EXECUTIVE SUMMARY

Mahindra aerospace private limited leads the Mahindra group‟s for into aerospace
manufacturing .It operates two business verticals‟, focusing on utility and aero structure
production respectively. The aircraft based in Australia, produces the Airvan 8 single-engine
piston aircraft of which over 200 are in operation worldwide and is nearing market launch of
Airvan 10 turboprop .The aero structure business is based in India and operates a 25000
square meters (270000sqft) plant near Bangalore .The facility is equipped for metal
components to hard metal components in the course of 2017.

Mahindra aerospace is a part of the Mahindra group‟s aerospace defense & steel
sector ,which also includes Mahindra defense land system , Mahindra defense naval
systems ,Mahindra telephonic integrated systems & Mahindra emirates vehicle armoring .I
have done my project at the Mahindra aerospace private limited .

The organizational study is used to gain an insight of the company vision, mission,
product profile, 7‟s Mc Kinsey model, and SWOT analysis and quality policy of the
company.

Organizational study is considered to experience with an opportunity to share their

ideas, views. It helps to occupy in particular field to make them come up with their ideas and
also helps to improve the professionalism while working/doing project. As part of
organizational study it helps me to take participate in task which was given to me.

This organizational study makes connect two things that are knowledge as well as its
applications with series of inventions that enable a student to obtain awareness and exposure
of the industry. This study helps in understanding the employee relationship with the
organization and organization strategies to retain the good employees at Mahindra Aerospace
private limited. This study helps me to know what extent the organization is motivating the
employees and recognition by management and also to know about communication system
fallowed organization. It is useful to understand the working in team and group behavior
among the employees.

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 CHAPTER-1

INTRODUCTION

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 1.1 Introduction

Mahindra aerospace is aerospace division of the Indian multinational conglomerate

company Mahindra Group. It is the first Indian private firm to make smaller civil aircraft for
the Indian general aviation market. It is an AS9100 Rev.B certified design organization.

The parent Mahindra & Mahindra group acquired a 75.1% majority stake in
December 2009 of Australian aircraft manufacturer Gippsland Aeronautics, builder of
the Gippsland GA200, Gippsland GA8 Airvan and the Gippsland GA10 Airvan. The
company was renamed GippsAero.
Also in December 2009 the Mahindra & Mahindra group also acquired a 75.1% stake in Aero
staff Australia , a component manufacturer of high-precision, close-tolerance, aircraft
components and assemblies for large aerospace original equipment manufacturers. In June
2010 the company acquired the Australian Boeing unit, an aerospace component
manufacturer.
Mahindra Aerospace‟s Australian facility manufactures a rugged and versatile aircraft in its class –
the Airvan 8. Its 10-seat turboprop derivative – Airvan 10 – soon promises to join it in flight. Certified 11
1.1.1 Industry Profile

This section provides the brief introduction about the industry and its initiation over
the years and also the various products that are manufactured by the Mahindra Group.
And I have focused more on the core values of the company.
Aerospace includes the atmosphere of Earth & surrounding space, the term is used to
refer to the industries, designs, manufactures, operates and maintains vehicles moving
over air and space.
Aerospace and airspace is not on and the same is a term used to define the physical air
space directly above a location on the ground .Aerospace is a varied field ,with a
gathering of industrial ,commercial ,and military applications.
Aerospace Manufacturing is a high technology industry that produces “aircraft”,
space vehicles, aircraft engines, production units and related parts.
As the communication distance becoming smaller and with the continuing „War of
Terror‟, Aerospace and defense industry is poised to grow at a faster rate .After seeing
success with Information Technology(IT),India is poised to become a significant
outsourcing centre for global aerospace firms as it has economical and skilled engineers
.With software centre for global aerospace firms as is has economical and skilled
engineers and information technology (IT) people coupled with cost advantages makes
India‟s major player.

