the power to remove the sarpanch or
deputy sarpanch and dismiss the gram sevak involved. Hazare was not satisfied as the amended
Act did not include the right to recall a sarpanch. He insisted that this should be included and the
state government relented. Contributed by: Asst Professor Balbir Singh Source:
http://en.wikipedia.org/wiki In the early 2000s Hazare led a movement in Maharashtra state which
forced the state government to pass a stronger Maharashtra Right to Information Act. This Act was
later considered as the base document for the Right to Information Act 2005 (RTI), enacted by the
Union Government. It also ensured that the President of India assented to this new Act. Law
professor Alasdair Scott Roberts said: In 2011, Hazare initiated a Satyagraha movement for
passing a stronger anti-corruption Lokpal (ombudsman) bill in the Indian Parliament as conceived
in the Jan Lokpal Bill (People's Ombudsman Bill). The Jan Lokpal Bill was drafted earlier by N.
Santosh Hegde, former justice of the Supreme Court of India and Lokayukta of Karnataka,
Prashant Bhushan, a senior lawyer in the Supreme Court and Arvind Kejriwal, a social activist
along with members of the India Against Corruption movement. This draft bill incorporated more
stringent provisions and wider power to the Lokpal (Ombudsman) than the draft Lokpal bill
prepared by the government in 2010.
 WATERSHED DEVELOPMENT

In the years 1972-73 there was wide spread severe draught in whole of Maharashtra. In order to
provide employment to the rural population in this situation Government of Maharashtra
decided to undertake soil conservation work in rural areas which required lot of labour.
Agriculture and Irrigation Departments of the Government were appointed as nodal agencies to
execute the programme and they undertook the work of construction of percolation tanks, nalla
bunding and contour bunding in Ralegan Siddhi. While the work was executed in Ralegan
Siddhi due to apathy of the Government agencies the percolation tank constructed at Ralegan
was not constructed taking due care and was leaking and thus its purpose was defeated.

After his retirement from Army in l975 he returned to Ralegan Siddhi and was very much
disturbed due to condition prevailing there and started discussing with the villagers their
problems. He observed that the water problem -both for drinking and irrigation - was acute and
felt that something should be done to overcome this problem. At that time he came to know of
one Mr. Vilasrao Salunkhe who was doing soil and water conservation work at Saswad. He
visited the work place of Mr. Salunkhe and felt that if similar activity is undertaken at Ralegan
Siddhi, the water scarcity problem at Ralegan could be solved. He, therefore, organised villagers
meeting (Gram Sabha) to explain to them the work of Mr. Salunkhe and its adoption in Ralegan
Siddhi. All the villegers were impressed by this idea and decided to start similar programme in
Ralegan Siddhi. Initially they decided to repair the existing percolation tank which was heavily
leaking. The cause of seepage of water was ascetained and work of providing core wall by
digging puddle trench upto the level of hard rock was undertaken on upper side of the bund
through voluntary labour of villagers. Satisfactory Completion of the work resulted in retention
of water in the tank resulting in recharging of ground water aquifers .This enthused the villagers
and they decided to implement the concept of water shed development, i.e. ridge to valley
approach for soil and water conservation which was hitherto not followed by the Department of
Agriculture. Implementation of watershed programme involved lot of expenditure and Mr.
Hazare approached the then Director of Soil Conservation and requested his help. He had
assured the Director that he and his collegues from village will actively participate in
implementation of watershed development programme and will provide labour voluntarily.

The ridge to valley programme involved structures like gully plugging,loose boulder structure,
gabian structure, nalla bunding, cement check dams etc. The cost involved in constructing
cement check dams was prohibitive and hence Shri Hazare developed modified gabian structure
with a core wall which reduced the cost considerably and was as effective as cement check dam.
This novel approach is being followed elsewhere also. Similarly on the ridge line where the
CCT was not possible, shallow soak pits were dug in order to collect rain water so that through
seepage the water would be available to surrounding plantation. This resulted in increase in plant
survival and their vigorous growth. This was also a novelty of Ralegan Siddhi programme.

Due to availability of water for irrigation through wells and realising the importance of water the
villagers decided to form cooperative societies well-wise. This resulted in bringing more land
under cultivation and developments like double cropping, change of farming system,
horticulture plantations, vegetable cultivation, dairy farming etc. could take place. It will not be
out of place if it is mentioned that from Ralegan Siddhi for some period onions and vegetables
were exported to Gulf countries. All this resulted in substantial increase in per capita income of
the farmers. and the villagers through their cooperative efforts created facilities like school,
hostel., gymnasiums, credit societies renovation of temple etc. in the village.

The have residents of Ralegan Siddhi are still enjoying the benefits of watershed programme
though more than 30 years passed since completion of programme.
GENERAL OBSERVATION-

Our visit was conducted in July 2013 to Ralegan Siddhi, a small village in the district of
Ahmednagar, Maharashtra, 87 kms from Pune. We were guided by Mr. Santosh, who walked us
through the life and development of the village.
We were requested to not litter the village and smoking in the village was also prohibited. These
instructions emphasized on the village hygiene policy and the boycotting of tobacco. The
sincerity and the resolve to adhere to these principles are truly remarkable.

