GMLC Placement Prep Guide 2021-22

2021
Details of Issue and Copyright
PrepGuide, General Management & Leadership Club (GMLC)
©2021 by General Management & Leadership Club
All rights reserved.
Notice:
No part of this publication may be reproduced or transmitted in any form or by any means –
electronic or mechanical, including photocopy, recording or any information storage and
retrieval system – without permission in writing from the General Management & Leadership
Club, IIM Ahmedabad.
First Edition: August 2021
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Acknowledgement
We are grateful to all who have helped us by sharing their interview and internship experiences,
which has enabled us to create the second edition of this comprehensive guide for the present
and coming batches of IIMA.
We would like to thank Dhruva Sareen (Club Coordinator), Shiv Kumar Agarwal (Placement
Preparation Cell Head), and Raghavendra Ajit (Publications Cell Head) for leading the efforts for
preparing the placement preparation guide. We would also like to thank GMLC’s Placement
Preparation Team of PGP 20–22, i.e., Atishaya Jain, Divakar Maurya, Kalyan KS, Mrigank Patel and
Soumo Naskar, for all their efforts in putting together this whole guide and making it as
comprehensive as possible.
We would like to acknowledge the efforts put in by GMLC club members of the PGP 21–23 batch,
i.e., Aditya Rastogi, E Kiranmayee, Kumar Ishaan, A Mahadev, Mahi Gangwar, Pratyush Nolakha,
Priya Arya, G Raghavender, Shivani Dhillon, and Vaishali Gupta, for conducting interviews in the
preparation of this guide, and Thanya B for designing the guide. We hope that it was a learning
experience for them as well.
Copyright ©2021
General Management and Leadership Club, IIM Ahmedabad
Vastrapur, Ahmedabad 380015
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Table of Contents
Acknowledgement ________________________________________________________________ 3
Introduction _____________________________________________________________________ 6
HR questionnaires _______________________________________________________________ 10
General Guidelines __________________________________________________________________ 11
General HRQs _______________________________________________________________________ 13
Company specific HRQs _______________________________________________________________ 20
Know Your Company _____________________________________________________________ 22
Adani _____________________________________________________________________________ 23
RPG Group _________________________________________________________________________ 29
Mahindra Group ____________________________________________________________________ 33
ABG _______________________________________________________________________________ 39
Stryker ____________________________________________________________________________ 45
ACT _______________________________________________________________________________ 50
Bajaj ______________________________________________________________________________ 54
Airtel ______________________________________________________________________________ 59
JSW Group _________________________________________________________________________ 64
Star India __________________________________________________________________________ 68
C K Birla ___________________________________________________________________________ 73
Reliance ___________________________________________________________________________ 77
TAS _______________________________________________________________________________ 82
Vedanta ___________________________________________________________________________ 86
Tata Trusts _________________________________________________________________________ 89
Internship Experiences ____________________________________________________________ 95
Aditya Birla Group ___________________________________________________________________ 96
Aditya Birla Fashion & Retail Limited ____________________________________________________ 98
Adani Group _______________________________________________________________________ 100
Airtel _____________________________________________________________________________ 102
Amway India ______________________________________________________________________ 104
Bajaj Finserv Ltd. ___________________________________________________________________ 106
Bharat Petroleum Corporation Ltd. ____________________________________________________ 108
JSW Group ________________________________________________________________________ 111
Mahindra Group ___________________________________________________________________ 114
People Interactive (India) Pvt. Ltd. _____________________________________________________ 116
PUMA Retail India Ltd. ______________________________________________________________ 118
RPG-SENSOR ______________________________________________________________________ 120
Stryker India Pvt. Ltd. _______________________________________________________________ 122
Tata Administrative Services __________________________________________________________ 124
Vedanta Group_____________________________________________________________________ 134
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Introduction
General Management role in a firm can be termed as a “Jack of All Trades,” i.e., an individual in
this role needs to be aware of each business operation or function present in the organization
in which they are working. A general manager needs to have an in-depth knowledge of business
functions and an end-to-end view of how the business operates. As a general manager
possesses a multidisciplinary approach towards management, he/she also becomes a likely
candidate to lead the organization towards its growth. This leadership role entails that a general
manager needs to have a strategic view of the organization rather than just looking at one aspect
of the business operations.
General Management Internship roles are of similar fashion. These internships allow students
to work in some of the biggest companies or conglomerates of the corporate world. Internship
roles in these companies can be of various domains such as Marketing, Strategy, Finance,
Operations, Product Management, etc. The general management role also entails the following
benefits for the students –
• Develop skills and enhance knowledge across multiple domains

• Provides a fast track towards leadership roles in these organizations
• Chance to engage with senior leaders of the companies
• Experience the working of multifunctional teams in proximity
General Management also allows an individual to explore different facets of the organization,
which helps the individual realize if they are a good fit for the organization as well. Tata
Administrative Services, Aditya Birla Group, Mahindra, CK Birla Group, and Reliance Industries
Limited are some of the organizations that come under the purview of the General Management
firms at large.
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Selection Process
The Selection process for a General Management Internship role is carried out in the following
manner:
Application Submission
The application is submitted by applying for the firm on the placement portal when the firm
opens its application. You can choose any of your CV variants to apply for the firm. A google form
may or may not be accompanied by a google form asking for preference if the firm is offering
more than one role to the candidates.
HRQ & Form Submission

Once the application is submitted, a firm might ask the candidate to fill a separate form, which
could be a google form or a form on the firm’s website where the candidate has to answer HRQs,
and some fill some personal details. A firm may also ask the candidate to attempt a psychometric
test, which is generally used to measure if the candidate will be a good fit in the firm.
In some cases, a firm may also ask a candidate to attempt a gamified assessment, where the
candidate has to play some games on a downloadable app or an online platform used by the
firm.
The placement committee shares all the information regarding this step on their portal.
CV Shortlisting
Once the previous steps are complete, then the CV shortlisting stage starts where the firm selects
which candidates they want to take to the next round. The firm takes the decision, and the
shortlisted students are communicated the same by the placement committee through the
placement portal.
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Group Discussion
The shortlisted candidates are eligible for the Group Discussion on the GD day. Two types of
GD are conducted in the case of the General Management internship selection process.
Case-based GD
In the case-based GD, a single case of around 400-600 words is shared with each of the
candidates. The candidates are given around 3-5 minutes to read the case and ready their
arguments and thought processes. The discussion usually goes on for around 25-30 minutes.
The subject of the case may be related to any of the corporate functions of the firm, such as
Marketing, Strategy, etc. or can also be related to Ethical Behaviour. There can be two types of
GD conductors/mediators from the firms – either they take a backseat and observe the whole
GD among the candidates, or they might participate actively in the GD as well.
Chairman GD
For Chairman GD, the whole format is quite different from a normal GD. A Chairman GD consists
of 8 rounds. For each round, one candidate takes up the role of the Chairman while others
become the Board members. The cases in Chairman GD are mostly related to ethical problems.
Chairman GD has only eight participants at a time; hence, at the end of the 8th round, every
candidate gets to be the Chairman once.
Round 1 Round 2 and so on…
In each round, the Chairman is given a case of around 80-100 words and has to read the
case. The Chairman is given a minute to explain the case to the Board and then conduct
the discussion for 6 minutes. At the end of the 6th minute, the Chairman is asked to
conclude the discussion in one minute. Due to the different format, Chairman GD also
has a different marking scheme for each participant.
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10 pts 10 pts 10 pts
1 min 6 min 1 min
The Chairman is marked out of 30 (bifurcation of 30 points is shown above) while the Board
members are marked out of 10. Hence, at the end of the 8th round, each participant is marked
out of a total of 100 points.
Personal Interview
The candidates who clear the GD Round are eligible for the Personal Interview that is usually
held the next day of the GD Day. The placement committee shares the communication regarding
the same. Questions in the Interview round are mainly focused around HRQs, candidate’s CV,
knowledge of different corporate functions of the firm, and work experience if any.
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General Guidelines
For General Management interviews and application forms, HRQs are highly important. They can
form the basis for the following reasons primarily:
• Assessing Candidate value fits with the organization, which is used for shortlisting
candidates for GDs and Interviews.
• Recruiters will want to look at consistency in your behaviour and also your level of self-
improvement through the responses
• Form the basis for the interview, with questions often being directly based on the HRQs,
and the candidates often grilled based on their answers to the questions. It can thus help
you drive the interviews instead of the interviewer doing so.
• A chance for the candidate to show different aspects of his/her personality to the
company.
So here are some general guidelines on writing the HRQs:
• Have a set of answers for template HRQs ready before the applications start. This
becomes invaluable when you will have multiple company applications to fill in a short
duration of time.
• Having HRQs 'ready' doesn't just mean that you have them written in a word doc. It means
having thought through the answers in-depth and having gotten them reviewed by PGP2s
at least once. Writing HRQs is a very iterative process, and you will go through multiple
versions of your answers before coming to the final ones.
• You should remember the answers which you have written for each question in the
company form. The interviewer might ask you about your responses, and you should not
be in a position wherein you have forgotten what you had written.
• When filling the HRQs for companies, research the values that the companies advocate.
This will help you tailor your answers to each company.
• While filling the HRQs for different companies, look at the company's role and the skills
required for the position. The responses should showcase those scenarios which utilize
the skills reflected in the job description
• Have multiple incidents as a backup to your answers. While it is perfectly alright to extract
multiple dimensions from a single case, to avoid a feeling of repetitiveness, have a diverse
range of cases and incidents ready.
• Be as genuine and truthful as possible for the answers since you will be often grilled on
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your answers during the interviews. Do not lie or create fictional events to answer the
questions.
• Utilize the HRQs as an opportunity to showcase that you can adapt yourself, and you can
grow.
• Make sure that your answers do not contradict each other. Once you have written your
answers, reread them to remove instances of values which are not aligned.
• Use the STAR framework to weave your story and answers.
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General HRQs
Question 1
Give a candid description of yourself, describing the major transition points and factors that have
influenced your personal development. Give examples wherever necessary.
Guidelines
● The idea is to NOT to jot down your CV points but talk briefly about your background
(personal and academic)
● Be specific about transition points: Can mention experiences/incidences that led to
changes/improvement in your perspective- Can use the STAR approach or PARADE
method (check Victor Cheng) to write the same.
Question 2
What do you think are your major strengths? How would these strengths help you in your
professional life?
Guidelines
● Can mention 2-3 strengths with genuine examples showcasing these strengths. There is
no bar on the number of strengths you can write but writing 2-3 gives you ample space
to talk about each one of them.
● Do not forget to connect with your professional life but also do not try to force-fit.
● Be clear in what you are writing so that the one reading understands it easily.
Question 3
Mention 3 personal improvement areas for you. Why do you think these as improvement areas?
How do you plan to improve them during your studies here?
Guidelines
● Be genuine for this answer. Do not try to create a weakness/ improvement area.
● Do not list out your strengths as your improvement areas.
● Write the improvement areas which you can work upon. (Don't describe personality
flaws)
● AVOID
o Cliches- 'I am a perfectionist.'
o Naive answers like- 'I am not a team player- strict NO for MBA grad- even if true';
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● Mention a clear plan for each of the improvement areas for the next two years.
Question 4
Identify one weakness that you have worked upon in the last one year. What did you do to
improve yourself in this area? Do you think you have achieved your objective? What makes you
think so?
Guidelines
● The question has three parts. Hence, it should have an answer to all three questions.
● Mention the plan you followed and share how much of it you were able to achieve.
● Avoid saying you have wholly achieved your objectives. Say something like you are going
in the right direction and are still willing to learn a lot.
● Give one example of a task in which you achieved the objective and further elaborate its
learnings and how you think that could be applied in the future (for a bigger goal).
Question 5
Mention the three most important values that you live by. Why are these values important for
you?
Guidelines
● It would be great if you can relate these values with the ones that are followed by the
company.
● Give genuine examples of events (personal or professional) that showcase these values.
Question 6
What do you consider to be your most significant professional/academic achievements, and

why?
Guidelines
● Easier to answer - Be very specific about achievement and how it trumps over your other
achievements.
● Can talk about:
o The preparation processes
o The positive reinforcement for future goals
● Do NOT gloat- the idea is to stay grounded and simple in the overall tone of the answer
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Question 7
Think about the different functional division(s) viz. Marketing, Finance, Operations, Consulting,
HR, Strategy, etc. Which are the ones you are keen on pursuing? What qualities/ experiences/
information have shaped this decision?
Guidelines
● Select a couple of domains of your choice

● Talk about previous experiences & extracurriculars
● In case there are no relevant extracurriculars, do not try to force-fit the answer by creating
a false story
● Better to simply relate recent MBA experience - class discussions, communication with
seniors, or the information you gained through reading materials or speaker sessions.
● Qualities: Talk about soft skills/hard skills that you feel are needed for the job
● Talk about the soft skills/hard skills you possess
● Can also talk about the soft-skills/hard skills not yet developed but the ones you plan to
develop over the 2-year MBA/maybe in a slightly longer-term
Question 8
Reflecting on the previous question, what extra information/ direction would you need to choose
a particular career path?
Guidelines
● Extra information could be by exploring in summers (if given a chance)

● Leveraging IIMA alumni network to talk to alums currently working across different
domains
Question 9
What are your long term (5-10 years) and short term (1-2 year) goals in life? [Please keep it short
and crisp]
Guidelines
● Answer the question in two-part as mentioned - short term & long term
● The answer for the short term should be described descriptively and more clearly. The
next 1-2 years plan should be clear in your mind.
● The long term's answer can be a little vague, but it should give a general view of where
you see yourself after that much time.
● There should be a connection between your short term and long term, i.e., it should be
easily seen that your short-term plan would lead to a long-term goal.
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Question 10
How does an MBA fit in with your goals? What do you wish to gain out of the PGP/ PGP – FABM
program?
Guidelines
● Make this answer role/company specific. E.g., If you are applying/targeting a marketing
role, say that the MBA has given you a firsthand experience of understanding customer
needs and developing solutions catering towards that.
● Give an example of a course learning which could be relevant to the company/role you
are applying for.
Question 11
Please describe your extracurricular interests in brief. List down some of the achievements
during recent years in the same areas?
Guidelines
● Try to give a mix of extroverted and introverted activities on a slightly extroverted side.
(Playing football along with reading novels, etc.)
● Companies are trying to gauge whether you are a team player and leader.
Question 12
Describe a situation where you initiated a new idea or approach and implemented it. How did
you go about doing it?
Guidelines
● The STAR (Situation-Task-Action-Result) methodology works here in a nice way.
● Students with work-ex should answer from their professional experience while freshers
can think of examples from their college or school life or internships.
Question 13
Sometimes, we may find a group of people disagreeing with our beliefs/point of view. Give us an
instance where you had to convince a group of people on your point of view?
Guidelines
● User STAR methodology. It makes it easier to write the answer.
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● Be careful. Do not say that the group of people disagreeing with you was wrong. You have
to maintain that they had different views than yours.
● You can showcase the values that are considered important by the firm.
Question 14
What makes a leader? Give an incident in life where you showed leadership skills. Describe an
incident where you succeeded (or failed) as a leader. What did you learn from it?
Guidelines
● If you have work experience, try to give an example related to it. If not, then think of
examples of college societies or any other leadership experience you have had.
● Give an example as recent as possible.
● Use the STAR approach for your example (Situation, Task, Action, and Result)
Question 15
Very often, the complexity of the task on hand gets the best out of us. Think of such an instance
where you feel you stretched yourself to solve such a problem. How did you approach the
problem? What were your key learnings from the situation? If given another crack at it, how
differently would you go about solving it?
Guidelines
● DO NOT mention the first week/month of IIMA- too cliched

● Can think of instances from work experience/internship experience
● Can also talk about any unsuccessful attempts to accomplish something and the lessons
learnt
● The idea is to gauge:
o The ability to respond under pressure
o The ability to handle and learn from failures
Question 16
Do you think that your academic results are a true reflection of your academic abilities? Please,
elaborate.
Guidelines
● Give a measured answer. E.g., say it partially reflects but not completely
● Elaborate with an example which in the past showed your ability to solve a practical
problem.
● It can also mention the part played by academic results in building your abilities.
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Question 17
Write a paragraph on each of the following.
A. Pursued an idea or business goal to a conclusion.
Guidelines
● Any situation/initiative taken in your work-ex/internship.

● Explain in detail how you motivated the team.
● Quantify end result.
B. Inspired people to achieve a goal.
Guidelines
● How the situation was tough to achieve the goal

● Importance of that task for your organization
● What incentives you used for motivating people
● Highlight the end result.
Question 18
What are your expectations from a summer internship program?
Guidelines
● Please prepare different answers for different fields - Marketing, Finance, Operations,
Consulting, HR, Strategy
● Think of what you would like to learn from the internship. E.g., how theoretical knowledge
is applied in practical problems, how to build qualities you already have or would like to
learn, etc.
Question 19
At times, many of us are caught in a moral conflict situation, where we have to choose between
two seemingly right alternatives. Give us one situation when you faced this conflict. How did you
resolve it?
Guidelines
● Use the STAR approach to answer the question.

● Share the effects/repercussions of both the alternatives.
● Do give the reasoning behind the choice of the alternative that you took in the end. Also
mention, were the results the same as you thought while making the decisions.
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Question 20
Describe a time when you delivered significant results. Include details of the context, the action
you took, and the results that were achieved.
Guidelines
● Use the STAR approach to frame the answer.

● Write an example from your work experience/internships/college experience,
demonstrating your strengths and qualities.
● Be genuine and do not build a false story.
Question 21
Provide an example when you approached your work with a mindset of having limited resources
or time. Please include details of the context, the action you took, and the results that were
achieved.
Guidelines
● Try to use an example of work-ex, if not, then the latest internship.

