PRESENTATION

ON

Submitted to: Submitted by:

Miss AFREEN EKSAMBI Alekha Mittal

(Class coordinator) F.Y.BBI

Roll no. : 30

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TITLE

About Company

Company profile. Research and Development. Other information.

Management Of Company

Organizational Structure.I. Definition.II. Consideration.III. Types Of Structure.IV. Organizational Structure of the

Company.

Staffing, Training and DevelopmentI. Recruitment.II. Selection.III. Training and development.

Conclusion

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COMPANY PROFILE

Named after the Greek Sun God, Apollo, the company Apollo Tyres has created a niche for

itself in the Indian tyre market. After three decades of consistent growth, today it is the premier

tyre manufacturing company of India.

The history of the company dates back to the early 70s. In 1972, license was obtained by Mr

Mathew T Marattukalam, Jacob Thomas and his associates. The company was taken over by

Dr. Raunaq Singh and his associates in 1974. The implementation of the tyre project took place

in 1976 in Perambra (Kerala). In 1977 commercial production began with an installed capacity

of 420,000 each of tyres and tubes.

The Research and Development of Apollo Tyres took place at Perambra in Cochin and later it

had grown to a substantial height and stature at its present location at Limda, Baroda. All the

activities in the R&D center are extensively supported by a series of highly sophisticated

equipment that help the research scientists develop products as per customers' specific

requirements. The centers have the facilities and expertise for the following:

Development of compounds for improved performance

Raw material development

Analytical research

Reverse engineering

Advanced design using CAD

FEA modeling of tyres

Simulation testing of the designed product

Product validity & reliability studies

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Company Backgrounds

Industry Name Tyres & Tubes

House Name Raunaq Group

Year Of Incorporation 1972

Listings & its codes NSE: APOLLOTYRE; BSE: 500877

Head Office7 Institutional Area, Sector-32Gurgaon Haryana - 122001, India Tel.:             +(91)-(124)-2383002       to 18

Registered Office6th Floor, Cherupushpam Bldg.Shanmugham Road, Cochin-682031 (Kerala)Tel.:             +(91)-(484)-2381902      , 2381903, 2380720

Website www.apollotyres.com

Research and Development.

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The state-of-the-art Research & Development Centre had its birth at Perambra, Cochinand later

on, it has grown to a substantial height and stature at its present location at Limda, Baroda.

From the hour of inception, its goal has been to foster development and promote the evolution

of new technologies in the field of Tyre Science & Technology .Recently company has tie ups

with IIT’s & IIM’s for rubber Technologies.

All the activities of the centre are extensively supported by a series of highly sophisticated

equipment which help the research scientists develop products as per customer’s specific

requirements.

We have facilities and expertise for:

Development of compounds for improved performance

Raw material development

Analytical research

Reverse engineering

Advanced design using CAD

FEA modeling of tyres

Simulation testing of the designed product

Product validity & reliability studies

The different activities of the centre are being executed by a pool of specialists from the arena of

Polymer Science, Rubber Technology, Inorganic & Organic Chemistry, Textile Technology,

Physics and Mathematics. Through a synergistic blend of knowledge, experience and hard work,

this multidisciplinary team of scientists are devoted to lead the organization towards an

outstanding level of success. Currently, the centre is aiming for further growth and is exploring

unchartered areas of research in the field of Tyre Technology that will provide Apollo Tyres the

edge in today's ultra-competitive global market scenario.

Other Information

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Departments:

Distribution department.

Finance department.

H.R. department.

Sales and administration along with marketing and sales.

Recruitment & Incentive policy:

Recruitment is done by the departments heads of the respective departments and the final

recruitment is done by the honorable chairman and managing director Mr.Onkar S

Kanwar

Company Business.

Company’s turnover is about FY11 Rs 88.6 billion.

Its manufacturing capacity :

Acquired Entities.

In May 2009, Apollo acquired Apollo Vredestein BV (originally Vredestein Banden

BV) in the Netherlands. In April 2006, Apollo Tyres acquired Apollo Tyres South Africa

(Pty) Ltd (originally Dunlop Tyres International (Pty) Ltd), manufacturer of tyres across

automotive segments, brand rights to 32 African countries, 3-tyre manufacturing units

and a retreading unit in South Africa and Zimbabwe.

Brands.