OBSERVATION IN RELATION WITH RURAL DEVELOPMENT

The village is in parner taluka of Ahmednagar District, Maharashtra state in western

India. It is located at a distance of 87 km from pune. The village has an area of 982.31
ha.
In 2001, village had 394 households and a population of 2306 (1265 males and 1041
females).
We were told by our guide that once this village was abused for the amount of illegal
work done by villagers in the village like alchole and using of tobacco but now the
village is completely alcohol and tobacco free.
Ralegan Siddhi is now considered as an ideal and modern village.
There is a watershed development programme taking place in this village, it is being
done 1st time in India and the initiative was taken by Anna Hazare the socialist activist.
The total cost of the watershed programme was `1,80,00,000. The amount was provided
by an institute and few of the villagers also gave contribution according to their comfort
and the villagers who could not give the money would provide their services free of cost
it is known as Shramdan.
We also saw Padmavati well it was 70/70 in height and width and it was used for the
watershed programme.
We also visited the ShriSant Yadav Baba temple Santosh sir told us that this temple was
built by Anna Hazare by money he received when he retired, the main aim of him
building this temple was because he was seeing the villagers getting bad to worst so he
realised that even a lay man or a rich man will come forward and bow front of god so he
 started building the temple, the amount for building the temle was less so seeing the hard
work taken by Anna Hazare even the villagers helped him by monetary terms or by free
service.
We wer also taken to the museum were all the trophies and all the development
programmes were mentioned in a pictorial way. When we had gone to see the museum.
The guide also told us about the school and the boys hostel having 300 boys who have
failed and who dont have a proper living they are educated and helped them come out of
their problems.
There are many development programmes that Ralegan Siddhi follows for being a
developed village.

I observed that the village follows a standard model of development and I feel if this model is
applied in other villages as well get any ideal villages. For example there is a village closer to
Ralegan Siddhi known as Hirve Bazar and they applied the same model and now even that is
considered as an ideal village.
 MEETING ANNA HAZARE (FAMOUS
PERSONALITY)
IN THE VILLAGE-

The noted Indian social activist Anna Hazare is the most famous person of the village known
widely in india and, to some extent, in the world for his social reforms and movements against
corruption by politicians, bureaucrats and others.
Anna Hazare is one of India's well-acclaimed social activists. A former soldier in the Indian
army, Anna is well known and respected for upgrading the ecology and economy of the village
of Ralegan Siddhi which is located in the drought prone Ahmednagar district of Maharashtra
state. The erstwhile barren village has metamorphosed into a unique model of rural development
due to its effective water conservation methods, which made the villagers self-sufficient. Earlier,
the same village witnessed alcoholism, utter poverty and migration to urban slums. Inspired by
Hazareique approach of salvaging a hopeless village, the state government has implemented
the `Model Village?scheme as part of its official strategy. Hazare is now synonymous with rural
development in India.
OBSERVATION AT THE VISIT
Ralegan Siddhi a model village of Maharashtra. Before 1970 it was just a ordinary village like
any other. As it was facing a lots of problem like alcoholism, illiteracy, unemployment, low
agriculture produced, etc.
But then a man took the responsibility and made all difference. He made a ordinary village to
turn into a model village. A man with a difference ANNA HAZARE.
Anna Hazare has given 5 principles on which his total concept of model village is established
are Nashabandi, Nasbandi, Shramdaan, Tree Plantation and to stop animal to graze on fertile
lands.
This village is entirely different from others i have ever seen. There was a school for education,
hostel having very good infrastructure and facilities. Plantation of fruits plant was nicely
planned and implemented. Organic farming was one of the best example of educated farming.
One of the important thing was the village women was also given equal importance as the
handel the cultivation of fruit plant and their scale which gives them an income of ` 6 lakh per
annum.this village also touched the hieghts in milk production which is about 3000 liters/day.
So, it is very clear that for constructing much of village people will have came together having
the vision and a vision above individual intrests.
Building temple, eradication of alcoholism, establishment of money bank were keys for the
development of social scenario. Anna Hazare arenged group marriage for poor and made several
self-help groups. He brought a concept of Shramdaan in village in which every erner will fully
contributes 10% of his income for betterment of villagers.
At last I would like to conclude with a quotation by Anna Hazare that One grain has to bury
itself alive to give birth to a field of crop. By burying itself the grains does not die. India today
need activists like that grain
 VOLKSWAGEN

A brief journey through a long history

When in 1937 the company known as "Gesellschaft zur Vorbereitung des Deutschen Volkswagens
mbH" was founded, no one could have guessed that it would one day be Europe's largest carmaker.
The history of the company - with all its trials and tribulations - is first and foremost a story of
impressive success.

1937-1945
On May 28th, 1937 the "Gesellschaft zur Vorbereitung des Deutschen Volkswagens mbH"
company is founded, and on September 16th, 1938 it is renamed "Volkswagenwerk GmbH". In
early 1938, in what is today Wolfsburg, work begins on construction of the Volkswagenwerk plant
which is to house production of the new vehicle designed by Ferdinand Porsche.

During the Second World War Volkswagenwerk's production is switched to armaments. Some
20,000 forced labourers, prisoners of war, and later also concentration camp prisoners, work at the
plant.

In September 1998, in recognition of the events of that time, VOLKSWAGEN AG established a

humanitarian fund on behalf of the forced labourers compelled to work at Volkswagen during the
Second World War. By the end of 2001 more than 2,050 people in 26 countries had received
humanitarian aid from the fund. Furthermore, a Memorial in remembrance of the forced labour
employed at the Volkswagenwerk plant is currently being established at Wolfsburg, involving
contributions from present-day Volkswagen apprentices.
1945-1949
After the end of the Second World War, in mid June 1945, responsibility for Volkswagenwerk is
placed in the hands of the British Military Government. Under the management of Major Ivan
Hirst, mass production of the Volkswagen Beetle is started.

1949-1960
On March 8th, 1950 the Type 2 goes into production, expanding the company's product range. The
Volkswagen Bus, still today known to many as the "VW Bully", soon creates rising demand thanks
to its multifunctional capabilities. In 1956 a separate manufacturing base for the Transporter is
established in Hanover, at the same time setting down the roots of today's Volkswagen Commercial
Vehicles brand.