● Quantify your results
● Use the STAR approach for structuring your answer
Question 22
Describe a time when you responded to constructive criticism.
Guidelines
● Try to give an example of work-ex/internship related experience

● Use the STAR approach.
● Also, describe the changes you did in work working style after that feedback
● Also, add the results that the changes had on you professionally.
Question 23
Provide an example when you approached your work with a mindset of having limited resources
or time. Please include details of the context, the action you took, and the results that were
achieved.
Guidelines
● Use the STAR approach to frame your answer
● The example can be from -
● Work experience
● Internship experience
● Leadership position in college events, clubs, or societies
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Company specific HRQs
Tata Administrative Services
1. Describe a situation where you achieved something significant after overcoming obstacles
(200-250 words)
● Use the STAR approach for framing answers.

● Explain the obstacle that was present and why it acted as an obstacle.
● Mention alternatives & which alternatives you chose and why.
2. Describe a situation where you initiated a new idea or approach and implemented it. How
did you go about it? (200-250 words)
● See Question 10.
3. Describe a situation where you had to persuade others to achieve a goal after overcoming
resistance. How did you go about doing it? (200-250 words)
4. Successful leaders have a clear sense of purpose. What is your Statement of Purpose? (200-
250 words)
● Keep the answer in chronological order & do not mention any false stories, be genuine.
● Can use examples or instances which led to your purpose.
● Also, mention how you planned to reach your purpose and the results you hope to gain
from them.
5. What do you propose to do in your career in the short and long term? (200-250 words)
● See Question 8
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Mahindra Group
1. Please list a few bullet points that strengthen your case for the Sector & Function you
have applied for (3-5 bullet points)
● Be genuine
● Try to relate your past work-ex with the function
● Course you are learning at IIMA which sparked your interest in the function
● Overview of how that role will help you advance your career in Mahindra (Talk with
people who interned in Mahindra to get this answer right)
2. Briefly describe a situation(s) from your life where you demonstrated any or all of the
following Achieved results against odds [OR] Pursued an idea or business goal to
conclusion [OR] Inspired people to achieve a goal (150-200 words)
● Past work-ex/ internship experience

● STAR approach for structure
● Quantification of result
● What incentives you used to motivate your team
RPG Group
1. Please write about one incident of your life that has been of extreme significance to you
(100-150 words)
● You can mention a professional or personal experience if you think it was of extreme
significance.
● Be genuine with your answer because that is what will make your solution unique. It
is very seldom that genuine answers match.
● The incident's impact should be quite considerable, e.g., it changed the way you think,
etc.
2. Have you ever been faced with a morally conflicting situation? Please describe the
situation, your experience, and what you did. (100-150 words)
3. Describe some of your successes and failures. (100-150 words)
● Writing successes is easier, but take care while writing your failures
● Write the failures in the sense that you learned a lot from them. Mention what you
learned.
4. What makes you happy? (100-150 words)

● Very generic question. Write something that comes to your mind, instinctively.
● Be genuine about the answer because if you try to force something, it might be difficult
to recall if the same question is asked in the interview.
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Know Your Company
Adani
Introduction
Adani group is an Indian multinational conglomerate headquartered in Ahmedabad. Founded in

1988 as a commodity trading business, with the flagship company Adani Enterprises Limited
(previously Adani Exports Limited), AEL grew into a diverse businesses empire which includes
port management, electric power generation and transmission, renewable energy, mining,
airport operations, natural gas, food processing infrastructure. The group has annual revenue
of over $15 billion (2020) with operations at 70 locations in 50 countries. In April 2021, Adani
Group became the third Indian conglomerate to cross $100 billion in market capitalization.
Founders and History

Mr. Gautam Adani started his business venture as a trading firm in 1988 for import-export of
multi basket commodities with initial paid-up capital of Rs 5 lacs. They gradually acquired
construction rights to develop deep ports in Mundra (Gujarat) in 1995. By 1998, Adani became
the largest foreign exchange earner for India.
In the next phase Adani grp diversified into edible oil making as Adani Wilmar brand. By 2006,
the company was the largest importer of coal in India at 14 mmtpa. By 2009, the company
commissioned a 330 MW plant and acquired mining rights in Indonesia, Orissa, Australia.
Adani group also purchased operating rights at critical business hubs like Dahej (in Gujarat) for
imports of petrochemicals, Abbott port in Australia to supplement container transport of mining
excavation from Galielle mine in Australia.
Gradually Adani Ports and SEZ Ltd (ASPEZ) with a combined capacity of 100Mt, diversified via JV
acquisition of Dhamra port on east coast for $1Bn. In 2017 Adani grp acquired power arm of
reliance industries for USD 3 Bn and set up India’s largest solar park (10000 MW) via 50:50 JV
with Govt of Rajasthan.
By August 2020, Adani group entered into aviation by acquiring a majority stake in Navi Mumbai
airport from debt ridden GVK group. Through a concession agreement with AAI, Adani group has
7 airports on 50 yr lease.
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Key Officials
Name Designation
Gautam Adani Chairman and Founder
Priti Adani Chairperson, Adani Foundation
Rajesh Adani Managing Director
Karan Adani CEO, Adani Ports & SEZ Ltd
Anil Sardana MD & CEO, Adani Transmission Ltd- Thermal Power
Vineet S Jain MD & CEO, Adani Green Energy Ltd
Ben Zandi CEO Airports, Adani Entreprises Ltd
Suresh Manglani CEO, Adani Gas Ltd
Gaurav Gupta CEO, Adani Capital
Jugeshinder Singh Group CFO
Pranav Vora CEO Shipping
Ramesh Nair CEO, Solar Manufacturing
Angush Mallick CEO, Adani Wilmar Ltd
Mission, Vision and Values
Vision
"To be a world-class leader in businesses that enrich lives and contribute to nations in
building infrastructure through sustainable value creation."
Values
1. Commitment: "We shall stand by our promises and adhere to high standards of business."
2. Courage: "We shall embrace new ideas and businesses. Trust We shall believe in our
employees and other stakeholders".
3. Trust: "We shall believe in our employees and other stakeholders."
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Business Overview
Natural Resources
Mining capacity of 9 coal blocks at max 100 Mn tones pa. Key locations include MP, Chhattisgarh,
Orissa. They also have a 16 Mn tone pa iron ore mine as well. Parsa East Kente Basin (PKEB) is
the only open cast coal mine operational since 2013 with a capacity of 15 Mmtpa. (Total 78.7
Mmtpa)
Solar Manufacturing
It is largest vertically integrated solar photovoltaics manufacturer in India. The largest SEZ plant
is located in Mundra Gujarat. (Total solar volume 990 MW)
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Defense & Aerospace
Adani is a global partner with global firms like Airbus, SAAB, Elbit and has 443 Cr of MSME
investments till now. IT is the sole manufacturer of Hermes 900 carbon aerostructure drones in
India.
Adani Wilmar
JV between Adani group and Wilmar Intl. from Singapore. Started off with edible oils and later
ventured into food and Agri business like packaged rice, pulses, flour and packaged brand foods
like Fortune, Kings, Avsar, Aadhar etc. With 5000 Distributors, Adani group has 1.5 Mn outlets in
India. Fortune brand has 20% Mkt share.
Airports
Operates India’s key six international airports with combined capacity of 30 Mn passengers. It
has won bids for Ahmedabad, Lucknow, Mangaluru, Jaipur, Guwahati & Thiruvananthapuram.
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Transportation- Road, Metro & Rail
Adani group (AEL) is the first investor cum developer of private rail in India. For road AEL is
working on the BOT, TOT & HAM model. For metro, AEL is targeting metro-rail, monorail & Light
rail. For railways focus is on EPC projects. Currently, AEL has 8 projects in India.
Water
AEL has 72 MLD sewage treatment plants in 3 locations. It also operates rehabilitation of 6
Sewage Treatment Plants (STPs) with 254 MLD capacity. All plants operate on PPP/ Hybrid-
Annuity/EPC model.
Recent Mergers & Acquisitions
● Adani Airport acquires management control of Mumbai International Airport (Read More).
● Adani Groups listed entities crossed $100-bn m-cap in first week of FY22 (Read More)
o Adani Green achieves renewables target of 25 giga watts a full four years ahead of
schedule.
o Adani Ports container segment market share grew to 41%. (Read More)
● (Adani stocks lose 21 Bn in Mkt valuation within 3 days). Malicious attempt to push patently
false story: Adani Group (Read More)
● Adani Group stocks tumble, 3 hit lower circuit limits (Read More)
● Adani Group achieves 25 GW renewable capacity target in May; 4 yrs ahead of schedule:
Chairman. (Read More)
● Adani Group plans to raise $500 by listing its airports through an IPO. (Read More).
Major CSR Activities and Social Work
Adani Foundation.
The Adani Group invests about 2% of its total profit in various social initiatives through its CSR
arm, Adani Foundation. The foundation has made a difference in more than 3.2 million lives in
2250 villages across 15 states through its work in Education, Community Health, Community
Infrastructure Development, and Sustainable Livelihood Development.`
Adani Vidya Mandirs
Adani Vidya Mandirs provide completely free high-quality education, along with free
transportation, uniforms, books, and nutritious food to meritorious students who come from
economically weaker sections of the society.
Adani GAIMS
It is the first Public-Private-Partnership (PPP) endeavor between the Government of Gujarat

and Adani Education & Research Foundation. G. K. General Hospital (GKGH) provides
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treatment to all classes of patients, particularly the poorest of poor patients. On average,
1700 patients take medical benefits from the hospital every day.
Udaan
Under this project, exposure tours are organized, wherein school students are given a chance to
visit the Adani Group facilities. A total of 5261 visits have been conducted in ten years, and
around 348831 young students have so far seen our facilities across all locations.
Swachhagraha
It took the Swaccha Bharat Abhiyaan a step further by promoting civic consciousness among
citizens through youth leaders. Following the behavior change education pedagogy, wherein the
students go through 'Explore, Discover, Think, Act and Share', the Programme creates student
leaders who influence the people around them, invoking a large collective conscience to take
small actions.
Key Financials
Consolidated Adani Transmission Adani Enterprises Adani ports & SEZ

Financials (in Cr)
2020-21 2019-20 2020-21 2019-20 2020-21 2019-20
Revenue 9926 11415 40290 44086 14519 13734
EBITDA 354 1259 1395 1155 10671 7800
PAT 256 463 746 798 5063 3788
Mkt Cap 125490 43049 115698 17072 172884 71689
28
Know Your Company
RPG Group
Introduction
The Rama Prasad Goenka (RPG) Group was established in 1979 and over 4 decades it has
emerged into a diverse conglomerate of 15 companies with interests in the areas of
infrastructure, tyre, information technology, pharmaceuticals, energy & plantations. Some
notable firms under the banner of RPG group are Zensar technologies, CEAT, KEC international,
RPG Life Sciences, Raychem RPG & Harrisons Malayalam. The roots of firm go back to 1820 when
it was founded by Ramdutt Goenka in Calcutta, and initially comprised the Phillips Carbon
Black, Asian Cables, Agarpara Jute, and Murphy India companies. R. P. Goenka held the title of
Chairman Emeritus until his death in 2013. The present chairman is Harsh Goenka, the elder son
of R. P. Goenka.
The 1980's saw further acquisitions by the RPG group, the first being CEAT Tyres of India in 1981.
The group then went on to acquire KEC (1982), Searle India, now RPG Life Sciences (1983), Dunlop
(1984), Gramophone Company of India Ltd, now Saregama India (1986) and finally CESC,
Harrisons Malayalam, Spencer & Co. and ICIM (1989). In the year 2010, the group businesses
were divided between Rama Prasad Goenka's sons, Harsh and Sanjiv.
Harsh Goenka leads the Mumbai head-quartered RPG Enterprises (also known as RPG Group),
which consists of over fifteen companies across core sectors of the economy, with a turnover of
US ~$4 billion.
Key Officials
Name Designation
Mr. Yugal Sikri Managing Director
Mr. Harsh. V Goenka Chairman
Mr. Ramanathan Varadarajan Chief Operating Officer
Mr. Pramod Menon Group CFO
Mr. Vimal Kejriwal MD & CEO, KEC International
Mr. Anant Goenka MD, CEAT Tyres Ltd
Mr. Ajay S Bhutoria CEO & MD, Zensar Technologies
29
Vision
• UNLEASHTALENT: Enabling environment for people to unleash their entrepreneurial

spirit and realize their full potential.
• TOUCHLIVES: To understand, care and make a meaningful difference to customers,
employees, society, and all stakeholders.
• OUTPERFORM: Sustained and clear outperformance relative to all our competitors and
industry on financial and non-financial metrics that matter.
• BE Happy: To have fun by creating a high-energy environment with a keen sense of
belonging and smiling faces everywhere.
Values (Putting Ethics First)

Integrity 🡪 Respect 🡪 Openness 🡪 Courage 🡪 Passion.
Business Overview
Industry Companies Details Locations Key
Competitors
Tyres CEAT Produces 165 Mn tires/pa for 2-wheeler, 9 MRF, Apollo
LCV,4-wheeler, trucks, buses & Agri- Manufacturing Tyres, JK Tyres
vehicles. With annual revenue of 6700+ plants across
Cr, CEAT has production capacity of 800 India, Sri-Lanka,
tons per day in last 97 Yrs, CEAT has Bangladesh
expanded operations into 130 countries
globally.
IT Zensar Zensar is a digital solutions & 42 UST Global,
Technologies technology services company that development Infosys,
specializes in cloud transformation, data centres in 17 Wipro, Tech
analytics, digital foundation & countries Mahindra,
applications. TIVIT, HCL
Zensar serves clients in Banking & Technologies
Financial Services, Hi Tech
manufacturing, Insurance & Retail
services.
Infrastru KEC Intl. KEC is manufacturer of India’s 2nd India, SAARC, Kalpatru
cture SAE Towers largest transmission power towers & is AMEA, EAP Power
one of largest Power transmission (EPC) Transmission
Engineering, Procurement and Ltd. Ducab, LS
Construction companies. It has Cables.
operations in in solar, railways, civil & Prysmian
cable industries with annual revenue of
11000 + Cr.
30
Pharma RPG Life Market leader in immune suppressants, Ankleshwar, SUN Pharma,
Sciences it operates in the domestic and Gujarat (2 Dr Reddys,
international markets in the Branded formulations Divis Labs,
Formulations, Global Generics, and facilities) and Alembic
Synthetic APIs space and also produces API plant in Pharma
medicines. Navi Mumbai
Energy Raychem JV between TE connectivity USA & RPG Chakan, Pune ERMCO,
RPG Enterprises, It currently operates in Vasai, Mumbai BERMAD,
process improvement of energy, Oil & Halol, Gujarat Servomax,
Gas and power transmission solutions. Uniross,
Adani, Tata
power
Plantatio Harrisons Produces Natural Rubber and Tea, Eco- 20 Estates in AVT, Thomson
ns Malayalam friendly initiatives like Rain Forest Kerala, Rubbers
Alliance and Trustee Certifications, 60% Karnataka & TN
Women Employees

Zensar acquires M3Bi in eastern Europe for $33 Mn. (Read More)

RPG’s social vision is to drive “holistic empowerment” of the communities around the local
vicinity of their plants and the industry they operate in, across all geographies. The following are
the significant areas where they carry out CSR activities:
● Netranjali (Eye Healthcare): Aims at reducing preventable blindness by organizing camps

to help identify and tap early-stage intervention. RPG has screened over 5.5 Lakhs
individuals and distributed more than 2 Lakh free spectacles. (Read More)
● Pehlay Akshar (Education): Goal of imparting English language proficiency, both in
spoken and reading, to children, thereby enabling them towards future Employability.
(Read More)
● Swayam (Women Empowerment): RPG has trained more than 3500 women to take up
employment in the Transport & Logistics sector, and more than 3000 women have been
trained as healthcare professionals. (Read More)
● Jeevan (Community development): RPG helps in providing Employability through skill
training, carries out Health & Rainwater Harvesting initiatives, and offers safe Drinking
Water through Water Huts and Water ATMs, either free of cost or at nominal prices.
(Read More)
● Covid Outreach: 5.4 Lac meals served; funds worth 7 Cr raised via Milkar. 2 lacs+ masks,
1.25 Lac gloves and 75 testing booths delivered across Maharashtra. (Read More)
31
Key Financials
Consolidated Financials are as follows:
(All values in Cr.) 2019-20