Apollo, Dunlop (32 countries in Africa) and Vredestein are the 3 key brands. Others

are Regal and Kaizen (truck-bus tyres), Maloya (passenger car) DuraTyres (retreaded

tyres), DuraTread (retreading material) and Acelere Wheelz (alloy wheels for passenger

cars).

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DUNLOP TYRES

VREDESTEIN TYRES

APOLLO TYRES

ACELERE WHEELZ (alloy wheels for

passenger’s car)

MALOYA (passenger cars)

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Manpower Requirement.

Approximately 16,000 employees based across India, Europe and Southern Africa.

Manufacturing Facilities. Apollo’s largest unit is in Limda, in the western Indian state of Gujarat.

Two other units are located in the southern Indian rubber-producing state of Kerala, and the recent future ready facility is near Chennai, Tamil Nadu. These 4 together have a combined production of around 957 metric tonnes a day in India. In South Africa, the Ladysmith and Durban facilities account for a combined production of around 163 metric tonnes, and the Enschede plant in the Netherlands adds another 158 metric tonnes. Taking current production to around 1278 metric tonnes a day.

Limda, Baroda, Gujarat Perambra, Cochin, Kerala(in operation since1991) ( in operation since 1977

Key Markets Of Operations: India is the largest market accounting for 62% of revenues, Europe 25%and South Africa 13%, exporting to 70+ countries from India, Europe and South Africa.

Sales Channel: In each of the domestic markets the company operates through a vast network ofbranded, exclusive and multi-product outlets.

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Organizational StructureDefinition: Organizational Structure can be defined as “Network of job positions, responsibilities and authority at different levels”.It can also be defined as a framework within which managerial and operational tasks are performed. It specifies the relations between people, work and resources.

ConsiderationsThe considerations to be kept in mind while framing the organizational structure are:

1. Job design : Designing of job means defining the contents of jobs as far as possible expected results of job must be defined along with the job.

2. Departmentation : After the division of work into jobs, the jobs are expected to form departments. Departmentation provides specialization.

3. Span of Management : Span of management means how many subordinates can work under one superior.

4. Delegation Of Authority : Delegation of authority means sharing of authority between the managers and subordinates.

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Types Of StructureA. Line Organization Structure (Military or Scalar Organization)

B. Functional Organization Structure.C. Line & staff Organization Structure.D. Committee Organization Structure.E. Matrix Organization Structure.

A. Line Organization structure : It also known as military or scalar organization. It is oldest and simplest form of internal organization. In line organization, the line of authority moves directly from the top-level to the lowest level in step by step manner.

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CHIEF EXECUTIVE OFFICER.

PLANT MANAGER.

FOREMAN

FOREMAN

PLANT MANAGER.

FOREMAN

B. Functional structure : When the activies of jobs are grouped keeping in mind the functions or the jobs then it is called functional structure.

C. Committee Organization : It is adopted along with line and staff organizations. It is not a separate form of organization but a supplement to existing organization structure. It involves formation of small committees of line or staff executives for quick and coordinated decisions through collective thinking.

D. Matrix Organization : In matrix organization, two complementary organizations, i.e the project organization and functional organization are linked together in order to create a matrix organization.

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BOARD OF DIRECTORS

MANAGING DIRECTORPRODUCTION1.PROCESSING

2.QUALITY CONTROL3.REPAIR MAINTENANCE

MARKETING1.ADVERTISING

2.SALES3.CUSTOMER SERVICE

4. RESEARCH.

PURCHASE OF1.RAW MATERIALS.

2. RECORD OF PURCHASE.FINANCE

1. CAPITAL STRUCTURE.2.FINANCIAL PLANNING.

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CHIEF EXECUTIVE

Marketing manager

Project manager Finance manager

Research & Development manager

HRD manager

Marketing group

Finance group R & D group HRD group

Organizational Structure of Apollo Tyres.

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StaffingIn the words of Koontz and Ondennet “The managerial function of staffing involves the

organizational structure through proper and effective selection, appraisal and development

of personnel to fill the roles designed to the structure”.

Staffing refers to “finding the right person for the right job having the right qualification,

doing the right job at the right time”.

Elements of Staffing:

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Recuritment + Selectio

n

Training

STAFFING

Recruitment:Recruitment means inducing or attracting more and more candidates to apply for vacant

positions in the organizations.

Usually Apollo tyres ltd. meet its manpower requirements from outside the organization

by advertising about the vacant job positions in local newspaper or through campus

recruitment. They have also updated website http://www.apollotyres.com/cor_ourcompany.htm

through which job seekers can have required recruitment details.