1960-1980
On February 17th, 1972 Volkswagen breaks the world car production record: with 15,007,034 units
assembled, the Beetle surpasses the legendary mark achieved by the Ford Motor Company's Model
T, popularly known as the "Tin Lizzy", between 1908 and 1927.In 1973 the Passat is the first
model of the new generation of Volkswagen vehicles to go into production - with front-wheel
drive, a water-cooled four-cylinder engine and a range of engines up to 110 bhp. The Passat is built
in line with the modular strategy, by which standardised components usable in a range of different
models provide significant rationalisation.
In January 1974 the first Golf is built at the Wolfsburg plant. The compact saloon quickly becomes
a hit, and advances to become the legitimate heir to the legendary Beetle.

In 1976 the first Golf GTI rolls off the production line. The car, with its110 bhp engine, creates a
real furore on the roads - and lays the foundations for the birth of a legend.

1980-1990
In June 1983 production of the second-generation Golf begins. The car is designed for a largely
automated assembly process, and in the specially erected final assembly hall, designated Hall 54,
robots are deployed for the first time in vehicle manufacture.

1990-2000
With the production launch of the Lupo 3L TDI, the first production car to offer fuel consumption
of just three litres per 100 kilometres, in July 1999, Volkswagen once again makes automotive
history.

2000-2003
In August 2002, at Volkswagen Slovakia, a.s. in Bratislava, mass production of the Touareg, a
luxury-class off-road vehicle, is started, marking the Volkswagen brand's move into an entirely
new market segment.In December 2002 the "Auto 5000 GmbH" company, operating a plant at the
Group's site in Wolfsburg, starts production of the Touran compact van. A special collective pay
model has been developed, aimed at implementing lean production and involving flat hierarchies,
team working, flexible working hours and the deployment of more process expertise by the
workforce.
In 2003 production of the fifth-generation Golf is started, embodying a new dynamism in its
design and engineering.

VOLKSWAGEN INDIA

PERSON CONTACTED: Mr. Chaitnya Halbe.

Headquartered in Pune, Maharashtra, the Volkswagen Group in India is represented by five brands:
SKODA, Volkswagen, Audi, Porsche and Lamborghini. The Indian journey began with the launch
of SKODA in 2001. Audi and Volkswagen entered in 2007, while Lamborghini and Porsche were
introduced in
2012. Today, the Group upholds its mantle of superior engineering, with plants in Pune and
Aurangabad working seamlessly to manufacture the world's most loved cars.

The Volkswagen Group India is a part of Volkswagen AG, which is globally represented by 12
brands from 7 European countries. 11 automotive brands: Volkswagen Passenger Cars, Audi,
Bentley, Bugatti, Lamborghini, Porsche, Scania, SEAT, SKODA, Volkswagen Commercial
Vehicles (Volkswagen Nutzfahrzeuge) and MAN; and 1 motorcycle brand: Ducati. An impressive
line-up that prides itself as much in its quality of engineering, as in its depth of innovation.

From low-consumption small cars to luxury class vehicles, each car is convincingly worthy of its
place on the road. Even in the commercial vehicle sector - where products range from pick-ups to
buses and heavy trucks - the Group's cars successfully partner businesses and are known to far
exceed the industry standard. This benchmark, that is truly gold standard, has helmed the group in
its operations across 100 production plants around the world. More than 500,000 employees are
involved in vehicle-manufacturing services and their related processes. Together, they produce
about 30,000 vehicles each working day.

The highest volume brand of the Group is Volkswagen. Europe's most successful car brand has
made popular inroads into the Indian market. Volkswagen presents itself in a variety of segments
as a premium manufacturer of high-volume models. As a first step, the Volkswagen brand launched
the globally successful Passat in 2007. To expand its portfolio and cater to the mid-segment,
Volkswagen launched one of the brand's best-selling models, the Jetta, in India in July 2008. Both,
Passat and Jetta are assembled locally.

The year 2009 was an iconic year when Volkswagen brought in two of its globally popular vehicles
into India - the New Beetle and the high-end SUV Touareg. The following year saw the launch of
the much-awaited Volkswagen Polo and Vento, as well as the introduction of the high-end car
Phaeton. Volkswagen also introduced the all-new Passat, developed with its innovatively
engineered BlueMotion Technologies in March 2011. This was followed by the all-new Jetta TDI
for India in August 2011. 2011 was a landmark year for another reason too - the launch of the Jetta
TSI. In 2012, the new generation Touareg was introduced in India.

The Polo GT TSI was the happening new launch of 2013. Launched with an industry-first 7-speed
DSG (Direct Shift Gearbox) transmission, the hatch promised the customer maximum power,
coupled with minimum consumption. Its TSI engine, with a fuel consumption of 17.2 km/l,
brought to the fore an environment-friendly and efficient drive that gave out lesser emissions. In
the same year, the TSI engine went on to make history by winning the 'International Engine of the
Year' award for the 8th time in a row.

At the backbone of all cars (and the many more exciting entrants in the pipeline) is Volkswagen's
extensive dealer network. A workforce determined to provide the best quality services, scripting a
long-term success story for the brand in India. The Volkswagen brand has set up 122 dealerships in
113 cities today spanning the entire country. They are not only laying the foundation for a
substantial increase in sales, but also doing the groundwork for offering a first-class all-round
service, taking customer satisfaction to the highest level.

A crucial element of the Volkswagen Group strategy to establish a long-term presence in India is
the Volkswagen plant in Chakan, Pune. The investment with a total sum of around INR 3,800
Crores (580 Million Euros) is the biggest investment by a German company realised in India so
far. The plant, one of the most modern in the Volkswagen Group worldwide, has a high level of
vertical integration.

