Nabeel A Khan New Delhi

Toyota Kirloskar Motor is in the process of raising the price of its vehicles by up to two percent to

offset the impact of the rupee depreciation. “The rupee depre-ciation has created severe price pressures and we are unable to hold on to the existing prices of our vehicles. There will be a hike in prices in the near term,” said Deputy Managing Director (Marketing), Toyota Kirloskar Motor, Sandeep Singh during a recent event.

With petrol vehicles already suffering a demand slump due to hike in prices of the fuel, TKM may not be increasing the prices of the petrol model vehicles. The car maker is looking to sell 180,000 vehicles this year as compared to 130,000 units sold in 2011.

Market saturation in developed

countries has led to Toyota shift-ing focus on countries like Brazil, Russia, India and China and coun-tries in the ASEAN region to gain volumes. Over the next four years, the company wants to add new products in India, China, Russia, Brazil, Vietnam and Indonesia, to raise sales contribution by an additional 10 percent.

With the price rise affecting economic growth in important markets such as India and China, Toyota’s sales from Asia are expected to increase in the near future. At present, emerging mar-kets account for 40 percent of Toyota’s global sales.

The car maker is also planning to bring multiple products in the small car segment in India to get into higher volume sales. Toyota is working on developing around half a dozen subcompact cars as part of its global strategy to increase vol-umes in emerging markets over the next four years. It aims to add

to its portfolio of entry-level cars in the Indian market.

“We have outlined a strategy to launch eight subcompacts in emerging markets by 2015. Two cars on the Etios platform have already been introduced. India

is an important market. We will launch more small cars in the coun-try,” said MD, TKM, Hiroshi Nakagawa.

By 2013, production capacity in emerg-ing markets will rise to 3.1 million vehicles a year, from 2.38 million in 2010, matching the level in Japan. In India, the company hopes to enhance capacity to sell at least 350,000 units by 2015. This is close to what the coun-try’s second largest car maker, Hyundai Motor India sold in the domes-

tic market in 2011-12 (388,779 units). TKM had announced an investment of `300 crore in March and of another `898 crore in July last year to increase capacity to 310,000 units in India by 2013.

Our Bureau Mumbai

Tyre manufacturers are evaluating adoption of green manufacturing processes, solutions and

materials but such objectives have their own challenges for them and customers alike.

Green tyres show higher per-formance in traction, handling and wet grip. A better grip on wet roads results in a shorter brak-ing distance compared to results obtained with regular tyres, according to a study conduct-ed by Lanxess, a major rubber compound supplier to the tyre manufacturers.

Tyre manufacturers are of the view that green tyres may help to reduce fuel consumption, lower exhaust emissions (lower car-bon dioxide contribution to the atmosphere), reduction in waste

creation from lower numbers of discarded tyres owing to long-er service life, improved safety for motorists through better handling and shorter braking dis-tance and export opportunities for Indian tyre manufacturers.

“Suppliers to the tyre manu-facturers are looking to provide synthetic rubber capable of providing high performances together with the usage of safe-oils. For the tyre manufacturers, using such rubbers would result in fi nished tyres having lower rolling resistance, improved traction, less tread wear and better handling. Overall, these rubbers would contribute to a much greener and cleaner envi-ronment,” said a supplier to tyre manufacturers.

The main properties of a tyre that can be improved using high performance rubber, are rolling resistance, wet grip and dura-

bility. On an average 20 to 30 percent of fuel consumed by a tyre is used to overcome rolling resistance. When a car is wading its way through urban traffi c or bad road conditions, it deforms to align itself to the road surface. This takes up energy transmitted by the engine and is manifest-ed as rolling resistance, which increases fuel consumption and release carbon emissions. It also causes tyre abrasion, which pol-lutes the environment through particulate matter, contributing to around 10 percent of pollution caused by tyre during usage. This wear and tear shortens the life of the tyre.

From a tyre manufacturer’s perspective, some initial capi-tal investment may be required for green tyre manufacturing. From a customer’s perspective, adoption of such environmen-tal friendly tyres may cost a little

more in terms of upfront costs but the higher cost may be compensated by reduction in fuel consumption by five to seven percent.

For instance, a car owner cov-ering around 12,500 km per year could save up to Euro 100 of fuel per year. The additional invest-ment of Euro 20 to Euro 50 per tyre may thus be amortised with-in two years.

The key issues that Indian tyre manufacturers facing are adop-tion of new mixing technologies, development of new compound formulations, upgrading of old processing equipment and re-educatiing the workforce about the new processing behaviour of compounds. Re-educating motorists on the benefits of changing over to green tyres for the Indian ecology and environ-ment is likely to assume priority for tyre manufacturers.

Auto Monitorwww.amonline.in4 June 2012Vol. 12 No. 15 40 Pages ` 50

I N D I A ’ S N O . 1 M A G A Z I N E F O R A U T O M O T I V E N E W S , V I E W S & A N A LY S I S

INDIAN TWO-WHEELER INDUSTRY

STUDY

Pg 12

Toyota to balance act by raising prices, garnering larger volumes

Tyre manufacturers evaluate green manufacturing tech

NEWS IN BRIEF

President, SIAM, S Sandilya has been voted and elect-ed as the President

of International Motorcycle Manufacturers Association, Geneva (IMMA) for the period of 2012 to 2014.

Sandilya was elected during IMMA’s recent general assembly at Madrid. IMMA rep-resent a fraternity of two-wheeler manufacturers across the world together producing about 50 million powered motorcycles every year.

This is the fi rst time in the Indian automotive history that an Indian has been elected as the ‘numero uno’ of an International Manufacturers Association.

“With the increased need of urban mobility across all regions of the world, the two-wheeler industry would continue to offer optimum solutions for commuters and IMMA strives to reduce the environmental impact made by powered two-wheelers and improve all aspects of their technical safety,” said President, IMMA, S Sandilya.

Pg 8-11TESTING

Now Turns

Weekly FOCUS

Top 5 2W Makers

Company Apr-11 Apr-12 Change

HML 503,521 534,827 6.22%

Bajaj 195,971 200,228 2.17%

HMSI 131,669 193,511 46.97%

TVS 141,619 151,181 6.75%

Suzuki 28,989 30,632 5.67%

Top 5 2W Exporters

Company Apr-11 Apr-12 Change

Bajaj 126,264 142,096 12.54%

TVS 22,564 20,370 -9.72%

HML 13,578 14,728 8.47%

IYM 8,663 9,637 11.24%

HMSI 4,972 5,591 12.45%

* Source: SIAM/ ** Excluding exports/ *** all sub segments considered/ ^ excluding MRPL

DATA MONITOR

Our Bureau Mumbai

S Sandilya heads IMMA

Sandeep Singh, Deputy MD, Sales & Marketing, Toyota Kirloskar Motor

S Sandilya

T. Murrali t.murrali@infomedia18.in

A measure of austerity

Last week we learnt that the government is adept in creating records by hiking the petrol price. Now we learn that the government is ‘committed’ too, as it has launched an austerity drive last Thursday with

immediate effect, as assured in the Parliament by Finance Minister, Pranab Mukherjee during the Budget session. The move is to impose a mandatory 10 percent cut in non-plan expenditures, banning creating of new posts and purchase of new vehicles in addition to restricting foreign travel and organising meetings at fi ve-star hotels.

This initiative is commendable since it aims to correct the fi scal imbalances besides, improving the macroeconom-ic environment. According to the Ministry of Statistics and Programme Implementation, the GDP growth at constant prices for 2011-12 has been revised downwards to 6.5 percent as against the advance estimate of 6.9 percent released in February 2012. It only refl ects the quarterly trend in growth. The 2011-12 fourth quarter growth has been estimated at 5.3 percent. While the government agrees that these are disappointing fi gures in the context of the country’s recent performance, it also states that these factors have to be seen in the light of overall global developments.

Curbing purchase of new vehicles may not affect the auto industry as the numbers are negligible when compared to the total volume. Austerity measures are not new to any industry. The auto industry has been involved in this at least for more than two decades in the country. Every mul-tinational company that has set-up shop in the country has begun looking at cost-saving initiatives right from day one. Initially, these companies were insisting on their vendors to provide a cost reduction—say fi ve or ten percent every year and the way to go about for the vendors was to constantly

look at containing the cost of manufacturing—be it power, labour or eliminating wastes and improving the yield ratio.

The auto industry is one of the very few industries that continuously work on reducing costs due to fi erce compe-tition. Some companies also incentivise their employees based on the suggestions to reduce costs. A few years ago, Hyundai Motor India announced a reward of `100 for every gram of weight reduced in the vehicles manufactured by the company, without affecting the functionality and quality parameters.

While every industry is trying to contain costs, why not the government?—is the question that is top-most on every-one’s mind. Though there have been few instances when the government has attempted to curb cost overheads before, it was only on those overheads that affected common man and not the politicians. The government can also think of incen-tivising the departments that constantly reduces non-plan expenditures as this would help motivate others. On these lines the union government needs to think about whether it still needs its representatives—Governers, in every state, as the recurring expenditure on these portfolios are huge. Besides, there are large reserves of real estates in prime loca-tions of every state that are grossly under-utilised.

Wishing you much pleasure reading. Do send us your feedback.

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Printed by Mohan Gajria and published & edited by Lakshmi Narasimhan on behalf of Infomedia 18 LimitedEditor: T. MurraliPrinted at Infomedia 18 Ltd, Plot no.3, Sector 7, off Sion-Panvel Road, Nerul, Navi Mumbai 400 706, and published at Infomedia 18 Ltd, ‘A’ Wing, Ruby House, J. K. Sawant Marg, Dadar (W), Mumbai - 400 028. AUTO MONITOR is registered with the Registrar of Newspapers of India under No. 67827/98. Views and opinions expressed in this publication are not necessarily those of Infomedia 18 Limited. Infomedia 18 Limited reserves the right to use the information published herein in any manner whatsoever. While every effort has been made to ensure accuracy of the information published in this edition, neither Infomedia 18 Ltd nor any of its employees accept any responsibility for any errors or omission. Further, Infomedia 18 Ltd does not take any responsibility for loss or damage incurred or suffered by any subscriber of this magazine as a result of his/her accepting any invitation/offer published in this edition. No part of this publication may be reproduced in any form without the written permission of the publisher. All rights reserved.

QUOTESAlan Mulally, Ford President and Chief Executive on production constraints facing his company

Keshub Mahindra, Chairman, Mahindra & Mahindra, on his decision to retire in The Economic Times

“We’ll take a hit in the near term—just because we’re limited in production”

“It is gratifying to be able to hand over to the next generation at a time when the company’s performance is at its best”

Auto Monitor

EDITORIALEDITORIAL

CONTENTS

Ford technology provides support to road accident victims 24Ford’s Emergency Assistance can reduce the time taken to respond to accidents by assisting vehicle occupants to place a direct emergency call with location details

New Yaris Hybrid achieves lowest car ownership costs 26Toyota Yaris Hybrid achieved lowest three-year running costs among its market competitors in KWIKcarcost data for fleet operators and company car drivers

Delphi to acquire FCI Group 28Delphi has entered “exclusive talks” to acquire a unit of FCI Group from Bain Capital for about $958 million

British Gas puts new Nissan e-NV200 test car through its paces 30Nissan’s test car played its part in helping British Gas kick-start its ambition of switching 10 percent of its 14,000 LCV fleet to electric over the next three years

Mann+Hummel records double-digit growth 32Mann+Hummel Group notched 13.5 percent growth in earnings before interest andtaxes came to Euro 141.6 million, which corresponds to 5.7 percent of turnover

Cylinder liner technology cuts oil consumption 32Federal-Mogul is using a dual-material cylinder liner technology to reduce bore distortion and improve function in the latest generation of gasoline engines

Ultrasonic technique enables diesel downsizing 10Cooling capability of the ‘raised gallery’ piston allowed a customer to achieve a CO2 reduction of up to 30 percent compared with the previous generation engine

Maha India to bring in advance chassis dynamometer to India 11Maha India is on working on increasing awareness about certification of vehicle fitness, especially for commercial vehicles

Defensive driving awareness to open new avenues 14Growing number of road accidents are leading to corporates evaluating the feasibility ofimparting defensive and advanced driver training programmes to their employees

Apollo Tyres invests `30 crore in South Africa 15Apollo Tyres recently inaugurated a new component preparation plant at the Ladysmith tyre manufacturing facility in South Africa with calendering machine and triplex extrusion line

Anti-Dumping duty is positive 20The increasing tyre imports continues to raise concerns, said the ATMA, even as it welcomed the anti dumping duty

Ashok Leyland drops prices following excise duty reduction 20Ashok Leyland has slashed the prices of its commercial vehicles by one percent following the government’s decision to reduce the excise duty on truck chassis

Toyota launches finance arm 21Toyota kicked off operations of its finance arm to provide customers with a loan facility to acquire vehicles, to support its revenue and to contribute to the sales promotion

GLOBAL WATCH

11

21

CORPORATE

TESTING

THE OTHER SIDE

PM Patel, Managing Director, ABC Bearings LtdPatel has contributed to building a robust brand equity for ABC Bearings through sustained quality standards in its products and operational excellence

38

15

Auto Monitor

T E S T I N G84 JUNE 2012

A step-by-step guide to AUTOSAR:

Challenges of iterative AUTOSAR workflows in software development with Volcano VSA and Matlab & Simulink

Electronic development in the automobile industry has always been an iterative process—even long before the implementation of AUTOSAR (AUTomotive Open System ARchitecture). In the course of a project, requirements are amended or refi ned; deci-sions about design are revised and architectures adjusted. Through the standardisation of specifi cation formats of differ-ent design artifacts, AUTOSAR has explicitly defi ned how these process steps are carried out.

Meanwhile, due to advanced tool support, the AUTOSAR

standard is being successfully utilised in many areas of prod-uct development. The challenge of these projects is to ensure con-sistent data exchange between tools without losses of design information. Particular attention is being paid to the interaction of architecture and Model-Based Design tools for the development of individual software com-ponents along with functional software. Both top-down and bottom-up design approaches are supported.

Using the example of Matlab, Simulink, and Embedded Coder by MathWorks, as well as the AUTOSAR Authoring Tool VSA by Mentor Graphics, this article is intended to demon-strate the interaction and the interoperability of architec-ture- and Model-Based Design environments in fi ve steps under consideration of the mechanisms defi ned by AUTOSAR.

Top-Down Vs Bottom-Up Workflows

In practice, both top-down

and bottom-up workfl ows are found. The two approaches are generally not used separately, but mixed because of iterative proc-esses mentioned above.

If a function is newly devel-oped from scratch, the top-down approach is usually utilised. This means that initially, a soft-ware architecture including its software components and the interface specif ications are described using an authoring tool. Depending on the require-ments and data availability, the internal behavior (mean-ing the runnable architecture) may be developed as well at that point. Consistency checks and design rules that are both built-in as well as user-defined help to check imported data sets for correctness and complete-ness. The resulting exported specification formats are then imported into a design tool such as Simulink.

In the course of this import of software component specifi-

cations, model frameworks that contain all relevant information like interfaces or runnables are automatically generated. With the generated model frame-work, the software engineer can model the functional behavior as usual in Simulink based on the functional requirements. After the model is finished, the AUTOSAR-compliant C code generation takes place with the help of Embedded Coder. At the same time, a new software com-ponent specification is exported which, in turn can be imported by VSA for further integration.

On the other hand, if models for a function already exist and have been used in production, they can be reused. They must be augmented with AUTOSAR-specifi c information. Once done, an AUTOSAR compliant C code as well as respective AUTOSAR software component specifi-cations are generated, which the authoring tool, in turn, can import for further processing.

Thus, the bottom-up approach primarily addresses the reutili-sation of existing IP (Intellectual Property).

As described in the begin-ning, different steps of a process are repeated several times in order to implement refi nements or modifi cations. Therefore, the tools utilised have to support the iterative development proc-ess. In this particular context, they have to support round-trip engineering, which means that architecture- and Model-Based Design tools have to be able to further process the updated data of each other.

In the following paragraphs, all steps that are carried out in the course of round-trip engi-neering are described in detail.

Step 1: Software Architecture And Component Generation

In an AUTOSAR author-ing tool like VSA, the software components are generated

If a function is newly developed, a

software architecture including its software components and the

interface specifications are described using

an authoring tool. The resulting exported

specification formats are imported into a design tool such

as Simulink

Fig 1: AUTOSAR engineering with Simulink & VSA

Fig 2: VSA-AUTOSAR authoring toolMichael Seibt Product Manager, Mentor Graphics

Guido Sandmann Automotive Marketing Manager, EMEA

Auto Monitor

T E S T I N G 94 JUNE 2012

Tool for modeling & optimisationand connected into a software architecture. Depending on the required granularity, the inter-nal behavior of the individual software components can also be modeled in the form of run-nables, access points, and RTE events.

Figure 2 fi gure shows software architecture (software composi-tion) based on the example of a seat heating system, including an excerpt of the SWR behavior. Different domain-specifi c editors are available for creating designs of varying levels of complexity. Depending on the requirements, the user can choose between a tree-based editor, tabular editor, or graphic editor.

Numerous pre-implement-ed consistency checks allow the continuous checking of the design for completeness and plausibility during the archi-tectural modeling process. They can be supplemented with self-defi ned consistency checks or Design Rule Checks (DRCs). Existing software components,

interface specifications, and other design artifacts can also be imported in the form of libraries and reutilised in the new design. Each Autorsar object receives a unique stamp through the automatic generation of UUIDs (Universally Unique Identifi ers) and the assignment of short names in order to be recogniza-ble during the design iterations.

Step 2: Data Export From Authoring Tool

Through the metamodel tech-nology used in VSA, a complete AUTOSAR model specifi cation is available to support a complete export. Different AUTOSAR ver-sions can be accommodated with the respective model-to-model transformations. Once defi ned inside a software architecture in VSA, the particular software components can be exported in AUTOSAR-defi ned standard specifi cations. A Matlab script, which supports the subse-quent import into Matlab and Simulink, is also exported.

Step 3: Import Of The Software Component Specification To Simulink

Simulink contains interface functions that allow the import of the artifacts generated in step 2. The respective inter-face and port specifi cations, the inter-runnable variables, or the information regarding the run-nables (internal behavior) are imported. Then, a model frame-work including the structure of the software component is gener-ated as function-call subsystems. The variables, including their data types, are generated from the specifi cation and automati-cally created in the workspace.

Figure 3 shows an imported software component with runna-bles and inter-runnable variable of the seat heating system:

Step 4: Modeling Of The Functional Behavior And Code Generation

In the next step, the function-al behavior is realized through Model-Based Design. Little by lit-tle, a model is created and refi ned with Simulink and Statefl ow, and in the course of the project, the model is used for various purpos-es. In the very early stages, the functional behavior is validated by simulation.

Later, a refi ned version can be tested directly in the vehi-cle with the help of Rapid Prototyping Hardware until the model is fi nally mature enough for production code to be gen-erated with Embedded Coder in an AUTOSAR-compliant manner. In the process, con-ventional Simulink elements can be used, which can be intu-itively mapped onto AUTOSAR

artifacts. The crucial point is that Model-Based Design and the relevant design and verifi -cation tools can be applied as usual. This step concludes with the generation of AUTOSAR-compliant C code and the AUTOSAR software component specifi cation in arxml format, which are imported for the inte-gration with VSA in the next step.

Step 5: Compare & MergeIn order to complete the

round trip, an option to feed the amended design data back to the AUTOSAR authoring tool and synchronise them with the original design data is required. For this purpose, VSA provides an AUTOSAR Compare and Merge functionality, with which design objects can be com-pared and specifi cally merged on the AUTOSAR object plane. This can be done on the basis of either UUID (Unique Universal Identifi er) or short name.

Additional “rules”Reliable round-trip engi-

neering is already being implemented at various com-panies using AUTOSAR and well-coordinated tools. However, this is only possible by observing additional “rules.”

User roles and rights must be coordinated under considera-tion of existing and newly defi ned processes. Internal “style guides” such as modeling guidelines and naming conventions must be applied to specifi cally limit the degree of freedom within the AUTOSAR framework. Eventually, these style guides have to be coor-dinated with Tier I suppliers to implement round-trip engineer-ing not only internally but also between companies in a supply chain. Once again, software tools play a key role in the exchange of AUTOSAR artifacts between OEM and its suppliers as well.