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 India is one the fastest growing in Aerospace markets Bangalore is a major centre of
the Aerospace industry with Hindustan Aerospace Limited (HAL), the National
Aerospace Laboratories and Indian Space Research Organization.

1.1.2 History

The Indian aerospace industry is considered one of the fastest growing aerospace
markets in the world. Such large growth has attached major companies to India and
consequently all areas of the aerospace sector are showing significant growth .Several factors
are driving the surge in the manufacturing output in the aerospace industry .Both macro and
micro factors come in to play.

The Aerospace and Defense Industry was struggling to Maintain profitability even
before 11th September2001,and fears of further terrorism ,the conflicts in Afghanistan and
Iraq, and a weak economy combined to devastate the commercial Aerospace Industry over
the ensuring years .On the other hand ,the wars in Afghanistan and Iraq have bolstered the
coffers if many defense companies, through belt tightening may be on the way.

The mother of all defense deals occurred in 2001 when Lockheed beat out Boeing for
the 200 dollars billion joint strike Fighter contact, the largest Defense contact ever .Spread
out over almost 30 years ,it may be the last major deal for drones is expected to continue
,supplanting the need for the more expensive manned Aircraft and making it unnecessary to
risk pilot‟ slaves in comb it.

On the commercial side, airlines- by far the biggest customers in the sector have lost
billions since 2001.By way of illustration ,the top nine airlines lost $ 10 billion in 2002
,almost $ 6 billion in 2004,and both UAL(the parent of united Airlines) and US Airways have
filed for bankruptcy protection.

As mentioned previously, September 11 and subsequent travel fears dealt a

devastating blow to a commercial aircraft market that was already reeling from Amarjeet
slowdown .The market ,which Accounts for about 40% of Aerospace and Defense industry
spending is divided into four segments.

In 2001 Boeing and Airbus ,the world‟s only large commercial aircraft market ,saw
orders plummet by 45% and 28% , respectively ,Airbus recently surpassed Boeing on orders

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,but the former‟s 2002 delivers dropped 7% from 2001.As a result ,the drastic fall off in
Business .

Boeing cut about 30000 jobs or roughly 30% of its commercial aircraft workforce in
2002. Aircraft orders picked up in 2003 and 2004 as Being and Airbus continues to Duke it
out for airline orders .Boeing is working on its long-range ,fuel efficient, mid-sized ,7E7
Dream Liner and a 550 passenger Behemoth .Airbus then upped the ante by announcing that
it would build the A350 to compete directly with Boeing7E7.

In 2006, Mahindra engineering acquires Plexion, a specialist Aero and Auto

engineering firm .The nascent team executes high and design for Indian OEMs and export
aero structures for an Australian Aircraft.

A first in Indian Aviation Mahindra and CSIR-NAL commit to jointly developing a

light utility Airplane (Mahindra acquire plexion technologies). Mahindra formulates
aerospace strategy-utility aircraft and aero structures .Aerospace team seeks to augment
domestic capabilities through inorganic growth.

In 2008, Mahindra Aerospace private limited is created initiates conversations with

Gippsland and aero staff Australia.

i. Gippsland aeronautics in Australia end to end aircraft design and production 200
aircrafts in 40 countries
ii. Aero staff Australia high precision metal components and assemblies to stringent
industry standards.

In 2009, Mahindra initiates acquisitions of Gippsland and aero staff .Mahindra commits
to developing an Indian aero structures manufacturing facility.

In 2010, Gippsland Aero's Airvan becomes the first Australian built aircraft to
circumnavigate the globe for 'millions against malaria' - sponsored by Mahindra Aerospace
team seizes n opportunity to acquire sheet metal equipment from Australia and increase
global supply chain offering.

In 2011, another first for Indian Aviation- Indian design expertise and Australian
rapid prototyping come together for the first flight of the C-NM5 at Gippsland Aero facility
.Mahindra Aerospace breaks ground for the aero structures facility at a new industrial area
outside Bangalore.