Today, Volkswagen Group India has about 5,000 employees working at its various locations in
India. Over 3,500 employees work at the Pune plant with about 1,000 employees dedicated to the
Aurangabad plant and around 300 people employed at the National Group Sales Office in Mumbai.

The Volkswagen Pune Plant.

The Volkswagen plant in Chakan occupies a total area of over 2.3 million square metres (575
acres), with buildings covering about 1,15,000 square metres.

A workforce of over 3,500 people was engaged in building it during its peak construction stages.
The plant was built in a record time of 17 months, with an investment commitment of INR 3,800
Crores (580 million Euros) by Volkswagen India Private Limited. It is the largest investment by a
German company to date in the growing Indian market.

Production

The plant has a production capacity of 130,000 vehicles a year, which in capacity was maximised
in 2011. The construction of the plant commenced in 2007.
The Honourable Governor of Maharashtra, His Excellency Shri. S. C. Jamir and Prof. Dr. Jochem
Heizmann, officially inaugurated the new plant on March 31, 2009, in the presence of nearly 500
international guests.
The Pune plant is one of the most modern in the Volkswagen Group. It has a high level of vertical
integration and a large share of local suppliers. The facility is the only production plant operated
by a German automaker in India that covers the entire production process, from press shop through
body shop and paint shop to final assembly.

The facility uses futuristically designed state-of-the-art equipment. For example, the body shop
uses the Diode Laser Brazing (DLB) technology, whereas the Roof & Side Framer laser
technology is used for welding the roof to the body of the car. The facility is also one of the few
environment-friendly manufacturing plants around the area. For instance, the exhaust of the paint
shop is re-burnt and the resultant heat and energy is reused.

The Volkswagen plant can now be toured in person all year long. People can experience German
engineering and witness its state-of-the-art facilities first-hand. If you wish to view the Volkswagen
assembly line in person.

FOCUS AREA: PRODUCTION MANAGEMENT

Production Management today is over 200 years old since the days of Adam Smith. Lot of changes
have taken place. The industry today has well planned layouts, material handling equipment, vast
building to accommodate manufacturing facilities and trained manpower.
Manufacturing activity is organized into line of production. The industry today is well informed. It
has better knowledge of material, machines and labour. A number of training institute are there in
the country to impart training to workers. Besides change in technology, there has been
tremendous growth of techniques and knowledge. Today, production man is required to know
commerce, economics and technology. Production management thus includes all this.
Production Management is the process of planning, organizing, directing and controlling the
activities of the production function. Production function is the conversion of raw materials into
finished products. In a broader sense, production management is concerned with coordinating of
men, machine, material, money and methods of production goods. The inputs to the production
system are raw materials, parts, consumables, energy, engineering details, production schedules,
information technology, capital or management and output are the produced goods, transported
goods, delivered messages, cure patients, serviced customers.

OBJECTIVES OF PRODUCTION MANAGEMENT:

Effectiveness: Producing the right kind of goods and services that satisfy customers needs.
Efficiency: Maximizing output of goods and services with minimum resource inputs.
Quality: Ensuring that goods and services produced conform to pre-set quality specifications.
Lead Time: Minimizing throughput time, the time that elapses in the conversion period, by
reducing delays, waiting time and idle time.
Capacity: Maximizing utilization of manpower, machines.
TYPES OF PRODUCTION SYSTEMS:
Intermittent Production system:
Project production - Project Production is characterized by complex sets of activities that must
be performed in a particular order within the given period and within the estimated expenditure.
Where output of a project is a product, such products are generally characterized by immobility
during transformation. Operations of such products are carried out in Fixed position assembly
type of layout which can be observed in production of ships, locomotive and aircraft, construction
of roads, buildings, etc.
Jobbing production - Jobbing Production is characterized by the manufacture of one or few
members of a single product designed and manufactured strictly to consumers specifications,
within specifications, the given period and within the price fixed prior to contract. Some typical
examples of industries engaged in jobbing production are: general repair shop; special purpose
machine tool manufactures; workshops to manufacture jigs and fixtures for other units.
Batch production - Batch production is characterized by the manufacture of a limited number of
a product (but many such quantities of different products) produced at regular intervals and
stocked in warehouses as finished goods (or finished parts) awaiting sales (or withdrawal ) Typical
examples of batch production are: process industries such as pharmaceuticals, paints, chemicals,
medium and heavy motor vehicles, internal combustion engines; manufacturing and assembly
shops such as machine tools; subcontractors which take on machining of batches of components to
the drawing of a large manufacturer etc.
Continuous production system -
Mass & flow production - Mass as well as flow production is characterized by the manufacture
of a several number of a standard product produced and stocked in the warehouses as finished
goods awaiting sales. The goods under mass production are manufactured either at a single
operation or a series of operation on one machine. And goods under flow production are
manufactured by a series of operations on different machines.
Process production - Process production is characterized by the manufacture of a single
products produced and stocked in the warehouses awaiting sales. The flexibility of such
plants is almost zero as only one type product can be produced in such plants. Typical examples of
such plants are sugar, steel, cement, paper coke, refineries, etc.

PLANT LAYOUT:
Plant layout is the disposition of the various facilities and services of the plant within the area of
the site selected previously. The work of plant layout begins with the location of the work canters.
Plant layout thus involves determination of space requirement for the facilities and arranging them
in a manner that ensure steady flow of production with minimum overall cost.
According to Moore Plant layout is the plan of or the act of planning, an optimum arrangement of
facilities, including personnel, operating equipment, storage space, materials handling equipment
and all other supporting services along with the design of the best structure to contain these
facilities. Since a layout once made can be changed/modified only at the considerable cost and
disruption of production, plant layout decisions are strategic decisions. A good layout results in
comforts, convenience, appearance, safety, efficiency and profile while a poor layout causes
congestion, disruption in material flow, unnecessary material handling, more scrap and rework,
higher throughput time, wasted movements, frustration and inefficiency.