(The authors are asociat-ed with at MathWorks. Views

expressed are personal)

Fig 3: Import of the SWC specification into Simulink

Fig 4: VSA Compare & Merge Tool

Auto Monitor

T E S T I N G104 JUNE 2012

Ultrasonic technique enables diesel downsizing

The development of a novel 2D ultrasonic analysis system allows Federal-Mogul Corporation to

create a new generation of high performance pistons that enable a substantial further step in die-sel engine downsizing. In its fi rst application , the greatly improved cooling capability of the com-pany’s ‘raised gallery’ piston allowed a Federal-Mogul custom-er to achieve a CO2 reduction of up to 30 percent compared with the previous generation engine with-out raised gallery pistons.

The fi rst production applica-tion of Federal-Mogul’s raised

gallery piston also delivers a specifi c power increase of 25 percent, keeping the piston at temperatures much lower than the acceptable limit of 400°C. In the same conditions, a standard piston’s bowl rim stresses are 43 percent higher and its tempera-ture reaches 440°C.

“Diesel downsizing increases specifi c power output in order to improve fuel economy and CO2 emissions and also increases the thermal and mechanical loads that diesel pistons must with-stand,” said Federal-Mogul Vice President for Technology and Innovation, Powertrain Energy,

Gian Maria Olivetti. “With the development of new highly-load-ed engines, the risk of piston failure has increased substan-tially as past improvements in materials, design and cool-ing concepts have reached their physical limits.

Federal-Mogul’s innovation in advanced testing techniques, materials science and manufac-turing processes greatly reduces the limitations placed on diesel downsizing strategies.” Modern diesel pistons have a cooling gallery through which, oil fl ows continuously. The position and design of the gallery have a signifi cant impact on the com-ponent’s operating temperature and durability. The closer the gallery is to the piston bowl, the more heat that can be removed, allowing engine manufactur-ers to increase combustion temperatures and pressures to improve fuel economy and CO2 emissions.

Standard, one-dimensional ultrasonic testing can identi-fy defects but cannot quantify their size and position. Federal-Mogul’s 2D ultrasonic process, however, provides 125,000 data

points in 30 seconds. The tech-nique enables Federal-Mogul engineers to accurately deter-mine the size and position of defects, providing valuable data for casting process development. The detailed information pro-vided also ensures consistent quality in the fi nished high-pre-cision components.

“In the past, it has been very diffi cult to cast a piston with optimal size and location of the cooling gallery,” said Federal-Mogul Director of Technology, Pistons and Pins, Dr Frank TH Doernenburg. Federal-Mogul’s new 2D ultrasonic test has removed that barrier. “Our proc-ess is non-destructive, completely controls casting process quality and aids advanced casting proc-ess development, giving engine designers substantially more freedom to increase engine effi -ciency,” he added.

Federal-Mogul validated its 2D ultrasonic technology by dis-secting and sampling hundreds of pistons, correlating the ultra-sonic images against destructive testing methods. The research resulted in the development of software tools as well as a number

of key physical parameters such as probe geometry, wavelength, beam geometry and focus. Piston performance can be increased significantly through Federal-Mogul’s 2D ultrasonic testing and analysis process, which is quickly becoming an enabling technolo-gy for more effi cient powertrains. This technology was developed at the company’s Nuremberg tech-nical centre and was recently awarded a 2012 Automotive News PACE Award.

Federal-Mogul’s 2D ultrasonic process, provides 125,000 data points in 30 seconds.

The technique enables to accurately determine the size and position of defects, providing data

for casting process development. This ensures consistent

quality in the finished components

2D Ultrasonic Testing Piston

Laser technology uses light. Light can be rapidly and precisely defl ected, shaped and focused. If we pulse laser light and reduce pulse duration more and more,

the laser tool works even more precisely. A bene-fi t: The material being processed heats up less and less. High-power, ultra-short pulses, then, are the ideal solution for medical applications, in brain surgery for instance, as the cerebral membrane is not damaged. Or for removing tumor tissue there-by conserving the surrounding tissue and blood vessels. This precision technology is also valued in the processing of materials, glass for instance: Lasers are able to cut narrow speaker ports in smartphone displays.

For years, ultra-short laser pulses have been used for the extremely precise and gentle process-ing of highly-sensitive materials. Until now though, they have often lacked in power. The newly developed laser platform solves this prob-lem with the Innoslab amplifi er as its core. Four mirrors surround a laser crystal plate—the slab. Pump radiation enters at the two opposite faces of the slab. Ultra-short laser pulses are repeat-edly refl ected by these mirrors and pass through the slab several times. Energy is transferred from the pump radiation to the laser pulse until the required power is achieved.

The Innoslab platform was developed by the Fraunhofer Institute for Laser Technology ILT in Aachen and refi ned further together with several partners from industry and science: the Chair for Laser Technology at RWTH Aachen University, the Max Planck Institute for Quantum Optics MPQ in Munich and the companies Jenoptik AG, EdgeWave and Amphos—the latter two being ILT spin-offs.

Between 2008 and 2011, two joint projects revolved around developing the new beam source: The aim of the Pikofl at project, support-ed by the Federal Ministry for Education and Research (BMBF), was to structure printing tools and embossing dies. In the second joint project, Korona, Fraunhofer collaborated closely with the Max Planck Institute of Quantum Optics in Garching near Munich and with RWTH Aachen University. The scientists jointly developed a com-pact beam source whose ultra-short wavelengths makes it possible to examine nano-structures.

(Courtesy: Fraunhofer Institute)

Ultra-short laser pulses for science, industry

The Fraunhofer Team

Auto Monitor

T E S T I N G 114 JUNE 2012

Maha India to bring in advance chassis dynamometer to India

Ma h a I n d i a Automotive Testing Equipment Private Ltd, which

is primarily into automation inspection certifi cation, is work-ing on increasing awareness about certification of vehicle fi tness, especially for commer-cial vehicles. The company, which also supplies its testing products to OEMs intends to bring advanced products to the Indian market.

“Our primary focus is to estab-lish ourselves as a vehicle fi tness certifi cation solution provider. We also supply testing products

to OEMs for end of line testing and other certifi cation purposes. We are contemplating to bring in newer and advanced products to the Indian market,” said General Manager, Market Development, Maha India, Rengarajan to Auto Monitor.

The Germany-based company manufacturer testing equipment such as brake tester, suspension tester, chassis dynamometer and speedometer testers among others. It is speaking to insti-tutions like ARAI and iCAT for introducing its testing equip-ment at the Regional Transport Offi ces (RTOs) for automated vehicle testing.

“We want to look at the vehicle fi tness issue from several points

of view. The I&C centres across the country can use our automat-ed testing equipment for basic safety aspects of the vehicle such as the brake, speedometer, head-light, underbody inspection and exhaust emission and so cer-tifi cation process can become easier,” added Rengarajan.

He added that this can make the testing process faster and more reliable. Since the vehicles plying on the road will be in a better condition, the number of traffi c accidents taking place will reduce. This can also reduce the usage of spurious parts.

With the increasing pop-

ularity of motor sports and racing activities in the country, the demand for advanced chas-sis dynamometers have gone up. The company, which already supplies chassis dynamometers to the Indian market, is planning to bring in more advanced ones to the country.

“Currently we are bring-ing in only one kind of chassis dynamometer, but we have plans to bring in more varieties depending upon the require-ments. It can help in tuning the vehicles which are to be used for sporting events and other racing activities,” he said.

The company, which is just over a year old in the country, supplies testing equipment to commercial vehicles such as Ashok Leyland and Tata Motors. “It was the demand of the customers which brought us to India. Before that these OEMs were importing our products directly,” said Rengarajan. Ashok Leyland and Tata Motors use Maha prod-ucts in their plants outside the country also. It also supplies to Force Motors.

The company touched a turn-over of Euro 1.37 million in the country in its one year of presence here. It expects to grow upto Euro 3.5 million by next year.

Shambhavi Anand New Delhi Maha India

is bringing in only one kind

of chassis dynamometer, but the company plans

to bring in more varieties depending

upon the market

requirements

India Yamaha Motor is set to participate in the third edition of YZF-R15 One Make Race Championship at the Kari Motor Speedway, Coimbatore. Round I is scheduled from

June 1 with the championship running over fi ve rounds and conclude on September 30, 2012. The racing event is being organised in association with the Madras Motor Sports Club (MMSC) and the Federation of Motor Sports Clubs of India (FMSCI) and is a part of the Indian National Racing Championship 2012.

Technical Specs The technology in YZF-R15 has percolated

from R1 (deltabox frame, fuel injection, six speed gearbox, styling/liquid cooled 4V engine). The race will be held in two categories—Novice and Open. The top 15 participants in the qualifying rounds of both Novice & Open category will par-ticipate in two races of their respective category on the next day.

The contestants will hit the track on Yamaha’s Super Sports YZF- R15 version 2.0 and experience the breathtaking acceleration of the bike on the race circuit. Yamaha is looking to make the rac-ing experience more exciting by fi tting Daytona Racing Kits in the bikes. These kits are developed using valuable experience gained from MotoGP & World Superbike racing and are designed exclusively for racing purposes in a closed cir-cuit. The winners of the R15 One make Race championship 2012 will be representing India Yamaha Motor at the Yamaha ASEAN Cup 2012 to be held later this year.

Yamaha’s current product portfolio includes VMAX (1,679 cc), MT01 (1,670 cc), YZF-R1 (998 cc), FZ1 (998 cc), Fazer (153 cc), FZ-S (153 cc), FZ (153 cc), SZ, SZ-X & SZ-R (153 cc), YZF-R15 Version 2.0 (150 cc), SS125 (123 cc), YBR 125 (123 cc), YBR 110 (106 cc) and Crux (106 cc).

Yamaha to participate in One Make Race Championship 2012

A Car Being Tested By Equipment

A Range Of Testing Equipment By Maha India

Our Bureau Chennai

Auto Monitor

S T U D Y124 JUNE 2012

Contd. on page 16

Indian two-wheeler industryIndustry volume growth expected to gear down to eight-nine percent in 2012-13

The Indian two-wheeler (2W) industry record-ed sales volumes of 13.4 million units in

2011-121, a growth of 14 per-cent over the previous year. In a year wherein growth in other automobile segments particu-larly, passenger vehicle (PV) and medium & heavy commer-cial vehicle (M&HCV), slowed down to single digits—marred by demand slowdown due to north-ward movement of infl ation, fuel prices and interest rates—the 14 percent growth recorded by the 2W industry remained steady. However, the momentum in the 2W industry’s volume growth too has been losing steam lately as evident from the relatively lower volume growth of 11 percent recorded in H2, 2011-12 (YoY) against a growth of 17.1 percent recorded in H1, 2011-12 (YoY).

The deceleration in growth is largely attributable to the motor-cycles segment which grew at a much lower rate of 7.8 percent (YoY) in H2, 2011-12 vis-à-vis 16.4p ercent in H1, 2011-12; even as the scooters segment contin-ued to post 20 percent+ (YoY) expansion during both halves of the last fi scal. With this, the share of the scooters segment in the domestic 2W industry volumes increased to 19.1 percent in 2011-12 from 17.6 percent in 2010-11.

Overall, ICRA expects the domestic 2W industry to report a volume growth of eight-nine percent in 2012-13 as base effect catches up with the industry that has demonstrated a strong volume expansion over the last three years at cumulative annual growth rate (CAGR) of 21.8 percent. Over the medium term, the 2W industry is expected to report a volume CAGR of 9-11percent to reach a size of 24-26 million units (domestic + exports) by 2016-17, as we believe the various structural positives associated with the domestic 2W industry including favourable demographic profi le, moderate 2W penetration levels (in rela-tion to several other emerging markets), under developed pub-lic transport system, growing urbanisation, strong replacement demand and moderate share of fi nanced purchases remain intact.

Medium Term Demand Drivers Stay Put

An analysis of the mix of Indian populace and the struc-ture of the Indian 2W industry brings to the fore several key attributes namely, India’s demo-graphic advantage, moderate 2W penetration levels and shrink-ing of replacement cycle; factors that have combined to propel the industry’s volumes over the last 10 years from four million units in 2001 to 13 million units in 2011. In ICRA’s view, these growth driv-ers are likely to remain relevant over the medium term and con-tinue to provide impetus to the industry’s volumes.

Segmental Analysis Of The 2W Industry

The motorcycles segment accounts for a bulk of 2W indus-try’s sales volumes; however, the scooters segment has grown relatively faster over the last fi ve years.

With sales volumes of 10.1 million units, the motorcycles segment is the largest sub-seg-ment of the domestic 2W industry accounting for a bulk of its vol-umes. However, over the last fi ve years, the motorcycles segment has seen its volume share in the domestic 2W industry slide down to 75.1 percent in 2011-12 from the highs of 83.5 percent record-ed in 2006-07. Although domestic motorcycle volumes grew at nine percent CAGR during the last fi ve years, both the scooters segment as well as the mopeds segment grew at a much faster CAGR of 22.2 percent and 17 percent, respectively; contributing to reduction in the motorcycle seg-ment’s volume share.

The three 2W sub-segments are targeted at distinct consum-er categories. The motorcycles are targeted at the male pop-ulation in both rural areas as well as urban areas (with fur-ther segmentation based on usage pattern–family bike or individual bike, consumer pro-fi le—commuter Vs performance seeker etc); the scooters are more of an urban phenomenon target-ed at the female population (TVS Scooty, Hero Pleasure), male population (Hero Maestro) as well as unisex offerings (Honda Activa, TVS Wego); mopeds are targeted at the lower middle-class segment and derive a large part of their volume share from the rural sector where they are used as a utility vehicle bear-ing heavy loads on rough village roads. While each of the three sub-segments has distinctive growth drivers, we expect the scooters segment to maintain its pace of growth faster than that of the 2W industry as a whole.

The faster volume growth of the scooters segment is expect-ed to be driven by (a) growing acceptability of gearless scooters, particularly by women; (b) ris-ing urbanisation and increasing proportion of working women; (c) expanding product offerings in the scooters segment; and (d) comparatively lower base. Accordingly, ICRA expects the scooters segment to gradually increase its share in the domes-tic 2W market from 19.1 percent in 2011-12 to ~27 percent by 2016-17E. With this, the volumes in the domestic scooters market are estimated to get doubled by 2016-17E over the current levels.

Sales Volumes Analysis: Motorcycles

Based on SIAM data, around 70 percent of the motorcycles sold in India in 2011-12 belonged to the 75-125 cc (engine capacity) seg-ment, bikes which are positioned for the mass commuter segment where better fuel economy and low price are the prime custom-er considerations. However, the volume share of this segment has been coming down over the years with the share gradually being taken away by bikes in the 125 cc and 150 cc segments. While the domestic motorcycles segment recorded a volume growth of 11.9 percent, the >125 cc sub-segment

grew at a relatively faster rate of 17.4 percent in 2011-12. With this, the contribution of the >125 cc segment to the total motorcycle segment volumes increased from 26 percent in 2009-10 to 29.7 per-cent in 2011-12.

Market Share Trends: The Indian motorcycles segment continues to be dominated by Hero MotoCorp, which has main-tained its market share at ~55 percent in the domestic motor-cycles segment over the last several years, despite intensify-ing competition. The top three players accounted for 89 percent of the industry’s volumes in 2011-12 (92 percent in 2007-08), with Honda emerging as the third largest player, having overtaken TVS since 2010-11. In the 75-125 cc segment of motorcycles (that represented 70.3 percent of total motorcycles sales volumes in 2011-12), Hero MotoCorp contin-ues to be a strong market leader with a share of 75 percent in 2011-12 (71 percent in 2010-11). In the >125 cc segment of motorcycles, while Bajaj Auto continues to account for nearly half the seg-ment’s volumes (48 percent in 2011-12), it has been ceding mar-ket share to Honda and Yamaha, whose volumes in the >125 cc segment grew signifi cantly by 27.9 percent and 38.8 percent, respectively in 2011-12.

Medium Term Outlook: ICRA expects the entry segment (bikes having price less than Rs. 40,000) volumes in the domestic market to grow at a much slower pace than the overall 2W industry and volume growth in this segment to be driven mainly by exports. This is because the segment is no longer a key focus area of OEMs due to limited scope for mar-gin expansion and high interest rate sensitivity.

While the executive segment (bikes in the `40,000-50,000 price range) is expected to maintain its steady growth, competition is likely to intensify following aggressive model refurbishment and new model launch plans of most OEMs. The premium seg-ment (bikes having price greater than `50,000) is expected to remain the fastest growing over the medium term, given the strong growth in purchasing power in the hands of middle-class urbanites, especially in the age group of 20-30 years. This should also translate into superior profi t margins for players that are stronger in the premium segment.

Trend In Sales Volumes And Market Share In ScootersSales Volumes Analysis: Scooters

Barring Q1, 2011-12, the growth in scooter segment’s sales volumes has generally outperformed that of the motor-cycles segment, partly due to the former’s smaller base. In 2011-12, the sales volumes of the domestic scooters segment at 2.6 million units recorded a growth of 23.6 percent (YoY), higher than the 11.9 percent growth in motorcy-cle sales. With this, the share of the scooters segment in the total domestic two-wheeler volumes increased to 19.1 percent in 2011-12 from 17.6 percent in 2010-11.

Market Share Trends: Overall, Honda continues to maintain its

leadership position in the scoot-ers segment through its fl agship brand Activa (besides Aviator and Dio) enjoying a market share of 47.8 percent in 2011-12 (43.1 percent in 2010-11). While capacity shortfall at the compa-ny’s plant at Manesar (Haryana) had restricted its volume growth in the recent past, the company began commercial production at its new plant at Tapukara (Rajasthan) in July 2011. This allowed the company to consol-idate its market position during the last three quarters of 2011-12. However, Hero MotoCorp’s dem-onstrated success in improving market share (through its sole brand Pleasure) coupled with new scooter models launched by Hero MotoCorp (Maestro), TVS (Wego), Suzuki (Swish) in the recent past could imply shrink-age of market share gap between the market leader and others over time.

Medium Term Outlook: ICRA expects the scooters segment to gradually increase its share in the domestic 2W market from 19.1 percent in 2011-12 to ~27 percent by 2016-17, growing at 16 percent CAGR during this period. With this, the domestic scooters mar-ket is estimated to nearly double in size by 2016-17 over the current levels. Thus, even as a multitude of brands already dot the seg-ment’s landscape and more are expected to follow, the likely expansion in the pie should offer suffi cient volumes for the indus-try to grow profi tably. For the new entrants, a faster gain in market share could hasten the process of profi tability improvement.

Market Segmentation100 cc Motorcycle Segment: As 2W Original Equipment Manufacturers (OEMs) attempt to segment the market, the endeavour so far has borne mixed results.

Going by the traditional seg-mentation approach based on engine capacity of bikes, the 100 cc segment is by far the largest segment that account-ed for 64 percent of motorcycle sales volumes in April 2012. The 100 cc segment of bikes could be further classifi ed into three sub-segments based on price (a) `35,000-40,000; (b) `40,000-45,000; and (c) ` 45,000-50,000; representative of a wide price range with presence of features (or lack thereof) appealing to a diverse set of customer needs. For instance, Hero MotoCorp, the market leader in this segment, offers 20 variants distributed amongst its three brands - CD Dawn, Splendor and Passion.

Apart from styling differences,

the price ladder is mainly infl u-enced by the presence of kick start or self start option; spoke wheel or alloy wheel option; and drum brake or disc brake option. Although all major 2W OEMs in India have a presence in this seg-ment, none have been able to challenge the dominance of Hero MotoCorp that remains a clear leader with a market share of 76.4 percent in April 2012. In fact, in 2008-09, Hero MotoCorp’s mar-ket share in this segment had touched the highs of 80 percent, due to subdued competition in that period following lowering of Bajaj’s focus on the 100 cc segment and the absence of contemporary products in TVS’ portfolio. Since then, both Bajaj Auto and TVS have introduced new products—Bajaj launched the Discover100 in July 2009; and TVS launched the Jive (110 cc bike) in December 2009. While the market share of Bajaj Auto’s Discover100 in the 100 cc bike segment has hov-ered between 15-20 percent over the last two years, the volumes of TVS’ Jive have not scaled up much, even as it is uniquely posi-tioned as the only auto-clutch bike in the country.