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 In 2012, Gibbs Aero achieves two first flies the GA10 Australia's first single engine
turboprop and produces its 175th GAB breaking Australia's previous production record.
Equipment shipments to the new Indian factory commence as the facility takes shapes.

In 2013, Gibbs Aero delivers the 200th Airvan .India plans completed and commence quality
approval processes.

1.1.4 Nature of business

 Good reputation:- Mahindra aerospace is the one of the leading company and
manufacturing company, so that‟s why company have a good reputation
 Employee safety:-employers have a legal responsibilities to ensure a safe and healthy
in work place like healthy, security,etc.
 To export abroad:-this industries manufacturing products export not only in India it
also export foreign countries, its produce separate like domestic and foreign
 Good relationship:-it has good relationship between owners and employees all are
equally treated.

1.1.5 Contribution towards the GDP

1) Indian aviation sector with a growth rate of 18%

2) India retains the second highest growth rate worldwide.
3) 9th largest civil aviation market.
4) 163 Million Passengers in 2013.
5) 3rd largest aviation market by 2020.

1.1.6 Competitors Information

Competitors Market share in %

Hindustan Aeronautics Limited (HAL) 7%
Barat Electronic Limited (BEL) 5%
Safran 6.56%
Tata Advanced System (TASL) 7.5%

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1. Hindustan Aeronautics Limited

Hindustan Aeronautics Limited (HAL) is an Indian state-

owned aerospace and defense company headquartered in Bangalore, India. It is governed
under the management of the Indian Ministry of Defense.

Fig 1. HAL logo

The various products of HAL are-

A. Fighter aircraft

B. Helicopters

2. SAFRAN

Safran is a French multinational aircraft engine, rocket engine, aerospace-component

and defense company. It was formed by a merger between the aircraft and rocket engine
manufacturer and aerospace component manufacturer group SNECMA and the security
company SAGEM in 2005.

Fig.2 Safran logo

3. Brahmos Aerospace Ltd

The Brahmos Aerospace Limited is a joint venture between the Defense Research and
Development Organization (DRDO) of India and the Federal State Unitary Enterprise NPO

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Mashino stroyenia (NPOM) of Russia under Brahmos Aerospace. The Brahmos missile is
named after two rivers, the Brahmaputra and the Moskva.The logo of Brahmos Aerospace is
shown in the fig.

Fig.3 Brahmos logo

4. Tata Advanced systems

Tata Advanced Systems Limited (TASL) is a fully owned subsidiary of Tata Sons, a
holding company for the Tata Group. It is the lead systems integration company for
delivering weapons from the Tata Group to the Indian security forces.

Fig.4 Tata Advanced System logo

5. Bharat Electronics Limited

Bharat Electronics limited (BEL) is an Indian state-owned aerospace and defense

company with about nine factories, and several regional offices in India.

It is owned by the Indian Government and primarily manufactures advanced

electronic products for the Indian Armed Forces. BEL is one of nine PSUs under the Ministry
of Defense of India. It has been accorded Navratna status by the Government of India.

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 Fig. 5 Bharat Electronics Limited logo

CHAPTER- 2

COMPANY PROFILE

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2.1 Introduction

My & M=Mahindra and Mahindra

MAPL=Mahindra Aerospace private limited

MASPL=Mahindra Aero Structure Private Limited

Mahindra Aero Structure Pvt Ltd (MASPL) is subsidiary of Mahindra

Aerospace Pvt Ltd (MAPL) which is located at Narasapura Industrial area Kolar
.It covers of 25000sq.m and this facility and produce air flame parts and
assemblies in India and enjoys excellent air and sea connectively and is certified
to stringent global aerospace industry requirements .This facility was
inaugurated in October 2013 and is now delivering sheet metal parts and
assemblies for global aircraft programs. Mahindra Aero Structure Pvt Ltd is
engaged supplying components and engineering and design service to the
automotive and aviation industry.