TYPES OF PLANT LAYOUT:

Process or Functional layout - Process layout also called layout by function is generally
associated with batch production. The factory is divided into process units (or departments), and
within this process units (or departments) all similar facilities are grouped together.
Processes, for example, are kept at one place; milling machines are placed at another place; drilling
machines are kept at third place; gear cutting machines are located at fourth place; and so on and
so forth.
Product or Line layout - Product layout is also called layout by sequence. The layout of
plant, shape and size of its buildings, location of services and storage yards, position of materials
handling equipment is such that materials flows unidirectional and at the steady
rate. Special purpose machinery and equipments with build in controls to measure output and
input are employed. The equipment, if necessary, is duplicated to avoid backtracking and to ensure
that materials always flow in the forward direction toward stage of completion.
Project or Fixed Position Layout - Project type of industries such as manufacturers of aero
planes, ships, locomotives, large turbines, heavy machinery, pressure vessels and others which
involve heavy materials and sub-assemblies have this type of layout. The heavy materials,
components or sub-assemblies, under this layout remain fixed at one place. Men, machines and
tools are brought to the location to complete the job. Minor components and sub-assemblies are
also brought to the Site for assembly.

OBSERVATIONS:
Our visit to VOLKSWAGEN was conducted to show us the production plant as our industrial
exposure tour. Our guide Mr. Chaitanya Hable who was the assistance manager of the
communication department conveyed us precisely about the production process of the cars. We
were provided with headsets inside the plant to make ourselves audible to the utterance of Mr.
Hable.

Type of plant layout:-Product based layout (Line)

Type of manufacturing process:-Continuous type of production, followed by Mass production

Manufacturing process:- In Volkswagen 40% of the production is automated (mechanical) and

rest 60% is carried on by workers and employees.

STAGE 1: BODY SHOP

The cars go to the body shop where the outer body is assembled in different assemblies in
accordance to the car models. KUKA robots are used in welding process. There are 96 such
robots at present in the plant which are imported from Germany. Roller part blue powder coating is
applied on the body of the car so that the metal does not catch rust or scratches. Diode laser
brazing welding is used to attach the roof to the body as it improves the aesthetics of the joint.
Safety pads are attached on pivot areas of the car body as they take the external pressure in case of
accidents. In order to guarantee, the safety of passengers, systematic laboratory tests are
performed. At the floor panel line, the basis of the car is produced. At this stage automated welding
operations are performed, powder actuated fasteners are installed for casing. Then the side walls
area are connected and internal and external body paneling on both sides of the side walls is
carried out at robotized stations. Then, at body shell welding line which joins the floor panel with
the side parts and roof which gives the final shape of the car. Finally, in the process of car body
production, where mudguards, bonnet, doors are mounted but a minimum tolerance of gaps are
kept.

STAGE 2: PAINT SHOP

The second shop is the paint shop where we were not allowed entry because it is confidentially for
the trained workers. The workers compulsory need to wear the suit in which every part of their
body is covered. A primer coat is applied on the body. The car body is submerged in huge tanks
where first layer of paint is applied. The next process is coarse and fine sealing of all welds and
places where sheet metal is joined together. In this stage, 4 robots apply a protective layer on the
bottom of the car body. It then goes under a laser welding process in an assembly check point then
to shower room where the car is given a bath 13 times at 360 degrees. Further layers of paint are
applied on car body. Then the car body is baked in such as a color is given amongst 10 of colors
are brought from Asian paints. The car is washed in water then is checked for the paint coating
thickness. The final stage of the painting process is preservation of internal surfaces during which
pressurized liquid wax is sprayed through special nozzles. Then the car is transported on the plant
internal conveyor lines to assembly hall.
STAGE 3: ASSEMBLY
The third shop is the assembly area. The internal equipment of the vehicle is installed, glaring is
glued. Before fixing the cockpit the doors are removed and after fixation they are attached again.
After which the glass is fitted to its body. In this area, located out of the main assembly line, the
heart of vehicle that is motor transmission (gear box) and other components recombined into the
transmission system after that wheel alignment is done which is termed as the chassis
marriage. It hardly takes a couple of seconds to do this fixation. For safety purposes, there is an
alarm which is kept near every work station. If the worker rings the alarm, the assembly line stops
moving and the floor head comes and the checks for the delay or error.
STAGE 4: FINAL INSPECTION
The final step is inspection that is checking the car in a special simulation of car ride on special
rollers, which enable checking functions of all car subassemblies and ride parameters, as during
the test drive hundred percent check for possible noises-the car is driven on a specially prepared
sections of roads with different pavement, where the controller is able to trap any noises. The
vehicle, prepared and checked as described, gets a permission to leave the factory and may be
transferred to external customers through authorized dealers.
SAFETY MEASURES-
These are few of the safety measures adopted by the company: Fencing of Machinery, Work on or
near Machinery in Motion, NO Employment of Young Persons on Dangerous Machines, Casing of
Self-acting Machine New Machinery, Hoists and Lifts, Protection of Eyes from Explosive or
Inflammable Dust, Gas etc.
/
The motto of Volkswagen is automation and ,man work. With 80% automation done in Germany
and 20% man work
For the first time in India, Volkswagen introduced Diode laser weilding for its cars, which is a
unique melted copper wire for wielding the roof of the car body. Its aims at increasing the rigidity
which in turn results in efficient car speed. 3 factors are very important for Volkswagen namely-
Quality
Precision
Technology
In India, Volkswagen has 120 suppliers for spare parts from northern and southern India.
Volkswagen follows JUST IN TIME concept which is performed by logistics department.
There 100 stations at the Volkswagen Chakan plant, every 2 minutes one car is rolled out.
Therefore, total 210 cars are rolled out in a day.