Honda too, had launched the Twister (110 cc) model in December 2009, but its month-ly volumes have generally remained below 14,000 units. Still, the strong opportunity pro-vided by this segment due to its large size is likely to continue to draw regular new product intro-ductions from all players. In the last one month, two new bikes have been launched in this seg-ment—Suzuki Hayate and Honda Dream Yuga. While Hayate marks Suzuki’s maiden entry into the mass segment; with Dream Yuga, Honda now has a second offering in the mass commuter segment, a product having austere looks and styling, to go along with the sportier-looking Twister.

125 cc Motorcycle SegmentThe 125 cc segment of motor-

cycles accounted for 19 percent of total motorcycle sales vol-umes in April 2012. Like the 100 cc segment of motorcycles, the 125 cc segment too is targeted at the commuter category but those commuters who desire superi-or performance characteristics compared to typical 100 cc bikes (in terms of power, acceleration and ride quality) and are willing to compromise on fuel economy to an extent. In this segment, the top three players are Honda, Hero MotoCorp and Bajaj Auto, each having a market share in the region of ~30 percent.

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Auto Monitor

C O R P O R A T E144 JUNE 2012

Defensive driving awareness to open new avenues

Growing number of road accidents and higher stakes in such accidents are lead-

ing to an increased number of corporates evaluating the fea-sibility of imparting defensive and advanced driver training programmes to their employ-ees. Defensive dr iving implies driving with certain safeguards in mind including surround-

ing conditions, effective driving direction indicators and various other signs and symbols used while driving. Such short term, and in some cases customised training programmes, could spell a lucrative opportunity for driver training schools to partic-ipate in the learning curve.

Advanced driver training is beginning to move beyond avi-ation and hospitality segments and growing number of schools, corporate fl eets and other seg-ments are actively evaluating options on these lines.

Veering Towards Safety “We noticed that the atti-

tude of the staff, especially the drivers manning people and material movement in the air-port, veered towards safety as we began to collate and publish the injury and casualty related data,” said Managing Director, Airawat, AS Khanna. Mumbai-based Airawat Group has been providing training in aviation and hospitality sector employ-ees for more than a decade. He added that two decades back, as the civil aviation sector was growing leading to increased

ground handling activities, the need for safer driving with train-ing for apron driving (airport ground and material handling) grew in tandem. Khanna, who has undergone an advanced driver training programme from the National Safety Council in the US, began imparting train-ing to drivers aspiring to join the airlines, existing apron drivers of state owned airlines. Khanna has been instrumental in impart-ing training as well as to large number of ground duty staff for Air India and other airlines.

Inculcating Safe Habits“The drivers are trained on

defensive driving habits and are then subsequently trained to handle different equipment meant for airport ground han-dling. The critical issue is that a license holding driver can-not be recruited for airport task given the nature of job and stakes involved. The same level of awareness is now com-ing dawning upon different segments including corporate fl eets, school bus and other seg-ments,” elaborated Khanna even as he traces the origin of defen-

sive driving to apron drivers. Advanced driv ing pro-

gramme can be customised to suit the requirements of a par-ticular job or profession and comprises a series of visual prompts to enable the partici-pants to judge and anticipate various scenarios while driv-ing and what his/her response could be under the circumstanc-es. This two to three-day short term training is targeted at valid license holders.

Chief Executive Officer & Director, Airawat, Gurpeet Khanna, and Khanna’s son, goes a step further when he adds that it makes eminent sense to have infrastructure for imparting basic driver training even as the aware-ness on advanced driver training grows. The Airawat Group con-ducts training programmes for personnel looking to join avia-tion, ground support equipment and other allied activities for the services sector.

Federal-Mogul Goetze (India) Limited, has

recently announced the appointment of Sunit Kapur as the company’s new managing director and country head for Federal-Mogul India, succeeding Jean de Montlaur. In addition to his new roles, Kapur retains his responsibilities as direc-tor of operations, Federal-Mogul Powertrain Energy (PTE), India.

In his new capacity, Kapur has oversight responsibility for all Federal-Mogul operations in India. He is based out of the company’s cor-porate offi ce in New Delhi. Kapur has been with Federal-Mogul since 2006. Prior to join-ing Federal-Mogul, Kapur served for fi ve years as the manager of Escorts Mahle Ltd. He then joined Goetze India in 1999 as the senior man-ager for piston manufacturing, and then served as the chief manager of Piston Manufacturing. In 2005, Kapur served as the operations head of the Patiala Plant and later was named the head of the Patiala Plant. Before being appointed to his current roles, he has served since January 2011 as the director of operations, Federal-Mogul PTE, India, providing direction and managerial support for two large campuses in Patiala and Bangalore as well as additional manufacturing sites in Bhiwadi.

“We are very happy to have Sunit as the new managing director for our India operations,” said Federal-Mogul CEO, Rainer Jueckstock. “Sunit’s expertise and his knowledge of Federal-Mogul are invaluable as we continue to grow in a key mar-ket such as India. We are confi dent that Sunit’s strong management skills will be a major asset as we continue to grow our operations and customer base in India.”

Sunit Kapur said, “I’m proud to be associ-ated with Federal-Mogul and delighted to take on this new role. India is a strategic market for Federal-Mogul, and through the best of products and world-class customer service, together with strong manufacturing and supply chain manage-ment, we aim to sustain and grow our leadership position in India.”

Kapur is a mechanical engineering graduate of Punjab Engineering College, Deemed University, Chandigarh, India. He recently completed the general management program from INSEAD University, Paris, France.

Federal-Mogul appoints Sunit Kapur as new MD for India

We noticed that the attitude of the staff,

especially the drivers manning people and material movement

in the airport, veered towards safety as we began to collate and publish the injury and

casualty related data—AS Khanna, MD, Airawat

Our Bureau Mumbai

The drivers are trained on defensive driving habits and are then subsequently trained to handle different equipment meant for airport ground handling

Our Bureau New Delhi

Auto Monitor

C O R P O R A T E 154 JUNE 2012

Apollo Tyres invests `30 crore in South Africa The capacity of both the existing plants in the country likely to increase by upto 30 percent

Apollo Tyres Ltd recently inaugurated a new com-ponent preparation plant at the Ladysmith

tyre manufacturing facility in South Africa. This 6,500 sq mt unit, with a potential for further expansion to facilitate future growth, has been installed with an investment of `30 crore, and has a new calendering machine and triplex extrusion line.

The new unit will remove capacity bottlenecks and further improve quality and produc-tivity, while enabling capacity expansion. This component facil-ity will feed both the Durban and Ladysmith manufactur-ing units of Apollo Tyres South Africa, thereby increasing the commercial vehicle tyre capac-ity of Durban by 20 percent, and the Ladysmith passenger vehicle and light truck tyre capacity by 30 percent.

Speaking at the inaugural function, Chairman, Onkar S Kanwar outlined the challenges facing South African tyre manu-facturers of high manufacturing and wage costs and the threat of cheaper imports. He said, “Despite the challenges of the overall economy, at Apollo we will continue to invest in our people, plants and processes to strength-en Apollo Tyres South Africa for expansion into the African conti-nent. South Africa has enormous

potential and all of us need to work together to realise it.”

Modernisation DriveSince the acquisition of the

former Dunlop Tyre facilities in South Africa, Apollo has invested around ̀ 70 crore towards upgrad-ing machinery and increasing manufacturing efficiencies in both plants. Substantial invest-ments have also been made in people development and skill building in local communities.

“This is a continuation of our efforts to modernise and upgrade our plants to enable us to capital-ise on upcoming growth across the African continent. In a similar manner given the acute shortage of skilled artisans, we have a pro-gramme in place to train young talent with mechanical aptitude. This has already brought into the fold young talent from the com-munity,” said Chief Executive Offi cer, Apollo Tyres South Africa (Pty) Ltd, Luis Ceneviz.

Keshub Mahindra will step down as the Chairman of Mahindra & Mahindra at the company’s Annual General Body Meeting scheduled on 8 August, 2012.

He is likely to assume the role of Chairman Emeritus.

He wa s elected Chairman in 1963 and has overseen evo-lution of the Mahindra Group from a manufacturer of automobiles to a federation of companies operating in a range of busi-nesses, which includes automobiles, tractors, auto components, IT, real estate, fi nancial services and hospital-ity. Over the years he has successfully created business alliances with global majors such as the Willys Corporation, Mitsubishi, International Harvester, United Technologies, British Telecom and many others.

Past Experience & HonoursHe served on a large number of boards and

councils in both private and public domain. He was the founder Chairman of HUDCO, served on many boards including SAIL, Tata Steel, Tata Chemicals, Indian Hotels, IFC, ICICI and HDFC, and held the position of President ASSOCHAM, the Employers’ Federation of India and the Bombay Chamber of Commerce and Industry. He was a Member of the Sachar Commission on Company Law and Reforms, a Member of the Prime Minister’s Council on Trade and Industry and Chairman of the Indian Institute of Management, Ahmedabad.

He has also been the recipient of many national and international awards such as the Chevalier de la Legion D’honneur bestowed on him by the Government of France, Businessman of the Year from Business India, the Jehangir Ghandy Medal for Industrial Peace from XLRI, Life-time Achievement Award for Excellence in Corporate Governance from the Institute of Company Secretaries and Life-time Achievement Awards from AIMA, CNBC TV18, ACMA and The Economic Times.

Keshub Mahindra to retire

Despite the challenges of the

overall economy, at Apollo we will continue

to invest in our people, plants

and processes to strengthen Apollo

Tyres South Africa for expansion into the African continent

Our Bureau New Delhi

Onkar S Kanwar, Chairman, Apollo Tyres

Our Bureau Mumbai

Keshub Mahindra

Auto Monitor

S T U D Y164 JUNE 2012

Indian Two-Wheeler ......

150-220 cc Motorcycle SegmentThe >150 cc segment of motor-

cycles accounted for 17 percent of total motorcycle sales

volumes in April 2012. These premium segment bikes are characterised by greater visu-al appeal, higher speeds, heady acceleration and superior ride, handling and braking attributes. The price point of these bikes starts from `60,000 (although there are few exceptions) and runs into lakhs of rupees as one goes up the engine capac-ity, power rating and technology ladder.

This category is the most seg-mented and includes:• Performance bikes, ranging

from 150 cc to 220 cc, and con-sisting of Bajaj Auto’s Pulsar family, Hero MotoCorp’s Glamour, Achiever, CBZ Extreme, Hunk, Impulse and Karizma;, Honda’s Unicorn, and TVS’ Apache RTR, besides models from the stable of Suzuki and Yamaha

• Leisure bikes such as Royal Enfi eld’s Bullet, Thunderbird and Classic (350 cc & 500 cc)

• Cruiser bikes of Harley Davidson and Triumph

• Super bike range consisting of Bajaj Auto’s Kawasaki Ninja, Honda’s CB 1000R, Suzuki’s Hayabusa, Yamaha’s YZF-R1 and bikes introduced by Hyosung, Ducati etc

The discussion in this section, however, is restricted to bikes in the 150-220 cc segment. Overall, this segment is expected to remain the fastest growing one over the medium term, given the rising purchasing power of middle-class urbanites, espe-cially in the age group of 20-30 years. This should also translate into superior profi t margins for players that are stronger in the premium segment.

Company OverviewBajaj Auto: When Bajaj Auto

had launched the Pulsar150 model in 2001, it was with the objective of building a strong brand in a segment where Hero MotoCorp (the overall market leader) was not as strong as it was in the 100 cc commuter seg-ment. The segment itself was quite small then in terms of vol-umes, but was expected to be a fast growing one over the next decade. The next decade indeed was a high growth period for the >150 cc segment and Bajaj Auto’s Pulsar was a key brand that helped expand the segment’s pie. The company has intro-duced several line extensions since then–two that are >150 cc viz, Pulsar 180 cc and Pulsar 220 cc; and one that is sub 150 cc viz, Pulsar 135 cc (Pulsar 200-NS is also scheduled to be launched in Q1, 2012-13).

What had started as a quin-tessential f lanking attack on Hero MotoCorp, and a success-ful one too refl ected in the >50 percent market share enjoyed by the Pulsar brand during the better part of the last decade, is now fi nding itself surrounded by a large number of competing brands from the stable of Hero MotoCorp, Yamaha, Honda and TVS. Still, the Pulsar family of bikes continues to out-volume the rest by a long way. From a strategic perspective, the ability of Bajaj Auto to sustain its lead-ership position in the 150-220 cc segment of bikes holds a criti-cal importance for it; something which can have a virtuous effect on its Discover brand as well.

To strengthen its position in the >150 cc segment of bikes, in India and internationally, Bajaj Auto had acquired 14.7 percent equity stake in the Austria-based KTM Power Sports AG in 2007 and has gradually increased its equity ownership in the com-

pany to around 47 percent. The company also launched the KTM Duke200 in India in January 2007 at a price tag of `1.17 lakh (ex-showroom, Delhi) and proposes to launch the new Pulsar 200NS in Q1, 2012-13, a model that uses the same platform and engine as the Duke200. Bajaj Auto and KTM plan to take their synergistic product development partner-ship further and are understood to be currently developing sev-eral new bikes for the domestic and global markets. These ini-tiatives are likely to enable Bajaj Auto maintain its stronghold in the premium motorcycles space over the medium term.

Scooters SegmentHero MotoCorp Limited: Performance Overview (Q4, 2011-12)

Revenue Growth: In Q4, 2011-12, Hero MotoCorp Limited (HMCL) reported revenues of `5,962.5 crore, a growth of 11.4 percent (YoY). The company’s revenue growth was driven by 8.1 percent YoY growth in sales volumes and 3.1 percent YoY growth in average realizations. While HMCL had recorded a volume growth of 18.1 percent (YoY) in 9m 2011-12, the com-pany’s volume growth slowed down to 8.1 percent (YoY) in Q4 2011-12, given the higher base of Q4 2010-11. In fact, after having recorded positive sequential vol-ume growth over the last eight quarters, HMCL’s QoQ sales vol-ume growth turned negative at -1.1 percent in Q4 2011-12.

Overall, HMCL’s sales volumes grew by 15.4 percent in 2011-12 over the previous year to reach 6.2 million units. For 2012-13, the management expects HMCL’s sales volumes to grow by nine-10 percent; and export volumes to grow substantially over the next four years.

Profi tability: HMCL’s OPBDIT

margins at 14.3 percent in Q4, 2011-12 declined by 46 basis points (bps) YoY and 66 bps QoQ due to increase in raw material costs, which could not be neu-tralized fully through price hikes.

The margin decline may have been higher but for the stead-ily rising share of production of HMCL’s Haridwar plant (that entails relatively superior profi t margins) in the overall produc-tion mix vis-a-vis the company’s other two plants at Gurgaon and Dharuhera. Going forward, the direction of commodity price movement, besides HMCL’s abil-ity to sustain the scale required to absorb the additional expens-es being incurred for creating a new corporate brand, introduc-tion of new models, building of R&D capability, exploring over-seas markets for exports would be the key factors infl uencing the company’s margins. HMCL’s Q4 2011-12 PAT at `603.6 Crore grew by 20.3 percent YoY but declined by 1.5 percent QoQ. Overall in 2011-12, HMCL’s PAT was also supported by lower effective tax rate of 17 percent, against 19.8 percent in 2010-11 due to higher proportion of sales from Haridwar plant where the com-pany currently gets 100percent income tax exemption.

Bajaj Auto Limited: Performance Overview (Q4, 2011-12)

As domestic volume growth slows down, sustenance of exports momentum becomes crucial for sustaining earnings growth Revenue Growth– In Q4, 2011-12, Bajaj Auto Limited (BAL) reported revenues of ` 4,651.4 crore, a growth of 11.4 percent (YoY). The company’s revenue growth was driven by 7.3 percent YoY growth in sales volumes (2W + 3W) and 3.9 percent YoY growth in average realisations.

While BAL had recorded a vol-ume growth of 15.9 percent (YoY) in 9m 2011-12, the company’s volume growth slowed down to 7.3 percent (YoY) in Q4 2011-12, mainly due to sharp slowdown in its 2W sales in the domestic mar-ket. Against 11.1 percent volume growth recorded by the industry in Q4, 2011-12, BAL’s domestic 2W sales volumes declined by 0.1 per-cent during the last quarter (the domestic 2W segment accounts for ~60 percent of BAL’s volumes).

However, continued strong growth of 27.9 percent (YoY) in 2W exports, which constitute ~30 percent of BAL’s volume mix, partially neutralised the impact of slowdown experienced by BAL in the domestic 2W seg-ment. BAL’s 2W exports growth was driven by rising sales to the African continent, even as sales to Sri Lanka (that accounts for ~20 percent of BAL’s exports) suf-fered following the hike in import duty by the country that caused around 30-35 percent increase in

2W retail prices. For H1, 2012-13, the management expects BAL’s domestic 2W sales volumes to grow by 6percent; and sales vol-umes (2W+3W) for 2012-13 to touch fi ve million units, a growth of 15 percent over 2011-12.

Profi tability: BAL’s reported OPBDIT margins at 19.8 percent in Q4, 2011-12 declined by 72 bps YoY and 117 bps QoQ, large-ly due to reclassifi cation of line items as per revised Schedule VI and partly due to relatively weaker product mix. The man-agement maintains that BAL’s OPBDIT margins for 2012-13 are expected to remain at around 20 percent. However, since 100 percent exemption on income tax currently available for BAL’s Pantnagar plant is going to reduce to 30 percent from 2012-13 onwards, the resultant increase in average tax rate is expected to weigh on the company’s net mar-gins during the current fi scal.

TVS Motor Company Limited: Performance Overview (Q4, 2011-12)

Weaker product portfolio hampers revenue growth; com-pany planning several new 2W model launches in 2012-13.

Revenue Growth: In Q4, 2011-12, TVS Motor Company Limited (TVS) reported revenues of Rs. 1,627.2 Crore, which were fl at on YoY basis; and were 7.5 per-cent lower on QoQ basis. While the 2W industry’s domestic volume growth had also mod-erated to 11.1 percent YoY in Q4, 2011-12 (vis-avis 15 percent YoY volume growth in 9m, 2011-12), the slowdown in TVS’ domestic 2W volumes was much steeper, with the company’s domestic 2W volumes expanding by only 2.2 percent YoY.

This apart, TVS’ 2W exports as well as 3W volumes also declined sharply by 17.6 percent and 36 percent in Q4, 2011-12, respectively, contributing to the company’s relatively weaker revenue growth compared to the industry at large. The company plans to launch a series of new products in 2012-13 along with upgrades of existing products. TVS recently launched the 2012 edition of the Apache Series RTR, while one new executive seg-ment motorcycle is planned to be launched in August 2012. The company plans to launch anoth-er motorcycle and a new scooter in Q4, 2012-13. These new prod-uct launches are expected to enable the company grow faster than the domestic 2W industry in 2012-13.

Profitability: TVS’ OPBDIT margins at 6.1 percent in Q4, 2011-12 declined by 60 bps YoY and 86 bps QoQ mainly due to increase in employee expenses. However, in view of ‘other income’ of Rs. 8.3 Crore and lower tax rate, TVS’s PAT grew by 37.3 percent YoY in Q4, 2011-12. The company’s PAT, on a consolidated basis, contin-ues to be weighed down by losses at the Indonesian subsidiary. Consequently, TVS’ consolidat-ed PAT grew at a much lower rate of 3.4 percent in 2011-12 com-pared to PAT growth of 28 percent reported on a standalone basis. The management expects loss-es in the Indonesian subsidiary to reduce in 2012-13 on the back of expected traction in volumes led by increase in dealer count along with planned increase in exports from Indonesia to other geographies.