Revenue 25500
Operating Profit 2660
PAT 1085
Market Cap 19239
32
Know Your Company
Mahindra Group
Introduction
It was established in the year 1945 by the brothers JC Mahindra and KC. Mahindra and Malik
Ghulam Muhammad in Ludhiana, Punjab as a steel trading company. It was named Mahindra &
Mohammed Ltd. The Company was renamed as Mahindra & Mahindra Ltd in the year 1948. Early
pioneers of globalization, the Mahindra brothers collaborated with a wide range of international
companies. The steel trading business was commenced in association with suppliers in the UK
In the year 1950 the Company commenced the first business with Mitsubishi Corporation. Over
the next decades, Mahindra's reach extended beyond steel to transportation, telecom, tractors,
and more.
33
Key Officials
Name Designation
Mr. Anand Mahindra Executive Chairman
Mr. Anish Shah Managing Director & CEO
Mr. Rajesh Jejurikar Executive Director (Auto & Farm Sectors)
Mr. CP Gurnani Managing Director & CEO, Tech Mahindra
Mr. Ashok Sharma President Agri Business, MD & CEO, Mahindra Agri solutions Ltd.
Mr. SP Shukla Group President, (Defense, Aero & Agri Sector)
Mr. L Ravichandran President & COO, Tech Mahindra
Mr. Manoj Bhat Group CFO, Mahindra & Mahindra Ltd.
Mr. Kavinder Singh MD & CEO, Mahindra Holidays, Vice Chairman (Holiday club
resorts)
Mr. Ramesh Iyer Vice-Chairman & MD, Mahindra & Mahindra Financial Services
Purpose
"We've made humanity's innate desire to Rise our driving purpose. We challenge conventional
thinking and innovatively use our resources to drive positive change in the lives of our
stakeholders and communities across the world, to enable them to Rise. This purpose is why we
exist, come to work every day, and strive continuously in delivering our promise."
Values
1. Professionalism: Seek the most appropriate people for the job and give them freedom and
opportunity to grow.
2. Good corporate citizenship: Known for being an ethic centric organization. They believe in
doing business with a broader social cause.
3. Customer-first: Follows an internal metric of "Customer as promoter score". The success of

the Company is measured by customer satisfaction.
4. Quality focus: Put quality at the forefront, not just in their products but also in their actions
and interactions.
5. The dignity of the individual: The cornerstone of their business is their human resource.
34
Business Overview
Aerospace
Mahindra Aerospace is an Indian aerospace company, part of the Mahindra Group. It is the first
Indian private firm to make smaller civil aircraft for the Indian general aviation market.[4] It is an
AS9100 Rev.D 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.
After Market:
Mahindra Aftermarket represents our pioneering efforts to professionalize the car service and
pre-owned cars industry. Our range of offerings cover financing and exchange platforms,
maintenance and repair and other services to meet nearly every automotive need.
Mahindra First Choice Services is India’s largest chain of multi-brand car workshops with over
300 outlets in 270 towns across 25 states. It has a growing network of two-wheeler multi-brand
servicing workshops with 89 outlets in more than 30 cities.
35
Agri Industry:
Involved in the business of seeds, micro irrigation, organic products, and dairy.
Automotive
It is one of the leading producers of car and SUVs, lightweight commercial vehicles, heavyweight
commercial vehicles, and two-wheeled motorcycles
● Suman Mishra replaces Mahesh Babu as Mahindra Electric’s new CEO (Read More)
● Tech Mahindra and Palo Alto Networks Announces MSSP (Managed Security Services
Provider) Partnership (Read More)
● Tech Mahindra Announces partnership with TAC security to enable next generation
Enterprise security for global customers. (Read More)
● Tech Mahindra Acquires majority stake in Perigord Asset Holdings Ltd. (Read More)
● Mahindra Logistics Ltd appoints IIMA Alumni, Anish Shah as new MD & CEO of Mahindra.
(Read More)
Recent Innovation & Developments
Covid Relief by M&M
● 2,10,000+ people provided with ration, masks, food packets across India.
36
● Rs 50 Cr donated to PM cares Fund & 7000+ farmers provided tele-advisory on Agri-
practices during lockdown.
Rise for good is the corporate social responsibility, sustainability, and corporate governance
initiatives group of Mahindra Group. They work on initiatives on rejuvenating the planet, making
a difference through education, health, and environment changes.
Project Nanhi Kali is the flagship CSR project of Mahindra Group and has provided educational
support to more than 310,000 underprivileged girls enrolled in government schools from Grades
1-10.
Mahindra Pride Schools is a unique 90-day livelihood training Programme for youths from
socially and financially disadvantaged communities. It has trained and placed 6,045 students in
FY 2020 and has trained 39,280 youth till now.
Through Project Hariyali, the Mahindra Group planted over 1.52 million trees in taking the total
tally to 17.93 million trees.
Employee Social Options (ESOPs) is a long-running Employee Volunteering Programme, in which

Mahindra employees channelize their time and skills to address the needs of local communities.
In F20, 91,943 ESOPs volunteers from the Mahindra Group contributed 693,305 person-hours
for various social initiatives.
Key Financials
Standalone (M&M- 2019-20 in Cr) Consolidated (2019-20 in Cr)
Revenue 44866 74277
EBITDA (EBITDA 6351 10173

margin%)
PAT 331 2425
Market Cap 96913
37
38
Know Your Company
ABG
Introduction
An Indian Multinational conglomerate, Aditya Birla Group (ABG), is in the league of Fortune 500
companies. It is a global powerhouse in a wide range of sectors such as metals, pulp & fiber,
chemicals, textiles, carbon black, telecom, and cement. Its major companies & brands include
Hindalco, Ultratech Cement, Vodafone Idea Ltd., Grasim, Allen Solly, Peter England, Van Heusen,
Louis Phillipe, Pantaloons. ABG is headquartered in Worli, Mumbai, Maharastra, and 50% of its
revenue flow from overseas operations spanning 36 countries. It has an extraordinary workforce
of 1,20,000+ employees belonging to 42 nationalities, including 34000 employees of
management cadre and 17% women managers.
Seth Shiv Narayan Birla founded the company in 1857 at Pilani, Rajasthan, which began with
cotton trading operations. Ghanshyam Das Birla took over the reins and set up industries in
critical sectors such as textiles and fiber, aluminium, cement, and chemicals. Aditya Vikram Birla
then continued and set up ABG's global business empire. Kumar Mangalam Birla is the Chairman
of the Aditya Birla Group now. He chairs the Boards of all of the Group's major companies in
India and globally. The global companies include Novelis, Birla Carbon, Aditya Birla Minerals,
Aditya Birla Chemicals, Domsjö Fabriker and Terrace Bay Pulp Mill.
Key officials
Name Designation
Mr. Kumar Mangalam Birla Chairman, Aditya Birla Group
Mr. Ajay Srinivasan Chief Executive Officer
Mr. Ashok Gupta Group General Counsel & Chief Legal Officer
Mr. Dilip Gaur Managing Director Grasim Industries Ltd
Mr. Himanshu Kapania Non-Executive Director and Vice Chairman Aditya Birla
Fashion and Retail Limited
Mr. K. K. Maheshwari Vice Chairman, Business Review Council; Mentor, Trading
Business
Dr. Santrupt Misra Chief Executive Officer, Birla Carbon Director, Chemicals,
Fertilisers & Insulators Director, Group Human Resources
Mr. Satish Pai Managing Director Hindalco Industries Limited
Mr. Sushil Agarwal Group Chief Financial Officer
Mr. K. C. Jhanwar Managing Director, UltraTech Cement Ltd
39
VISION - "To be premium global conglomerate with a clear focus on each of the business."
MISSION STATEMENT - "To deliver superior value to customers, shareholders, employees, and
society at large."
They are driven by five core values:
● INTEGRITY: Fair and honest decision making and following the highest standards of
professionalism.
● COMMITMENT: Delivering value to all stakeholders while being accountable.
● PASSION: An energic, intuitive zeal arising from emotional engagement with the
organization and voluntary, relentless, spontaneous pursuit of goals.
● SEAMLESSNESS: Thinking and working together across functional groups, hierarchies,
businesses, and geographies and leveraging diverse competencies.
● SPEED: Responding with a sense of urgency, striving to finish before deadlines, and
optimizing efficiencies.
Culture
The ABGLP builds versatile next-generation leaders through structured leadership programs
that provide challenging opportunities across the varied businesses of the Group. Launched in
2007, the leadership programs attract some of the best talents from leading business schools in
India and across the globe.
INTEGRITY: Acting and taking decisions in a manner that is fair and honest. Following the highest
standards of professionalism and being recognised for doing so. Integrity for us means not only
financial and intellectual integrity but encompasses all other forms as are generally understood.
COMMITMENT: On the foundation of integrity, doing all that is needed to deliver value to all
stakeholders. In the process, being accountable for our own actions and decisions, those of our
team and those on the part of the organisation for which we are responsible.
PASSION: An energetic, intuitive zeal that arises from emotional engagement with the
organisation that makes work joyful and inspires each one to give his or her best. A voluntary,
spontaneous and relentless pursuit of goals and objectives with the highest level of energy and
enthusiasm.
SEAMLESSNESS: Thinking and working together across functional groups, hierarchies,

businesses, and geographies. Leveraging diverse competencies and perspectives to garner the
benefits of synergy while promoting organisational unity through sharing and collaborative
efforts.
40
SPEED: Responding to internal and external customers with a sense of urgency. Continuously
striving to finish before deadlines and choosing the best rhythm to optimise organisational
efficiencies
Business Overview
Industry Companies Details Location Position Competitors

in Indian
Market
Metals Hindalco Serving core industry 50 manufacturing 1 Globus
Novelis sectors like automotive, units across 11 Corporation
building and countries Maan
construction, electricals, Aluminium
packaging, etc.
Cement UltraTech Produces Grey Cement, Five countries 1 Ambuja
White Cement, and India, UAE, Cements
Ready-mix Concrete Bahrain, B'desh, Shree Cements
Sri Lanka
Telecom Vodafone Partnership between ABG Across India 3 Reliance Jio
Idea and Vodafone group Airtel
providing services across
2G, 3G, 4G platforms
Financial Aditya Birla NBFC with a lending book Across India Top 5 Bajaj Finserv
Services Capital of Rs. 447 Billion serving HDFC AMC
end to end financial
needs of customers
Textiles Grasim Presence across the entire Seven Top 10 Vardhman
value chain from pulp to manufacturing Textiles
apparel and a global units across India, Arvind Mills
leader in viscose staple China, Thailand,
fiber Sweden, Canada,
Indonesia
Fashion & AB Fashion Combination of Madura 2000+ stores Top 5 Reliance Retail
Retail and Retail F&L and Pantaloons with across India Future Retail
the spectrum spanning
the luxury to fast fashion
Carbon Birla Serves industries like tires, 16 Manufacturing 1 Phillips Carbon
Black Carbon rubbers, plastics, Plants across 12
coatings, inks through countries
Rubber carbon black, spanning Asia,
Mechanical Rubber America, Europe,
goods, and Speciality Africa
blacks segments
Chemicals Aditya Birla India's Largest chlor-alkali Manufacturing No. 1 in UPL
Chemicals producer and pioneer in facilities across Chlor Tata Chemicals
the manufacturing of India, Thailand, Alkali
Epoxy Resins Germany
Insulators Aditya Birla High-performance Gujarat, West 1 Reliance
Insulators Porcelain and Composite Bengal Potteries
insulators for the Modern
Transmission & Insulators
Distribution sector
supporting transmission
41
of electricity in 70
countries
Agri Indo Gulf Aim of providing Uttar Pradesh Top 10 Coromandel Intl.
Business complete solutions from National
sowing to harvesting. Fertilizers
Brand "Birla Shaktiman" is
the most preferred brand
Mining Essel One of the largest Iron Odisha - NMDC
Mining ore and contractual coal Vedanta
mining company with a
focus in wind power
generation
Key Subsidiaries
● Grasim Industries Limited

● Hindalco Industries Limited
● UltraTech Cement Limited
● Vodafone Idea Limited
● Aditya Birla Fashion & Retail Limited
● Aditya Birla Capital Limited
● Peter England Fashions and Retail Ltd
● Madura Garments Exports Limited
● Aditya Birla Retail
Recent Mergers and Acquisitions
● Vodafone India merged with Idea Cellular to form India's largest telecom service
provider at that time, 2018 Read More
● Aditya Birla Fashion and Retail Limited (ABFRL) acquired a 51 % stake in M/s Finesse
International Design Private Limited ('Finesse'), 2019 Read More. Additional 7.69%
stake in Finesse Read More
● Aditya Birla Fashion and Retail Limited (ABFRL) acquired a 100 % stake in Jaypore,
2019 Read More
● Binani Cement became a wholly-owned subsidiary of Ultratech, 2018 Read More
● Grasim Industries formed a Joint Venture Company in India with Maschinenfabrik

Reinhausen GmbH ('MR') of Germany, 2019 Read More
Recent Innovations and Developments
● Augmented Transformations and Aditya Birla Group Launch VEDA for Enhanced Industrial
Safety and Productivity: VEDA is a smart and responsive platform that provides real-time,
actionable insights and alerts by continuously analyzing live video feeds from cameras. This,
in turn, has helped in transforming the way businesses think about safety, customer behavior
42
or manufacturing quality. It has use cases in varied fields such as customer understanding,
process efficiency, adherence to safety norms, visual quality inspection etc. Read More
● Birla Group's Thai Acrylic Fibre launches educational app Fabricology: Acrylic fibre
manufacturer Thai Acrylic Fibre Co Ltd (TAF), a part of Aditya Birla Group, has launched a new
mobile app called Fabricology, an educational cum technical service app developed to
increase engagement and interaction with customers during COVID. It is a one-stop platform
created to respond to the needs of customers and the new virtual world. The app allows
users to learn more about acrylic fibre and acrylic fibre processing. Read More
Major CSR activities & Social Work
ABG's social vision is "To actively contribute to the social and economic development of the
communities in which we operate. In so doing, build a better, sustainable way of life for the
weaker sections of society and raise the country's Human Development Index."
● Education: ABG runs 56 schools providing free education to 18000 underprivileged kids
● Girl Child & Women Empowerment: 4500 self-help groups have been set up empowering
45000 women, tailoring centre for women established in Egypt
● Sustainable development and livelihood: ABG's sustainable livelihood projects have reached
out to 80000 people. Aditya Birla Knowledge Centre for vocational training has trained in
3000 in Thailand, and 20000 are being trained at the Philippines
● Rural Infrastructure development: ABG is creating over 300 model villages in rural India, and
it has partnered with Columbia University to establish the Columbia Global Centre's Earth
Institute in Mumbai
● Battling Covid in India’s Villages: Two ventilators for the hospital in Chandrapur, Maharashtra;
one for the district government hospital at Sidhi, Madhya Pradesh. RO system and CBC
machine for the local hospital at Manawar in Madhya Pradesh. Awareness camps,
distribution of handbills, playing audio messages through mobile vans, displaying banners,
door-to-door campaigns
Read More
43
Key Financials (Figures in Rs. Crores)
Company Market Total Assets Profits (FY20)

Cap.
Grasim 46,061 244,415 6,115
Hindalco 42,106 169,528 3,763
Aditya Birla Capital 17,525 113,769 615
UltraTech Cement 111,085 79.337 5,811
Aditya Birla Fashion 11,242 9,765 -165

& Retail
44
Know Your Company
Stryker
Introduction
Stryker Corporation, founded in 1941, is an American multinational medical technologies

corporation based in Kalamazoo, Michigan. Stryker's products include implants used in joint
replacement and trauma surgeries; surgical equipment and surgical navigation systems;
endoscopic and communications systems; patient handling and emergency medical equipment;
neurosurgical, neurovascular and spinal devices; as well as other medical device products used
in a variety of medical specialties. Stryker segregates their reporting into three reportable
business segments: Orthopedics, Medical and Surgical (MedSurg), and Neurotechnology and
Spine. They have ~40,000 employees worldwide, with $14.9 billion in annual global sales.
The Orthopedic Frame Company, the precursor of Stryker Corporation, was formed in 1941 by
Dr. Homer Stryker, a Kalamazoo, Michigan, orthopedist. In 1964, the company name was
officially changed to Stryker Corporation. In 1964, the company name was officially changed to
Stryker Corporation. In 1979, Stryker made an initial public offering of stock and later acquired
Osteonics Corporation, entering the replacement hip, knee, and other orthopedic implants
market (Stryker). In 2002 sales reached $3.0 billion and Stryker was listed in the Fortune 500 for
the first time. The firm maintains 35% worldwide reconstructive market share; 50% worldwide
MedSurg market share; 15% worldwide Neurotechnology and Spine market share.
Key officials
Name Designation
Kevin A. Lobo Chair and CEO
William E. Berry Jr. Vice President, Corporate Controller
Jeanne M. Blondia Vice President, Finance and Treasurer
Glenn S. Boehnlein Vice President, Chief Financial Officer
Alan Douville Vice President, Chief Information Officer and Chief
Information Security Officer
M. Kathryn (Katy) Fink Vice President, Chief Human Resources Officer
Timothy J. Scannell President and Chief Operating Officer
45
MISSION: Together with our customers, we are driven to make healthcare better.
VISION: We are able to offer a diverse array of innovative products and services in
Orthopaedics, Medical and Surgical, and Neurotechnology and Spine that help improve
patient outcomes.
VALUES:
● Integrity: We do what’s right