Mahindra Aerospace

Key people

Mr. Arvind Mehra (Executive Director & CEO)

Anand Mahindra (Vic- Chairman &MD)

Hemant Luthra (President)

2.1.1 Areas of Operation

The manufacturing plant of the company is located in Narasapura Industrial area,

Kolar District Karnataka.

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 The manufacturing network is all over the world and Mahindra aerospace located in
Victoria, Australia.

 Design production & support capabilities.

 CASA,FAA,EASA approvals
 Production and support for 200+aircraft 38+countries.
 Mahindra Aerospace is tied up with aero nova .Mexico for training and
technical support

2.1.2 Directors Profile

Mrs. Shukla ,Chairman ,Mahindra Aerospace Director

Mr. Ramakrishna Director

Mr.Arvind Mehra ,Executive Director and Global Director

CEO ,Mahindra Aerospace

Mr. Lakshmi Director

Mr.V.S Parthasarthy Director

Mr.K.V Ramakrishna Director

Mr. Raja Lakshmi Rao Meka ,Independent Director Director

Mr. Devi Prasad Singh ,Independent Director Director

2.1.3 Core Values of Mahindra Aerospace

Our core values are influenced by our past tempered by our present and will shape our
future .They are an amalgam of what we have been, what we are and what we want to be .We
will challenge conventional thinking and innovatively use all our resources to drive positive

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change in the lives of our stake holders and communities across the world, to enable them to
rise.

Core values Description

Professionalism We have always sought the best people for the job and given them the
freedom and the opportunity to grow .We will continue to do so .We
will support innovation and well-reasoned risk taking, but will demand
performance.

Good corporate As in the past, we will continue to seek long term success, which is
citizenship alignment with our country needs .We will do this without comprising
ethical business standards.

Dignity of the We will value individual dignity, uphold the right to express
individual disagreement and respect the time and effort of others .Through the
time and effort of others .Through our actions we will nurture fairness,
trust and transparency.

Customer first We exist and prosper only because of the customers .We will respond
to changing needs expectations of our customers speedily, courteously
an effectively.

Quality focus Quality is the key to delivering value for money to our customer‟s .We
maketuality a driving value in our work, in our products and in our
interaction with others .We will do it first time right.
Table1. Core Values of the company

2.1.4 The Factory Plant Include These Departments

i. Human Resource and Admin Department

ii. Finance Department
iii. IT Department
iv. Quality Department

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 v. Supply Chain Department
vi. Production Department
vii. Maintenance Department
viii. Engineering Department

The main scope of Mahindra Aerospace Pvt Ltd is to design and manufacturer aircraft
structural parts and

The manufacture ring activities are as follow

 Sheet metal fabrication of parts

 Special processes
 Assembly
 CNC conventional machines

Mahindra Aerospace Private Limited belongs to Mahindra Group is an Indian

Multinational Conglomerate headquarter at Mahindra Towers in Mumbai .India .which is
operating in over 100 countries around the world .Emerging presence in aerospace
components and assemblies .Situated Group Which emphasis on quality and according to the
stakeholder expectations &also have secured approvals from the aerospace industry‟s
toughest standards organizations .Mahindra Aerospace desires to partner with OEM‟S and
global Tier 1‟s and contribute to the most demanding to the most demanding aircraft
programs in the world .Have a focused value proposition to address OEM concerns and Tier.

2.1.5 Summary of Equipment and Capabilities

1) Sheet Metal
 CNC routing (multi-stack)
 Automatic de-burr
 Skin stretch formers
 Bladder press
 Brake press
 Roll forming
2) Heat treatment
 Solution Zing and annealing
 Drop-bottom furnace

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 3) special processing
 Tartaric Sulphuric Acid anodize
 Chromic Acid Anodize
 Aldine
 Prime & Paint-2 booth
4) Machining
 CNC 5- Axis & CMM
5) Assemblies
 10000sq.m floor space
 Separate sealant room. Tool crib