(Courtesy: ICRA)

Honda: The company has two product offerings in the 125 cc motorcycles segment viz., Shine and Stunner. While the Honda Shine is more of a com-muter bike, the Honda Stunner has attributes of a performance bike refl ected in its aggressive styling and higher engine power than other bikes in the segment. Thus, each of the two Honda products in this segment has a distinct product positioning.Hero MotoCorp: Hero MotoCorp’s offerings in the 125 cc segment - Super Splendor and Glamour – also have limited confl icting overlap in terms of product positioning. InICRA’s view, one of the key benefi ts enjoyed by the 125 cc and >125 cc bikes of Hero MotoCorp is the large pool of customer foot-falls in the sales showrooms of Hero MotoCorp’s dealers for the company’s 100 cc bikes Splendor and Passion. Even if a small proportion of these customers up-trade from Splendor/ Passion to Super Splendor and Glamour, it could translate into a steady demand pattern for the company’s higher cc bikes, which highlights the statistical advantage that favours market leaders.

Bajaj Auto: Bajaj Auto had fi rst launched the Discover brand in 2004 as a replacement of its Wind125 and Caliber125 brands. The company fol-lowed it up with six line extensions, out of which three models currently remain and are offered with 100 cc, 125 cc and 150 cc engine confi gura-tions (the rest having been discontinued). Each of the existing Discover models are priced more competitively than other models in respective seg-ments; yet Bajaj Auto’s EBITDA margins remain industry leading, highlighting the company’s abil-ity to effectively manage product development and operating costs. Notwithstanding the multiple product portfolio rejigs done by Bajaj Auto in the past, the company has been successful in going beyond conventional customer segmentation approach. This is evident from Bajaj Auto’s intro-duction of theDiscover 150 cc, targeted as a family bike for the commuter segment wishing to ride a higher displacement bike. Likewise, the Pulsar 135 cc is also targeted at the commuter segment aspir-ing to experience sports biking.

Companies Overview

Contd. from page 12

Auto Monitor

C O R P O R A T E204 JUNE 2012

Surat-based Siddhi Vinayak Logistic Ltd recently added the 525th Eicher branded truck to its f leet recently during a key handing ceremony.

“This is a momentous occasion for us at Eicher. The journey began in 2006 when we exe-cuted the first bulk order of 15 units of Eicher 20.16. Today, it gives me immense pride to

Surat trucker buys Our Bureau

Chennai

Anti-Dumping duty is a positive sign

The Government of India has recently extend-ed the Anti-Dumping Duty (ADD) levied on

imports of non-radial tyres from China and Thailand for another six months, which is a positive sign for the industry. However, the increasing tyre imports continues to raise concerns, according to the Automotive Tyre Manufacturers Association (ATMA).

According to The Department of Revenue, “It shall remain in force up to and inclusive of 7 October, unless it is revoked earlier,” The extension comes in the wake of Commerce Ministry’s Directorate General of Anti-Dumping and Allied Duties initiatiting a review in August last year.

Dumping globally is treated as an unfair trade practice. Tyres have continued to be dumped in to India. Hence, following a petition fi led by the domestic tyre industry / ATMA and based

on a detailed investigation by the Anti-Dumping Directorate, the government has decided to impose anti-dumping duty on bias, and later, radial tyres for trucks and buses.

“At the time of its imposition, the duty did help in lowering the volume of imports. However, based on actual experience, import volumes have again start-ed increasing in the recent past and are a matter of concern for the domestic industry.” Director General, ATMA, Rajiv Budhraja told Auto Monitor.

ATMA said that ADD is not to be viewed from the perspective of any benefit for the domestic industry of loss from the over-seas manufacturer/exporter. It is an unfair practice, which not only impacts the domes-tic industry adversely, but also deprives the government (of importing country) of loss of legitimate revenues besides dis-torting the market.

The government move may not give much impetus to the expansion plans of tyre manu-facturers as these are not linked

to the anti-dumping duty. More so, since the past experience (of a number of sectors / prod-uct groups) indicates that while ADD was instrumental in low-ering the volume of imports for some time, over a period of time the increase in volume, in abso-lute as well as percentage (YoY) terms does take place.

Even the ADD rules provide for Mid-Term Review (MTR), SunSet Rev iew (SSR) and New Shippers’ Review (NSR), under which, the ADD can be removed, enhanced/lowered or exempted for certain export-ers (who were not exporting at the time of initial imposition of ADD). “For any domestic man-ufacturer to go in for capacity expansion or investment based on status of the ADD would be taking a rather simplis-tic assessment for a decision, which is based on a number of other important factors (viz growth in demand, existing capacity, overall performance of that sector/ industry, both domestic & international).” Budhraja added.

The anti-dumping duty imposed will remain in force up to and inclusive of 27 March, 2013

unless the notifi cation is revoked earlier. The duty on wheels was imposed on 29 March, 2007.

Ashok Leyland has slashed the prices of its commercial vehicles by one percent following the government’s decision to reduce the excise duty on truck chas-

sis. According to the company’s press release, the roll-back in prices would come into force with an immediate effect.

Lowering Excise DutyGiving a minor relief to commercial vehi-

cle makers, the government recently lowered the excise duty on chassis by one percent to 14 percent for vehicles whose bodies are installed outside the manufacturer’s factory. The compa-ny had hiked its prices by fi ve percent early this month following the increase in excise duty in the 2012 Union Budget.

ALL AnalysisAshok Leyland closed 2011-2012 with a turno-

ver of ̀ 12,841.99 crore and a net profit of ̀ 565.98 crore, against `11,177.11 crore and `631.30 crore registered in the previous financial year. The company is also targeting total sales of 146,000 units, in which 110,000 units on medium and heav y commercial vehicles (M&HCV) and 36,000 units of the Dost light commercial vehi-cle (LCV).

Plans In The PipelineThe manufacturer will also be expanding its

M&HCV capacity at a new facility near Chennai for which, the company has signed an MoU with the Tamil Nadu government recently. In this new facility the joint venture companies—Ashok Leyland and Nissan Motor Company will be investing `4,150 crore. Once the project goes on stream in the next couple years, the production of Dost LCV will move to the new facility.

Ashok Leyland drops prices following excise duty reduction

Nabeel A Khan New Delhi

Rajiv Budhraja, Director General, ATMA

Our Bureau Chennai

Auto Monitor

C O R P O R A T E 214 JUNE 2012

525th Eicher truckannounce the delivery of 525th Eicher brand-ed truck to Siddhi Vinayak,” said Senior Vice President-Sales and Marketing, VE Commercial Vehicles Limited, G Sekar.

Siddhi Vinayak Logistics started in a mod-est way a few years back and today has over 3,700 trucks of various models and configura-tions deployed across all its hubs in India. Their logistic operations are scattered across various segments and they strive to achieve the leader-ship position in every segment they operate.

Toyota launches fi nance arm

To y o t a M o t o r Cor porat ion, ha s launched its fi nancial services arm Toyota

Financial Services (TFS) in India recently. Toyota Group commenced its fi nancial serv-ices with an objective to provide customers with a loan facility to acquire vehicles to support Toyota Group’s revenue and to contribute to the sales promotion of products offered by Toyota. TFSIN is the Indian subsidi-ary of Toyota Financial Services Corporation (TFSC), which is a wholly-owned subsidiary of Toyota Motor Corporation (TMC) in Japan.

TFSIN will commence opera-tions through Toyota dealerships in Bangalore and New Delhi fol-lowed by a phased launch across India. Every Toyota dealer out-let will have a dedicated fi nance executive who ensures the cus-tomer gets the best fi nance deal. Apart from dedicated service, the company will offer sever-

al unique products such as TFS smart, provide loans upto 100 percent to its customers, insur-ance funding and dedicated products designed as per the car models. Dealer fi nancing and the used car business will also be supported in this scheme.

Toyota Group has recognised the potential of the Indian mar-ket and identifi ed it to be one of the key focus markets for its glo-bal growth. Toyota Financial Services India mirrors its focus on the product, its pricing and fi nal service. The company has put together a formidable team and has set-up its operations in New Delhi with Bangalore as its headquarters.

TFSI’s MD & CEO, Kazuki Ogura said, “The Indian auto-mobile industry is destined to be one of largest in the world. This calls for special attention to our customers to whom we will offer unique fi nance services through highly trained and qual-ifi ed fi nance executives at each Toyota dealership. Our objective is to provide Toyota custom-ers with the best auto fi nance in

the market.” Managing Director, Toyota

Kirloskar Motors Hiroshi Nakagawa said, “We welcome Toyota Financial Services in India, which would further strengthen our brand and would help us come closer to our cus-tomer by fulfi lling their fi nancial needs. TFSIN has tremendous potential and would work like a catalyst in the growth of Toyota in India.”

Ogura further added that we have put a lot of effort to ensure our customers have a quick and smooth process while purchasing their Toyota car. From an indus-try best eight-hour loan approval, to easy documentation, to cus-tomised solutions, our global experience and understanding of the auto fi nance industry pre-cedes us and we will put our best efforts forward to ensure a hap-pier Toyota customer.

Dy MD (Marketing), Toyota Kirloskar Motor, Sandeep Singh said, “Toyota’s objective is to understand the fi nancial needs of all potential customers and ensure that these fi nancial needs

are fulfi lled through our fi nan-cial associates. TKM has always shared a good rapport with all our fi nancial partners and we are confi dent that TFSIN will further help us in our efforts to provide customer delight in owning and driving a Toyota.”

Toyota Financial Services began its operations in Australia in 1982 and has grown to be a company that currently employs

around 8,400 employees world-wide with assets in excess of $150 billion. The company has a glo-bal footprint in 33 countries and enters India with an investment of `260 crore. TFSIN’s core objec-tive is to support Toyota sales in India through its knowledge and specialty in the auto fi nance industry and will bring forth innovative products and servic-es to Toyota customers.

SKF recently inaugurated the expanded area of the vehicle parts centre under SKF’s automotive aftermarket distribution busi-ness, Vehicle Service Market (VSM). The

centre will cater to the growing demands for the automotive aftermarket across India by packag-ing and distribution of kits such as wheel bearings kits for two-wheelers and four- wheelers, engine bearings kits, transmission bearings kits, steering race kits among others.

SKF Vehicle Service Market deals with the aftermarket for two and four wheelers across the country. SKF offers high quality products to our customers involved in maintaining vehicles or supplying products to the automobile mechanics and end users alike.

The expansion adds signifi cant fl oor space to the existing parts centre to accommodate the assem-bly of these critical parts together and facilitate a complete kit to the end markets. “India’s two-wheeler and four-wheeler market growth has been very positive and the replacement and aftermar-ket demands have gone up signifi cantly. We have expanded our vehicle parts centre to cater to the growing demands,” said Director, Vehicle Service Market (VSM), SKF Group, Magnus Johansson.

“As customers are more aware of products and technologies today, they look for a composite set of products and accessories as opposed to buying each item in isolation. Through this packaging and distribution centre, we enable this value addition for end users by providing them a com-plete off the shelf kit for ready use”, said MD and Country Head, SKF India, Shishir Joshipura.

SKF is a major global supplier of bearings, seals, mechatronics, lubrication systems and services which include technical support, main-tenance and reliability services, engineering consulting & training. It is represented across 130 countries and has around 15,000 distributor loca-tions worldwide.

SKF expands vehicle parts business

Our Bureau New Delhi

Toyota Group Delegates At The Launch Of TFSIN

Our Bureau Mumbai

Auto Monitor

G L O B A L W A T C H224 JUNE 2012

First fuel-cell buses with hybrid technology go into regular service in Switzerland

Daimler CVs meet CO2 milestone in US

PostAuto Schweiz AG has become the fi rst com-pany in Switzerland to deploy fuel-cell

technology for public road trans-port. Since the end of 2011, fi ve Mercedes-Benz Citaro fuel cell Hybrid models have been serv-ing on routes in and around Brugg (in the canton of Aargau) as PostAuto vehicles.

Over the next five years, PostAuto will test the fuel-cell drive, using clean hydrogen as fuel. The dense network of routes operated by PostAuto around Brugg is ideally suited to the test in terms of both topography and routing, with a mixture of city traffi c, country roads and village streets. The routes will be oper-ated by the PostAuto company Voegtlin-Meyer AG, which will also service and refuel the fi ve fuel-cell post vehicles at its garage location. Aargau Canton is sup-porting the fuel-cell bus project with a subsidy of Swiss francs 1.5 million from the Swisslos lottery fund. PostAuto expects to save some 2 000 tonne of CO2 during the fi ve-year test phase.

Head of Daimler Buses, Hartmut Schick is delighted about the promising deployment of the eco-friendly fuel-cell buses, “I recently had the opportunity to see them in actual operation, and I was very impressed with the way PostAuto Schweiz has implemented the concept.”

Citaro Fuelcell-HybridCompared with the fuel-cell

omnibuses that were tested from 2003 on as part of the hyfl eet projects, the new Citaro Fuelcell Hybrid offers signifi cant innova-tions: hybridisation with energy recovery and storage in lithium-ion batteries, powerful electric motors fi tted in the wheel hubs with a continuous output of 120 kW, electrifi ed PTO units and more advanced fuel cells. These cells will have an extended serv-ice life of at least fi ve years, or 12 000 operating hours. The fuel-cell stacks in the new Citaro Fuelcell Hybrid are identical to those used in the Mercedes-Benz B-Class Fcell with fuel-cell drive.

In the earlier fuel-cell buses, the two stacks are already installed on the vehicle’s roof. A new addition is lithium-ion batteries, which stores energy that is recovered during brak-ing. With the electric power from this energy accumulator, the new Citaro Fuelcell Hybrid is able to run for a number of km on bat-tery power alone. The concept behind the new Fuelcell bus essentially corresponds to that of the Mercedes-Benz BlueTec hybrid buses. However, these derive their electric power from a diesel generator, whereas in the new Fuelcell buses the fuel cells generate the electricity for the drive motors, without producing any emissions whatsoever.

The improved fuel-cell com-ponents and the hybridisation with lithium-ion batteries result in a reduction in hydrogen consumption of almost 50 per-cent for the new Citaro Fuelcell Hybrid compared with the pre-vious generation. As a result, it has been possible to reduce the number of tanks from the total of nine on board the fuel-cell buses deployed in earlier trials to seven on the current vehicles, holding 35 kg of hydro-gen in all. The operating range of the fuel-cell bus is over 250 km. With these diverse techni-cal advances, buses running on electric power alone with fuel cells as energy generators

are now a major step closer to production maturity.

CHIC ProjectThis EU-funded project will

permit the integration of 26 fuel-cell buses into daily regu-lar services in five European cities. The project is based on a gradual introduction of hydrogen-powered fuel-cell buses, and aims to set up bus f leets with fuel-cell vehi-cles, along with the necessary infrastructure. With the CHIC (Clean Hydrogen in European Cities) project, Daimler Buses

is following up on two previ-ous successful projects, Cute and Hyf leet: Cute, launched by the European Union, which ran from 2003 to 2009. A total of 36 Mercedes-Benz Citaros with second-generation fuel-cell drives have already proven their worth at twelve transport operators on three continents. With more than 140 000 operat-ing hours and a total distance travelled of over 2.2 million km, Mercedes-Benz buses have demonstrated the practical application of the eco-friendly fuel-cell drive.

Daimler’s US com-merc ia l veh icle subsidiary Daimler Tr u c k s N o r t h

America (DTNA) demonstrated its innovative strength in the field of environmentally friend-ly technologies: In Washington DC—in the presence of US gov er n ment repre s ent a-tives and the US Secretary of Transportation Ray LaHood—DTNA CEO, Martin Daum presented the new heavy-duty truck Freightliner Cascadia Evolution, which will become available on the US market starting next year. When com-pared to the current model (EPA 10 Cascadia), the new truck consumes up to seven percent less fuel.

These fuel savings were confirmed by an independent agency (Automotive Testing and Development Services) in the course of a one-week drive across the US under real-life conditions. The 2,400-mile (almost 4,000 km) route led from San Diego, California, to Gastonia, North Carolina. During the test, the two heavy-duty semitrailer trucks—weighing approximately 34 tonne or 76,000 lbs each—traveled at an average speed of 62 mph (around 100 km/h).

According to Martin Daum, two key factors led to the pos-itive result of this Evolution of Efficiency Tour, “The tre-mendous fuel sav ings of the new Freightliner Cascadia are primarily due to the new Detroit DD15 engine as well as the aerodynamic measures. The

fuel efficiency drive was a unique opportunity for us to conduct a test under real-life conditions of our latest tech-nologies and the tremendous fuel saving potential they offer to our customers.”

The DD15 engine of the Detroit brand, which is part of Daimler, is a turbocharged inline six-cylinder engine with 14.6 liters of displacement. As with all Detroit engines, it is equipped with Daimler BlueTec technolog y, which reduces emissions to near-zero levels and even falls below the EPA 10 emissions standard for the NAFTA region (comparable to Euro VI).

Freightliner Trucks Comply With Greenhouse regulations

At the beginning of this year, the Environmental Protection Agency (EPA) certified that the Daimler commercial vehicles subsidiary’s complete portfolio of long-distance trucks, medi-um-duty trucks, and vocational vehicles of the Freightliner and Western Star brands as fully compliant with the Greenhouse Gas 2014 (GHG14) regulations.

This means that DTNA is leading in the US commer-cial vehicles industry. The company already meets the standards set by the EPA and the National Highway Traffic Safety Administration (NHTSA), which will not go into effect until the beginning of 2014. These regulations aim to perma-nently reduce the green-house gas emissions of heavy- and

medium-duty trucks. The EPA believes that through the new GHG14 regulations, trucks and buses of the model years 2014 through 2018 are projected to reduce oil consumption by 530 million barrels and greenhouse gas emissions by 270 million metric tonne.

Freightliner Cascadia Technology Carrier Measured With 10.67 Miles Per Gallon

During a test drive with a technology carrier at the prov-ing grounds in Uvalde, Texas, DTNA demonstrated that the fuel consumption of a heavy-duty semitrailer truck can be reduced even further through ideal airf low and additional technical fine-tuning.

For the test drive, the new Freightliner Cascadia Evolution was equipped with a Detroit DT12 automated transmis-sion, low rolling-resistance wide-base tires, and a trailer specifically designed by DTNA with aerodynamic aspects in mind. This technically and aerodynamically optimised combination of a tractor and a trailer (total weight: approx-imately 34 tonne) traveled exactly 1,000 miles at an aver-age speed of 60 mph (97 kmh). The resulting fuel consump-tion was 10.67 mile per gallon, or approximately 22 litre per 100 km.

Shaping Future Transportation: 2,700-mile Test Run With CNG Truck

DTNA presented anoth-

er impressive test result in the area of alternative drive systems. For the first time, a natural gas-fueled Freightliner Cascadia completed a tour from San Diego to Washington DC (approx 2,700 mile), interrupt-ed only by refueling stops every 350 to 500 mile. The CNG truck only used public gas stations to refuel, thus impressively dem-onstrating that alternative drive technologies represent a real alternative even today. In light of this success, Daum promised that DTNA will keep pushing forward in the field of alterna-tive drive systems and continue to cooperate closely with gov-ernment agencies and form strategic alliances with other economic sectors. “We want to live up to our leadership position by promoting environmentally friendly, resource-conserving, and sustainable transportation solutions,” he said.

Daimler Trucks and Daimler Buses have been pressing ahead with the development of environmentally friend-ly technologies since 2007. The leading commercia l vehicle manufacturer con-solidates these activities in its worldwide “Shaping Future Tra nspor tat ion” init iat ive, which aims to turn the zero-emission commercial vehicle of tomorrow into reality through efficient and clean drive sys-tems and alternative fuels. The initiative involves the sparing use of resources and the reduc-tion of emissions of every kind, while guaranteeing maximum traffic safety.

In the earlier fuel-cell buses, the two stacks are already

installed on the vehicle’s roof. A new addition is

lithium-ion batteries, which stores energy

that is recovered during braking, with

which, the new Citaro Fuelcell Hybrid is

able to run on battery power alone

Opel, one of Europe’s largest car makers and Europcar, the leading car rental company

in Europe, announced that 30 Opel Amperas, the award-win-ning range extended electric car, are available to hire on short term rental.

The Opel Ampera has been available for rent since early March in Amsterdam (Netherlands), and is now avail-able in Frankfurt (Germany) and in Brussels (Belgium).

To support this joint effort in the promotion of electric mobil-ity, Opel and Europcar plan a joint communication campaign in Germany with visibility in airports, online, utilising social media, and point of sale sup-ports in all Europcar rental stations.

“With Opel Ampera’s unique battery pack and Range Extender, the Ampera is perfectly adapt-ed to our short term rental market. This partnership illus-trates once again our range of vehicle help customers make better and cleaner environmen-tal choices” said Chief Executive Officer of Europcar Groupe, Roland Keppler.