● Accountability: We do what we say
● People: We grow talent
● Performance: We deliver
CULTURE
“We are able to offer a diverse array of innovative products and services in Orthopaedics, Medical
and Surgical, and Neurotechnology and Spine that help improve patient outcomes. As Stryker,
we win together as a team. We constantly challenge ourselves and each other to be the best
because we want to achieve more for our customers and their patients.”
Stryker is dedicated to improving lives, with a passion for researching and developing new
products spanning the areas of orthopaedics, medical, surgical, neurotechnology, and beyond.
That means that engineering tasks—from developing brand-new concepts to coding complex
software—don’t just represent exciting technical challenges, but are also opportunities to help
people and improve the quality of healthcare. It's no wonder that Fortune magazine, in
association with Great Place to Work, named Stryker number 8 among the 25 World's Best
Workplaces. Not only do Stryker employees get to turn futuristic fantasies into tangible realities,
they get to improve people’s lives along the way. Team members—whether they're a designer,
engineer, developer, or marketer—love that their work with robotics is not only fun, but
meaningful. They have a lot of fun along the way too, as employees even compete with other
robots from around the world in a BattleBots competition. To build community at Stryker,
employees are able to join various organizations and employee resource groups—such as
Stryker's Emerging Professionals, or SEP, a group that helps employees network and meet
people from other divisions, or Women in Stryker's Engineering, also known as WISE. The
resource groups bond employees not just as co-workers, but as friends too—it's not unusual for
Stryker employees to hang out outside of work hours. With the support of groups like these and
great managers that care, employees can discover and follow their passion. Work-life balance is
also very important at Stryker as employees aren’t asked to sacrifice personal time for the sake
of their work and are encouraged to find the right mix that works for their lives.
According to a survey of 1,552 Stryker employees, the most frequently discussed Big 9 cultural
value is execution, and the most positively discussed value is innovation. Read More
46
Business Overview
• Strong position in focused medical equipment markets: Stryker has a strong market position
in various markets it operates in. For instance, in the global orthopaedics instruments
market, Stryker is the leading player having a 34% share. The company has the leading
position in the global neurovascular market, where it has a 35% share. In the global hips
market, Stryker has a 21% share and holds third position; while in the global trauma
reconstructive products market, it holds second position with a 16% share. In the global
sports medicine market, Stryker has about 8% share. In the global neurovascular market,
Stryker has a leading position with 35% share; while in the neuro powered instruments
market, it has second largest position with a 20% share.
• Product offerings in diverse therapy areas: The company provides orthopaedic (hip and knee)
and trauma implant systems as well as other related products. It offers surgical equipment
and surgical navigation systems; endoscopic and communications systems; patient handling
and emergency medical equipment; and reprocessed and remanufactured medical devices
and other related products. The company also provides a comprehensive portfolio of
products including both neurosurgical and neurovascular devices as well as other medical
device products used in a variety of medical specialties.
• Competitors: Integer holdings, Zimmer Biomet, Hill-Rom Holdings, Johnson & Johnson, Smith
& Nephew, Medline Industries, Medtronic
Key Subsidiaries
● Stryker Physio-Control
● Stryker Canada LP
● K2M, Inc.
● Stryker Japan KK
● OrthoSensor, Inc.
● Tornier, A.G.
● Stryker Sustainability Solutions
● Vexim SA
Recent Mergers and Acquisitions
● Acquire K2M Group Holdings (2018): Which reinforces their spine offering in the complex and
minimally invasive segments. Stryker completed its acquisition for about $1.4 billion. "K2M's
broad product portfolio and robust pipeline complement Stryker's leadership in the spine
and neurotechnology markets," Spencer Stiles, Stryker neurotechnology, instruments and
spine group president, said in a statement. "We believe that our combined businesses will
offer innovative solutions for our customers while expanding our global footprint."
Read More
47
● Stryker acquires OrthoSensor and its knee surgery sensor tech (2021): It bought privately-
held OrthoSensor and its Verasense intraoperative sensor tech that could further enhance
the ortho giant’s Mako robots. Stryker officials in a news release noted that Verasense since
2011 has proved itself to be a unique knee balancing solution in Stryker’s Triathlon knee
system, providing feedback to surgeons on soft tissue. They think the sensor tech will further
boost Mako surgical robotics systems, enhancing workflow through one complete data-
driven feedback mechanism.
Read More
Recent Innovations and Developments
● Using 3D printing techniques and additive mechanisms to build better prosthetic

knees. Read More
Major CSR activities & Social Work
● COVID
o Donating blood through the Red Cross to help alleviate shortages and supporting the
Sleeves Up virtual campaign when leaving the homes is not possible.
o Giving to local charities and global organizations, including the World Health
Organization’s COVID-19 Solidarity Response Fund and the Red Cross
o In August 2020, Medical division announced the donation of more than 22,500 ERB
kits to Project C.U.R.E., a nonprofit organization that will send the kits to areas outside
the U.S. where the beds are approved for use, and COVID-19 outbreaks occur.
● Diversity and inclusion: Initiated a series of dialogue sessions, called “Days of Understanding”
hosted by leaders from Stryker’s employee resource groups.
● Climate and the environment: Identifying and implementing energy reduction opportunities
including Building Management System enhancements, LED lighting, equipment, upgrades
and conducting energy audits to identify areas of energy conservation opportunities. An
improved performance score from the Carbon Disclosure Project (CDP), a B rating, reflectes
the success of their efforts to date.
48
Key Financials
Key Financials as per annual report 2020
Market Cap $99B
Net Worth $13.1B
Annual Revenue $14.4B
EBIT $2.2B
PAT $1.6B
49
Know Your Company
ACT
Introduction
Atria Convergence Technologies Ltd. branded as ACT, is the country's most renowned cable and
broadband company. Headquartered in Bangalore this Indian telecommunication company
brings state-of-the art services to nearly 2.5 million customers. Being third largest ISP in the
broadband category and the largest non-telco ISP in the country, ACT provides fiber net,
broadband to optical fiber, fiber to the home (FTTH under “ACT Fibernet” brand) technology and
digital television (under “ACT Digital” brand) across 19 major cities in India. On the commercial
side with the maximum focus on software development companies (3500+ customers), they also
serve hospitality, manufacturing, logistics, healthcare, educational institutions and co-working
spaces.
Founded in 2000 by Sunder Raju in Bengaluru. ACT was born out of a vision to become the most
admired in-home entertainment, education, and interactive services provider in India. After
acquiring Beam Telecom Pvt. Ltd in 2009, ACT started offering their broadband services. With
total stake of 80% in Beam Telecom Pvt. Ltd. they continue to operate under the same name till
the rebranding in 2015. On 2016 they launched wire-line optical fiber services in Hyderabad
under the brand name “ACT Fibernet”.
Key Officials
Name Designation
Chinnaswamy Sunder Raju Founder and non-executive director
Bala Malladi Group CEO
Mahendra Kumar Sharma Chairman and non-executive director
Sandeep Mohan Gupta CEO – India
Vishal Gangadhar Nevatia Nominee Director
Dhiraj Poddar Nominee Director
Nishi Vasudeva Independent Director
Prasanna Gokhale CTO
Eashwar Iyer CFO
50
Vision – To be the most admired in-home entertainment, education and interactive services
company that creates radical social transformation, and delights and empowers customers.
Mission – Deploy cutting edge technology, set benchmark for customer care, Partner with
content, technology and distribution firms for speed to market, scalability and leadership.
Values –
● Passion for Excellence – “We execute our duties beyond expectations, display unflinching
passion in everything we do”.
● Build trust through transparency – “We provide an honest view of ACT’s products and
services to our customers”.
● Strive for continuous innovation – “Our culture promotes innovation. We constantly look
for new ideas and solutions”.
● Put the customer first - “The main point of attention at ACT is the customer. We focus on
delighting our customers.”
● Foster a culture of teamwork - “We treat people fairly and equitably. We encourage our
employees to communicate openly.”
● Be a socially and environmentally responsible company - “We fight against unfair
business practices, try our best to improve the environment, and develop the community
we live in.”
Business Overview
Industry Details Customers Competitors
Fibernet ACT Fibernet provides broadband 1.5 million customers Airtel, Jio
services through Fiber optic technology in 14+ cities
ACT Digital Services – Local news channels, 1 million customers PKM Consultores, Yon Brasil,
Digital superior HD TV services, HD TV Set-Top Easy Support, Zhuo, MITSA
Box Consultoria
Internet Internet connectivity between customer CDN, AWS, Azure, GCP Airtel Xstream
Leased premise and internet exchange
Line
Corporate Business internet – High speed bundle IVFA, Wipro, Eros Airtel, BSNL, YOU Broadband,
Broadban static IP International, Jio, MTN, Telenor & Netcom
d Bangalore Metro Rail
Corporation,
51
● ACT raised INR. 200 million from private equity True North (2008) Read More
● ACT acquires Beam Telecom Pvt. Ltd. (2009). With a target of 1 new city every year
customer projection was 1mn in 12 month Read More
● ACT hires banks to raise over $300 million in IPO (2018) Read More
● Ties up with Amazon Pay (2018) to enable hassle free bill payment for its customers Read
More
● Ties-up with Flipkart (2018) to offer internet plans to smart TV buyers. They offered ‘Smart
TV ka Smart choice’ value over 15+ cities. Read More
● Swiss PE firm Partner group to acquire ACT broadband (2021). True North and TA
associates (who owns 95% stake of ACT Broadband) are eying $1.4-1.6 billion valuation
against 500 million investments in 2015 Read More
Innovation & Developments
● ACT Fibernet launches Wifi-enabled home camera. In addition to security surveillance

camera can be in live feed in mobile from any location (2021) Read More
Major CSR Activities & Social Work
● Door to door vaccination drive in Malleswaram. ACT donated 5000+ vaccines (2021) Read
More
● ACT Fibernet contributed 2 state-of-the art mobile modular ICU units to Bengaluru KC
General hospital to counter Covid-19 (2021) Read More
● Empowers children digitally. ACT has added several computers, educational materials
and library for children access Read More
● ACT rewarded the protectors of the pandemic, Bengaluru Traffic Police Read More
● Undergoing green initiative ACT has contributed by donating towards dustbins, e-toilet
initiatives, water segregation system, gymnasium to stay healthy and fit etc Read More
52
Key Financials
Key financials as per annual report FY2020
Topic Amount
Total Revenue INR. 2000 crores
Operating Revenue INR. 500 crores
Debt/Equity Ratio 0.06
EBITDA increase percentage 12.36% y-o-y
Total Asset 15.87% of Net worth
53
Know Your Company
Bajaj
Introduction
Bajaj Group is one of the oldest and largest Indian multinational conglomerates based in
Mumbai, Maharashtra. The group has a market capitalization of about INR. 650000 crore (USD
90 billion) with 40 group companies and 60000+ employees. It offers an extensive range of
products and services including motorized two and three wheelers, home appliances, electric
lamps, wind energy, material handling equipment, cranes, specific alloy and stainless steel, travel
and general life insurance and investment, consumer finance and asset management. Some of
the notable brands across these industries are Bajaj Auto Ltd, Bajaj Finserv Ltd, Bajaj Electricals,
Hercules Hoist and Bajaj Hindustan Limited.
Founders And History
The Bajaj Group was born out of India’s struggle for freedom. Bajaj Group was formed in 1926
by industrialist, philanthropist, freedom fighter and close associate of Mahatma Gandhi,
Jamnalal Bajaj. The founding members of the Bajaj Group (Jamnalal Bajaj and his two sons
Kamalnayan Bajaj and Ramkrishna Bajaj) brought their individual, unique strengths and aided
the group’s consolidation in very different ways. They were, however, united by a common belief
in Gandhiji’s ‘Simple living, High Thinking’ philosophy.
Jamnalal Bajaj’s grandson, Rahul Bajaj (chairman and former MD of Bajaj) took control of Bajaj
Group in 1965 and established one of the India’s largest conglomerates.
Key Officials
Name Designation
Jamnalal Bajaj Founder of Bajaj Group
Rahul Bajaj Chairman and Former MD
Anant Bajaj MD Bajaj Electricals Ltd.
Shekhar Bajaj Chairman Bajaj Electricals Limited
Niraj R Bajaj Chairman Bajaj Auto
Rajiv Bajaj MD Bajaj Auto Ltd.
Sanjiv Bajaj Chairman and MD of Bajaj Finserv
Rakesh Sharma Executive Director
Pradeep Shrivastava Executive Director
Mission Vision and Values
Vision - “The future is promising and we look forward to an exciting period that would possibly
establish a pronounced and decisive road map for us on the Indian Industrial firmament”
54
Mission – “To build business that support the growth of the country by creating
entrepreneurial excellence within the group. To create value by enabling innovation, creativity,
integrity and service to community in everything we do.”
Values –
Visionary Outlook – We believe in working around a future-ready approach through smart

investments and calculated risks. Being prepared for tomorrow has ensured us an edge in the
industry.
Entrepreneurship - We at Bajaj promote and practice ownership sharing across the hierarchy.
A sense of belongingness adopted by every team member that motivates them to go above
and beyond their role.
Integrity - Customers, employees, investors etc., one of the factors that have helped us develop
a strong relationship with every stakeholder is our honesty towards each other.
Innovation - In a competitive market, innovation is essential to drive the business vision. It has
been guiding us in identifying potential growth avenues, upgrading our offerings and evolving
overall as a business entity.
Culture
Great Place to Work is considered the 'Gold Standard' in workplace culture assessment and
recognition. As a certified organization, Bajaj Finance Ltd became eligible to be considered
among 'India's Best Companies to Work for 2019' – a list that features the 'Best of the Best.
55
Business Overview
Industry Companies Details Location Position Competitor

in Indian s
Market
Automobi Bajaj Auto Leading manufacturer of 3 manufacturing 2nd largest Eicher, Hero
le motorcycles and three- plant in India for in 2-3 Motocorp, TVS
wheelers in India motorcycles, wheelers Motor
scooters and company,
three wheelers Scooters, Atul
Auto Ltd.
Finance Bajaj Finserv Bajaj Finserv Limited, a part of HQ in Pune. Top 20 Muthoot
Bajaj Holdings & Investments 7000 retail Finance,
Limited is India’s first most outlets spread in Mahindra,
diversified NBFC 115 cities across IDFC, HDFC,
India EFSL, Bank
Bazaar,
Reliance
Capital
Holding & Bajaj Holding Earlier known as Bajaj Auto Across India Top 20 Shriram city,
Investme Limited (BAL) de-marged to Edelweiss,
nt Bajaj Auto and Bajaj Holding IDFC
and Investment Limited (BHIL)
in 2007
Electricals Bajaj Indian consumer electrical Across India Top 5 Eveready,
Electricals equipment manufacturing (Plant in Pune Usha, Havells
company based in Mumbai, Maharashtra)
Maharashtra. It has diversified
with interests in lighting,
luminaries, appliances, fans,
LPG based Generators.
Consume Bajaj Indian consumer goods 4 manufacturing Top 10 Lotus Herbals,
r Care Consumer company with major brands in plant in India Nutriglow
care hair care. It is part of the Bajaj Cosmetics,
Group, founded by Jamnalal Marico,
Bajaj Emami, & LLC
Hoisting Hercules Hoist Indian market leader for Across India 1 TAEL, United
Solutions hoisting solutions for over five drilling, Kabra
decades Extrusion
Sugar Bajaj Country’s largest Sugar Across India (HQ 1 Triveni,
Hindustan Producer Mumbai) Dalmia &
Balrampur
Chini
Key Subsidiaries
● Bajaj Finserv
● Baja Auto
● Baja Electricals
● Hercules Hoist
● Bajaj Consumer Care
56
● Bajaj Holding
● Bajaj Hindustan
● Mukand Engineers Ltd.
● Jamnalal Sons Pvt. Ltd.
● Jeewan Ltd.
● Bajaj International Pvt. Ltd. & many more
● Demerger of Bajaj Auto Limited (BAL) and Bajaj Finserv Limited (BFS) in 2008. The group
de-merged into three parts. And Bajaj Holding and Invest ment Limited (BHIL) was formed
Read More
● Bajaj Electricals acquires Nirlep for INR. 42.5 crore in 2018. This as per Bajaj Group
executives are a perfect synergy blend. Nirlep was country’s one of the first domestic
brand to export to Europe. Read More
● A JV between Mukand Sumi Special Steel Limited and Sumimoto corporation in Japan
(2019). Post JV they are setting up a new steel rolling facility by 2021 cost of Rs. 600 crores.
Read More
● Bajaj sons buys 30% stake in Mukund Sumi for INR. 714 crore. Bajaj Sons bought 1.24
crore equity shares of MSSSL, constituting 30 per cent of the issued paid up equity share
capital of MSSSL ₹713 crore. Read More
● Read More about timeline and history Here
● Bajaj Group is ranked as 96th in Forbes’ most innovative companies list. Check out the
reasons Here
● Consumer first approach re-emphasized (2019) by Sanjiv Bajaj, MD of Bajaj Finserv on the
session of India:4.0. This collaborative approach focuses on the enabling and right use of
technology for the competitors. Read More
● Environment and natural resources - Bajaj Education Initiative (BEI) and thee learning
project with BEI covering 76 low-cost schools and the learning project has reached 1550
government and private schools. In addition, school infrastructure development,
vocational training for entrepreneurship and scholarship for meritorious students. Read
More
57
● Woman Empowerment and Rural development through Jankidevi Bajaj Gram Vikas
Sanstha. Hall of resident for woman research scholars, Bajaj Law school and a Woman’s
University has been set up. Other welfare activities are carried out in collaboration with
include NEDA, CAPART, Khari and Village industry commissions. Read More
● Health - Kamalnayan Bajaj Hospital in Aurangabad was established in 1990 as a hospital

and research center. The Bajaj-YCM Hospital A.R.T Center for HIV/Aids in Pimpri was
established as a Public-Private Partnership between Government of India – Ministry of
Health and Family Welfare – National AIDS Control Organisation (NACO) and
Confederation of Indian Industry (CII) to provide healthcare facilities to Aids patients.
Read More
Key Financials
Company Revenue INR. Crores (FY20) Total Assets (INR. Crore FY 20) Profits
(FY20)
Bajaj Auto 29919 19172 4857
Bajaj Finserv NA 3600 4470
Bajaj Electricals 4573 480 171
UltraTech Cement 949 136 243
58
Know Your Company
Airtel
Introduction
Bharti Airtel Limited is one of the India’s leading and most trusted provider of ICT services with
an integrated portfolio of offerings to enterprises, governments, carriers, MNO’s and small and
medium businesses. We offer a gamut of products and services including voice, data,
collaboration, cloud, data centers, security, IoT, network integration, managed services,
enterprise mobility, and digital media. Through this diverse portfolio, we are pushing the
boundaries in digital service delivery with a key focus on enhanced end user experience, round-
the-clock infrastructure availability, and superior service quality. The network coverage spans
over 50 countries and 5 continents.
Airtel's portfolio includes high speed 4G/4.5G mobile broadband, Airtel Xstream Fiber that
promises speeds upto 1Gbps, converged digital TV solutions through the Airtel Xstream 4K
Hybrid Box, digital payments through Airtel Payments Bank as well as an integrated suite of
services across connectivity, collaboration, cloud and security that serves over one million
businesses.
Airtel's OTT services include Airtel Thanks app for self-care, Airtel Xstream app for video, Wynk
Music for entertainment and Airtel BlueJeans for video conferencing. In addition, Airtel has
forged strategic partnerships with hundreds of companies across the world to enable the Airtel
platform to deliver an array of consumer and enterprise services.
In 1984, Sunil Mittal started assembling push-button phones in India, which he earlier used to
import from a Taiwan company (Kingtel) replacing the old fashioned, bulky rotary phones that
were in use in the country then. Mittal clinched a deal with the French telecom group Vivendi to
launch services in Delhi in 1995 when Bharti Cellular Limited (BCL) was formed to offer cellular
services under the brand name Airtel. Within a few years, Bharti became the first telecom
company to cross the 2 million mobile subscriber mark. Bharti also brought down the STD/ISD
cellular rates in India under the brand name 'Indiaone'. In 1999, Bharti acquired control of JT
Holdings and extended cellular operations to Karnataka and Andhra Pradesh. Bharti acquired
control of Skycell Communications in 2000, in Chennai. In 2001, Bharti acquired control of Spice
Cell in Calcutta. In 2002, Bharti Enterprises went public in, and the company was listed on the
Bombay Stock Exchange and National Stock Exchange of India. In 2003, the cellular phone
operations were re-branded under the single Airtel brand.
59
Key Officials
Mission Vision and Values
Vision – Our vision is to enrich the lives of customers. Our obsession is to win customers for life
through an exceptional experience.
Mission – Grow market share. Grow revenue. Drive down cost.
Values – Alive, Inclusive, Respectful.
Business Overview
Industry Details Customers Competitors