2.1.6 Products of Mahindra Aerospace

i. Mahindra C-NM5
ii. Mahindra AIRVAN 8
iii. Mahindra AIRVAN10
iv. Mahindra AIRVAN18 (FUTURE PLAN)

1. Mahindra C-NM5

Fig.1 Mahindra C-NM5 Aircraft

It is seated civil aircraft, singles piston in development. It has been entirely designed by the
Mahindra aerospace on a 50-50 partnership basis. It can be used as trainer, for transporting

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cargo, medical evacuation tourism, VIP travel, for training pilot. It is Multi –role, multi –
mission aircraft being jointly developed by national aerospace laboratories and Mahindra
aerospace. It is hardly, reliable aircraft, flexible and ultimate in utility.

2. Mahindra AIRVAN 8

Fig.2 Mahindra AIRVAN 8

It is 8 seats including pilot, single piston, and 200+ airplanes in over 35 countries. It is
Designed and manufactured for rugged terrains and short, semi prepared airship. It is easy to
load and fly and maintain. Safe No other aircraft can make this claim; the Airvan 8 complies
with the latest FAR 23 safety standards. It can be used in a number of operational roles, such
as aerial photography, supply dropping and many military and law enforcement tasks.
Economical ,low fuel burn ,low maintenance and more than 828kg of useful load .The Airvan
8 costs you as little as 15USD per seat mile,10% less than a leading competitor. Packages:
Fright packages and skydiving packages.

3. Mahindra AIRVAN 10

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 Fig.3 Mahindra AIRVAN 10

It is 10 Seater, single turboprop, nearing type certification. The Airvan 10 is by Mahindra is

an innovative blend of proven legacy and new technology.(the Airvan 10 gives you
everything Airvan 8 does ,only more ,more capacity ,more power ,more technology and more
confidence). All around efficiency the Airvan 10s turboprop engine gives it a nice boost to
power as well as payload .Its Rolls Recue engine products 450 shafts horsepower and an
unpatrolled cost per seat mile, making this the economical 10 seat in its class. It is designed
to meet the meet amendment 62of the FAR 23 regulations. It is to operate shedding door
allows clear access to the cabin. The crash-worthiness rating on the air flame, seats, fuel
system and fire well are superior to its competition. Economical, reliable, rugged and safe,
the Airvan 10 is a compelling workhorse for any business bottom line.

4. Mahindra AIRVAN18 (FUTURE PLAN)

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 Fig. 4 Mahindra AIRVAN 18

It is Seater, twin turboprop, feasibility evaluation. It is a short take off and landings (STOL
aircraft) It is versatile with cargo uses evaluation. This is the one of that Airvan plays the role
of aircraft which ensures more revenue. It had a twin engine turboprop which is based on
rolls roe‟s engines, and it‟s very easy for maintenance and cost effective.

2.1.7 Vision

Mahindra Aerospace Pvt Ltd.to becomes a globally recognized manufacturer of

components and assemblies .Working with existing high precision Aerospace components
manufacturing facilities in Australia.

Complete assembling of aircrafts by 2020 in the Indian plan.

Our aspiration is to become aero structures suppliers through strategic partnership, organic
and inorganic growth.

2.1.8 Mission

To achieve the objective in an environment of fairness and honesty towards the client,
employees, and suppliers.

As a responsible one of the leading manufacturer of aero structures industry, we focus on

providing superior quality products to users and enabling our customers to rise.

2.1.9 Quality Policy

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 “Mahindra Aero structure Private Limited is committed to the delivery of valuable
additional quality products for the aerospace application which consistently meet or exceed
the customer expectations .This will be achieved through continual improvement approach,
operational excellence and with spirit of innovation by adhering to international standards
and adopting industrial best practice from aerospace industries. We are committed to the
objective of continually improving the performance of:

 Customer satisfaction
 Quality of our products
 Reliability of our processes
 Supplier performance

“Business is learning from the influence of generation connected, changing

convergent to think of employees as resident consumers we also need to think of them as
resident driver of changes.