With the Opel Ampera’s unique 16kWh lithium-ion bat-tery pack, Europcar customers will be able to enjoy between 40 and 80 km of pure electric drive with zero emissions. The scheme could be widened to other cit-ies and to other countries in Europe in 2012.

Electric Opel Ampera joins the daily rental market with Europcar

Auto Monitor

G L O B A L W A T C H244 JUNE 2012

Goodwood celebrates 60 years of the iconic Mercedes-Benz SL The 60-year evolution of the Mercedes-Benz SL to be presented at the 2012 Festival of Speed

Ford technology provides support to road accident victims

Logistics industry vital for Olympic success

Rules needed on excessive tolling: FTA

The Mercedes-Benz SLs will be displayed on the Walk of Fame along the BlackRock Drivers’ Club

Walkway, where over 100 top motor sport competitors appear, including Sebastian Vettel, Jenson Button, Lewis Hamilton, Alain Prost, Nico Rosberg, Mark Webber, Sir Stirling Moss, John Surtees, Kenny Roberts and Steve Webster.

At this year’s Goodwood Festival of Speed, the annual vehicle display along the ‘Walk of Fame’ red carpet, leading up

to the BlackRock Drivers’ Club, will celebrate the diamond jubi-lee of the popular Mercedes-Benz SL from 28 June-1 July, 2012.

The origins of the Mercedes-Benz SL sports car family date back 60 years to 1952, when Daimler-Benz AG entered three of the newly developed, futuris-tically designed Mercedes-Benz 300SL racing sports coupés with distinctive ‘gullwing’ doors in the arduous Le Mans 24 Hours race, following their remarkable sec-ond place fi nish of their debut in the Mille Miglia earlier that year.

In 1954, Mercedes began production of the now famous gullwing 300SL, the model designation derived from the German Super Leicht, or Super Lightweight. The gullwing was joined by the fi rst SL roadster model in 1955—the more afford-able 190SL—with the exotic convertible 300 SL appearing in 1957.

In 1963, the stylish ‘Pagoda’ SL models (code named W113) were launched, initially as the

230SL, to be later joined by the 250SL and 280SL models. These were replaced in 1971 by the long-running R107 SL models, which remained in production until 1989. The fourth-genera-tion SL (R129) of 1989 was the mainstay of Mercedes-Benz two-seater roadster production throughout the 1990s, being replaced by the R230 fifth-gen-eration model in 2002. This model remained in its 2008 facelift form until the release earlier this year of the very lat-

est SL, the brand-new R231 model range.

A representation of each of the six generations of the Mercedes-Benz SL will line the BlackRock Drivers’ Club walk-way to form a historic backdrop of this most famous of all sport-ing Mercedes models. All of the drivers and riders participat-ing in this summer’s Festival of Speed will appear on the walkway leading into the exclu-sive BlackRock Drivers’ Club throughout the event.

Ford’s E mer genc y Assistance feature could provide important sup-port to road accident

victims in the UK said AA presi-dent, Edmund King.

The SY NC Emergency Assistance technology poten-tially can reduce the time taken to respond to accidents by assist-ing vehicle occupants to place a direct emergency 112 call with location details in the correct local language.

Edmund King said, “We believe that Ford’s pioneering Emergency Assistance technol-ogy can help save lives. The AA would like to see ‘e-call’ as a safe-ty feature on all new cars as it helps notify the emergency serv-ices in that vital ‘golden hour’ after a serious crash when rapid medical attention can be the dif-ference between life and death.”

The emergency assistance technology is a feature of Ford SYNC voice-activated in-car con-nectivity system that will make its European debut this summer in the all-new B-MAX and roll out quickly to other Ford vehicles. When an accident occurs, the system alerts local emergency services operators in the cor-rect local language based on GPS coordinates from the vehicle.

The vehicle’s SYNC system ini-tiates an emergency call through the occupant’s Bluetooth-connected mobile phone. The system plays an introductory message and then relays the acci-dent location co-ordinates using the on-board GPS unit, map and

mobile network information. Emergency Assist saves crucial seconds by placing a call directly to emergency service operators rather than fi rst routing through a third party call centre.

In North America, where Ford has sold four million SYNC-equipped vehicles, the similar 911 Assist system has drawn praise from emergency workers and customers.

“I cannot remember the events of the accident that near-ly killed me,” said Michael Hicks of San Antonio, Texas. “After an impact to my head, the next thing I remembered was waking up in an Austin hospital.

“I was told my car was upside down in a river and fi lling up with water when my car was pulled out. If SYNC had not dialled 911, I certainly would have perished at the bottom of that river. SYNC saved my life.”

The European Commission has proposed a similar system called eCall which, like Emergency Assistance, automatically noti-fi es emergency services when a vehicle is involved in an accident. The Commission believes eCall could reduce response times for accidents in remote areas by 50 percent.

“Emergency Assistance is a feature we hope our customers never need,” said Vice President, Product Development, Ford of Europe, Barb Samardzich. “But we believe the peace of mind it provides and the potential it has to make a difference, if it is required, is of huge benefi t.”

As t he renow ned ‘Spaghetti Junction’, located at Birmingham, UK

turned 40 recently, the Freight Transport Association (FTA) said that the level of tolls—including those for goods vehicles—on any new, privately built parts of the roads infra-structure should be restricted in order to get the best use out of all parts of the roads network.

Originally known as the Gravelly Hill Interchange the junction serves in total 18 routes, and is an essential part of the road network in the West Midlands as it most importantly links the M6 with the A38(M) Aston

Expressway in Birmingham, as well as the A38 (Tyburn Road) and the A5127.

When the M6 Toll road was planned, it was envisaged that sig-nifi cant relief would be provided for the M6 and Spaghetti Junction, but that did not happen, particu-larly for goods vehicles. The toll charger decided to price heavy goods vehicles off that road, leav-ing them, along with the majority of motorists, to use the M6.

FTA’s Head of Road Network Management Policy, Malcolm Bingham, said, “Due to a com-bination of where people need to get to and excessive tolls, par-ticularly for goods vehicles, the 40-year-old Spaghetti Junction

infrastructure to the north of Birmingham is still the choice for most drivers. Therefore we believe that going forward, some rules are needed in order to make privately built parts of the road network afford-able for all drivers, including goods vehicles.”

Spaghetti Junction was origi-nally built to take 75,000 vehicles per day but now carries around 210,000 per day. The junction was built to last for 120 years; however, less than one-third of the way through its projected life it has had major repair work, adding to the maintenance budg-et for what is the central part of England’s motorway system.

The FTA has stressed the importance of logis-tics to the success of the Olympics and the

need for the public and custom-ers to be aware of the demands the games are placing on transport companies.

The association also said that it is vital to fi nd alternative ways of working and to see the challenges of the Games as an opportunity for innovation rath-er than an intrusion.

FTA’s Head of Policy for London, Natalie Chapman gave evi-dence to the House of Commons Transport Committee’s inquiry into transport for the Olympics Inquiry recently, alongside rep-resentatives of London Councils, the Federation of Wholesale Distributors and the Licensed Taxi Drivers Association.

The inquiry was looking at the transport challenges posed by the Olympic and Paralympic

Games, including the impact of Games Lanes and the Olympic Route Network on road trans-port in London. Also providing evidence were Justine Greening Secretary of State for Transport & Peter Hendy, Commissioner of Transport for London.

Chapman said, “We are pleased to assist the Transport Committee in its investigation into the robustness of transport arrangements for the Games. Without effi cient logistics, there will be no Games. And without an appreciation of the likely dis-ruption, Londoners and London’s business community will fi nd it diffi cult to keep functioning. It is therefore important that everyone interested in making this summer a success is working together to ensure an effi cient supply chain is maintained. There is a ten-dency not to notice freight until it doesn’t work, so the challenges of the next few months give the

industry the ideal opportunity to showcase how effective and effi -cient it really is.”

Ms Chapman concluded, “In terms of profi le and awareness, the freight and logistics industry has never had it so good. After being handed the baton of the Olympic Road Freight Management Programme from ODA, Peter Hendy, the Commissioner for Transport for London very quick-ly realised that some serious investment and resource was needed to provide the industry with the information it needed to plan for the Games. Over the last 18 months the Road Freight Management Programme has gone from strength to strength and thankfully we are a long way forward from where we were this time last year. The industry now has a dialogue with the very top level of TfL and FTA plans to main-tain and build on this well founded relationship post Olympics.”

A representation of each of the

six generations of the Mercedes-

Benz SL will line the BlackRock Drivers’

Club walkway to form a historic

backdrop of this Mercedes models. Participants in the Festival of Speed

will appear on the walkway One of the MB iconic models on display

In the upcomig Festival Of Speed, fans will get a chance to come upclose to leading competitors

Auto Monitor

G L O B A L W A T C H264 JUNE 2012

Global NCAP honours development and launch of electronic stability programme

New Yaris Hybrid achieves lowest car ownership costs

Another distinction for Bosch: the automotive supplier has received the Global NCAP Award

2012 for developing and launch-ing the ESP Electronic Stability Programme. The award, which is conferred by the Global New Car Assessment Programme, was presented on May 24, 2012, during the consumer safety organisation’s annual meeting in Malacca, Malaysia. Wolfgang Hiller, president of the Bosch Chassis Systems Control divi-sion in Japan, accepted the award on behalf of Bosch. The prize was handed over by His Royal Highness Prince Michael of Kent, a member of the British Royal Family.

Global NCAP’s rationale for this award was ESP’s high level of effectiveness, which, in the organisation’s view, means the active safety system is able to signifi cantly reduce the number of road accidents and fatalities—thereby supporting the aims of the UN Decade of Action for Road Safety. The target of this United Nations campaign is to signifi cantly limit the rise in the number of road deaths forecast for the period 2010 to 2020. ESP’s importance is also recognised by the local NCAP organisation for the ASEAN nations, ASEAN NCAP, which was newly estab-lished at the meeting. The

standard equipment with anti-skid system is a pre-requisite for the highest rating of fi ve stars.

Since launching ESP in 1995, Bosch has delivered over 75 mil-lion such systems to automakers. ESP detects the onset of skidding and counteracts this by reduc-ing engine power and through controlled braking of individual wheels. Studies have shown that this can prevent up to 80 percent of all skidding accidents. ESP systems always include an ABS antilock braking system as well as a traction control system. By con-tinuously working to improve the system, Bosch has succeeded in making it available for all vehicle classes—not least by incorporat-ing numerous innovations that reduce cost.

ESP To Become MandatoryThese days, roughly every

second new vehicle worldwide comes off the production line fi tted with ESP. While legal reg-ulations have now ensured that the anti-skid system is gener-ally standard equipment in the United States and Europe, and increasingly in Japan and Australia as well, installation rates for ESP in countries such as Brazil, China, India, and the ASEAN nations are still low. For these markets, Bosch also offers attractive entry-level versions featuring the most important

basic functions.But the development of ESP is

by no means over. In particular, automakers can use the system as a basis for integrating high-per-formance assistance and safety systems, such as adaptive cruise control or emergency braking systems, into their vehicles.

Bosch Vehicle Safety Systems Have Received Numerous Awards

Over the years, Bosch has received many awards for devel-oping and launching ESP. For instance, the company was awarded the Allianz Genius safety prize in 2005, and in 2007 the Fédération Internationale de l’Automobile awarded Bosch its prestigious FIA World Prize for Road Safety, the Environment, and Mobility.

Bosch safety technology for motorcycles has also won awards. In 2010, ADAC, the German auto-mobile association, singled out the new ABS generation nine for its “yellow angel” (“gelber Engel”) award. In awarding its fi rst prize in the “Innovation and Environment” category, the judg-es paid tribute to the system’s great road-safety potential. Not only is the latest generation of this system especially compact: its cost-optimised design also makes it affordable for all classes of motorcycle for the fi rst time.

New Toyota Yaris Hybrid achieves lowest three-year running costs among its market

competitors in KWIKcarcost data for fl eet operators and company car drivers.

Details Of The Yaris Data• Best-in-class combination

of fuel economy and emis-sions from downsized Hybrid Synergy Drive powertrain

• Class-leading residual value per forma nce predicted byCAP- 38 percent over three years/60,000 miles

• Lowest in Class Taxation, zero VED and 10 percent BIK (from £25 per month for 20 percent tax payer)

• Advantage of up to 44 percent in driver costs compared to key rivals

The new Yaris Hybrid is set to shake-up the supermini market, not just by introducing Toyota’s high-effi ciency full hybrid power technology to the segment, but also by delivering all-round, unmatched savings on cost of ownership.

KWIKcarcost ranks Yaris Hybrid the best among its key competitors for delivering the lowest bills over three years for company car operators and driv-ers. And industry monitor CAP predicts the new Toyota will be the class of the fi eld in terms of residual value over three years/60,000 miles, at 38 percent for the T4 model.

Private owners, too, will appreciate the new model’s fuel economy—particularly in around-town driving and zero road tax (VED). Add to that the smooth and easy driving char-acter of the hybrid system, contemporary styling, passenger and load space that are every bit as roomy as the standard Yaris and exceptional technical reli-ability and the prospect is even more appealing.

KWIKcarcost analysis shows that, measured across stand-ard ownership benchmarks over three years, companies running the Yaris Hybrid will be paying just 35.2p per mile. And for the company car driver, personal costs work out at 44 percent lower

(over three years/60,000 miles) than for a comparable Vauxhall Corsa, and almost 30 percent less than if they opted for a Honda

Jazz hybrid. There’s a clear advantage of 10 percent against the Ford Fiesta and Volkswagen Polo, too. The new Yaris Hybrid

is available to order now with customer deliveries starting in July. On-the-road prices start at £14,995 for the T3 model.

MODEL Toyota Yaris Hybrid

T4

Ford Fiesta 1.6 TDCi

ECOnetic 95 Stop Start

Honda Jazz 1.3h IMA

Vauxhall Corsa 1.3

CDTi ecoFLEX 95 SXi AC 6spd

Volkswagen Polo 1.2 TDI CR 75 Stop Start Blue

MotionDoors 5 5 5 5 5Engine size/Transmission

1.5 Hybrid CVT

1.6 DT 1.3 Hybrid CVT

1.3 DT 6sp 1.2 DT

P11D Value £15,840 £16,740 £16,755 £16,335 £15,660Combined mpg 81 85.6 62.8 64.2 80.7CO2 g/km 79 87 104 115 91

Company Costs Over 3 Years & 60,000 MilesDepreciation £10,240 £11,586 £10,555 £11,285 £10,221SMR Costs £1,674 £1,417 £1,476 £1,596 £1,590Fuel Costs £4,687 £4,623 £6,045 £6,164 £4,904Insurance £1,650 £2,205 £2,655 £1,875 £1,875Finance £2,138 £2,260 £2,262 £2,205 £2,114National Insurance £678 £924 £832 £1,217 £864Pence-Per-Mile 35.2 38.45 39.87 40.76 36.04Cost Over 3 Years £21,122 £23,070 £23,920 £24,457 £21,623Total Cost Variance

- +£1,948 +£2,798 +£3,335 +£501

Driver Costs Over 3 Years/60,000 MilesTax Bands (%) 10, 10, 11 13, 13, 14 11, 12, 13 17, 18, 19 13, 13, 14BIK Cost (20% rate)

£982 £1,339 £1,206 £1,764 £1,253

Private Fuel (10,000 miles pa)

£2,340 £2,310 £3,090 £3,024 £2,406

Driver Personal Costs

- +£327 +£974 +£1,466 +£337

Yaris Hybrid Saving +/- %

- -10 -29 -44 -10

Details Of The Cost Analysis

Source: KWIKcarcost 14 May 2012; petrol calculated at 139.19 ppl, diesel at 145.1ppl; finance rate 4.5%.

Auto Monitor

G L O B A L W A T C H284 JUNE 2012

Delphi to acquire FCI Group

Delphi Automotive Plc said it is open to more acquisitions after announcing it has entered “exclusive talks” to acquire a unit of FCI Group from Bain Capital for about $958 million. Chief Executive Offi cer Rodney O’Neal had said Delphi was willing to spend as much as $one billion on an acquisition, and didn’t rule out further deals.

Delphi had $1.4 billion of cash on hand at the end of March. “We’ll look at a multitude of ways to get cash and value back to the shareholders and acquisitions are just one,” O’Neal said. “That’s still possible but there is nothing currently on the radar screen. It’s possible, but unlikely.”

The unit, called Motorized Vehicles Division, had revenue of Euro 692 million and would become part of Delphi’s electrical and electronic architecture unit, which had revenue of $2.93 billion last year. Acquiring the FCI Group unit would make Delphi a ‘strong No. 2’ in what is a fragmented market for connectors, O’Neal said. Delphi said it expects sav-ings from the acquisition of $50

million next year, $70 million in 2014 and $80 million by 2015.

Delphi, based in Troy, returned to profi tability in 2010 after cutting costs in bankruptcy and focusing on selling fuel-injection systems and other car parts in faster-growing countries such as China. The Asia Pacifi c region accounted for $2.46 bil-lion of the company’s $16 billion in sales last year, according to a regulatory fi ling. Delphi may seek companies and technolo-gies to augment its powertrain, electronics and electrical con-nectors businesses, when he said the company may spend $1 bil-lion on an acquisition.

SAIC transfer would give GM equal control of Chinese partner

GM said the board of its China partner Shanghai Automotive Industry Corp approved the transfer of one percent ownership in their joint-venture to the US automaker. The move, which still requires Chinese government approval, allows Detroit-based GM to regain equal control of the partnership in the world’s largest automobile market.

Nissan will start making Infi niti cars at a two billion yuan ($315 million) plant in China from 2014 as it moves to challenge the dominance of German rivals in the world’s largest auto mar-ket. Chinese-made Infi niti cars would put Nissan on a more level playing fi eld with Audi, Mercedes and BMW, which have been making cars in China for years, industry observers say. Imported Infi niti cars have been availa-ble in China since 2007. Nissan sold about 19,000 Infi niti cars in China in the last fi scal year that ended in March, a fraction of the more than 300,000 cars mar-ket leader Audi delivered in the whole of 2011.

In a statement, Nissan said two Infiniti models—which have yet to be named—would be produced at a factory jointly operated with Dongfeng Motor Group, that currently makes the Nissan Teana mid-size and Murano crossover models. The facility in Xiangyang city in cen-tral China would have an initial capacity of 130,000 vehicles ris-ing to 250,000 eventually, it

added. “The localisa-tion of Infi niti at our Xiangyang plant is a signifi cant milestone for us,” said President of Dongfeng Motor Co, K imiyasu Nakamura.

E a r l ier t h i s month, Infi niti relo-cated its global headquarters from Yokohama, Japan, to Hong Kong, a gateway to mainland China.

Nissan outsold Toyota to become the top Japanese light-vehicle brand in China last year for the fi rst time, according to research fi rm LMC Automotive. The Infi niti plant would place Nissan further ahead of Toyota and Honda in China’s luxury car segment, which Daimler CEO, Dieter Zetsche said could con-tinue to grow 15-20 percent in 2012 after years of breakneck expansion. Other luxury car-makers, such as GM and Honda, are also playing catch-up, hop-ing to grab a bigger share of the Chinese market.

GM CEO Dan Akerson expects

Cadillac’s China sales to match US sales levels by 2015 or 2016. PSA/Peugeot-Citroen plans to introduce its Citroen DS luxu-ry sub-brand to China with an annual volume target of 200,000 vehicles within four years. Nissan’s mid-term growth plan targets sales of 500,000 Infi niti vehicles globally by 2016, and the company has said China would account for a large portion of that growth.

Most Infi niti models are made in Japan. To help achieve its goal by 2016 and avoid foreign exchange risks, Nissan also plans to localise Infi niti production in the United States and Europe. Nissan sold about 146,000 Infi niti vehicles glo-bally in the last fi scal year.