IoT Accelerate your business with future ready IoT solutions 7000+ VI
Mobile Offers GSM mobile services in all the 22 telecom circles of India 400+ million Jio, Vodafone
Services customers Idea, BSNL
Digital TV Digital Services – Local news channels, superior HD TV services, 16 million Tata Sky, Dish
Services HD TV Set-Top Box customers TV, Sun Direct
Airtel Differentiated bank that provides essential financial services to 30 million PayTM
Payments its customers customers
Bank
Home Fixed-line telephone and broadband services across 93 cities BSNL
Services pan-India
● April 15, 2021 - Bharti Airtel OKs merger of Nettle, Airtel Digital, Telesonic Networks with
itself; demerges telecom into new unit Airtel. Read More
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● April 6, 2021 - Reliance Jio ties up with Bharti Airtel in Delhi, Mumbai, Andhra; buys Rs
1,500 cr telecom spectrum. Read More
● March 22, 2021 - Airtel to acquire 7.48% stake in Sandhya Hydro. Read More
● February 17, 2021 - Airtel to acquire 20% stake in Bharti Telemedia from Warburg Pincus
Read More
● November 20, 2020 - Bharti Airtel to acquire 5.2% stake in Avaada MHBuldhana for Rs
4.55 cr Read More
● August 5, 2020 - Airtel and AWS join hands to accelerate digital transformation of business
in India Read More
● July 1, 2020 - Carlyle to acquire approximately 25% stake in Airtel's Data Centre business
at a valuation of US$1.2 billion. Read More
● June 17, 2020 - Bharti Airtel acquires 10% Stake in Lattu Media - Lattukids is an Indian
based technology company. The company provides education tech platform for kids for
from 3 to 8 years. Lattukids is headquartered in Mumbai, India. Read More
● May 21, 2020 - Bharti Airtel was to acquire a 10% Stake in Gurgaon-based start-up
Voicezen, which focusses on conversational artificial intelligence technologies. Read More
● March 12, 2020 - Bharti Airtel acquired a stake in digital fitness start-up Spectacom Global.
Read More
● November 25, 2019 - Bharti Airtel acquires Team of Quikmile- Bharti Airtel Ltd (Bharti
Airtel), a provider of telecommunication services, has acquired a team of Quikmile, a tech-
enabled logistics platform. Both companies involved in the transaction are based in India.
Following the transaction, Quikmile's team will now be a part of Airtel X Labs. Read More
● Airtel IQ is a cloud communication suite that will transform your customer engagement.
Read More
● Airtel IoT is an integrated platform that offers end-to-end solutions that are powered by
a variety of connectivity technologies that suit business needs. Read More
● Airtel X Labs continues to evolve into a steady in-house Research and Development
centre, adopting latest technologies ranging from IoT to AI, to create innovative service
offerings for customers. Read More
61
Satya Bharti School Program - The Satya Bharti School Program was introduced in 2006. This
rural education initiative has the major objectives to provide free and quality education to
underprivileged children, with a special focus on the girl child, in rural parts of the country and
to provide free and quality education to underprivileged children, with a special focus on the girl
child, in rural parts of the country.
Satya Bharti Abhiyan - Bharti Foundation has undertaken a new initiative – 'Satya Bharti Abhiyan'
- to improve sanitation facilities in rural Ludhiana. Inspired by the Hon'ble Prime Minister's call
to the corporate sector during his speech on Independence Day (2014), to strengthen
Government's initiative on this score, the Foundation has adopted Ludhiana district (rural) as its
focus area for improvement of sanitation.
Satya Bharti Learning Centres - In its pursuit to accelerate the enrolment of out-of-school
children, Bharti Foundation initiated the Satya Bharti Learning Centres Program, in partnership
with 'Educate a Child' (EAC). This is a global initiative to reduce the number of out-of-school
children across the world and Bharti Foundation is a strategic partner to this global campaigns.
Airtel Ki Laadli - Through this initiative, 1,500 girls were awarded Hero Bicycles. It motivated them
to achieve their dreams and lead empowered lives.
Airtel Hero Award - The dedication of our frontline workforce during the pandemic was genuinely
commendable and inspirational. We at Airtel, recognized their efforts, awarding 1,000 top-
performing FSEs on a pan-India basis.
Airtel Child Scholarship - This program recognizes academically meritorious children of Airtel
Distributors & Navratna Retailers, offering them scholarships and school kits. Through this
program, we have rewarded kids of 12,000 distributors and Navratna retailers in the last six
years.
62
Key Financials
Key financials as per annual report FY2020
Topic Amount
Total Revenue INR 54,630 crores
Operating Revenue INR 54,317 crores
Debt/Equity Ratio 0.77
Loss INR 36,088 crores
63
Know Your Company
JSW Group
Introduction
Founded in 1982, the JSW Group is a multinational conglomerate headquartered in Mumbai. The
group has presence across various sectors: Steel, Energy, Infrastructure, Cement, Paints, Venture
Capital, Realty and Sports. With 40,000 employees and a footprint across five continents, the
group is valued at U.S. $13B.
OP Jindal laid the foundation of the OP Jindal group in 1952. JSW Group is an integral part of the
OP Jindal group and is currently led by Sajjan Jindal. It started with Sajjan Jindal promoting the
Jindal Iron and Steel Company Ltd. (JISCO), which was later merged to form JSW Steel. The group
later expanded their presence in other sectors, majorly into Steel, Energy, Infrastructure,
Cement, and Technology investments.
Key Officials
The organizational hierarchy consists of group-level Chairman with M.D.s for each subdivision
with many companies under the group.
Name Designation
Sajjan Jindal Chairman and Managing Director, JSW Group
Sangita Jindal Chairperson, JSW Foundation
Parth Jindal MD, JSW Cement
Seshagiri Rao MVS Joint MD & Group CFO, JSW Steel
Dr. Vinod Nowal Deputy MD, JSW Steel
Prashant Jain Joint MD & CEO, JSW Energy
Tarini Jindal Handa MD, JSW Realty
Nirmal Kumar Jain Chairman, JSW Infrastructure
Vision: To bring positive transformation to every life we touch
Purpose: Accelerate the growth and prosperity of the communities we live in by:
● Building world-class infrastructure

● Creating inventive solutions
● Nurturing our communities
● Deploying world-class capabilities
64
● Empowering our people
Values: Confidence, Courage, Commitment, Compassion & Collaboration
The firm believes in having the courage and confidence to dream big and innovate solutions,
being committed to the goal and being honest in the dealings is another core value. The firm
believes in working symbiotically and mindfully with the society and environment, keeping in
mind the big picture.
Culture
JSW is about building, transforming and giving back. Their every act is centred about building
something new or bettering something that already exists. They think beyond just business or
their customers. They strive to positively impact the lives of their business associates, their
customers, their employees, the communities that they serve and the nations that they operate
in.
Business Overview
JSW Steel
● Founded in 1982, JSW Steel is India’s leading private sector steel producer and has a global
footprint in over 100 countries.
● With one of the world’s largest single blast furnaces of 4.8 MTPA capacity, its overall
capacity is 18 MTPA.
● Major Competitors: Tata Steel, Steel Authority of India, Essar Steel
JSW Energy
● Founded in 1994, JSW Energy is one of India’s leading private sector power producing
countries
● The current production is 4559MW, out of which 3158MW is thermal power, 1391MW is
hydropower and 10MW is solar power
● JSW Energy launched JSW Power Trading Company Ltd. (JSWPTC) in 2006 as part of its
vision to become a full-spectrum power company.
● Major competitors: Adani Power, Jaiprakash Power Ventures, KEC International
JSW Infrastructure
● Operating since 1999, JSW Infra employs 1200 people and has grown to become a leading
infra company.
● Its ports and terminals currently have an operational capacity of 113 MPTA, which will
double up in the next two years.
65
● The five major ports with a capacity ranging from 17-30+ MTPA operate from
Maharashtra, Odisha, and Goa.
● Major Competitors: GMR Infrastructure, Adani Ports and SEZ, GVK Power and
Infrastructure Limited
JSW Cement
● Founded in 2009, JSW Cement has plants across Karnataka, Maharashtra, and the flagship
plant in Andhra Pradesh.
● It has won awards for the energy-saving processes used in cement production. The key
markets lie in states from Telangana to Kerala to Goa.
● Major Competitors: UltraTech Cement, Ambuja Cement, ACC
Key Subsidiaries
The list of subsidiaries of JSW Group are as follows:
JSW Steel Ltd. JSW Energy Ltd. JSW Cement Ltd
JSW Ispat Steel JSW Holdings Ltd. JSW Infrastructure Ltd.
Vijaynagar Mineral Pvt Ltd. Jindal Praxair Oxygen Co. Ltd. JSoft Solutions Ltd.
JSW Building Systems Ltd. CIC Energy Corp JSW Sports
● Acquisition of Ind Barath Energy Utkal by JSW Energy – 2020. Read More
● Acquisition of ACCIL by JSW Steel – 2020. Read More
● Acquisition of Bhushan Power by JSW Steel for ₹19,350 crores – 2021. Read More
JSW Group takes 3 top primary steel producers of the United States to court
Sajjan Jindal’s JSW Group has picked up a legal fight with three top primary steel producers of
the United States for ganging up against its outfit by not supplying basic raw material and
thereby crippling operations. Read More
JSW Cement forays into RMC business with first commercial unit in Mumbai
JSW Cement has entered the ready mix concrete (RMC) business with its first commercial RMC
unit in Chembur, Mumbai. The RMC business foray follows the green products ethos of JSW
66
Cement and will launch unique eco-friendly concrete for use in various commercial construction
projects. Read More
IOA confirms JSW Group as sponsor for Tokyo Games
The Indian Olympics Association (IOA) on Friday announced that JSW Group has been roped in
as a sponsor for the Tokyo 2020 Olympics Games. Read More
JSW One to combine distribution network of steel, cement businesses
JSW Group has taken an initiative of JSW One to integrate steel and cement business expertise.
The initiative will streamline and expand JSW Group’s sales and supply chain network. JSW One
will also combine the Group’s expertise across the product portfolio to provide its customers
with comprehensive service capability. Read More
JSW Cement pushes IPO plans to 2022 due to muted demand
With last year being the weakest for the cement sector since 1991, JSW Group has pushed back
the IPO by two years. It plans to use the intervening period to ramp up capacity from the current
14 million tons (MT) per annum to 20 MT a year by 2022. Read More
JSW Foundation is the social development arm of the JSW Group, which works towards
empowering communities, nurturing their aspirations and capabilities. It has a footprint across
11 states reaching out to 1 million individuals in the villages around the manufacturing locations.
It works towards women empowerment and has opened BPO centres enabling the economic
independence of women. It has also helped train 5,000+ people as a part of the skill development
initiative.
Recently, JSW Steel dedicated a 1000-bedded oxygenated Covid care hospital in Ballari,
Karnataka. Read More
Key Financials
Key Financials as per Annual Report 2021
Net Worth (Cr) Annual Revenue (Cr) EBIT (Cr) PAT (Cr)
JSW Steel 46764 79839 15971 7872
JSW Energy 14506 6922 1977 805
67
Know Your Company
Star India
Introduction
Star India Private Limited is an Indian media conglomerate and a wholly-owned subsidiary of
The Walt Disney Company India. It is headquartered in Mumbai, Maharashtra. It has 60 channels
in eight languages, reaching out to 9 out of 10 cable and satellite TV homes in India. The network
reaches approximately 790 million viewers a month across India and more than 100 countries.
Star India generates more than 30,000 hours of content every year.
Star TV (Satellite Television Asian Region) was founded in 1991 as a joint venture between
Hutchison Whampoa and Li Ka-Shing. It was launched as a Pan-Asian beam-to-air Hollywood
English-language entertainment channel for Asian audiences. In 1992, Rupert Murdoch's News
Corp purchased 63.6% of STAR for $525 million, followed by the remaining 36.4% purchase on 1
January 1993. Star broadcasting operations were run from Rupert Murdoch's Fox Broadcasting
premises. On 14 December 2017, The Walt Disney Company announced the acquisition of 21st
Century Fox, which included Star India.
Key Officials
With many companies under the group, the organizational hierarchy consists of group-level
Chairman with Presidents/Heads for each subdivision.
Name Designation
K Madhavan President, The Walt Disney Company India and Star India
Sanjay Jain Head – India, Finance and Business Operations
Kevin Vaz President & Head – Infotainment, Kids & Regional Entertainment, Star India & Disney
Amita Maheshwari Head HR – DMED, APAC & India, The Walt Disney Company
Gaurav Banerjee President & Head – Hindi & English Entertainment, Star India
Gurjeev Singh Kapoor President – TV Distribution, Star & Disney India
Sunil Rayan President & Head – Disney + Hotstar India
Sanjog Gupta Head – Sports, Star & Disney India
Mihir Rale Chief Regional Counsel. Star & Disney India
Vision: Inspiring a billion imaginations
Purpose: We constantly push boundaries and redefine what’s possible when the worlds of
sport, technology and entertainment collide
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● Creating stories for the world
● Unleashing the sporting revolution
● Redefining the big screen dreams
● Redefining technology
Values: Imagine More
Possibilities| Ambition| Delight| Hope| Role models| Firsts| Conviction| Passion| Ideas|
Pride| Awe| Journeys
Culture
Challenging the status quo, connecting with people across the country, imagining new
possibilities and bringing them to life. This is what the people at Star do every day. They believe
that anything is possible when we continuously evolve. They have an incredible connection with
our people and partners. Being creative means, they burst with ideas – delivering the incredible
and doing the impossible. Lastly, they believe that everyone everywhere deserves the best.
Business Overview
Star Sports
Star Sports (formerly ESPN Star Sports) is a group of Indian pay television sports channels owned
by Star India, a subsidiary of The Walt Disney Company India. Previously a part of ESPN Star
Sports operations based in Singapore, Star India took over the Indian business and relaunched
channels under the unified Star Sports banner in 2013. Star Sports is one of the popular sports
channels across India.
Asianet Star Communications
Asianet STAR Communications, formerly Asianet Communications, is an Indian media company