2.2.10 Infrastructure Facilities

Mahindra Aerospace began developing a new 25000 sq., facility to produce air flame
parts and assemblies in India.

The facility, located on National highway near Bangalore, enjoys air and sea connectively
and is certified to stringent to global aerospace industry requirements .The facility was
inaugurated in October 2013 and 2013 and is now delivering aerospace sheet metal part and
assemblies for global aircraft programs.

Mahindra Aerospace has medium Infrastructural facilities for their employee‟s good
manufacturing unit fully equipped with technology and secure environment to work in.

a) to all employees even for labour contacts

b) Uniform and shoes for labours
c) Medical check ups
d) Rest rooms and crèche
e) Canteen for all officers and associates with subsidizes food providing
f) Ambulance to meet emergencies and for nearby villages

2.2.11 Future Growth and Prospects

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The turboprop Airvan 10 will soon join Airvan 8 in production

AIRVAN 18- 18 Seater

i. Twin turboprop
ii. Feasibility evaluation

AIRVAN 10-10 Seater

i. Single turboprop
ii. Nearing type certificate

AIRVAN 8-8 Seater

i. Single piston
ii. 200+airplanes across 35countries

2.2.12Achievements

The Mahindra Aerospace Pvt Ltd is recognized and awarded ASAN active participant in
the Indian Corporate Social Responsibility. Mahindra Aerospace widely involved in
philanthropy and volunteering.

 Japan quality medal

 Deming prize
 ICSI National Award for excellence in corporate Governance. Aspiration of Mahindra
Aerospace Pvt Ltd is to become and aero structures supplier through strategic
partnerships, organic and inorganic growth.

2009-Aerostaff Australia acquired

2012-Training and Technology Partnership

2013-India Plant Operational
2015-Detailed Metallic Parts and Assemblies

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Sir. MVIT, Bangalore. Page 20
 CHAPTER 3

MCKINSEY FRAMEWORK OF COMPANY

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Sir. MVIT, Bangalore. Page 22
3.1 Mc Kinsey 7’S model

The model is most often used as an organizational analysis tool to assess and monitor
changes is in the internal situation of an organization.

McKinsey 7s model is a tool that analyses firms organizational design by looking at 7

key internal elements :strategy ,structure ,systems ,shared values ,style ,staff ,and skills ,in
order to identify if they are effectively aligned and allow organization to achieve its
objectives.

Fig.12 7‟S Mc Kinsey model

The model can be applied to many situations and is a valuable tool when organizational
design is at question .The most common uses of the framework are:

 To facilitate organizational change.

 To help implement new strategy.
 To identify how each area may change in a future.
 To facilitate the merger of organizations.

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7 ‘S’ factors

In Mc Kinsey model the seven areas of organization are divided into the „soft ‟and „hard
‟areas .Strategy ,structure ,and systems are hard elements that are much easier to identify and
manage when compared to soft elements .On the other hand ,soft areas ,although harder to
manage ,are the foundation of the organization and are more likely to create the sustained
competitive advantage.

Hard S Soft S
Strategy Style
Structure Staff
Systems Skills
Shared values
Table.3 7‟S‟ factors

1. STRATEGY

Strategy is a plan developed by a firm to achieve sustained competitive advantage and

successfully compete in the market .What does a well-aligned strategy mean in 7s Mc Kinsey
model ?In general ,a sound strategy is the one that‟s clearly articulated ,is long-term ,helps to
achieve competitive advantage and is reinforced by strong vision ,mission ,and values .But
it‟s hard to tell if such strategy is well-aligned with other elements when analyzed alone .So
the key in 7s model is not to look if its aligned with other elements .For example ,short-term
strategy is usually a poor choice for a company but its aligned with other 6 elements ,then it
may provide strong results.The plan devised to maintain and build competitive advantage
over the competition Strategies are long term objective of the organization. SWOT analysis
helps the strategies to survive into external environment. Many strategies are used to the
organization are

1. Strong links with the market.

2. Lobor flexibility.

3. Innovative, and keep innovating.

4. Improve existing processes.etc

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 2. STRUCTURE

Structure represents the way business divisions and units are organized and incudes the
information of who is accountable to whom .In other words ,structure is the organizational
chart of the firm .It is also one of the most visible and easy to change elements of the
framework.