Toyota said it would roll out eight com-pact car models tailored for emerging markets by 2015 in an attempt to catch up to front-runners such as Volkswagen

Group and GM.Toyota, which lost the crown as the world’s

top automaker last year, is looking to reduce its dependence on the mature North American, European and Japanese markets. It wants to shift more of its weight to growth markets such as China, India and Brazil, where Volkswagen, GM and Hyundai have taken the lead. The Japanese automaker aims to sell half of its vehicles in emerging markets by 2015, up from around 45 percent last year and 18.6 percent in 2000. “In emerging markets, there are four or fi ve auto-makers vying to take the lead in sales volumes,” said Toyota Executive Vice President, Yukitoshi Funo to reporters. “Particularly in the Southeast Asian region, Volkswagen and others are looking to challenge our lead so we can’t be resting on our laurels,” he said.

Including the Etios model, Toyota plans to introduce eight compact cars by 2015, targeting combined annual sales of more than one million vehicles in over 100 countries during that period. The upcoming cars will be priced around one mil-lion yen ($12,600) or higher and produced in local markets such as India, Brazil and China. Toyota said it would aim to procure 100 percent of the cars’ components locally to lower costs—a move that would require a stronger R&D function in those markets.

By 2013, production capacity in emerging mar-kets will rise to 3.1 million vehicles a year, from 2.38 million in 2010, matching the level in Japan, Toyota said.

“We want to beef up our presence in segments where we can be competitive. There are many other options for customers looking in that price range, including used cars,” said Funo. Toyota, which sells the Etios, shown, for about $9,000 in India, says it won’t enter even cheaper car segments. Funo added that carmakers are considering ultra-low-cost cars, potentially tapping a huge base of consumers trading up from motorcycles.

Toyota plans eight compact cars for emerging markets

International auto round-upNissan will begin Infiniti production in China from 2014

Auto Monitor

G L O B A L W A T C H304 JUNE 2012

British Gas puts new Nissan e-NV200 test car through its pacesN

issan’s e-NV200 test car has played its part in helping British Gas kick-start its ambi-

tion of switching 10 percent of its 14,000 Light Commercial Vehicle (LCV) fl eet to electric over the next three years.

British Gas has been trial-ling a Nissan e-NV200 test car for a few weeks at its Leicester and Newbury depots, the fi rst OEM van of its kind ever to grace the fl eet. Its job has been to help British Gas determine which of its 14,000 drivers’ daily travel patterns are most suited to an electric van’s typical working range, including getting to and from work.

The van was run at maximum gross vehicle weight during the trial, which shadowed drivers from British Gas’ national net-work of trained engineers as they carried out their daily duties of servicing millions of domestic and business customers across the UK. In that time the van cov-

ered over 1,200 miles.“British Gas, as a leading

energy supplier, is already at the forefront of supporting elec-tric charging innovation in the UK through specialist advice and the installation of charg-ing points for both business and home. With electric cars and vans coming of age, we feel the time is now right for us to intro-duce electric vans into our fl eet and we are currently evaluat-ing the benefi ts they can bring to UK fl eets by implementing them into our own,” explained General Manager of the British Gas fl eet, Colin Marriott. “With fuel prices continuing to rise, one of the biggest benefi ts of e-NV200 is the breakthrough in long term running cost savings,” he added.

Another task of the e-NV200 test car has been to put drivers into an EV sometimes for the very fi rst time and get them used to their performance characteris-tics and the charging procedure.

“Over the course of the trial, our e-NV200 test car drivers have told us they are happy to do away with diesel and go electric,” said Marriott.

Marriott is very clear that the British Gas purchasing strategy is to buy OEM products and not conversions. “Aftermarket con-versions can interfere with a vehicle’s reliability. Our engi-neers are only efficient if they are busy looking after custom-ers. By choosing OEM products we can guarantee that if a prob-lem occurs, a vehicle is fixed quickly and eff iciently,” he added.

Nissan is running a global proving test with large com-mercial f leets to find out how the e-NV200 test car performs under real operating conditions. It has already undergone trials with the Japan Post Service and FedEx in the UK, and British Gas is the latest company to contrib-ute to the pre-launch activities. So far it has received positive

comments for its CO2 reduction, driving comfort and generous carrying capacity and payload.

“Working with large f leets such as British Gas is invaluable to ensure we receive a range of driver and operator feedback on the new van before its launch,” explained Nissan Motor GB’s LCV Sales and Marketing Director, Francis Bleasdale.

“The global trial of the e-NV200 test car is part of our process of making continuous enhancements to the vehicle before unveiling the production vehicle,” he added. Nissan has a close working relationship with British Gas as it has been its pre-ferred supplier of home and offi ce electric charging points for Leaf EV customers since 2011.

Nissan e-NV200 Test Car

ALD Automotive, one of the UK’s largest vehicle leasing and fl eet management companies, announced survey results of one thousand business drivers,

revealing that over six out of ten surveyed would not change their traditionally fuelled vehicle for electric power.

EV AdvantagesLess than a third (32 percent) of drivers said

that they would consider changing to an elec-tric vehicle. Of those that were positive about the new technology reduced CO2 emissions were cited as being the major factor (73 per-cent), with the perceived lower running costs being seen as the other key factor (69 percent). Only six percent would switch to an electric vehicle immediately.

Even with UK fuel price at record levels, the survey highlights that manufacturers and the Government still have some way to go in over-coming business drivers’ scepticism associated with running an electric vehicle. This is despite fl eets buying 59 percent of all electric vehicles sold in 2011 and 93 percent of those sold so far this year, according to the Society of Motor Manufacturers and Traders.

A Closer LookRecent changes to the Benefi t In Kind (BIK)

rate could also have a negative effect on the uptake of electric vehicles among business driv-ers. At present, business drivers running electric vehicles do not pay any BIK tax, while low-emis-sion hybrids like the Vauxhall Ampera sit in the fi ve percent company car tax bracket. However, the Government has decided to make business users pay company car tax on low-CO2 vehicles from 2015/16; both types of vehicle will fall into the 13 percent band.

Key Results• 60 percent of those drivers who do not want

to change to an electric vehicle claim the lack of suitable models on offer today as being the key factor

• 35 of drivers would not change because they are not convinced about overall reduction in life-cycle CO2 emissions

• 28 percent of drivers that would change stated a reduction in noise pollution as a key factor

Commenting on the survey results, Managing Director of ALD Automotive UK, Keith Allen said, “The survey results highlight that the lack of charging points and battery range still need to be addressed by the Government and manufacturers in order to convince business drivers to make that all important switch.”

Six out of ten drivers do not prefer EVs: ALD survey

Auto Monitor

G L O B A L W A T C H324 JUNE 2012

Mann+Hummel records double-digit growth

Cylinder liner technology cuts oil consumptionHybrid Liner design helps meet new challenges of downsized diesel and gasoline engines

In the fi nancial year 2011, the Mann+Hummel Group recorded an increase in turnover of 13.5 percent

(currency-adjusted 14.7 per-cent). Earnings Before Interest and Taxes (EBIT) came to Euro 141.6 million, which corresponds to 5.7 percent of turnover. The company has increased its core workforce worldwide by around 8.6 percent.

“In 2011 we focused on our strategic growth targets. By 2018 we plan to increase our turno-ver to at least Euro 3.4 billion. In 2011 we made good progress towards this objective and took some important decisions to

enable further growth. We wish to take full advantage of profi t-able growth opportunities in Asia and the American conti-nent”, explained CEO, Alfred Weber recently on the occasion at a recent press conference at the group’s corporate headquar-ters in Ludwigsburg, Germany. “Many thanks to all our employ-ees and business partners who have given us excellent support in 2011.”

In 2011 the group invested record volumes to the amount of Euro 109 million in new technologies, infrastructure and production capacity. A number of examples of the years 2011/12: approx Euro 17 million were invested in buildings and machines for the new plant for cabin air fi lters in Himmelkron, Germany.

The plant opened in May this year. In Sonneberg, Germany, Euro 7.2 millions were invest-ed in a new production facility and new social facilities. The new extension will be opened in May this year. In Portage, USA, Mann+Hummel has expanded its logistics centre and built pro-duction and assembly lines for automotive components. The company is setting up a new production plant for automotive components in Dunlap, US and is recruiting the fi rst employ-ees. The investments amount to

a total of 15 million US dollars.S u s t a i n a b l e g r o w t h

requires suitable personnel. Mann+Hummel continually improves the qualifications of personnel and has consider-ably increased expenditure on training. Management develop-ment programmes, the concept of lifelong learning and joint activities with schools and applied universities are being implemented worldwide and are a part of a personnel pol-icy which takes demographic change into account. “A lack of technical and management per-sonnel is a limiting factor for growth—and therefore we are taking measures against this,” according to Weber.

As a technology-driven com-pany Mann+Hummel promotes research and development, owns 3,000 patents and utili-ty models and employs approx. 800 employees in this area. Here the fi ltration specialist devel-ops and produces solutions for vehicles with combustion engines and alternative drive systems. The fi lter experts, for examples, develop systems to regulate the pressure and mois-ture in lithium ion batteries in order to protect the batteries. A further interesting project con-cerns fuel cell applications and has reached the test phase with customers.

Mann+Hummel has start-ed 2012 well and is pursuing its strategic objectives. In order to support growth, in the fi rst three months of the year the group further increased its core workforce and took on more than 300 new employees.

At the beginning of 2012, Mann+Hummel acquired a Brazilian system supplier in the fi eld of water fi ltration with 80 employees and has also found-ed a subsidiary in Dubai. In the area of industrial fi ltration,

Mann+Hummel has won a new key account customer, SANY, one of the largest producers of con-struction machines in the world.

SA N Y ha s chosen Mann+Hummel to be its strategic partner in the imple-mentation of its globalisation strategy. Turnover with SANY should grow by 2018 up to a mid-double-digit million fi gure. The business of the Mann+Hummel Group outside the automotive industry is planned to be a third of the group’s turnover by 2018.

Fe d e r a l - M o g u l Cor por at ion i s increasingly using a dual-material cylin-

der liner technology to reduce bore distortion and improve function in the latest generation of lighter, highly-loaded gasoline engines. The company’s pat-ented Hybrid Liner technology provides reliable, cost-effective, long-term performance while

reducing engine oil consump-tion, especially in high-output aluminium engines with small interbore bridges and weight optimised designs.

“Federal-Mogul is helping engine manufacturers to increase the power output and durability of smaller engines, supporting them in a key area of their global CO2 reduction strategies,” said Federal-Mogul Vice President

for Technology and Innovation, Powertrain Energy, Gian Maria Olivetti. “Cylinder bore distor-tion is one of the main factors limiting increases in power and torque outputs, particularly in lightweight aluminium cylin-der blocks. Our patented Hybrid Liner increases the strength and stiffness of the combined block and liner assembly, allow-ing signifi cant weight reduction without compromising engine performance and durability.”

Federal-Mogul’s Hybrid Liner integrates the liner into the alu-minium block casting more effectively than alternative tech-nologies, both structurally and thermally. It comprises a con-ventional cast iron sleeve with an aluminium coating applied to the exterior through a proprie-tary process. The cast iron sleeve provides good tribological prop-erties and is compatible with cost-effective ring packs.

The outer surface of the liner is manufactured to provide a sur-face topography that is conducive

to mechanical interlocking with the aluminium block material. The liner coating is an AlSi12 alloy with a melting point below that of the aluminium engine block, which provides outstanding intermetallic bonding between the surfaces of the two materials. To meet the cost and robustness requirements of series produc-tion, the coating is applied in a process that uses advanced wire arc thermal spray technology to ensure that coverage, thickness and bonding strength are uni-form around the complete height and circumference of each liner. The coating surface roughness is also controlled, to provide under-cuts and micro-porosities so that an extremely strong, interme-tallic transition zone is formed between the coating and the block casting material.

“Compared to alternative technologies, the Hybrid Liner reduces bore distortion in a run-ning engine by two-thirds,” said Olivetti. “Maximum second order bore distortion can be as low as 11 percent of that experienced by corresponding cast-in liners, while the cylindrical distortion under operating loads is up to three times better. As a result, oil consumption is reduced by up to 40 percent.”

Federal-Mogul’s Hybrid Liner also results in up to 30 percent higher heat transfer rates, reduc-ing the cylinder wall temperature by up to 40°C (104°F) compared to alternative designs. Dynamic strength increases as well; in a cyclic pulsing pressure test, the

Hybrid Liner showed no failure at pressures of up to 200 bar, where-as a standard liner block design cracked at 100 bar.

“The Hybrid Liner also allows engine manufactur-ers to improve packaging by reducing the distance between adjacent cylinders; pressure die-cast engine blocks with Hybrid Liners can have a mate-rial wall thickness of just three mm between the bores,” Olivetti added. “If a water channel is drilled between two cylinders, the Hybrid Liner technology limits the formation of cracks, allowing coolant to penetrate only as far as the liner coat-ing. Conventional liners can allow water to seep down the joint between liner and casting, reaching the crankcase and con-taminating the lubricating oil.”

Federal-Mogul’s Hybrid Liner is produced at its Powertrain Energy manufacturing facil-ity in Friedberg, Germany. The technology was a fi nal-ist in the 2012 Automotive News Pace Awards.