owned by Star India, a wholly-owned subsidiary of The Walt Disney Company. Asianet Star
Communications operates Malayalam channels Asianet, Asianet Plus, Asianet Middle East,
Asianet Movies, Kannada channels Star Suvarna and Star Suvarna Plus, and Tamil channels Star
Vijay and Star Vijay Super.
Star Maa
Star Maa is an Indian Telugu-language pay television channel based in Hyderabad, Telangana.
Star Maa and its channels are owned by Star India, a wholly-owned subsidiary of The Walt Disney
Company India. Star Maa has six channels in its network.
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Fox Star Studios
Fox Star Studios is a motion picture production and distribution company from India. It is a
wholly-owned subsidiary of Star India, part of the Walt Disney Direct-to-Consumer and the
International segment of The Walt Disney Company. Fox Star Studios produces Hindi, Tamil,
Malayalam, and other South Asian language films through acquisitions, co-productions, and in-
house productions worldwide. It also distributed English movies produced by 20th Century
Studios' divisions in India.
Hotstar
Disney+ Hotstar (known as Hotstar outside India and Indonesia) is an Indian subscription video-
on-demand streaming service owned and operated by Star India, a subsidiary of The Walt Disney
Company India. It features two paid subscription plans — "VIP," which focuses on domestic
programmes and sports content (including Indian Premier League cricket), and "Premium"
featuring premium international films and television series (including HBO, Showtime and other
American original series). As of July 2020, VIP Plan costs ₹399 for a year, and Premium Plan costs
₹1,499 per year or ₹299 for a monthly plan. As of March 2020, Disney+ Hotstar has at least 300
million active users. In February 2020, following the purchase of Star India's parent company
21st Century Fox by Disney in 2019, the company announced plans to integrate its new
international streaming. Brand Disney+ with Hotstar in April 2020—leveraging Hotstar's existing
infrastructure and userbase. On 3 April 2020, the platform was merged with Disney+.
Indian Super League
The Indian Super League (ISL) is a professional football league in India, the Indian football league
system's top level. Star Sports, one of the organizers of the Indian Super League, also serves as
the official broadcasters of the league in India. In September 2014, it was announced that Star
Sports would broadcast the ISL through eight channels in five different languages to reach 85%
of the Indian television audience.
UTV Software Communications
UTV Software Communications (abbreviated as UTV) is an Indian mass media conglomerate. UTV
was incorporated as United Television Software Communications on 22 June 1990 by Ronnie and
Zarina Screwvala. In August 2006, The Walt Disney Company acquired a 14.85 percent stake in
UTV. This was subsequently hiked to 32.1 per cent in 2008, the same level as UTV's founders
Ronnie Screwvala and Zarina Screwvala. The remaining shares were publicly traded. Disney
eventually increased its ownership in UTV to 100% in 2012, making UTV Communications
Software a wholly-owned subsidiary.
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Key Subsidiaries
The list of subsidiaries of Star India are as follows:
Star Media Networks Fox Star Studios Disney + Hotstar
Mashal Sports Football Sports Development UTV Software Communications
Asianet Star Communications
● On 20 March 2019, Star India became a subsidiary of Disney India as the deal was
closed. Now, Star India owns UTV and Disney India TV Channels. Read More
Star India Network continues to rule the airwaves
Hindi General Entertainment Channel STAR Plus continues to reign Television rating week after
week, riding high on the popularity of its primetime shows. According to Broadcasting Audience
Research Council (BARC)’s latest data for week 25, STAR Plus has toppled Sun TV to Read More
Walt Disney names K Madhavan as India unit chief after Uday Shankar's exit
Media major Walt Disney has named K Madhavan as president of its India unit with immediate
effect. Madhavan, earlier country manager of Star and Disney India, takes over from Uday
Shankar who stepped down as president, the Walt Disney Company APAC and chairman, Star
and Disney India, last October. Read More
Star and Disney India launch Sirius to enable digital-like targeting on television
Star and Disney India have launched Sirius, positioned as an end-to-end suite of advanced
advertising solutions for marketers, media planners, and creative agencies. Read More
26 September 2019, Disney and Star India take part in the largest meal-packing activity.
Thousands of Disney Volunteers in India came together to celebrate Disney VoluntEARS Week
(September 16-20) and packed over 700,000 meals for local communities across six cities –
Mumbai, Delhi, Bengaluru, Chennai, Hyderabad, and Trivandrum. This is the largest meal-
packing activity for "Rise Against Hunger India".
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21 August 2018, Star India ups its contribution to Rs 5 crores donation for the Kerala Flood Relief
efforts. Star India announced it would increase its donation to Rs 5 crores for the CM's Distress
Relief Fund for the relief and rehabilitation efforts in Kerala. Star India had previously announced
a donation of Rs. 2 crores, however, seeing the scale of the disaster, Star India and its employees
stepped up to increase the donation along with its parent company 21st Century Fox.
Key Financials
Net Worth (Cr) Annual Revenue (Cr) EBIT (%) PAT (Cr)
Star India 7.6% YoY 14337 153% YoY -
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Know Your Company
C K Birla
Introduction
Founded in 1857, the CK Birla group is a multinational diversified conglomerate headquartered

in New Delhi. It has business spanning 3 clusters: technology and automotive, home and
building, & healthcare and education. With 25,000 employees and businesses across five
continents, the group has an annual revenue of US $2.4B.
SN Birla laid the foundation of the group in 1857. However, it was BM Birla and GD Birla who
converted a modest trading firm into a major business house. During 1939-1955, the group
solidified its presence with Orient Paper, NEI, Neosym, Orient Fans, and BIT Mesra and hence,
diversified into numerous sectors. CK Birla, the current chairman, has built strategic alliances
with the world's leading companies hence, giving the group an edge.
Key Officials
With many companies under the group, the organizational hierarchy consists of group-level
Chairman with MDs for each subdivision.
Name Designation
Chandrakant Birla Chairman, CK Birla Group
Amita Birla Chairman & Non-Executive Director, Birlasoft
Co-Chairman, CK Birla Group
Dharmender Kapoor MD & CEO, BIrlasoft
Desh Deepak Khetrapal MD & CEO, Orient Cement
Rakesh Khanna Joint MD, Orient Cement
Group CFO, CK Birla Group
Vision: Create value in tune with the rapidly changing needs of customers, partners and
communities in the twenty-first century
Values: Integrity, Excellence, Respect, Responsibility & Accountability
The firm believes in working honestly while maintaining the highest quality standards and being
reliable in your work ethic. The firm is sensitive and responsible towards the communities that
it works in and respects the colleagues and customers alike.
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Culture
Every conglomerate is faced with the challenge of defining its unifying thought across it many
organisations. It is what keeps them together and gives direction to the expectations its
employees, customers and society come to have from them.
The companies are guided by the values of the Group. They create enduring value for all
stakeholders, and forge long-term relationships with customers and partners. They invest deeply
in people and support their professional growth and personal wellbeing. As a result, these
companies have received numerous customers, peer and industry awards recognizing our
quality standards, workplace excellence and environmental consciousness.
Business Overview
National Engineering Industries (NBC Bearings)
● One of India’s largest bearings manufacturer with the widest bearings’ portfolio; exports
to 20 countries
● Commands 24% of the domestic market share. ~70% of NEI's sales come from original
equipment manufacturers and 30% from the replacement market.
● The turnover approximates 60% from the auto sector (OEM and aftermarket), 30% for
railway products.
● Major Competitors: Schaeffler India, SKF Bearings India, NRB Bearings
Orient Electric
● Established in 1954, it is the largest manufacturer and exporter of fans from India; >60%
share in exports.
● Present in 35+ international markets with manufacturing facilities in Kolkata, Noida,
Faridabad & Guwahati.
● Major Competitors: Havells India, Bajaj Electricals, Crompton Greaves
Birla Institute of Technology, Mesra, Ranchi
● 12,500 students graduate every year from the institute with graduate, post-graduate and
doctoral degrees
● It has seven extension centres in India and two overseas, with collaborations with
international universities.
● Major Competitors: BITS Pilani, IITs, NITs
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Key Subsidiaries
The key subsidiaries of CK Birla are as follows:
Technology & Home & Building Healthcare & Education

Automotive
● AVTEC ● HIL ● CK Birla Hospital, Gurugram
● Birlasoft ● Orient Cement ● Rukmani Birla Hospital, Jaipur
● GMMCO ● Orient Electric ● BM Birla Heart Research Centre, Kolkata
● NEI ● Orient Paper ● Calcutta Medical Research Institute
● Neosym ● BIT Mesra, Ranchi
● Modern High School for Girls, Kolkata
● Rukmani Birla Modern High School, Jaipur
● Birlasoft fortifies its cloud-first strategy as an AWS Advanced Consulting Partner. Read
More
● Acquisition of Kinex Bearings by National Engineering Industries for US$240M – 2020.
Read More
● Merger of Birla Group’s enterprise digital sector and IT Services division of KPIT to form
Birlasoft– 2019. Read More
● Multi-year deal between Invacare and Birlasoft – 2019. Read More
● De’Longhi Group forms strategic partnership with Orient Electric in India – 2018. Read
More
Rukmani Birla Hospital to invest in Technology, as informed by the COO
Rukmani Birla Hospital, which completed five years of operation in Jaipur, will add a 10-bedded
Neuro-ICU unit and invest in technology to further improve the quality of services. Read More
Birlasoft Recognized as a Finalist of 2021 Microsoft Partner of the Year Awards
Birlasoft Ltd [BSE: 532400, NSE: BSOFT], part of the USD 2.4 billion diversified CK Birla Group,
today announced it has been named a finalist of the 2021 Microsoft Partner of the Year Awards
in the Modernizing Applications category. Read More
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Birlasoft aims to scale Microsoft cloud business to $100 million
Birlasoft has announced a global strategic cloud alliance with Microsoft to help clients accelerate
their digital journey. It aims to solve their cloud transformation needs, right from infrastructure
to business applications. This also led to a 17% spike in Birlasoft’s share price.
France’s Imerys to buy CK Birla Group firm’s thermal insulation unit
Imerys SA that processes industrial minerals is going to acquire the thermal insulation business
of Hyderabad Industries Ltd (HIL), the building materials arm of CK Birla Group. It is buying HYSIL
business through Calderys India Refractories Ltd for INR 80 crores. HYSIL is involved in
manufacturing, sales, marketing, distribution and export of calcium silicate-based insulation
products in the form of pipes, blocks and other shapes.
CK Birla invests significant resources to philanthropic initiatives spanning over Science and
Technology, Art and Culture, and heritage preservation. It has supported a model village
initiative in Rajasthan and a slum rehabilitation programme. It has also built R&D facilities,
museums, planetariums, an archaeological institute, and India’s only dinosaurian.
CK Birla Group committed INR 35 crores to PM-CARES Fund
CK Birla Group had made a commitment of INR 35 crores to support the Government in the fight
against COVID-19. INR 25 crores was contributed to the PM-CARES Fund, and the remaining
amount was directed towards State Government funds and supplying equipment, masks, PPEs,
etc.
Key Financials
Net Worth (Cr) Annual Revenue (Cr) EBIT (Cr) PAT (Cr)
HIL 991 3043 318 213
Birlasoft 2179 3555 467 320
Orient Cement 1305 2324 427 214
Orient Electric 455 2032 182 119
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Know Your Company
Reliance
Introduction
Reliance Industries Limited is a Fortune 500 company and India’s largest and most profitable
private sector company. Reliance continues to be a significant global player in the integrated
energy value chain while establishing leadership positions in the retail and digital services
business in India. Reliance's products and services portfolio touches almost all Indians on a daily
basis, across economic and social spectrums. It is now focused on building platforms that will
herald the Fourth Industrial Revolution and will create opportunities and avenues for India and
all its citizens to realise their true potential.
It has evolved from being a textiles and polyester company to an integrated player across energy,
materials, retail, entertainment and digital services. In each of these areas, it is committed to
innovation-led, exponential growth. In 2019, Reliance became the first Indian company to cross
₹10 trillion market capitalisation. In just four decades, Reliance has grown from a small startup
to one of the largest, most admired companies in the world. In 2020, Reliance ranked as the 48th
highest valued company in the world and ranked 96th on the Fortune Global 500 list.
Dhirubhai Ambani returned to India in 1957 after a stint with A. Besse & Co., Aden, Yemen. He
started a yarn trading business from a small 500 sq. ft. office in Masjid Bunder, Mumbai, but
dreamt of establishing India’s largest company.
Reliance set up a mill in Naroda, Gujarat, sparking off Reliance’s backward integration journey.
Mukesh Ambani led the establishment of Reliance’s first mega manufacturing project at
Patalganga in a record 18 months. Reliance’s backward integration journey continued and the
Hazira plant coming on stream in 1991 laid the foundation for Reliance becoming the world’s
largest integrated producer of polyester.
In 2000, Reliance commissioned the world's largest grassroots refinery in a record 36 months:
the Jamnagar petrochemicals and integrated refinery complex. With the development of the
associated green belt, the desert surrounding Jamnagar became home to another man-made
wonder – Asia’s largest mango orchard!
In 2004, Reliance emerged as the first and only private Indian organisation to be listed in the
Fortune Global 500 list. Reliance is also the first private sector company to be rated by
international credit rating agencies - including Moody's, Standard and Poor's.
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Key Officials
Mission vision and values
Motto – Growth is Life
Vision – We are totally dedicated to building a reputation as the most professional and highly
valued circuit board supplier to our customer base as an industry partner.
Mission – To achieve excellence in project execution, quality, reliability, safety and operational
efficiency. To relentlessly pursue new opportunities, capitalizing on synergies in the power
generation sector. To consistently enhance our competitiveness and deliver profitable growth.
Values – Customer Value, Ownership Mindset, Respect, Integrity, One Team & Excellence
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Business overview
Recent mergers & acquisitions
● Reliance Acquires Future Group’s Big Bazaar in Rs 24,000-Crore Deal Cleared by SEBI.
Read More
● Reliance Industries Ltd. (RIL) made several acquisitions in the past three years to boost
the product offerings of its subsidiaries – Reliance Jio Infocomm Ltd. and Reliance Retail
Ltd., among others. RIL has put in $566 million in media and education, $194 million in
retail, $1.2 billion in telecom and internet firms, $100 million in digital firms, and $391
million in the chemicals and energy space. Read More
The acquisitions by Reliance Industries clearly project RIL’s aspiration to be counted among the
top 20 companies in the world.
The companies acquired by Reliance are working on various technologies: artificial intelligence
(AI), internet of things (IoT), blockchain, online multiplayer gaming, multi-party
videoconferencing, augmented reality (AR), virtual reality (VR), and mixed reality (MR). These
acquisitions are an extension of RIL’s ambitions.
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Innovation & developments
● 40 patents granted during the year, 900+ researchers and scientists

● R&D expenditure – INR 2,538 crore
● Jio Mart services launched in 200 cities
● Door step delivery of fuel – 1,000+ sites operational
● Digital Commerce and omni-channel capacities to handle 10X times home delivery of pre-
lockdown
● Jio associate programme on JioPOS Lite initiated — 1 million agents onboarded for
recharges and new acquisitions
● INR 1,022 Cr CSR expenditure during the year, 3.6 Cr Lives touched since inception
● INR 556 Cr Contribution to the PM CARES fund and various state and other relief fund
● 5.5+ lakh litres of free fuel provided to 14,000 notified emergency response vehicles
● 5+ Cr meals distributed to marginalised communities and frontline workforce
● 2.2+ Cr Saplings planted till date
● 9.9+ Cr m3 Rainwater harvesting capacity created since inception
● Reliance Foundation – Embarked on a multi-sortie airlift mission to expedite delivery of
PPEs, e.g., airlifted 10 lakh surgical masks
● Reliance Foundation Hospital – Nation-wide emergency response infrastructure (24*7),
Set up India’s first dedicated COVID-19 hospital in partnership with BMC at Seven Hills
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Key Financials
81
Know Your Company
TAS
Introduction
The Tata group is one of the largest conglomerates in India. It employed about 700,000
employees as of March 31, 2019. Tata Sons is the principal investment holding company and
promoter of Tata companies. 66% of the equity share capital of Tata Sons is held by philanthropic
trusts, which support education, health, livelihood generation, and art and culture.
With a history that goes over a hundred years, it has been elemental in shaping the corporate
face of the country, employing some of the sharpest business minds here. To add to this pool of
talent pipeline, JRD Tata, the Chairman of Tata Group between 1938 and 1991, created a
specialized leadership training program – the Tata Administrative Services (TAS) – in 1956.
The TAS is a 12-month intensive leadership training program for young recruits from two sources
– the in-house recruits selected from within the Tata group of companies and the campus selects
from the top business schools in India. The TAS summer internship program is the flagship
program that provides an entry point into the program.
The TATA group of companies was established in 1868 by Jamsetji Tata, a pioneer industrialist.
Ratan Tata was the previous chairman of the Group who Mr. Natrajan Chandrasekaran
succeeded
Key Officials
Name Designation
Natrajan Chandrasekaran Chairman, TATA group
Saurabh Agrawal CFO, TATA group
Harish Bhat Brand Custodian
Siddharth Sharma Group Chief Sustainability Officer
Guenter Butschek CEO, Tata Motors
C K Venkataraman MD, Titan
Mission, Vision, and Values
We believe in creating leaders who, while strengthening the cultural pillars of the Group, visible
as good thoughts, good words, and good deeds, would partner the development and growth of
the Group while contributing to nation-building.
82
Values
Integrity: We will be fair, honest, transparent, and ethical in our conduct; everything we do must
stand the test of public scrutiny.
Responsibility: We will integrate environmental and social principles in our businesses, ensuring
that what comes from the people goes back to the people many times over.
Excellence: We will be passionate about achieving the highest standards of quality, always
promoting meritocracy.
● Pioneering: We will be bold and agile, courageously taking on challenges, using deep
customer insight to develop innovative solutions.
● Unity: We will invest in our people and partners, enable continuous learning, and build
caring and collaborative relationships based on trust and mutual respect.
Culture
The Group operates in more than 100 countries across six continents, with the mission" To
improve the quality of life of the communities we serve globally, through long-term stakeholder
value creation based on Leadership with Trust." The core values the Tata Group believes in are
Integrity, responsibility, excellence, pioneering, and unity
Business Overview
There are 28 publicly-listed Tata enterprises, including Tata Consultancy Services, Tata Motors,
Tata Steel, Tata Chemicals, Tata Global Beverages, Titan, Tata Capital, Tata Power, Tata Advanced
Systems, Indian Hotels, and Tata Communications. The business verticals under which Tata Sons
operates include IT, Steel, Automotive, Consumer & Retail, Infrastructure, Financial Services,
Aerospace & Defence, Travel & Tourism, Telecom & Media, and Trading & Investments. Some
Important firms are described below
Tata Motors Limited, formerly Tata Engineering and Locomotive Company (TELCO), is an Indian
multinational automotive manufacturing company headquartered in Mumbai, Maharashtra,
India. Its products include passenger cars, trucks, vans, coaches, buses, sports cars, construction
equipment, and military vehicles. It acquired Jaguar Land Rover in 2008.
Tata Chemicals- It is headquartered in Mumbai, India. The company is one of the largest chemical
companies in India with significant operations in India and Africa. Tata Chemicals has the second
largest soda ash production capacity plant in India.
Tata Consultancy Services- Tata Consultancy Services Limited (TCS) is an Indian multinational
information technology (IT) service and consulting company headquartered in Mumbai,
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Maharashtra, India. It is a subsidiary of the Tata Group and operates in 149 locations across 45
countries. TCS is among the top two Indian companies by market capitalization.
Key Subsidiaries
Source: Finshots
BigBasket: Tata Group, as part of the strategy to enter the digital space with a total thrust to
form a super app, has been quite aggressive in acquisitions. BigBasket was acquired by Tata
digital recently, and 64% of the stake was acquired as per reports.
1mg: This was the second biggest investment by tata digital as part of its transformation. This
acquisition will place the Tata group well in the booming online pharmacy market
CureFit: This was also acquired by Tata Digital, and the co-founder of CureFit Mukesh Bansal
would be joining Tata Digital as a president
TCS and Airtel partner to create an indigenous 5G rollout plan across India.
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Tata group is known for its social work and CSR activities. Almost greater than 2/3 of the stake
in Tata group is owned by Tata Trusts. All the Tata companies were quite active in helping out
the people and country during Covid.
Key Financials
Key Financials as per Annual Report
Market Cap Annual Revenue PBT PAT
TCS $ 169.2 Billion Rs 135963 Cr Rs 40902 Cr Rs 30960 Cr
Tata Motors Rs 102082 Cr Rs 46559 Cr Rs –(2312) Cr Rs –(2395)Cr
85
Know Your Company
Vedanta
Introduction
Vedanta is a multinational company with a diversified portfolio in natural resources. They have
an employee base of 65000 with operations in minerals, oil, and gas and primarily operate in
India, Africa, Ireland, and Australia.
The company is primarily owned by the family of Anil Agarwal through Volcan Investments, a
holding vehicle with a 61.7% stake in the business. Vedanta Limited (formerly Sesa Goa / Sterlite)
is one of the many Indian subsidiaries of Vedanta resources and operates iron ore mines in Goa.
Key Officials
Name Designation
Anil Agarwal Executive Chairman
Sunil Duggal CEO, Vedanta Limited
Navin Agarwal Executive Vice Chairman
Madhu Srivastava Group CHRO
Ajay Goel Deputy CFO
Ajay Kapur CEO, Aluminium and Power
Sauvik Mazumdar CEO, Iron Ore Business
Pankaj Kumar CEO, Sterlite Copper
Values: Trust, Entrepreneurship, Innovation, Excellence, Integrity, Care Respect.
"We are empowered to drive excellence and innovation; we demonstrate world-class standards
of governance, safety, sustainability, and social responsibility. Our business was built with a
simple mission envisioned by the Group's Chairman, Mr. Anil Agarwal – To create a leading global
natural resource company."
Culture
Vedanta is focused on giving back to society. Teamwork plays a pivotal role at Vedanta to grow
with sustainable development at its heart. They foster a culture of transparency in all the
interactions and provide open communication platforms at the workplace. The decisions of
Vedanta are focused more on the people who are the heart of the Organization.
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Business Overview
Vedanta Limited (Group Highlights):
● India's largest zinc-lead miner.