The way the organization is structured and who reports to whom.Organizational structure
refers to the formal relationship among various positions & activities performed in the
organist.

3. SYSTEMS

Systems are the processes and procedures of the company, which reveal business‟
daily activities and how decisions are made .Systems, are the area of the firm that determines
how business is done and it should be the main focus for managers during organizational
change.

The daily activities and procedure that staff members engage in to the job done. It includes
production, planning & control system

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 4. SKILLS

Skills are the abilities that firm‟s employees perform very well. They also include
capabilities and competences. During organizational change , the question often arises of
what skills the company will really need to reinforce its new strategy or new structure.

The actual skills and competences of the employees working for the company.

Designation Qualification Skills

Business Graduate with 3  Honesty
Manager years of experience in any  Knowledge
manufacturing company  Open communication.
etc.

Business Graduate in  Mathematic skills

Accountant accounting with 3 years of  Written and verbal
experience in any communication
manufacturing company.  Organizational skills.
etc.

At least 2 years of experience  Computing

Worker in any manufacturing  Communication
company.  Customer service
 Leadership. etc.

5. STAFF

Staff element is concerned with what type and how many employees an organization
willed and how they will be recruited, trained, motivated and rewarded.

The employees and their general capabilities. Staffing is the process of acquiring human
resources for the organization.

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 6. STYLE

Style represents the way the company is managed by top-level managers, how they
interact ,what actions do they tae and their symbolic value .In other words ,it is the the
management style of company‟s leaders.

The style of leadership adopted in an organization.

7. SHARED VALUES

Shared values are at the core of Mc Kinsey 7s model .They are the norms and
standards that guide employee behaviour and company actions and thus ,are the foundation of
every organization.

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 CHAPTER-4

SWOT ANALYSIS

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 Examine of both internal and external surrounding of a company is important part of
the strategic planning process .The internal factors usually can be classified as strengths (S)
or Weakness (W),and those external factors can be arranged in classes as opportunities (O) or
threats (T).Such an analysis of the strategic environment is referred as SWOT analysis.

4.1 Strengths

i. Good brand image.

ii. Expansion and diversification of business.
iii. Trust worthy relation with stakeholders.
iv. Access to new market.
v. Flexibility and adoptability.
vi. Monopoly industry.
vii. Availability of skilled man power.
viii. Involves working in the highly sensitive defensive sector.

4.2 weakness
i. Intensifying competition in regional market.
ii. Higher Research and Development cost
iii. High volatility of customer

4.3 Opportunities
i. New products.
ii. International Expansion.
iii. New market.
iv. Can adapt new technology to enhance helps meet the organization goals and
objective.
v. Availability of total quality people helps meet the organization goals and objective.

4.4 Threats
i. Intense competition from global brands.
ii. Financial crisis.
iii. User resistance to change.

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 CHAPTER-5

FINANCIAL STATEMENTS

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 5.1 Balance Sheet As At March 31st 2016-17

Particulars As at As at
31/3/2016 31/3/2016

ASSETS

Non-Current Assets

Property, Plant and Equipment 1,27,94,39,258 1,33,51,55,214

Capital work in progress 8,52,48,713 10,86,64,633

Intangible Assets 83,40,444 95,27,957

Financial Assets

Other Financial Assets 29,47,264 42,66,187

Other Financial Assets 20,96,33,516 20,69,40,083

Non-Current Tax Assets(NET) 1,58,75,83,887 1,66,94,01,166

Current Assets

Inventories 15,75,36,425 6,71,09,749

Financial Assets

Investments - -

Loans 80,000 -

Trade Receivables 11,76,43,176 6,71,09,749

Cash and cash equivalent 6,94,72,654 5,48,69,563

Bank balance other than cash and cash 1,08,40,000 40,000

equivalents

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 Other Financial Assets 90,43,934 1,05,58,007