In 2011, we made good progress

towards our objectives and took important decisions to enable further growth. We

wish to take full advantage of profitable growth opportunities

in Asia and the American continent—

Alfred Weber, CEO, Mann+Hummel

Group

Dual-material cylinder liner

technology is used to reduce bore distortion and improve function

in the latest generation of lighter, highly-loaded gasoline

engines

The Hybrid Liner results in upto

30 percent higher heat transfer rates,

reducing the cylinder wall temperature by

up to 40°C compared to alternative

designs

Mann+Hummel Management Board

Hybrid Liner

Auto Monitor

S I A M D A T A344 JUNE 2012

A : Passengers Cars - Upto 5 Seats Micro: Seats Upto-4, Length Normally <3200 mm, Body Style-Hatchback, Engine Displacement Normally upto 0.8 Litre Regular: Tata Motors Ltd (Nano) 9,635 10,015 9,635 10,015 10,012 8,028 10,012 8,028 498 0 498 0Total 9,635 10,015 9,635 10,015 10,012 8,028 10,012 8,028 498 0 498 0Micro: Seats Upto-5, Length Normally <3600 mm, Body Style-Hatchback, Engine Displacement Normally upto 1.0 Litre Regular: General Motors India Pvt Ltd (Spark) 4,006 1,324 4,006 1,324 3,887 811 3,887 811 2 11 2 11Hyundai Motors India Ltd(Santro) 11,775 13,742 11,775 13,742 8,133 12,850 8,133 12,850 3,529 909 3,529 909Maruti Suzuki India Ltd (M800, Alto,Wagon R,A-Star) 63,186 50,245 63,186 50,245 41,744 30,720 41,744 30,720 8,426 8,180 8,426 8,180Total 78,967 65,311 78,967 65,311 53,764 44,381 53,764 44,381 11,957 9,100 11,957 9,100Compact: Seats Upto-5, Length Normally 3600-4000 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.4 Litre Regular: Fiat India Automobiles Pvt Ltd (Palio, Grande Punto) 1,339 737 1,339 737 1,239 700 1,239 700 151 2 151 2Ford india Pvt Ltd (Figo ) 8,422 8,264 8,422 8,264 6,013 5,812 6,013 5,812 1,089 2,194 1,089 2,194General Motors India Pvt Ltd (Beat, U-VA) 4,057 5,020 4,057 5,020 2,592 4,621 2,592 4,621 12 32 12 32Honda Siel Cars India ltd (Jazz, Brio) 30 6,957 30 6,957 112 4,890 112 4,890 0 37 0 37Hyundai Motors India Ltd(Getz, i10, i20) 37,091 31,191 37,091 31,191 20,483 15,434 20,483 15,434 14,634 15,698 14,634 15,698Maruti Suzuki India Ltd (Swift, Ritz, Estilo) 21,939 28,215 21,939 28,215 18,227 26,072 18,227 26,072 1,373 1,486 1,373 1,486Nissan Motor India Pvt Ltd (Micra) 9,460 5,878 9,460 5,878 1,188 1,435 1,188 1,435 9,431 141 9,431 141Renault India Pvt Ltd (Pulse) 0 329 0 329 0 412 0 412 0 0 0 0SkodaAuto india p.ltd ( Fabia ) 1,938 365 1,938 365 1,561 538 1,561 538 0 0 0 0Tata Motors Ltd (Indica,Indica Vista, Indigo CS) 10,525 11,063 10,525 11,063 7,905 9,832 7,905 9,832 486 391 486 391Toyota Kirloskar Motor Pvt Ltd (Liva) 35 4,779 35 4,779 0 2,157 0 2,157 0 2,655 0 2,655Volkswagen India Pvt Ltd (Polo) 4,202 3,636 4,202 3,636 3,755 3,397 3,755 3,397 0 0 0 0Total 99,038 106,434 99,038 106,434 63,075 75,300 63,075 75,300 27,176 22,636 27,176 22,636Super Compact: Seats Upto-5, Length Normally 4000-4250 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.6 Litre Regular: Hyundai Motors India Ltd (Accent) 3,862 3,252 3,862 3,252 1,114 399 1,114 399 2,259 2,929 2,259 2,929Mahindra & Mahindra Ltd (Verito) 992 1,630 992 1,630 1,006 1,501 1,006 1,501 0 0 0 0Maruti Suzuki India Ltd (Dzire) 11,698 16,930 11,698 16,930 11,797 15,510 11,797 15,510 20 361 20 361Toyota Kirloskar Motor Pvt Ltd (Etios-Sedan) 4,254 4,384 4,254 4,384 4,657 3,467 4,657 3,467 0 984 0 984Total 20,806 26,196 20,806 26,196 18,574 20,877 18,574 20,877 2,279 4,274 2,279 4,274Super Compact: Seats Upto-5, Length Normally 4000-4250 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.6 Litre Specialty: Volkswagen India Pvt Ltd (Beetle) 0 0 0 0 16 1 16 1 0 0 0 0Total 0 0 0 0 16 1 16 1 0 0 0 0Mid-Size: Seats Upto-5, Length Normally 4250-4500 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.6 Litre Regular: Ford India Pvt Ltd (Ford ikon,Fiesta Classic) 1,486 1,875 1,486 1,875 1,092 1,207 1,092 1,207 76 174 76 174General Motors India Pvt Ltd (Aveo) 21 18 21 18 155 48 155 48 7 24 7 24Hindustan Motors Ltd (Lancer) 12 0 12 0 12 0 12 0 0 0 0 0Honda Siel Cars India Ltd (City) 2,812 3,514 2,812 3,514 1,542 2,092 1,542 2,092 0 7 0 7Hyundai Motors India Ltd (Verna) 1,810 6,295 1,810 6,295 1,854 6,251 1,854 6,251 0 0 0 0Maruti Suzuki India Ltd (SX4) 2,332 1,434 2,332 1,434 2,102 634 2,102 634 0 0 0 0Nissan Motor India pvt Ltd (Sunny) 0 3,796 0 3,796 0 2,012 0 2,012 0 1,169 0 1,169Skoda Auto India pvt Ltd (Rapid) 6 1,981 6 1,981 0 2,060 0 2,060 0 0 0 0Tata Motors Ltd (Indigo, Manza) 1,563 1,128 1,563 1,128 1,627 750 1,627 750 57 84 57 84Volkswagen India Pvt Ltd (Vento) 4,014 1,901 4,014 1,901 2,866 1,949 2,866 1,949 0 194 0 194Specialty: Hindustan Motors Ltd (Ambassador) 443 68 443 68 395 68 395 68 0 0 0 0Total 14,499 22,010 14,499 22,010 11,645 17,071 11,645 17,071 140 1,652 140 1,652Executive: Seats Upto-5, Length Normally 4500-4700 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 2.0 Litre Regular: Fiat India Automobiles Pvt Ltd (Linea) 842 319 842 319 810 300 810 300 15 6 15 6General Motors India Pvt Ltd (Optra, Cruze) 1,372 904 1,372 904 1,307 475 1,307 475 8 8 8 8Hindustan Motors Ltd (Cedia sports) 8 0 8 0 8 10 8 10 0 0 0 0Honda Siel Cars India Ltd (Civic) 480 0 480 0 253 51 253 51 0 0 0 0Maruti Suzuki India Ltd (Kizashi) 0 0 0 0 35 3 35 3 0 0 0 0Renault India Pvt Ltd (Renault FLUENCE) 0 207 0 207 0 177 0 177 0 0 0 0Skoda Auto India Pvt Ltd (Laura) 680 538 680 538 421 227 421 227 0 0 0 0Toyota Kirloskar Motor Pvt Ltd (Corolla ) 747 884 747 884 776 881 776 881 0 0 0 0Volkswagen India Pvt Ltd (Jetta) 52 210 52 210 162 184 162 184 0 0 0 0Specialty: BMW india pvt Ltd ( 3 Series) 84 NA 84 NA 240 NA 240 NA 0 NA 0 NAMercedes-Benz India Pvt Ltd (C-Class) 297 NA 297 NA 253 NA 253 NA 0 NA 0 NAVolkswagen - Audi (A4) 0 NA 0 NA 199 NA 199 NA 0 NA 0 NATotal 4,562 3,062 4,562 3,062 4,464 2,308 4,464 2,308 23 14 23 14Premium: Seats Upto-5, Length Normally 4700-5000 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 3.0 Litre Regular: Honda Siel Cars India Ltd ( Accord ) 208 0 208 0 83 25 83 25 0 0 0 0Hyundai Motors India Ltd ( Sonata ) 20 82 20 82 20 66 20 66 0 0 0 0Nissan Motor India Pvt Ltd (Teana) 0 0 0 0 7 13 7 13 0 0 0 0Skoda Auto India Pvt Ltd (Superb) 395 396 395 396 332 206 332 206 0 0 0 0Toyota Kirloskar Motor Pvt Ltd (Camry ) 0 0 0 0 25 0 25 0 0 0 0 0Volkswagen India Pvt Ltd (Passat) 180 330 180 330 194 75 194 75 0 0 0 0Specialty: BMW india pvt Ltd (Gran Turismo, 5 Series) 384 NA 384 NA 260 NA 260 NA 0 NA 0 NAMercedes-Benz India Pvt Ltd (E-Class) 164 NA 164 NA 178 NA 178 NA 0 NA 0 NAToyota Kirloskar Motor Pvt Ltd (Prius ) 0 0 0 0 0 0 0 0 0 0 0 0Volkswagen - Audi (A6, A7) 0 NA 0 NA 54 NA 54 NA 0 NA 0 NATotal 1,351 808 1,351 808 1,153 385 1,153 385 0 0 0 0Luxury: Seats Upto-5, Length Normally Over 5000 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 5.0 Litre Regular: BMW india pvt Ltd (7 Series ) 0 NA 0 NA 32 NA 32 NA 0 NA 0 NAMercedes-Benz India Pvt Ltd ( S-Class) 48 NA 48 NA 28 NA 28 NA 0 NA 0 NAVolkswagen - Audi (A8) 0 NA 0 NA 39 NA 39 NA 0 NA 0 NAVolkswagen India Pvt Ltd (Phaeton) 0 0 0 0 1 0 1 0 0 0 0 0Total 48 0 48 0 100 0 100 0 0 0 0 0Coupe: Roadster - 2 Doors; 2/4 seater, retractable/firm roof Regular: BMW india pvt Ltd (6 Series, Z4) 0 NA 0 NA 2 NA 2 NA 0 NA 0 NAMercedes-Benz India Pvt Ltd (E-Coupe, E-Cabrio, CLS, SLK) 0 NA 0 NA 6 NA 6 NA 0 NA 0 NANissan Motor India Pvt Ltd (370Z) 0 0 0 0 0 0 0 0 0 0 0 0Total 0 0 0 0 8 0 8 0 0 0 0 0Exotics: Upto 5 Seats, Price >Rs. 1 Crore Mercedes-Benz India pvt. Ltd (SLS AMG) 0 NA 0 NA 2 NA 2 NA 0 NA 0 NATotal 0 0 0 0 2 0 2 0 0 0 0 0Total Passenger Car 228,906 233,836 228,906 233,836 162,813 168,351 162,813 168,351 42,073 37,676 42,073 37,676B: Utility Vehicles (Uvs) B: Utility Vehicles / Sports Utillty Vehicles; 2x4 or 4x4 offroad capability; Generally ladder on frame; 2 box ; 5 seats or more but upto 10 Seats UV1: Length<4400 mm, Price Upto Rs. 15 Lakh Force Motors Ltd (Trax-GAMA) 41 29 41 29 32 28 32 28 0 0 0 0Mahindra & Mahindra Ltd (Bolero, ST) 7,149 8,503 7,149 8,503 6,720 7,648 6,720 7,648 13 4 13 4Maruti Suzuki India Ltd (Gypsy, Ertiga) 988 5,089 988 5,089 210 5,592 210 5,592 3 11 3 11Tata Motors Ltd (Sumo) 1,462 3,421 1,462 3,421 1,704 2,451 1,704 2,451 12 13 12 13Total 9,640 17,042 9,640 17,042 8,666 15,719 8,666 15,719 28 28 28 28UV2: Length<4400 - 4700 mm, Price Upto Rs. 15 Lakh General Motors India Pvt Ltd (Tavera) 1,923 2,050 1,923 2,050 1,908 1,944 1,908 1,944 0 9 0 9International Cars & Motors Ltd (Rhino) 22 60 22 60 24 52 24 52 0 12 0 12Mahindra & Mahindra Ltd (Scorpio, Bolero, HT, Xuv500, Xylo) 8,437 11,850 8,437 11,850 7,733 11,409 7,733 11,409 254 221 254 221Tata Motors Ltd (Sumo Grande, Safari) 1,343 1,763 1,343 1,763 2,184 1,003 2,184 1,003 15 6 15 6Toyota Kirloskar Motor Pvt Ltd (Innova) 3,429 6,467 3,429 6,467 3,464 6,582 3,464 6,582 0 0 0 0Total 15,154 22,190 15,154 22,190 15,313 20,990 15,313 20,990 269 248 269 248UV3: Length>4700 mm, Price Upto Rs. 15 Lakh Force Motors Ltd (Trax, Force One) 271 534 271 534 226 352 226 352 0 0 0 0Tata Motors Ltd (Aria, Xenon) 245 362 245 362 298 69 298 69 0 74 0 74Total 516 896 516 896 524 421 524 421 0 74 0 74UV4: Price Between Rs. 15 to 25Lakh BMW india Pvt Ltd (X1) 278 NA 278 NA 215 NA 215 NA 0 NA 0 NAFord India Pvt Ltd (Endeavour) 255 202 255 202 214 182 214 182 0 0 0 0General Motors India Pvt Ltd (Captiva) 0 0 0 0 172 22 172 22 0 0 0 0Hindustan Motors Ltd (Pajero, Outlander) 131 180 131 180 118 184 118 184 0 0 0 0Honda Siel Cars India Ltd (CRV) 0 0 0 0 22 17 22 17 0 0 0 0Hyundai Motors India Ltd (Santa Fe) 0 95 0 95 32 70 32 70 0 0 0 0Maruti Suzuki India Ltd (Vitara) 0 0 0 0 7 1 7 1 0 0 0 0Nissan Motor India Pvt Ltd (X-Trail) 0 0 0 0 2 7 2 7 0 0 0 0Renault India Pvt Ltd (Koleos) 0 74 0 74 0 26 0 26 0 0 0 0Skoda Auto India Pvt Ltd (Yeti) 300 66 300 66 132 75 132 75 0 0 0 0Toyota Kirloskar Motor Pvt Ltd (Fortuner) 722 1,274 722 1,274 739 1,270 739 1,270 0 0 0 0Total 1,686 1,891 1,686 1,891 1,653 1,854 1,653 1,854 0 0 0 0UV5: Price > Rs. 25Lakh BMW india Pvt Ltd (X3, X5, X6) 0 NA 0 NA 31 NA 31 NA 0 NA 0 NAHindustan Motors Ltd (Mentero) 10 3 10 3 10 3 10 3 0 0 0 0Mercedes-Benz India pvt. Ltd (ML Class, GL Class, R Class, G class) 0 NA 0 NA 69 NA 69 NA 0 NA 0 NAToyota Kirloskar Motor Pvt Ltd (LC,Prado) 0 0 0 0 20 21 20 21 0 0 0 0Volkswagen - Audi (Q5,Q7) 0 NA 0 NA 188 NA 188 NA 0 NA 0 NAVolkswagen India Pvt Ltd (Touareg) 0 0 0 0 4 0 4 0 0 0 0 0Total 10 3 10 3 322 24 322 24 0 0 0 0Total Utillity Vehicles (Uvs) 27,006 42,022 27,006 42,022 26,478 39,008 26,478 39,008 297 350 297 350C: Vans; Generally 1 or 1.5 box; seats upto 5 to 10 V1: Hard tops mainly used for personal transport, Price Upto Rs. 10 Lakh Maruti Suzuki India Ltd (Omini,Ecco) 13,222 12,151 13,222 12,151 13,022 11,723 13,022 11,723 189 122 189 122Tata Motors Ltd (Venture) 842 507 842 507 492 525 492 525 0 0 0 0Total 14,064 12,658 14,064 12,658 13,514 12,248 13,514 12,248 189 122 189 122V2: Soft tops mainly used as Maxi Cabs, Price Upto Rs. 10 Lakh Force Motors Ltd (Trip) 5 0 5 0 33 0 33 0 0 0 0 0Mahindra & Mahindra Ltd (Gio, Maxximo Mini Van) 997 2,800 997 2,800 999 2,472 999 2,472 0 0 0 0Tata Motors Ltd (Magic, lris) 4,508 6,032 4,508 6,032 3,887 4,955 3,887 4,955 84 30 84 30Total 5,510 8,832 5,510 8,832 4,919 7,427 4,919 7,427 84 30 84 30Total Vans 19,574 21,490 19,574 21,490 18,433 19,675 18,433 19,675 273 152 273 152Total Passenger Vehicles (PVs) 275,486 297,348 275,486 297,348 207,724 227,034 207,724 227,034 42,643 38,178 42,643 38,178II Commercial Vehicles (CVs) M&HCVs A: Passenger Carriers A1: Max. Mass exceeding 7-5 tonnes but not exceeding 12 tonnes (M3(B1)) (b): No. of seats including driver exceeding 13 (M3(B2)) Ashok Leyland Ltd (Lynx) 331 381 331 381 127 242 127 242 9 1 9 1Mahindra Navistar Automotives Ltd (Tourister32, Tourister 40) 4 62 4 62 8 127 8 127 0 0 0 0SML Isuzu Ltd (41 Seater, 32 Seater NQR Bus) 261 343 261 343 130 198 130 198 0 0 0 0Tata Motors Ltd (LP1112, LP912, Starbus Ultra) 405 819 405 819 317 507 317 507 25 48 25 48VE CVs - Eicher (10.90, 11.10, 11.12) 231 294 231 294 251 241 251 241 22 40 22 40Total A1 1,232 1,899 1,232 1,899 833 1,315 833 1,315 56 89 56 89A2: Max. Mass exceeding 12 but no exceeding 16.2 tonnes (M3(C)) (b): No. of seats including driver exceeding 13 (M3(C2)) Ashok Leyland Ltd (Viking, Cheetah, 12M) 1,350 1,714 1,350 1,714 978 1,417 978 1,417 246 354 246 354SML Isuzu Ltd (LT Bus) 8 16 8 16 2 6 2 6 0 0 0 0Tata Motors Ltd (LPO1512,LPO1612, Starbus, Divo) 945 778 945 778 929 862 929 862 128 72 128 72VE CVs - Eicher (20.15) 21 89 21 89 12 67 12 67 0 20 0 20Volvo Buses India Pvt Ltd (8400 & 9400 4X2) 12 20 12 20 12 19 12 19 0 0 0 0Total A2 2,336 2,617 2,336 2,617 1,933 2,371 1,933 2,371 374 446 374 446A3: No. of seats including exceeding 13 and max. mass exceeding 16.2 tonnes (M3(D)) Passenger Carrier (D) Volvo Buses India Pvt Ltd (9400 XL) 38 38 38 38 38 38 38 38 0 0 0 0Total A3 38 38 38 38 38 38 38 38 0 0 0 0Total M&HCVs(passenger carriers) 3,606 4,554 3,606 4,554 2,804 3,724 2,804 3,724 430 535 430 535M&HCVs B: Goods Carriers (c) Max Mass exceeding 7.5 tonnes but not exceeding 10 tons Ashok Leyland Ltd (eComet) 48 78 48 78 37 59 37 59 8 56 8 56SML Isuzu Ltd (Super Supereme) 229 255 229 255 57 111 57 111 0 0 0 0Tata Motors Ltd (LPT9109) 560 618 560 618 673 400 673 400 45 135 45 135VE CVs - Eicher (10.80, 10.90, 10.95) 758 838 758 838 734 765 734 765 8 22 8 22Total 1,595 1,789 1,595 1,789 1,501 1,335 1,501 1,335 61 213 61 213(d) Max. Mass Exceeding 10 tons but not exceeding 12 tons Ashok Leyland Ltd (eComet) 230 536 230 536 162 335 162 335 5 25 5 25SML Isuzu Ltd (Samrat Super 12) 107 204 107 204 51 104 51 104 2 0 2 0Tata Motors Ltd (LPT1109) 1,101 1,244 1,101 1,244 1,322 1,468 1,322 1,468 88 21 88 21VE CVs - Eicher (11.10, 11.12) 1,204 1,278 1,204 1,278 1,019 1,191 1,019 1,191 18 6 18 6Total 2,642 3,262 2,642 3,262 2,554 3,098 2,554 3,098 113 52 113 52Total B 4,237 5,051 4,237 5,051 4,055 4,433 4,055 4,433 174 265 174 265B2: Max Mass exceeding 16.2 tonnes (N3(A)) (a) Max. mass exceeding 12 tonnes but not exceeding 16.2 tonnes (N3(A1)) Ashok Leyland Ltd (4x2 Tipper, 4X2 Haulage) 2,326 1,974 2,326 1,974 1,081 1,078 1,081 1,078 320 321 320 321Asia Motor Works Ltd (1618 TP) 0 20 0 20 0 15 0 15 0 0 0 0SML Isuzu Ltd (IS12T) 0 2 0 2 0 1 0 1 0 0 0 0Tata Motors Ltd (LPT1613, LPK1616, SK1613) 4,586 2,064 4,586 2,064 2,264 1,623 2,264 1,623 310 130 310 130VE CVs - Eicher (20.16, Terra 16) 500 301 500 301 337 275 337 275 97 10 97 10Total B2 7,412 4,361 7,412 4,361 3,682 2,992 3,682 2,992 727 461 727 461B3: Max Mass exceeding 16.2 tonnes-Rigid Vehicles (N3(B1)) (a) Max. mass exceeding 16.2 tonnes but not exceeding 25 tonnes Ashok Leyland Ltd (6X2 Mav, 6X4 Mav, 6X4 Tipper) 1,172 1,145 1,172 1,145 965 1,122 965 1,122 58 87 58 87Asia Motor Works Ltd (2518HL, 2516 HL, 2518 TP, 2523TP, 2518TM) 583 465 583 465 603 503 603 503 0 0 0 0Mahindra Navistar Automotives Ltd (MN25) 101 106 101 106 63 87 63 87 0 0 0 0Tata Motors Ltd (LPT2518, LPK2518) 4,622 2,759 4,622 2,759 3,896 2,419 3,896 2,419 91 101 91 101VE CVs - Eicher (30.25, Terra25) 100 165 100 165 81 193 81 193 0 0 0 0

PRODUCTION AND SALES FLASH REPORT FOR APRIL 2012 Source: SIAM

Category Segment/Subsegment Manufacturer. Production Domestic Sales Exports

For the month of Cumulative For the month of Cumulative For the month of Cumulative