CORPORATE SOCIAL RESPONSIBILITY:-

All activities relating to CSR and sustainability within the Volkswagen Group are coordinated by
the CSR office. The team based at this office has been tasked with strategically aligning CSR
activities and optimizing sustainability management throughout the Group. This office reports to
the CSR steering committee, which includes representatives from all central Group departments
and the Group Works Council. The steering committee comes together in order to create links
between the internal units and to bolster exchange processes between the specialist departments.
An interdisciplinary CSR project team meets regularly to deal with current topics. The launch of a
pilot scheme to test an IT-based CSR KPI system in 2009 marked an important step in efforts to
improve the efficiency and transparency of management activities. This system will be gradually
expanded and developed further over the next few years.

CONCLUSION

It was a very knowledgeable and exciting experience for all of us to get to visit Volkswagen plant
in Chakan to get to know how an automobile company operates. We also saw that the company
complies with its international standards and is well known for its efficient management and safety
methods.

WORLD TRADE CENTER

(WTC)
 ABOUT:-

WE GROW TRADE
The World Trade Centers Association stimulates trade and investment opportunities for
commercial property developers, economic development agencies, and international businesses
looking to connect globally and prosper locally.

Our association serves as an 'international ecosystem' of global connections, iconic properties, and
integrated trade services under the umbrella of a prestigious brand.

VISION
To become the worlds trusted global brand for international business connections and trade
through our proprietary network of branded properties and integrated trade services.

MISSION
To expand the reach and increase the quality of our global WTCA network.

O U R VAL U E S
SERVICE-ORIENTED: We continuously seek to better understand member needs and
offer solutions that deliver value and create long-term relationships.
 RESPONSIVE: We strive for efficient and meaningful interaction.
COLLABORATIVE: We work together to create an enriching culture built on trust and
respect.
INNOVATIVE: We are strategic, entrepreneurial, and forward-thinking.
ETHICAL: We conduct our affairs with integrity and transparency.
CULTURALLY DIVERSE: We create a culture that fosters creativity, productivity and
mutual appreciation.

World Trade Centre Mumbai

Think Business Think WTC Mumbai! World Trade Centre Mumbai opens doors to leading
opportunities in international markets by serving as a guide on market trends. The Centre
facilitates in strategizing business goals, branding and developing an effective long term
partnership. WTC Mumbai has build strong bridges of communication with diplomatic missions,
business leaders, bankers, academicians and key government agencies and policy makers. WTC
Mumbai believes in inclusive engagement for effective promotion of trade and investment in the
country.
PERSON ADDRESED: Mr. Vivek Sonawane.

WTC Mumbais Goals

WTC Mumbai has emerged as a forerunner in promoting international trade and development.
WTC Mumbai promotes International trade and Investment through an array of services and
facilities. The Centre integrates Indian businesses and international counterparts on a single
platform through one to one business networking empowering the business community with skills,
rich resources and talent.
WTC Mumbai believes in building a community that facilitates international trade. The services
offered by the Centre include trade research, trade facilitation programs, educative programs and
an international library which benefit every segment of the society drawing together professionals,
exporters, importers, research institutes, government agencies, etc. The Centre intends to initiate
online educational courses shortly. WTC Mumbai is also authorized to issue Certificate of Origin.
WTC Mumbai stands tall as an iconic building in the heart of the city in Mumbai, the commercial
capital of India. On the facilities front the Centre is equipped with the only Air conditioned
Exhibition Centre in the city along with business meeting rooms, cabin spaces, desk spaces and
office spaces in the 32 storey building of the Centre 1 complex. The Centre 2 of the WTC complex
is leased to the IDBI. The Arcade in the WTC Complex is home to shopping malls, fine dining
restaurants, state emporiums, etc. Over 10,000 people visit the WTC Complex on a daily basis.
During exhibitions nearly 15,000 to 20,000 people visit the Centre.
WTC Mumbais Beliefs
WTC Mumbai opens windows of opportunity that helps society stay informed and responsive
delivering high quality programmes, services and facilities to meet the needs of our members
through:
Matching local needs to global resources
Opening new avenues for market growth
Serving as a gateway for interaction amongst the government, private sector and
international business community
Focus on being responsive and agile resource for technology development
Preparing the workforce to meet challenges of today and tomorrow

Vision

To be Indias preferred resource for international trade development.

Mission

Prosperity through Trade and Investment

WTC Mumbai endeavors to integrate India with the globe by promoting international trade
and investment
WTC Mumbai is affiliated to the World Trade Centers Association
WTC Mumbai is an integral part of the unparalled network of 300 WTCs in 100 countries
connecting over 1 million businesses globally
WTC Mumbai is tripartite partnership of the Government of India, State Government of
Maharashtra and Private enterprises
The services and facilities offered by WTC Mumbai include knowledge based services,
infrastructural facilities, trade promotion activities and education
Council of Management

Mr. Kamal M. Morarka

Chairman

Mr. Vijay G. Kalantri

Vice-Chairman

Capt. Somesh Batra

Vice-Chairman

Mr. Sharad P. Upasani

Vice-Chairman
 SPECIALIZING IN

Business Services
Conference Facilities
Exhibit Facilities/Services
Group Trade Missions
Tenant Services
Trade Education
Trade Information

Certified in this category

Certified Best Practices in this category

F AC I L I T I E S & S E R V I C E S
With a view to create business linkages, the Center receives trade missions and leads business
delegations to key global markets with the prime objective to promote international trade.