(recruitment process in Apollo tyres ltd)

SelectionMeaning: Selection is defined as the process of differentiating between

applicants in order to identify (and hire) those with a greater likelihood of

success in a job. Selection is basically picking an applicant from (a pool

of applicants) who has the appropriate qualification and competency to do

the job. The difference between recruitment and selection:

Recruitment is identifying n encouraging prospective employees to apply

for a job. And Selection is selecting the right candidate from the pool of

applicants

Selection process starts where recruitment ends.

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Selection Process:

Selection is a long process, commencing from the preliminary interview of the

applicants and ending with the contract of employment.

The following chart would give you idea about the selection process:

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SELECTION PROCESS OF APOLLO TYRES:

If we see the steps follow by the INFOSYS during selection process then it is found that the

selection steps are as below shown by the diagram 

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Regarding Filling the Application Form:

They will ask to Fill an Application Form before the commencement of the Examination

which consists of 4 pages and regarding our personal details, like-Date, Place of Birth

- Blood Group

- Allergies

- Last Major illness / Surgery with specific date

- Eye Vision

- Parent's Details

- Passport Details (If not having, no problem)

-Educational Details along with % (from SSC to PG)

- Languages Known

- Previous Working Details (If Experienced)

- Two Reference's Addresses & Details like Email, Ph no.

(can give our HOD's or lecturers Details) for the Verification purpose

- Two Infosys employees details (if known anybody)

- Whether appeared for Infosys or Progeon (Sister concern

of Infosys) previously

- Educational Achievements like Scholarships, prizes

- Extra currical Activities & Achievements

Regarding the Exam Pattern:

The Exam is for 1 1/2 Hours, in which 1 Hour is given for 10 Puzzles to solve, and

theRemaining 1/2 an Hour is given to answer 45 Simple English Grammar Questions. InEnglish

It'll be Quite Easy questions

Regarding Interview:

The Interview is of Purely HR Based. There will be Two Persons. One Younger and One

Elder. Younger One make to keep us cool, where as Elder one fire the Questions on us, that

too HR Questions.

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The Questions are as Follows: -

Tell me about yourself?

What are Ur Strengths and Weakness?

Explain Ur Project in Clay men Words and Do U tested it or not

why do you want to join in Infosys? What does u know about us?

Why should we hire you? What can u do for us if you are selected?

What are your strengths and Weakness?

What's the time you faced a lot of trouble in your life and how you solved it?

And some more questions like this,

And questions based on your Interests and Hobbies.

They stress mainly on your hobbies, so be careful in answering to those questions

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TRAINING &DEVELOPMENT:Training: “ It refers to equipping the employees with the required skills to perforb the

job. The candidates are sent training so that they can perform the job in the expected

manner”.

Methods of training

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On th job Training

1.Apprenticeship programme2.Job rotation.

3.Internship4.coaching

TRAINING &DEVELOPMENT IN

APOLLO TYRES LTD.Culture of Performance

An online, matrix-driven performance management system called PACE or Performance

And Career Enhancement, allows for objective goal-setting and performance evaluation.

Quarterly appraisals and bonus payouts, in accordance with corporate and individual

achievements, ensures a tracking of each individual's performance and training need-

fulfilment over a career span at Apollo Tyres. PACE provides greater objectivity in

measuring performance by providing metrics for tracking the performance, growth and

potential of each individual. Annually, the basket of competencies at each level are

evaluated along with the performance evaluation.

Culture of Constant Learning

All training programmes are consolidated under the Apollo Laureate Academy. In

collaboration with leading institutes like the Indian Institutes of Management,

Management Development Institute, IMD, Dale Carnegie Training and knowledge

partners like Mercer and Thomas Profiling, domain-specific training needs are identified

and programmes developed especially for Apolloites, to address the entire gamut of

functions from sales and marketing to manufacturing, technical, commercial,

engineering, quality processes, soft skills and inter-personal skill development. 

The Apollo Laureate Academy encourages individuals to attend seminars, meets,

conferences and workshops taking place in the public domain, to ensure both professional

growth and learning, as well as to build relationships and network with similar

communities across industries.

For the vital sales and marketing and manufacturing teams, specialised programmes have

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been developed to enhance skills, and identify individual areas of strength. These include

modules at the Indian Institute of Management, Ahmedabad, for senior management,

Hero Mindmine for field training and the Ashok Leyland Training Centre for technical

training, besides others. 