April April-April April April-April April April-April

2011 2012 11-12 12-13 2011 2012 11-12 12-13 2011 2012 11-12 12-13

Auto Monitor

S I A M D A T A 354 JUNE 2012

Total 6,578 4,640 6,578 4,640 5,608 4,324 5,608 4,324 149 188 149 188(b) Max. mass exceeding 25 tonnes Ashok Leyland Ltd (8X2 Haulage, 8X4 Tipper) 1,655 1,335 1,655 1,335 936 770 936 770 0 0 0 0Asia Motor Works Ltd (3118HL, 3118TP) 26 7 26 7 29 25 29 25 0 0 0 0Daimler India Commercial Vehicles Pvt Ltd 31 NA 31 NA 11 NA 11 NA 0 NA 0 NAMahindra Navistar Automotives Ltd (MN31) 96 83 96 83 121 146 121 146 0 0 0 0Tata Motors Ltd (LPT3118) 4,808 1,766 4,808 1,766 3,073 1,539 3,073 1,539 9 2 9 2VE CVs - Eicher (35.31) 92 321 92 321 77 277 77 277 0 0 0 0VE CVs - Volvo (FM400) 60 30 60 30 20 55 20 55 0 0 0 0Total 6,768 3,542 6,768 3,542 4,267 2,812 4,267 2,812 9 2 9 2Total B3 13,346 8,182 13,346 8,182 9,875 7,136 9,875 7,136 158 190 158 190B4: Max. Mass exceeding 16.2 tonnes-Haulage Tractor (Tractor-Semi Traller/Traller)(N3(B2)) (b) Max. mass exceeding 26.4 tonnes but not exceeding 35.2 tonnes Ashok Leyland Ltd (4x2 Tractor 4X4 Tipper) 284 352 284 352 203 254 203 254 13 5 13 5Asia Motor Works Ltd (3518 TR) 0 0 0 0 0 11 0 11 0 0 0 0Mahindra Navistar Automotives Ltd (MN35) 0 26 0 26 0 9 0 9 0 0 0 0Tata Motors Ltd (LPS3518) 0 631 0 631 708 359 708 359 0 0 0 0Total 284 1,009 284 1,009 911 633 911 633 13 5 13 5(c) Mass exceeding 35.2 tonnes but not exceeding 40 tonnes Ashok Leyland Ltd 0 1 0 1 0 0 0 0 0 0 0 0Mahindra Navistar Automotives Ltd (MN40) 4 115 4 115 19 60 19 60 0 0 0 0Total 4 116 4 116 19 60 19 60 0 0 0 0(d) Max. mass exceeding 40 tonnes but not exceeding 49 tonnes Ashok Leyland Ltd (4X2 Tractor) 139 185 139 185 158 118 158 118 0 0 0 0Asia Motor Works Ltd (4018TR, 4923TR) 103 70 103 70 86 48 86 48 0 0 0 0Tata Motors Ltd (LPS4018, LPS4023, LPS4928) 19 879 19 879 753 652 753 652 0 0 0 0VE CVs - Eicher (40.40) 32 27 32 27 18 37 18 37 0 0 0 0Total 293 1,161 293 1,161 1,015 855 1,015 855 0 0 0 0(e) Max. mass exceeding 49 tonnes and Above Ashok Leyland Ltd (6X4 TRACTOR) 336 94 336 94 159 76 159 76 0 0 0 0VE CVs - Volvo (FM400HD, FH520) 11 5 11 5 8 5 8 5 0 0 0 0Total 347 99 347 99 167 81 167 81 0 0 0 0Total B4 928 2,385 928 2,385 2,112 1,629 2,112 1,629 13 5 13 5Total M&HCVs (Goods Carriers) 25,923 19,979 25,923 19,979 19,724 16,190 19,724 16,190 1,072 921 1,072 921Total M&HCVs 29,529 24,533 29,529 24,533 22,528 19,914 22,528 19,914 1,502 1,456 1,502 1,456LCVs A: Passenger Carriers A1: Max. Mass upto 5 tonnes (a): No. of seats including driver exceeding 13 (M2(A2)) Force Motors Ltd 752 1,034 752 1,034 701 902 701 902 5 0 5 0Mahindra Navistar Automotives Ltd (Tourister15) 195 59 195 59 171 124 171 124 0 0 0 0Tata Motors Ltd (SFC407, CityRide) 456 400 456 400 290 346 290 346 9 1 9 1Total 1,403 1,493 1,403 1,493 1,162 1,372 1,162 1,372 14 1 14 1A2: Max. Mass exceeding 5 tonnes but not exceeding 7-5 tonnes (M3(A)) (b): No. of seats including driver exceeding 13 (M3(A2)) Ashok Leyland Ltd (Stag) 150 114 150 114 26 23 26 23 52 125 52 125Force Motors Ltd 12 0 12 0 8 0 8 0 0 0 0 0Mahindra Navistar Automotives Ltd (Tourister 25) 185 480 185 480 174 154 174 154 0 0 0 0SML Isuzu Ltd (20,32,26,24 Seater Bus) 275 305 275 305 85 126 85 126 3 0 3 0Tata Motors Ltd (LP709, SFC410, LP410) 1,359 1,576 1,359 1,576 856 993 856 993 226 130 226 130VE CVs - Eicher (10.50, 10.60, 10.75) 356 743 356 743 339 494 339 494 25 105 25 105Total A2 2,337 3,218 2,337 3,218 1,488 1,790 1,488 1,790 306 360 306 360B2: Max. Mass upto 5 tonnes (b): No. of seats including driver not exceeding 13 (M2(A1)) Force Motors Ltd 470 411 470 411 421 323 421 323 0 0 0 0Tata Motors Ltd (Winger Platinum, Winger 10 Seats) 65 203 65 203 113 159 113 159 0 10 0 10Total B2 535 614 535 614 534 482 534 482 0 10 0 10Total LCVs (Passenger Carriers) 4,275 5,325 4,275 5,325 3,184 3,644 3,184 3,644 320 371 320 371LCVs B: Goods Carriers (a) Max. Mass not exceeding 2 tons-Mini Truck Segment Force Motors Ltd 97 0 97 0 19 10 19 10 0 0 0 0Mahindra Navistar Automotives Ltd (Gio, Maxximo) 5,620 4,098 5,620 4,098 4,459 4,095 4,459 4,095 150 0 150 0Piaggio Vehicles Pvt.Ltd (Ape Truck, ApeTruck Plus, Ape Mini Truck)) 830 484 830 484 777 400 777 400 0 4 0 4Tata Motors Ltd (ACE, ACE Ex, ACE Zip) 17,235 14,443 17,235 14,443 13,936 14,591 13,936 14,591 1,538 854 1,538 854Total 23,782 19,025 23,782 19,025 19,191 19,096 19,191 19,096 1,688 858 1,688 858(b) Max. Mass not exceeding 2 but no exceeding 3.5 tons-Pick Ups Ashok Leyland Ltd (Dost) 0 2,144 0 2,144 0 2,218 0 2,218 0 0 0 0Force Motors Ltd 610 394 610 394 206 210 206 210 0 1 0 1Hindustan Motors Ltd 40 16 40 16 30 15 30 15 0 0 0 0Mahindra & Mahindra Ltd (Genio SC/DC, Bolero Maxi Truck, Bolero Single Cab, Bolero campe 5,206 9,071 5,206 9,071 4,080 6,487 4,080 6,487 956 1,161 956 1,161Tata Motors Ltd (Super ACE, Tata 207, Xenon, WingerDV) 1,871 2,128 1,871 2,128 1,513 1,776 1,513 1,776 167 536 167 536Total 7,727 13,753 7,727 13,753 5,829 10,706 5,829 10,706 1,123 1,698 1,123 1,698(a) Max Mass exceeding 3.5 tons but not exceeding 6 tonnes Force Motors Ltd 70 93 70 93 76 92 76 92 0 0 0 0Mahindra & Mahindra Ltd (DI3200 CRX, Load King CRX) 0 0 0 0 0 0 0 0 30 12 30 12Mahindra Navistar Automotives Ltd (DI3200 CRX, Load King CRX) 331 383 331 383 371 272 371 272 0 0 0 0SML Isuzu Ltd (Cosmo) 3 1 3 1 0 2 0 2 0 0 0 0Tata Motors Ltd (SFC407, LPT407) 2,451 1,609 2,451 1,609 1,796 1,636 1,796 1,636 367 39 367 39VE CVs - Eicher (10.50, 10.55) 400 58 400 58 419 53 419 53 10 0 10 0Total 3,255 2,144 3,255 2,144 2,662 2,055 2,662 2,055 407 51 407 51(b) Max Mass exceeding 6 tons but not exceeding 7.5 tonnes Mahindra Navistar Automotives Ltd (Load King CRX Sherpa) 14 48 14 48 14 49 14 49 0 0 0 0SML Isuzu Ltd (Sartaj, Prestige Premium) 63 78 63 78 17 61 17 61 20 0 20 0Tata Motors Ltd (SFC709, LPT709) 921 1,122 921 1,122 412 362 412 362 112 104 112 104VE CVs - Eicher (10.59, 10.60, 10.75) 223 417 223 417 66 370 66 370 136 47 136 47Total 1,221 1,665 1,221 1,665 509 842 509 842 268 151 268 151Total LCVs (Goods Carriers) 35,985 36,587 35,985 36,587 28,191 32,699 28,191 32,699 3,486 2,758 3,486 2,758Total LCVs 40,260 41,912 40,260 41,912 31,375 36,343 31,375 36,343 3,806 3,129 3,806 3,129Total Commercial Vehicles 69,789 66,445 69,789 66,445 53,903 56,257 53,903 56,257 5,308 4,585 5,308 4,585IV Two Wheelers A: Scooter/Scooterettee : Wheel size less than or equal to 12” A1: Engine Capacity less than 75cc Mahindra Two Wheelers Ltd (Kine) 131 279 131 279 311 252 311 252 0 0 0 0TVS Motor Company Ltd (teenz, Pep) 1,506 46 1,506 46 1,454 71 1,454 71 0 0 0 0Total 1,637 325 1,637 325 1,765 323 1,765 323 0 0 0 0A2: Engine Capacity 75cc and less than equal to 90cc TVS Motor Company Ltd (Pep+, Streak) 24,709 20,843 24,709 20,843 17,744 20,002 17,744 20,002 2,042 2,179 2,042 2,179Total 24,709 20,843 24,709 20,843 17,744 20,002 17,744 20,002 2,042 2,179 2,042 2,179A3: Engine Capacity >90 cc and less than equal to 125cc Hero MotoCorp Ltd (HERO PLEASURE, HERO MAESTRO) 37,705 43,165 37,705 43,165 34,956 40,354 34,956 40,354 2,811 4,388 2,811 4,388Honda Motorcycle & Scooter India (Pvt) Ltd (Activa, Dio, Aviator) 76,892 116,925 76,892 116,925 74,432 115,846 74,432 115,846 677 1,790 677 1,790Mahindra Two Wheelers Ltd (Duro/Duro DZ, Rodeo, Flyte) 13,413 10,182 13,413 10,182 9,228 9,939 9,228 9,939 88 325 88 325Piaggio Vehicles Pvt.Ltd (Vespa LX125) 0 991 0 991 0 802 0 802 0 0 0 0Suzuki Motorcycle India Pvt Ltd (Access, Swish) 23,674 28,163 23,674 28,163 23,540 27,995 23,540 27,995 44 0 44 0TVS Motor Company Ltd (Wego) 15,001 14,149 15,001 14,149 13,266 12,663 13,266 12,663 568 918 568 918Total 166,685 213,575 166,685 213,575 155,422 207,599 155,422 207,599 4,188 7,421 4,188 7,421Total Scooter/Scooterettee 193,031 234,743 193,031 234,743 174,931 227,924 174,931 227,924 6,230 9,600 6,230 9,600B: Motor cycles/Step-Throughs : Big Wheel size more than 12” B2: Engine Capacity 75cc and above but less than 125cc Bajaj Auto Ltd (Boxer CT, Platina, Discover) 173,706 160,909 173,706 160,909 99,897 89,563 99,897 89,563 93,770 92,644 93,770 92,644Hero MotoCorp Ltd (HERO CD DAWN, HERO CD DELUXE, HERO SPLENDOR,HERO PLEASURE) 418,352 410,655 418,352 410,655 410,995 419,199 410,995 419,199 9,139 8,730 9,139 8,730Honda Motorcycle & Scooter India (Pvt) Ltd (CB Twister, Dream Yuga) 18,407 9,643 18,407 9,643 14,291 7,290 14,291 7,290 2,100 1,781 2,100 1,781India Yamaha Motor Pvt Ltd (Crux, YBR110) 5,397 6,863 5,397 6,863 4,225 5,639 4,225 5,639 832 2,238 832 2,238TVS Motor Company Ltd (MAX, Victor GX, Jive, MAX 4R, STAR CITY, SPORT) 47,248 48,508 47,248 48,508 38,864 26,774 38,864 26,774 12,362 10,731 12,362 10,731Total 663,110 636,578 663,110 636,578 568,272 548,465 568,272 548,465 118,203 116,124 118,203 116,124B3: Engine Capacity 110cc and above but less than 125cc Bajaj Auto Ltd (Boxer, Platina, Discover, KTM) 28,013 56,546 28,013 56,546 24,129 46,060 24,129 46,060 5,538 11,373 5,538 11,373Hero MotoCorp Ltd (HERO SUPER, SPLENDOR, HERO GLAMOUR) 35,765 49,222 35,765 49,222 34,933 49,980 34,933 49,980 1,008 1,020 1,008 1,020Honda Motorcycle & Scooter India (Pvt) Ltd (CB Shine, CBF Stunner/Fi)) 33,668 53,804 33,668 53,804 31,689 52,600 31,689 52,600 826 774 826 774India Yamaha Motor Pvt Ltd (SS 125, Enticer, YD125) 6,276 4,302 6,276 4,302 2,852 2,188 2,852 2,188 1,904 896 1,904 896Suzuki Motorcycle India Pvt Ltd (Hayate, Slingshot) 4,927 3,152 4,927 3,152 4,878 1,748 4,878 1,748 0 0 0 0TVS Motor Company Ltd (Victor GLX, Flame, STAR CITY 125) 2,066 3,693 2,066 3,693 175 13,108 175 13,108 1,708 2,369 1,708 2,369Total 110,715 170,719 110,715 170,719 98,656 165,684 98,656 165,684 10,984 16,432 10,984 16,432B4: Engine capacity 250cc and above Bajaj Auto Ltd (Boxer,Discover, Pulsar) 78,780 72,264 78,780 72,264 60,392 50,592 60,392 50,592 19,292 30,580 19,292 30,580Hero MotorCorp Ltd (HERO ACHEIVER, HUNK, CBZ X-TREME, IMPULS) 21,870 21,538 21,870 21,538 18,925 21,129 18,925 21,129 620 564 620 564Honda Motorcycle & Scooter India (Pvt) Ltd (CB Unicom, Dazzler, CBR 150R) 12,393 18,738 12,393 18,738 10,306 17,068 10,306 17,068 1,369 1,240 1,369 1,240India Yamaha Motor Pvt Ltd (FZ, Fazer, SZ, R15) 27,348 30,518 27,348 30,518 18,729 19,110 18,729 19,110 5,927 6,503 5,927 6,503Suzuki Motorcycle India Pvt Ltd (GS150R) 1,010 878 1,010 878 571 880 571 880 320 0 320 0Total 141,401 143,936 141,401 143,936 108,923 108,779 108,923 108,779 27,528 38,887 27,528 38,887B5: Engine capacity >150cc and less than equal to 200 CC Bajaj Auto Ltd (KTM, Pulsar) 9,126 10,229 9,126 10,229 6,342 8,199 6,342 8,199 5,762 4,386 5,762 4,386TVS Motor Company Ltd (Apache) 15,594 13,970 15,594 13,970 10,765 10,981 10,765 10,981 5,699 4,003 5,699 4,003Total 24,720 24,199 24,720 24,199 17,107 19,180 17,107 19,180 11,461 8,389 11,461 8,389B6: Engine capacity >200cc and less than equal to 250 CC Bajaj Auto Ltd (Pulsar, Avenger, Ninja) 7,450 7,801 7,450 7,801 5,211 5,814 5,211 5,814 1,902 3,113 1,902 3,113Hero MotorCorp Ltd (HERO KARIZMA) 3,791 3,910 3,791 3,910 3,712 4,165 3,712 4,165 0 26 0 26Honda Motorcycle & Scooter India (Pvt) Ltd (CBR 250R) 900 802 900 802 945 703 945 703 0 6 0 6Total 12,141 12,513 12,141 12,513 9,868 10,682 9,868 10,682 1,902 3,145 1,902 3,145B7: Engine capacity >250cc and less than equal to 350 CC Royal Enfield (Unit of Eicher Ltd) (Bullet350, Twinspark, Bullet Electra twinspark, Thunderbird 5,689 7,978 5,689 7,978 5,607 7,991 5,607 7,991 7 54 7 54Total 5,689 7,978 5,689 7,978 5,607 7,991 5,607 7,991 7 54 7 54B8: Engine capacity >350cc and less than equal to 500 CC Royal Enfield (Unit of Eicher Ltd) (CLASSIC 500,BULLET 500 EFI, BULLET ELECTRA500EF 615 1,035 615 1,035 282 701 282 701 327 261 327 261Total 615 1,035 615 1,035 282 701 282 701 327 261 327 261B9: Engine capacity >500cc and less than equal to 800 CC Bajaj Auto Ltd (Ninja) 0 5 0 5 0 0 0 0 0 0 0 0Total 0 5 0 5 0 0 0 0 0 0 0 0B10: Engine capacity >1000cc and less than equal to 1600 CC H-D Moto Company Ltd 0 81 0 81 0 85 0 85 0 0 0 0Honda Motorcycle & Scooter India (Pvt) Ltd (CBR1000RR, CB1000R) 0 0 0 0 6 3 6 3 0 0 0 0India Yamaha Motor Pvt Ltd (R1, FZ1) 0 0 0 0 7 7 7 7 0 0 0 0Total 0 81 0 81 13 95 13 95 0 0 0 0B11: Engine capacity >800cc and less than equal to 1000 CC H-D Moto Company Ltd 0 23 0 23 0 15 0 15 0 0 0 0Honda Motorcycle & Scooter India (Pvt) Ltd (VT1300, VFR1200F) 0 0 0 0 0 1 0 1 NA 0 NA 0Suzuki Motorcycle India Pvt Ltd (Hayabusa) 0 0 0 0 0 8 0 8 0 0 0 0Total 0 23 0 23 0 24 0 24 0 0 0 0B12: Engine capacity >1600cc (TW) Suzuki Motorcycle India Pvt Ltd (Intruder) 0 0 0 0 0 1 0 1 0 0 0 0Total 0 0 0 0 0 1 0 1 0 0 0 0Total Motor Cycles/Step-Throughs 958,391 997,067 958,391 997,067 808,728 861,602 808,728 861,602 170,412 183,292 170,412 183,292C: Mopeds: Engine capacity less than 75cc & with fixed transmission, big wheelsize>12” Engine Capacity<75cc Mopeds TVS Motor Company Ltd (MOPED) 59,400 68,989 59,400 68,989 59,351 67,582 59,351 67,582 185 170 185 170Total 59,400 68,989 59,400 68,989 59,351 67,582 59,351 67,582 185 170 185 170Total Mopeds 59,400 68,989 59,400 68,989 59,351 67,582 59,351 67,582 185 170 185 170Total Two Wheelers 1,210,822 1,300,799 1,210,822 1,300,799 1,043,010 1,157,108 1,043,010 1,157,108 176,827 193,062 176,827 193,062III Three Wheelers A: Passenger Carriers A1:No. of seats including driver not exceeding 4 & Max.Mass not exceeding 1 tonnes Atul Auto Limited 809 1,299 809 1,299 740 935 740 935 20 40 20 40Bajaj Auto Ltd 41,704 33,240 41,704 33,240 12,391 11,997 12,391 11,997 32,158 26,914 32,158 26,914Mahindra & Mahindra Ltd 4,012 3,395 4,012 3,395 2,917 3,326 2,917 3,326 202 18 202 18Piaggio Vehicles Pvt.Ltd 10,318 8,292 10,318 8,292 8,049 7,704 8,049 7,704 1,998 549 1,998 549Scooters india Ltd 389 139 389 139 265 221 265 221 0 0 0 0TVS Motor Company Ltd 3,905 2,510 3,905 2,510 850 1,002 850 1,002 2,711 1,902 2,711 1,902Total 61,137 48,875 61,137 48,875 25,212 25,185 25,212 25,185 37,089 29,423 37,089 29,423A2: No.of seats including Driver exceeding 4 but not exceeding 7 & Max.Mass exceeding 1.5 tonnes Force Motors Ltd 29 56 29 56 0 0 0 0 42 42 42 42Mahindra & Mahindra Ltd 0 0 0 0 0 0 0 0 0 0 0 0Scooters india Ltd 234 98 234 98 218 108 218 108 0 0 0 0Total 263 154 263 154 218 108 218 108 42 42 42 42Total Passenger Carrier 61,400 49,029 61,400 49,029 25,430 25,293 25,430 25,293 37,131 29,465 37,131 29,465B: Goods Carriers B1: Max.mass not exceeding 1 tonnes Atul Auto Limited 1,036 1,301 1,036 1,301 982 1,247 982 1,247 0 10 0 10Bajaj Auto Ltd 666 1,015 666 1,015 525 355 525 355 0 0 0 0Mahindra & Mahindra Ltd 1,505 1,527 1,505 1,527 975 1,126 975 1,126 136 4 136 4Piaggio Vehicles Pvt.Ltd 5,038 3,727 5,038 3,727 4,819 3,396 4,819 3,396 127 237 127 237Scooters india Ltd 499 148 499 148 331 265 331 265 0 0 0 0Total 8,744 7,718 8,744 7,718 7,632 6,389 7,632 6,389 263 251 263 251B2: Others Mahindra & Mahindra Ltd 535 168 535 168 519 207 519 207 0 0 0 0Piaggio Vehicles Pvt.Ltd 0 5 0 5 0 0 0 0 0 12 0 12Scooters india Ltd 263 115 263 115 212 97 212 97 0 0 0 0Total 798 288 798 288 731 304 731 304 0 12 0 12Total Goods Carrier 9,542 8,006 9,542 8,006 8,363 6,693 8,363 6,693 263 263 263 263Total Three Wheelers 70,942 57,035 70,942 57,035 33,793 31,986 33,793 31,986 37,394 29,728 37,394 29,728Grand Total of all Categories 1,627,039 1,721,627 1,627,039 1,721,627 1,338,430 1,472,385 1,338,430 1,472,385 262,172 265,553 262,172 265,553

Category Segment/Subsegment Manufacturer. Production Domestic Sales Exports

For the month of Cumulative For the month of Cumulative For the month of Cumulative

April April-April April April-April April April-April

2011 2012 11-12 12-13 2011 2012 11-12 12-13 2011 2012 11-12 12-13

* Exports of Ford indicate CKDs

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T H E O T H E R S I D E384 JUNE 2012

Illus

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Getting Personalwith PM Patel, Managing Director, ABC Bearings Ltd

PM Patel is a graduate from Mumbai University and MBA from US. He has been associated with the company since the last three decades. He is working in the capacity of Managing Director since 1991. He has been responsible for the operations of the com-pany under the superintendence, direction and control of the Board. Under his lead-ership, the company has grown manifold. Due to his expertise in the management, the company has built robust brand equi-ty through sustained quality standards in its products.

He is the Director of Elecon Engineering Company Limited, Eimco Elecon (India) Limited, Power Build Limited, Emtici Engineering Limited and other group companies.

He is also a Director of NSK-ABC Bearings Limited, a joint venture company with NSK Ltd, Japan.

In Person

An experience I won’t forget…

If not in the industry, where would you be? No time to think of such matters. Have been in the industry since returning back from education in USA and received training of two years in industry

What car do you drive? What do you dream of driving?BMW 5 Series. Happy with what I have. Only need transport from point A to point B

Your most recent indulgence… Work

What are you currently reading?The Budget implications!

What are you doing when not talking about the industry?Talking to grandkids

Outdoor activity you would miss office for… Golf

Where did you go for your last holiday? Thailand

You get angry when… Things are not done in a proper and decided manner

What is the one thing you would like to change about you? Quite content with what I am

Best thing to have happened to you… Returning to India My golfing trip to Thailand for a week with my usual four ball

dence, direction Under his lead-own manifold. management,

ust brand equi-ty standards in

of Elecon imited,

mited,tici

nd

40

Regn. No. MH/MR/WEST/20/2012-2014. RNI No. MAHENG/2000/11414 Licenced to post at Mumbai patrika channel sorting office G.P.O. Mumbai 400 001.Date Of Mailing: 1st & 2nd Fortnightly Issue. Date Of Publication: 28th of Every Month