FACILITIES

Conference / Exhibition Center

Hotel
Office Building / Tower
Seminar / Meeting Rooms
Temporary Office Space
Auditorium
Restaurant
TRADE SERVICES

Group Trade Mission

Trade Information / Market Research
Trade Counseling
Referrals
Education & Knowledge Creation
Event Management
Business Management & Professional Services
FOCUS AREA: ROLE AND FUNCTIONS OF WTC
To be Indias preferred resource for international trade development.
Mission
Prosperity through Trade and Investment

WTC Mumbai endeavors to integrate India with the globe by promoting international trade and
investment
WTC Mumbai is affiliated to the World Trade Centers Association
WTC Mumbai is an integral part of the unparalled network of 300 WTCs in 100 countries
connecting over 1 million businesses globally
WTC Mumbai is tripartite partnership of the Government of India, State Government of
Maharashtra and Private enterprises
The services and facilities offered by WTC Mumbai include knowledge based services,
infrastructural facilities, trade promotion activities and education

EXPORT PROMOTION
AND THE WTC

Starting with the General Agreement on Tariffs and Trade (GATT) in 1947, successive rounds of
multilateral negotiations have brought increasing trade liberalization, mainly by lowering tariff
levels around the world. Domestic industries that were previously protected by high tariffs face
growing international competition and the struggle for foreign markets has intensified. In an
increasingly competitive world, it is crucial, particularly for developing countries, to know what
types of instruments to encourage exports are
available, or might be available, under existing international trade rules.

Since subsidies can distort international free trade, they are regulated by World Trade Organization
(WTO) agreements and are only permitted under very limited and strict conditions. Rules on
subsidies were first laid down in the GATT and then further developed for industrial goods in the
Agreement on Subsidies and Countervailing
Measures (ASCM) and for agricultural products in the Agreement on Agriculture (AoA). Both
agreements, which are part of treaties setting up the WTO in 1995, provide some specific rules
applicable only to developing countries. The latter are known as special and differential treatment.
The purpose of this book is to examine the export promotion schemes that are consistent with
international rules on subsidies, and which developing countries use or may use. We will examine
the rules included in the ASCM on subsidies for non-primary or industrial products, and those in
the AoA covering certain primary or agricultural products. We will then look at the types of export
promotion schemes that are most frequently used, and analyze concrete examples of schemes in
place in certain developing countries.
OBSERVATION:-

ROLE OF WTC IN EXPROTS

Free trade zones and other schemes
For many countries, providing trade liberalization on a national scale is not possible in both the
short and medium term. Instead, they often opt for an intermediary step and pursue liberalization
of trade and investment in geographically delineated economic areas, such as export processing
zones, special industrial zones, or free trade zones. Governments using, or considering using, these
Special Economic Zones (SEZ) (also known Export Promotion Zones EPZ), must, however,
abide by WTO rules, particularly those regarding subsidies, as well as give careful consideration to
their economic feasibility. The following section gives a snapshot of benefits that enterprises
established in SEZs receive.
A free trade zone, or free zone, may be defined as follows:
The common feature of these schemes is that they all offer a range of benefits to the companies
making use of them. These benefits vary from country to country and even within the same
country, from one free zone to another.

While each country defines its own objectives for such schemes, they quite often involve the
following:
Increase exports;
Attract foreign capital, achieve accrued capital;
Introduce new technology, especially in the industrial field;
Provide employment opportunities, generate a substantial skill surge.
Free zones, and similar schemes, have therefore become popular tools to promote exports,
especially in developing countries. This is particularly the case for countries in which import tariffs
are, or have been, high. Companies operatingof
Services of WTC are needed to faster the exports from our country.
Physical and non physical
Three ways in which WTC helps in exports :
1.Trade research stats of company
2.Trade promotion
3.Trade education
On the basis of reciprosity companies exchange data with each other..
WTC has internal contracts directory of 70 trade information.
LOCATION
World Trade Centre Complex Cuffe Parade
Mumbai, Maharashtra 400 005
India
+ 91.22.66387272
+ 91.22.22180823 / 8385
www.wtcmumbai.org
A leading company in the field of solid waste management,with advanced technology in
composting.
FOODIE converts organic waste into compost in 24 hrs & solves your waste problem completely.

PERSON CONTACTED: Miss. Nishi & Mr. Alvert.

ABOUT:-
Our motto being SAVING THE PLANET we care about the future of our earth and wish to
encourage people to stop dumping waste and rather process it in the right manner. We wish to open
up a Green Environment Era with the help of our unique and special product which we proudly
introduce as the 'FOODIE'.
Ecoman Enviro Solutions Private Limited is a leading company in the field of Solid Waste
Management with advanced technology of composting. Since its establishment in 2009, Ecoman
has been making great contribution in the development of decentralized solid waste management.
The 'FOODIE' is a fully automatic and highly compact composting machine which processes all
kinds of organic waste into compost within 24 hours. We thus endeavor to create social awareness
and imbibe the benefits of rightly treating organic waste in the minds of our customers and people
around the world at large.
Every 'FOODIE' purchased by our customers around the world, is a huge step towards
contributing to a 'Clean & Green Planet'. Our efforts are just not complete without the co-operation
of any of our valuable customers. By developing into a world leader in waste management
industry, Ecoman aims at providing complete 'Environment and Waste management Solutions' to
its customers with unparalleled standards under one roof. We are committed to offer our customers
world class products and services with distinctive quality and innovation. With constant endeavor
of realizing a beautiful green world, where nature and people exist in harmony, we will do our best
in putting the interest of our CUSTOMERS FIRST.