● Has around 78% market share in the zinc industry
● Top 10 silver producers globally
● Vedanta's Oil and Gas operations comprise 26% of India's production
Hindustan Zinc
● 1.2 million tonnes of capacity per annum

● Facilities in Rampura Agucha, Chanderiya, Dariba, Kayad, and Zawar in Rajasthan
● Silver Refinery in Pantnagar, Uttarakhand
Vedanta Zinc International
● For international operations predominantly in South Africa, Namibia

● Employs around ~2700 people majorly localities of South Africa.
Cairn Oil & Gas
● Largest Private sector producer of Crude Oil in India

● Merger with Vedanta happened in 2017
● Assets present in Rajasthan, Andhra Pradesh, and Gujarat
Key Subsidiaries
The list of subsidiaries of JSW Group are as follows:
Hindustan Zinc Electrosteel Steels BALCO
Cairn India Holdings limited Ferro Alloys Corporation Bellary Steels and Alloys Ltd
Sesa Resources Limited Thl Zinc Limited Sterlite Infra Limited
Sterlite Copper Malco
Vedanta looks to focus on long product steel with upcoming capacity

The firm will enhance facilities to high carbon electrical steel, other value-added products. It is
working to double capacity to 3 million tonnes for which it has invested Rs 3,000 crore
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Vedanta recognized by the Gujarat government for its Covid relief initiatives
Vedanta spent over Rs400cr on Covid-related initiatives and has rolled out one of the most
extensive vaccination drives for its employees, their families, and business partners.
Vedanta ramps up oxygen supplies amid a surge in COVID-19 cases

Sterlite Copper, which has one of the most extensive oxygen facilities in the country at
Tuticorin, has reached out to the Tamil Nadu government and Union Health Minister Harsh
Vardhan with its offer to help, seeking approval to operate its 1,000 tonnes per day oxygen
plant to meet the rising demand
Hindustan Zinc appoints women as underground mine managers

Rasakatla assumed the role of mine manager of HZL's Zawarmala mine, while Rane is appointed
head planning & development for Kayad mine. Both the women are also the first women in
Indian mining to receive the 'First Class Mines Manager' certificate of competency in the
"Unrestricted" category
"Retaining the trust of our host communities is central to our ability to do business. In many
instances, we are the primary economic driver where we operate. This places us in a unique
position to impact local communities' lives significantly, whether as employers and business
partners or through our community development interventions. We take this responsibility
seriously and endeavour to fulfil our role in a manner that upholds the dignity of all our
stakeholders and allows us to live up to our values." – Vedanta CSR
Some Measures taken by Vedanta in recent times:
• Vedanta ramps up oxygen supplies amid a surge in COVID-19 cases

• Vedanta recognized by the Gujarat government for its Covid relief initiatives
• Vedanta Group announces Rs. 5000 crore social impact program 'Swasth Gaon
Abhiyaan
• Vedanta opens its second COVID Hospital in Odisha in June 2021
• Vedanta Aluminium Business recycles 16.5 billion liters of water in FY21
Key Financials
Net Worth (Cr) Annual Revenue (Cr) EBITDA (Cr) PAT (Cr)
Vedanta Limited 46764 86863 27341 12151
88
Know Your Company
Tata Trusts
Introduction
In a country that is home to the world’s second-largest population, when one of its largest
enterprises providentially happens to be a philanthropic organisation, it raises hopes for a
promising and sustainable future. For people across the country, the Tata Trusts symbolise
humanitarianism and personify the prodigious force that advances new frontiers of social and
economic development.
Through the century, the Tata Trusts have constantly endeavoured to achieve societal and
economic development for attaining self-sustained growth relevant to the nation. They support
an assortment of causes such as health, nutrition, education, water and sanitation, livelihoods,
social justice and inclusion, skilling, migration and urbanisation, environment, digital literacy,
sports, arts, craft and culture, and disaster management to name a few.
To the Tata Trusts, each developmental challenge is a clarion call for designing interventional
programmes and initiatives that stay sustained over the necessary period. Their numerous
interventions address several of the United Nations Sustainable Development Goals, and stand
testimony to the Trusts’ process compliance and their ability to take risks and demonstrate proof
of concept at scale. Notwithstanding their presence and contribution in ongoing developmental
projects, the Trusts clearly define an exit route for themselves once their programmes achieve
the desired traction and scale of operations.
With several new strategies and solutions lined-up within each portfolio, the Trusts are marching
towards achieving their mission of positively and sustainably impacting 100million lives by 2021.
Tata Trusts holds 66% of the equity capital of Tata Sons, the holding company of Tata Group.
Tata Trusts comprises of many allied trusts, which are categorized under two major Trusts:
● Sir Ratan Tata Trust and Allied Trusts
● Sir Dorabji Tata Trust and Allied Trusts
Sir Dorabji Tata Trust And Allied Trusts
● Sir Dorabji Tata Trust
Sir Dorabji Tata Trust, one of India's oldest and non-sectarian philanthropic organisations, was
established in 1932 to catalyse development across the nation through contemporary initiatives.
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● The JN Endowment for the Higher Education of Indians
The JN Endowment for the Higher Education of Indians has been helping Indian students since
1892 with loan scholarships for higher studies. People consider it a matter of pride to be called
a 'JN Tata Scholar'. There are more than 4,800 JN Tata Scholars all over the world.
● JRD Tata Trust
Founded in 1944, this Trust offers institutional grants with a focus on overall developmental
issues. Additionally, the JRD Tata Trust gives scholarships for studies in India.
● Jamsetji Tata Trust
Founded in 1974, this Trust offers institutional grants that are centred on overall developmental
issues and has the same programme mandate as the Sir Dorabji Tata Trust. It also gives free
grants to select JNT scholars.
● JRD and Thelma J Tata Trust
Aimed at promoting the welfare, education, health, rehabilitation and overall upliftment of
women in India, JRD Tata established the JRD and Thelma J Tata Trust in 1991.
● Tata Education Trust, Tata Social Welfare Trust and RD Tata Trust
The Tata Education Trust, Tata Social Welfare Trust and RD Tata Trust were created in 1990. Their
primary focus is institutional grant making.
● Lady Tata Memorial Trust
The Lady Tata Memorial Trust, established in 1932, funds individual scientific research into
diseases of the blood with a special reference to leukaemia internationally, and individual /
institutional scientific research for alleviation of suffering due to other diseases in India.
● Lady Meherbai D Tata Education Trust
Established in 1932, the Lady Meherbai D Tata Education Trust empowers young Indian women
through higher education. It extends scholarships to graduates, from recognised Indian
universities, for pursuing higher studies abroad.
● Tata Education Trust, Tata Social Welfare Trust and RD Tata Trust
The Tata Education Trust, Tata Social Welfare Trust and RD Tata Trust were created in 1990. Their
primary focus is institutional grant making.
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Sir Ratan Tata Trust And Allied Trusts
● Sir Ratan Tata Trust
Established in 1919, the Sir Ratan Tata Trust is one of the oldest philanthropic institutions in
India, and has played a pioneering role in changing traditional ideas of charity.
● Navajbai Ratan Tata Trust
The Navajbai Ratan Tata Trust, founded in memory of Sir Ratan Tata's wife Navajbai in 1974,
works together with the Sir Ratan Tata Trust to bestow grants.
● Tata Education and Development Trust
Set up in September 2008, the Tata Education and Development Trust's activities are multi-
faceted in nature and promote social welfare, while placing considerable importance on national
development.
● Bai Hirabai J. N. Tata Navsari Charitable Institution
Bai Hirabai JN Tata Navsari Charitable Institution was established by a deed of trust dated
December 7, 1923, and has had the same Board of Trustees as that of Sir Ratan Tata Trust.
● Sarvajanik Seva Trust
The Sarvajanik Seva Trust was registered as a public charitable trust in 1975 and provides grants
to individuals for reimbursing costs incurred towards medical treatment, besides giving grants /
scholarships to deserving students to pursue higher studies in India.
Key Officials
Mr. Ratan N Tata, Chairman
Srinath Narasimhan Mehrab Irani Rukshana Savaksha Ashish Deshpande
CEO Group CFO CFO and Company Secretary
Mission And Vision
The guiding principle of Tata Trusts has been the philanthropic vision of Jamsetji Tata.
“There is one kind of charity common enough among us, it is that patchwork philanthropy which
clothes the ragged, feeds the poor, and heals the sick. I am far from decrying the noble spirit
which seeks to help a poor or suffering fellow being.
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However, what advances a nation or a community is not so much to prop up its weakest and
most helpless members, but to lift up the best and the most gifted, so as to make them of the
greatest service to the country.”
KEY Engagements
Tata Trusts have been engaged in 15 key sectors:
● Healthcare
● Nutrition
● Education
● Livelihood
● Water, Sanitization, and Hygiene Education
● Digital Transformation
● Migration and Urban Habitat
● Environment and Energy
● Environment and Energy
● Social Justice and Inclusion Sports
● Skill Development
● Sports
● Art and Culture
● Disaster Relief and Rehabilitation
● Institutions
● Individual Grants
KEY Initiatives
● Tata Trusts upgraded four government hospital buildings as COVID-19 treatment centres
in Uttar Pradesh and Maharashtra in August 2020
● Tata Trusts gave business training to uneducated women in setting up new handloom
business amid the pandemic, through 'Antaran Artisan Connect' in June 2020
● Tata Trusts with the Government of Goa's Systemic School Improvement program
conducted online classes by 10,500+ teachers by government and aided schools in May
2020.
● Tata Trusts announced a donation of INR 500 crore to fight the COVID-19 crisis in India in
April 2020. Read More
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Key Financials
Sir Dorabji Tata Trust And Allied Trusts
The total disbursals made by the Trusts during the year were INR 4,661.06 million (US $66.59
million). Disbursals of INR 4,106.65 million (US $58.67 million) were made on all programme
grants during the year. Small grants touched INR 29.70 million (US $0.42 million).
The total disbursals to individuals amounted to INR 524.71 million (US $7.50 million).
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Sir Ratan Tata Trust And Allied Trusts
The total disbursals made by the Trusts during the year were INR 10,944.38 million (US $156.35
million). Disbursals of INR 10,275.68 million (US $146.80 million) were made on all programme
grants during the year. Endowments to the tune of INR 67.50 million (US $0.97 million) were
made and small grants touched INR 0.50 million (US $0.007 million).
The total disbursals to individuals amounted to INR 600.70 million (US $8.58 million).
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Aditya Birla Group
(Hindalco)
Divij Kishore Jain
B.A. (Hons. - Economics), University of Delhi
Sector - Metals and Manufacturing

Function - Marketing Strategy
Project -New Product Development
Q1. What were the motivating factors behind choosing Gen-Man as a career option?
I will try to be very honest here, I am still confused about what I want to do, and General
Management allows you to explore whatever. Generally, you will be switched from domain to
domain in one year in the General Management role. Later you will be assigned to a business,
and I don't think any domain would ever offer you this flexibility.
Q2. As per your experience, when is the right time to start summer preparation and
how should we really go about it?
1. Know the company's background, business, and position in the past and present as well.
2. Focus on HR based questions (your answers should match their values as they look for a
leader for their business)
3. General awareness and opinion about things happening in the country will help
Q3. Can you shed some light on the summer selection process experience?
The first thing was CV shortlisting. We had to appear for a psychometric and logical reasoning
test for further shortlisting. Then we had a case-based GD round, and we were given a minute
to read through and discuss.
GD Topic: Struggling Beverage Company
On the next day, we had our final interview.
Interview Questions:
1. HRQs (a lot of them)
2. How can you relate your past experiences with future goals?
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Q4. Share some highlights from your internship experience.
Overall, it was a very diverse experience. Talking about the project, I got to work with Hindalco's
Aluminium business. My project was about formulating a go-to-market strategy. I got to choose
this project from available options. Leaders at ABG always have their doors open. However, it
gets a little tricky in an online platform to reach out to people. We had access to all the past data
from different people on request. They also tried to keep us engaged in HR activities. We had a
networking session every Thursday to get to know other interns at ABG. We also had Speaker
sessions every Monday, wherein we interact with people at the group level. We also got to
interact with CHROs of the group itself, which helped us think of everything from the overall
company prospect and not restrict ourselves to the assigned project.
Q5. Which courses were helpful during the internship?
Marketing, Manager Computing, learn PowerPoint.
Q6. Any suggestions for future batches?
I agree that an online MBA has made our learning a slightly less experienced one, but the good
part is you're not alone in this. So please try to be in touch with your fellow mates, as they are
the ones who can sympathize with you. Don't worry much this online experience start to seem
natural very soon. During your internship, it is essential to get clarity about your deliverables. It
may seem very tough initially. It will be a good idea to keep in touch with your manager/mentor
both formally and informally. Communication is of paramount importance in the workplace.
Always make sure that your manager is aware of your progress in projects.
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Aditya Birla Fashion & Retail Limited
Shefali Chhaya
B.A. (Travel & Tourism)- Amity University, NOIDA
Sector: Fashion Retail

Function: Digital and Tech Marketing
Project: Build a VR store for fashion; Leveraging salespeople for generating market trend insights
Q1. What were the motivating factors behind choosing Gen-Man as career option?
General management gives the exposure to multiple functions and sectors, and the flexibility to
move across sectors. Working with big group companies.
Q2. As per your experience when is the right time to start summer preparation and
● Maintain a record where you note all the company details

● Have strong awareness on your HRQs, be thorough with the answers
● Attend mock GDs and mock PIs conducted by SMAs.
● Know each detail of every point mentioned in your CV
Post CV shortlisting, there is a test of two parts, the first was logical reasoning based, and the
second is psychometric.
The next is a GD round. ABG’s GD is a case-based one, a case of 2 to 3 pages is given. It is

suggested to have a broader perspective in the arguments. It is also important to understand
the opposite idea of the stance you take as companies look for people who can understand a
situation from as many perspectives as possible. GD is very instrumental in the selection to a
General Management role. Ensure that hygiene points are being adhered to, like not cutting
other participants out, being polite, etc.
For PI, know your CV inside out, know the company details, and instances of leadership behavior
demonstrated.
Marketing and Strategy as much was relevant to the project; Managerial Computing
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The manager is a key part of your internship experience and outcomes, so having a supportive
manager helps. Also important is the communication one maintains with the manager, which I
started building prior to the internship. Diligently understanding the project deliverables,
understanding the challenges involved, and identifying what the intern’s contribution is going to
be/expected props the project outcomes. I communicated with my manager periodically,
irrespective of the solicitation of updates which helps in staying on track of the project
deliverables.
The best part: Getting to interact with the CXOs directly, gaining practical experiences of the
business world
Toughest Challenges: Covid affected Industry challenges, Communication in the online, digital
setup
Do not start late on the company preparation part, do not wait for shortlists for doing so. Talk
to PGP2s wherever required. Do not try to be someone else in psychometric tests and HRQs. Try
to be authentic.
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Adani Group
KUMUD CHOUDHARY
B.Tech. (ECE)- IIT Roorkee
Function: Financial Modelling