Simultaneously, three prestigious leadership development programmes cut across all

functions and locations, where high-performing individuals, from senior, middle and

junior management, are hand-picked to enhance their global management skills through

the Enhanced Leadership Development Programme, the Advanced Leadership

Development Programme and the Supervisory Development Programme.

Culture of Innovation:

Looking beyond the obvious and exploring diverse opportunities is encouraged and

respected at Apollo Tyres. Innovative, or what is called out-of-the-box thinking, is

rewarded. These range from appreciation notes from senior management, the plant-level

Kudos Club and Achievement Award certificates and even financial, non-financial and

paid holiday package rewards. But employees have found that their best reward comes

when their idea is acknowledged amongst all employees, and they are asked to work on

the idea and implement it as part of their direct contribution to Apollo's phenomenal

growth plans. 

Given the thin margins of the Indian tyre industry, the company's biggest differentiator is

its employees and their creativity – people willing to stretch and innovate to achieve what

is often considered by others as impossible! At any given point in time, multiple cross-

functional teams work across the organisation, on small and large projects, driving home

the importance of teamwork.

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Culture of Reward & Recognition   :

Apollo's vibrant and transparent culture ensures instant recognition and reward of

excellent performance on a continuous basis. These range from formal, informal and

programme-based means of peer, senior management and organisational

acknowledgement of individual and team performance. These are beyond the quarterly

performance bonus, which for an individual could go up to 120% of the bonus amount.

Formal channels of acknowledgement include annual team and individual sales

performance awards for Best Zone, State and District on various product categories, the

Molon Lave award scheme and a week-long all-paid visit abroad for the highest

performers from the sales team. On the manufacturing level, the Annual Excellence in

Manufacturing Awards recognise both team and individual performers across the

company, leading to further competitiveness and sharing of best practices across plants.

Marketing excellence is recognised by the annual Golden Disc Award for the best

marketing plan of the year.

Topping it all is the prestigious Employee of the Year Award and the annual Roll of

Honour.

Culture of Communication :

Instant and open communication for all employees is actively followed to ensure

transparency at all times. This is driven by the belief that employees are a corporate's best

brand ambassadors and need to be armed with information to play this role well. Given

the need for speed and flexibility, a majority of top management communication on

topics like product launches, new initiatives and achievements, short- and long-term

goals and targets, organic and inorganic growth are usually sent via email. 

This is augmented with a printed quarterly newsletter brought out by each country

operation and a six-monthly corporate newsletter for organisational news and direction. 

The corporate intranet ApolloConnect plays a supplementary role in ensuring online

access to all corporate announcements, updated policies, current projects, leave status,

salary slips, filing of tax returns and an entire gamut of information required at an

employee's fingertips on an everyday basis.

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Culture of Fun :

An open office construction across locations and an open-door policy by senior

management leads to a relaxed, informal and sharing atmosphere amongst all employees.

Apollo encourages fun during working hours through informal activities and get-

togethers. Birthdays of all employees are celebrated at the office. Festivals like Guru

Purav, Diwali, Onam, Christmas and others are celebrated across the country, where

relevant, in a festive atmosphere of food and games for children and families. At

manufacturing units, sporting and summer vacation camps are organised for employees'

children. 

An annual sporting activity called the Unstoppable Cup is the most competitive and

fun event at Apollo Tyres, with each Zone, Plant and the Head Office fighting fiercely to

win a cup which encompasses a gamut of sporting activities. 

The Annual Sales Conference, held outside the geography of the country operation, acts

not only as a goal-setting event for the team but also a fun event which breaks all barriers

of levels and functions, allowing an intermingling of working team. 

With a vibrant, fun-filled and dynamic environment powered by a unifying spirit of the

Apollo One Family, each Apolloite brings a unique passion to enjoy his/her work,

enhancing and building the Apollo Tyres culture.

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Apollo tyre is the market leader in many segment followed by MRF, J.K., Birlas, Ceat.

2. From the study conducted it is found that company follows Matrix organizational structure which has helped the company in successful execution of large projects. This has also helped the company to expand within short period of time.

3. With the establishment of The Apollo Laureate Academy, employess are encouraged to attend seminars, meets, conferences and workshops . This has helped them to develop their skills which automatically increases efficiency of the employees.

4.With the introduction of Non financial incentives in the company, it has helped employees in boosting their morale.

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