Our manufacturing company, has acquired ISO 9001 & ISO 14001 certification, and also hold
the CE certificate (Conformity to Europoean standards) for our composting machine 'Foodie'.
FOCUS AREA: GREEN MARKETING
Green marketing is the marketing of products that are presumed to be environmentally preferable
to others. Thus green marketing incorporates a broad range of activities, including product
modification, changes to the production process, sustainable packaging, as well as modifying
advertising. Yet defining green marketing is not a simple task where several meanings intersect and
contradict each other; an example of this will be the existence of varying social, environmental and
retail definitions attached to this term. Other similar terms used are environmental
marketing and ecological marketing.
Green, environmental and eco-marketing are part of the new marketing approaches which do not
just refocus, adjust or enhance existing marketing thinking and practice, but seek to challenge
those approaches and provide a substantially different perspective. In more detail green,
environmental and eco-marketing belong to the group of approaches which seek to address the
lack of fit between marketing as it is currently practiced and the ecological and social realities of
the wider marketing environment.
The legal implications of marketing claims call for caution. Misleading or overstated claims can
lead to regulatory or civil challenges. In the United States, the Federal Trade Commission provides
some guidance on environmental marketing claims. This Commission is expected to do an overall
review of this guidance, and the legal standards it contains, in 2011.
A model green marketing mix contains four "P's":

Product: A producer should offer ecological products which not only must not contaminate
the environment but should protect it and even liquidate existing environmental damages.
Price: Prices for such products may be a little higher than conventional alternatives. But
target groups like for example LOHAS are willing to pay extra for green products.
Place: A distribution logistics is of crucial importance; main focus is on ecological
packaging. Marketing local and seasonal products e.g. vegetables from regional farms is more
easy to be marketed green than products imported.
Promotion: A communication with the market should put stress on environmental aspects,
for example that the company possesses a CP certificate or is ISO 14000 certified. This may be
publicized to improve a firms image. Furthermore, the fact that a company spends
expenditures on environmental protection should be advertised. Third, sponsoring the natural
environment is also very important. And last but not least, ecological products will probably
require special sales promotions.
OBSERVATIONS:-

Operation related:
Fully automatic and highly compact in size.
Processes all types of organic waste like curry, roti, bread, egg-shells, chicken bones, fish, fish
bones, fruits, fruit peels, vegetables, vegetable peels,left-overs of kitchen waste etc.
85-90% volume reduction of organic waste into high quality compost.
Removal of compost only once in 10-15 days.
No addition of any microorganisms or anything else for composting ever.

Life-Enhancing:
High quality composting tank that makes it very durable.
High quality shaft and blades. High quality exterior panels.
For Users safety:
Overload function - Machine comes to a halt in case of overload.
Indicators are provided for power, heater, overload and power saving mode.
Internal mixing blades automatically stop when waste input door or compost removal door is
opened

Contribution to Environment:
Satisfies the 3R principle - Reduce waste at source, Recycles waste into compost and Reuse of
compost for plants, garden and farming.
Completes ecological loop - Food goes back to the soil from where it comes.
Savings in costs of collection, transportation & disposal of waste.
Helps in creating zero garbage cities.
Preserves landfills space.
Protects Environment, Protects Economy.
Reduces water pollution.
Protects wildlife.
Last but not the least, prevents global warming.
WHAT CAN BE COMPOSTED ?

Compostable Organic Waste:-

Non-Compostable (prohibited) Waste Material:-

HOW FOODIE WORKS ?
FOODIE uses special microorganisms to decompose all kinds of organic waste into compost
within 24 hrs with a volume reduction of 85-90%. The entire process is natural and biological.
Ecoman's 'FOODIE' is a fully automatic and highly compact composting machine which uses
special microorganisms to break down and decompose all kinds of organic waste into compost
within 24 hrs with a volume reduction of 85-90%. The entire process is natural and biological. Our
special microorganisms thrive in high temperature and are effective even in high acidic or salty
conditions. The 'FOODIE' has a U-shaped composting tank, with a humidity sensor, heater, mixing
blades and an exhaust system.
When organic waste is added to it, moisture is sensed by the humidity sensor, due to which the
heater turns ON and the composting tank gets heated. Due to this, the water content in the organic
waste is evaporated and it goes out to the atmosphere as water vapor through the exhaust system.
As any organic waste contains 70-80% water content, we achieve 70-80% volume reduction at this
stage itself.
At the same time, our special microorganisms then decompose the organic waste into compost,
and this happens within 24 hours. That's how we achieve 85-90% volume reduction. The process is
completely noiseless as there is no crushing or grinding involved. The blades are just for evenly
mixing the waste.
FOODIE CLIENTS:
Conclusion:

Manufacturing of FOODIE machines.

There are machines depending on the amount of waste like for waste upto 25kg there is a machine
which is the smallest machine to decompose waste.
The waste is put into the machines and in 24 hours the waste is decomposed and becomes manure.
The decomposed manure can be used as a fertilizer for growing food products like:
Vegetables
Fruits
They are the only manufacturers of decomposing machines in pune.
They recently exported machines to dubai.
They provide their machines to the government on subsidized rates
Their machines are used by Hospitals , hotels , individuals , factories etc

CONTACT:-
Head Office :
Ecoman Enviro Solutions Pvt. Ltd.
Gat No. 189, Behind Jyotiba Temple, Jyotiba Nagar, Bhalekar Chowk, Talawade,
Maharashtra, INDIA.
Phone : +91-20-32535122
+91-77209-99222

Email : inquiries@ecomanenviro.com
 BIBLOGRAPHY

http://www.annahazare.org/

http://www.volkswagen.co.in/

http://www.wtcmumbai.org/

http://www.ecomanenviro.com/