Other Current Assets 7,77,46,794 2,63,16,191

44,23,62,983 20,40,48,415

TOTAL ASSETS 2,02,99,46,870 1,87,34,49,581

Equity and Share Capital

Equity

Equity Share Capital 2,35,36,00,000 1,60,36,00,000

Other Equity (1,81,81,37,416) (1,29,43,37,012)

Retained Earnings 53,54,62,584 30,92,62,988

Non-Current Liabilities

Financial Liabilities

Borrowings 42,71,29,224 60,78,05,624

Trade Payables 2,57,67,053 7,90,52,721

Net employee defined employee benefits 31,62,893 23,20,959

45,61,59,170 68,91,79,304

Current Liabilities

Financial Liabilities

Borrowings 65,54,46,079 60,00,00,000

Trade Payable 17,56,38,822 12,02,41,089

Other Financial Liabilities 19,91,95,013 14,76,65,811

67,46,644 52,75,187

Net Employee defined employee benefits 12,98,558 18,25,202

Sir. MVIT, Bangalore. Page 32

 1,03,83,25,116 87,50,07,289
TOTAL LIABILITIES
1,49,44,84,286 1,56,41,86,593
Total Equity and liabilities
2,02,99,46,870 1,87,34,49,581

5.2 Statement Of Profit And Loss For The Year Ended 31/03/2017

Particulars Year Ended 31/3-2017 Year Ended 31/3-2016

Revenue from operation 30,22,29,003 7,01,07,785

Other income 1,23,35,963 23,96,260

Finance income 31,18,739 8,86,035

TOTAL INCOME 31,76,83,705 7,33,90,080

EXPENSES
Cost or raw materials 9,73,65,334 2,23,04,122
consumed
(increased)/decreased in (3,00,50,167 (1,61,50,375)
inventories of finished goods
and work in-progress
Employee benefits expenses 19,77,01,335 15,44,26,039
Depreciation and 12,94,79,045 11,42,86,415
amortization expenses
Impairment of capital work 3,25,00,000 -
in progress
Finance costs 15,73,31,960 12,00,29,672
Other expenses 25,86,94,345 20,45,64,231
84,30,21,742 59,94,60,104

Profit/(loss)before tax (52,53,38,037) (52,60,70,024)

Current tax - -

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Deferred tax - -
PROFIT/(LOSS) FOR THE (52,53,38,037) (52,60,70,024)
YEAR

OTHER
COMPREHENSIVE
INCOME
0ther comprehensive income
not to be reclassified to profit
or loss in subsequent periods:
Re-measurement 15,37,633 4,05,745
gains/(losses)on defined
benefits plans
15,37,633 4,05,745
Other comprehensive income 15,37,633 4,05,745
for the year, net of tax

Total comprehensive (52,38,oo,4o4) (52,56,64,279)

income for the year

Earnings Per Equity Share:

Basic (2.85) (3.28)
Diluted (2.85) (3.28)

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 CHAPTER 6

LEARNING EXPERIENCE &

BIBLIOGRAPHY

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 Learning Experience

i. During my internship program. I got familiar with the work

environment and the culture of Mahindra Aerospace.
ii. Internship gave me the opportunity to learn valuable information
and acquire skills about my chosen career.
iii. Internship enhanced my skill and ability to work in a team.
Mahindra Aerospace allowed me to work with people who are the
professional of my chosen career.
iv. Internship allowed me to gain experience and develop
interpersonal skills.

Sir. MVIT, Bangalore. Page 36

 BIBLIOGRAPHY

WEBSITE:-

 hhtp://www.mahindra.com/business/automobile
 hhtp://www.mahindra.com
 www.mahindraerospace.com

OTHERS:-

 Company catalog
 Previous records

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