Project: Undisclosed
General Management offers the opportunity to have an experience associated with diverse
areas rather than one. The role provides you a perfect balance in terms of the job role you seek
and the lifestyle you want. Hence these are trigger points that contributed to the decision of
going for the General Management role. Owing to the UPSC preparation I did beforehand,
General Management seemed to be quite compatible with the interests I had.
Usually, the preparation for GD starts a month prior. It is not necessary that you dedicate too
much time to it, but you should start giving at least 5minutes to it every day so that you get into
that mindset. Having the right mindset is very important for both GD and interview and hence I
would suggest everyone opt for mock GDs and HRQ preparation at their own pace. Maintain
regularity so that the stress doesn’t get built up and you can maintain your calm and composure
during the process. Having an overview of all the domains and being updated with current affairs
is necessary and that’s what you should aim for during the preparation
The General Management role is never just about a single domain, and you get the taste of that
when you sign up for the General management. I had a similar experience during my internship,
despite being a financial modeling project I was involved in the marketing part of it too. So, it
provided me the overall exposure that I expected. But yes, the surprise element of General
Management was there too, since it was quite unexpected that I was a part of a financial
modeling project in a General Management role.
Strategy Management, Corporate Finance
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The role demands you to be a mature, reliable, and responsible person, so make sure you do
focus on that. Do go through the company profile before you indulge in the process. Often the
interviewers know what they are doing and it's good to let them decide for you. If they don't
select you, it's probably because they can see you won't be fit or satisfied or happy in that role.
And if you aren't fit for that role, you don't want to be there either! And you may not know that
yet because you haven't experienced that role, but they have. So, relying on their judgment can
often be a good strategy to ease the stress.
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Airtel
M Vinay Pratap
B. Com (A&F)- D.G. Vaishnav College
Function: Finance and Strategy

Project: Market Expansion Project
It is a dynamic field with exposure to multiple areas, moreover a long-term prospect with great
work-life balance.
I spoke to the PGP2s who interned in the company in the previous year, in order to fully
understand the work culture, projects, and what they are looking for. Since I have a B Com
background not a lot of preparation is required for the corporate finance role but a thorough
understanding of the basics is required. The primary focus should be company-related
information and HRQs, as the interviews are generally very HRQ driven, while answering HRQs
one should try to incorporate the mission and vision of the company into their answers.
I started the preparation about 1-1.5 months prior to the placement process.
Q3. Can you help us in bifurcating the key practices during preparation that were
handy for interview and internship?
Try and do as many GDs as possible and take their slots as quickly as possible. It doesn’t matter
how much prep you have done just take the slot and go for the GDs. On the final day, there will
be a lot of GDs so stamina is also needed.
CV Shortlisting and Interviews. (NEED TO RECHECK). A few finance and economic-based

questions and a high preference for HR-based questions.
The internship was a very self-driven internship wherein the goals were set with the manager
initially and then you have to communicate with them regarding the problems and milestones.
There is not a high degree of control as the initiative is expected from you. There was a high
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degree of flexibility in the project with respect to how I wanted to proceed considering there
wasn’t a lot of data or metrics available at that point.
Strategic Management and Basic Frameworks of most courses
Don’t take too much pressure. Speak to them PGP2s for the information, since it’s online the
interaction is low but try to network particularly for the company you’re trying to go for.
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Amway India
Akshay Hirekhan
B. Tech- MNNIT Prayagraj
Sector: Innovation & Science

Function: Strategy
Project: Marketing and Strategy (Food and Wellness)
General Management gives you an opportunity to work with the top management of the
company and you also get to handle the project on your own, so it creates a sense of ownership.
Also, you get to work in multiple domains which overall enhances your skills.
The following sources were helpful during the whole process:
1.Case preparation is essential (Case booklet shared by Consult club)
2.Did some courses on strategy management from Coursera
3.Did company-specific preparation and tried to align my answers with the company values.
4.HRQ preparation is a must for the General management role. They play a very important role
in the entire selection process.
The right time to start preparing for the summer placements: Sooner the better. Generally, it’s
better to start the preparation at least 1.5 months ahead of the placement process.
Q3. Can you shed some light on summer selection process experience?
Shortlisted and then Direct Interview
My internship was in a strategy role and specifically in marketing- strategy. It required a lot of
research and development since the internship focussed on launching new products and
identifying new product categories in foreign markets (Indonesian and Brazilian markets). The
main role was to identify whether we can capture these markets by launching similar products
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as existing competitors’ products or whether we should altogether launch a different product
line.
Q5. Which courses were helpful during internship?
Marketing (Kotler)
Q6. Any suggestions for the future batches?
For a general Management profile, Prepare your HRQs thoroughly. Once you get the shortlist
discuss with your seniors who have already gone through the process in the same kind of
profiles so that they can guide you better. Start your preparation as soon as possible.
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Bajaj Finserv Ltd.
Kuldeep Kumar Bagri
B. Tech (EE)- IIT Roorkee
Sector: Gen Man

Function: Strategy
Project: "Evaluating insurtechs & their capabilities in the long-term strategy for BFS"
General management provides work life balance and allow you to think in a broader perspective
by providing you to work on various functions and occupy holistic learning. It helps you
connecting the dots on a wider picture. There are plethora of rules and functions, and you get
to work in marketing division, HR division, and finance division.
You should start preparing as and when you done with your CV. You can start with KYC- Know
your company, their annual reports, their objectives and mission and vision. Properly focus on
HRQs, refine, and personalize your answer as per the companies’ preferences. Get an idea about
the values of companies or focus area which the organization values the most and may affect
the decision while selecting you.
Q3. Can you help us in bifurcating the key practices during preparation which were
GDs, Case Studies, and HRQs are the most important component for General Management. As
they don’t ask you any intellectual questions, they judge you on a behavioral aspect and your
thought processes which gets build up slowly and mould in an experiential learning
environment. So, just keeping working on HRQs on daily basis and GDs. GDs are not a place
where you have thrown your knowledge, they give more preference on how to portray
yourselves in a group setting, how you balance your and other points and opinions.
Selection pressure is well structured, and you can take help from the people who get placed,
learn from their mistakes or strengths which may complement you.
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Q5. As per your experience what kind of traits and qualities are demanded by the
role?
They look for clarity of thoughts, you should be very clear what you are doing and where are you
going if you are choosing any decision, be it during the internship selection process or during
working with the organization.
Secondly, they check how confident you are about yourself, what you say, what you preach, and
how you explain yourself in front of them.
My internship experience was quite smooth. They have even built-up motivation in us by
informing these projects are not just for the sake of completing the program, but they use them
in real life scenario also. We get to work on reports which helps us to bring more insights. They
helped me on a personal level also by working on my goals, prioritizing them, and weekly
feedback was also provided. My perception on general management remained almost the same.
They believe in the quality of work, never hesitate to ask for time in the initial stage only was one
of the learning. I actually strengthen my thought process relating to general management.
First courses are good enough to equip you with basic knowledge, you just have to select or
prioritize a bit which course will help you as per your requirements. Like whether marketing or
operations related and then compliment them with case-based studies to give a broader and
more practical approach.
I would suggest study together it will help you bring a multidimensional thought to the table. It
helps you broaden your skillset. Don’t worry too much about grades, just give your best.
All the best!!
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Bharat Petroleum Corporation Ltd.
Aravinth Sriram P
B.E. (Mechanical)- Kongu Engg. College, Anna University
Sector: Industrial & Commercial

Function: B2B marketing
Project: Finding & gauging the potential of clientele for HSD (Diesel)
One motivating factor was the role flexibility it offers, I didn’t want to be stuck with one domain
and doing monotonous work. Also, many of the companies groom their recruits for leadership
roles so this was a motivating factor for many of us.
Starting 40-45 days before the placement process will do the work if you take out one hour every
day for the preparation.
The preparation strategy should be like attending an adequate number of GDs, especially the
chairman GD where they will test your decision-making abilities and prepare HRQs really well as
Gen-man companies look more for the soft skills. Those with prior work experience should
prepare their work-ex points in detail.
Maintaining discipline during the GD, try not to cut others in between. Trying to be ethically right
or at least pretend to be ethically right. Take your chances and speak your points during GD
otherwise, you might lose your points to someone else and try to add to the discussion don’t say
any point very different from the discussion.
Interviews are most like B-school interviews, apart from your knowledge and your achievements
they try to know what kind of person we are, so prepare HRQs and have a rough idea about what
you will speak in reply to HRQs. Listen to the question carefully and don’t frame your answers
by listening io alf the questions only.
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The selection process of BPCL was the first round of shortlisting and then straight to interview.
The interview questions were mostly HRQs, and questions based on my CV.
1. Why do you want to join this role?
2. How will you leverage your experience in our organization?
3. Nothing technical
4. Not much about the company
5. Personal
role?
BPCL has a different culture, so they want people who are organized, proactive, show interest in
the work but at the same time not too dynamic.
My internship was half offline and half online. Initially, I was supposed to work on the business
potential around the territory (Chennai), especially the ports but after one week I realized that
there is not a lot of scope in the project, so I asked my mentor to change my problem statement
and he was pretty flexible and changed the problem statement. The new project was finding and
gauging the potential of the clientele for HSD. Territory managers were really helpful and taught
me how to approach these clients. I had an opportunity to talk with a lot of clients including
FMCG, Automobiles, etc. The difficulty I faced was in data collection as there was no previous
data available, so I was responsible for how to frame this data and process of data collection,
but people were helpful and helped me in this. The review process was smooth. My mentor used
to review my task every 3-4 days and, in the mid-term review they had their own feedback, and
it was really helpful. The end-term review was also smooth, and they focused on both areas, the
things I am good at and where I need to improve.
Managerial Computing, WIP (helps in PPT), OB courses, Strategic Management & Finance courses
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Focus on HRQs get them reviewed by PGP2s because you may find something very appealing,
but another person may have a converse opinion. Be genuine, consistent. Attending a lot of
mock GDs will help you break the ice during placement GD, stick to your stance, you may be
wrong, but it shows your genuineness. For an interview, if you have work experience, prepare
that thoroughly and put your answers in a way that they can understand, try to show them that
you can handle a team and you have leadership skills. Sometimes you might not get the domain
you wanted in your internship but give it your all and try to work hard towards completing the
project.
All the best!!
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JSW Group
Ashish Nautiyal
B. Tech- MNIT Jaipur
Project- Undisclosed
Ashish has a background in the technical domain and has work experience of over three years.
In order to best leverage his previous work experience and find an overlap with his technical
skills, a career in the realm of General Management best suited him. By opting for the JSW group,
he was able to apply himself in projects pertaining to sustainability. Additionally, Gen-Man by its
virtue of providing a diverse set of experience also lays out a fast-track to leadership roles.
Group Discussions and HRQs play a pivotal role in the shortlisting process. The trick to getting
into a good Gen-Man firm is to nail the HRQs. Drills like practicing talking in front of a mirror
could help. Now is as good a time as any to get started on the prep.
handy for interviews and internships?
Advised to start interacting within groups and practice in front of a mirror. A word of caution to
not keep Gen-Man as the only option and also to prepare for other roles alongside. Confidence
is key. They expect us to portray a personality suitable to delegating works to others within the
organization.
Getting through the shortlist is the toughest part. And hence, it can’t be reiterated enough times
that HRQs are important since they often form a key criterion for the initial shortlisting.
role?
The most important personality traits as briefed by Ashish are confidence and the ability to
delegate work to others.
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Q6. Share some highlights from your internship experience
At JSW, Ashish was involved in a consulting role. So, he got to interact with quite a few consultants
which he remarked was an enriching experience.
In terms of the final assessment, another helpful tip is regarding the presentation of the work
performed by oneself, which could also help in securing a placement in the future in the same
firm. Presentation matters a lot. Something to keep in the back of our minds.
Courses such as HRM and ID were important. He advises us to immerse in the case studies to
reap the most benefits out of these courses. Also, having a good grip on finance concepts helped
him during his experience.
For the future batches, some beneficial tips are to diversify the portfolio as much as possible, to
pay attention towards case studies, to get a good grip on financial concepts and most
importantly ‘to be confident and to portray confidence’.
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JSW Group
NITHIN NASSAR
B. Tech (Mechanical)- College of Engineering Trivandrum
Function: Sales and Marketing

General Management was the role which was most compatible with my profile and hence an
opportunity to follow the trajectory suitable to the pre-existing profile. The program also
provides an overall view and knowledge which is perfect match for General Management roles.
The preparation should start from the very moment you start writing your HRQs. The interview
is majorly HRQs and hence you should be very thorough with that. Post that GD
preparation should start a month prior. For GD prep try and participate in ample number of GDs
conducted by career clubs. You should work on your domain specific knowledge and current
affairs for the same. Interview preparation can start a little late if you’ve had the chance to
prepare your general and company specific HRQs during early September itself.
It was a good experience overall. Owing to the Covid scenario, the opportunity to select project
as per preferences was affected but still weightage was given to the top 3 preferences of the
candidate. Apart from this the project provided an opportunity to work more on the strategy
and business development side along with the sales and marketing part of it. This diverse
experience was helpful and challenging, catering to an overall exposure in a short duration.
Strategy Management, Basics of Marketing and Finance
General Management roles usually look for leaders who have the tendency to take up initiatives.
So, make sure you do highlight that. Apart from that you should go through the company profile
thoroughly before going for the process, so that you are aware of the kind of cultural fit they are
looking for. Be the leader they are looking for and pull the right strings during the interview, the
rest of it will automatically fall in place.
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Mahindra Group
Vignesh Rengaraj
B.E. (ECE)- Anna University
Function: Technology
Project: Use of AI technology to solve existing business problems
My interest was in product management. However, I learned that one should consider Marketing
& General Management while preparing for an internship because they have a low barrier to
entry. In Gen Man, you should understand your role very clearly. General Management has a
niche requirement, unlike any other domain. In the first year, you are given roles across different
functions. Generally, the companies offering general management roles try to provide you with
a flavor of other functionalities in the initial year. Later, you will be allotted a function for 1 to 2
years to familiarize yourself with different domains. So that at the end of 7 to 8 years, you will
have a good picture of other functionalities. But, if you're not comfortable with such frequent
switches, then this role may not be a good fit for you.
One of the most crucial parts of preparation for General Management is the GD. These
companies have a separate GD process. In Mahindra's GD round, they gave a case and allowed
each of us to speak for 2 min then the floor was open for discussion for the entire group. Practice
as many GDs as possible. Apart from GDs conducted by clubs, try to plan your own GDs with
your groups. Also, have good knowledge of the company and different functionalities within the
company. Focus more on HRQs. General Management companies look for values in candidates
a lot, and they also look for cultural fit candidates
After CV shortlist, you will be undergoing a Psychometric test and Aptitude test. Then, you will
enter the GD round. Just think like a leader throughout the GD, be considerate of other's
opinions. The last round will be the interview round. Two rounds of interviews take place.
However, what you speak in the first 2 minutes of your interview decides the entire interview. I
talked about technology in the first 2 minutes, and the whole interview was about how I will use
the technology to solve various problems in Mahindra. Other than that, the interview revolves
around understanding your idea of leadership.
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At the beginning of the internship, my sector preferences were asked and based on it and my
profile suitability I was allotted a particular sector and functionality for my project. The initial
stage of my intern was about interaction with different stakeholders and getting the required
information for the project. My internship project was on solving their existing business problem
using AI technology.
In a General Management internship, you typically interact with the company's top leaders,
including the Managing Director, at times. It helps you understand the mission and vision of the
company. One advantage we had was that we could connect with any leaders in the company,
and believe me, these people are amicable and act like our colleagues. This interaction helped
me in understanding the expectation of the company from my project. Apart from this, I got to
interact with fellow interns working in different domains, which helped me understand other
company functionalities.
FRA, Managerial Computing, WAC, MAC
You should at least start your preparation 3-4 weeks before the actual process. The focus should
be more on HRQs, the company background, and GD preparation. In an internship, usually in an
office setup, it is easy to keep in touch with your mentor and colleagues, but you should be
proactive in an online mode to get things done. Timely follow-up and updates will work in your
favour.
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People Interactive (India) Pvt. Ltd.
Gowri Shankar
B.E (Automobile)- KCT Coimbatore
Sector: Services - Matrimonial

Function: Product Management
Project: Add Authenticity filters to profiles registered
‘Decode and Conquer’ is the must-read book to prepare for product management interviews.
Apart from that be thoroughly aware of the widely used apps. Think in terms of the
improvements that are possible for these apps. Attend mock interviews with Prodman club,
PGP2s and/or peers aspiring to get into prodman roles.
Post CV shortlisting, there were two interviews – technical first and HR next.
In technical round, you are given a problem statement and can be asked to build an app or a
feature. This is the most important round for selection. This is eliminative.
In the HR round, you may be tested on moral values through presenting moral dilemmas,
questions on the company profile can be asked.
With no prior experience in product management, there was a lot of learning to do even before
day 1 of the internship. When you are from an institute such as ours, you are expected to possess
skills of certain level and solve problems for companies, be ready with the necessary
preparation. A problem statement was given on day 1 and was asked to start working on the
solution. I had to do competitor analysis, research for which BRM course was helpful. When you
are working on a solution for a product, you need to be clear on what framework needs to be
applied and why. You need to be able to defend your frameworks as you need to present it to
higher leadership. Since most data is sensitive to the business, there is confidentiality involved
but if the data is essential for the project and the rationale can be backed up, it shall be provided.
Working in a start-up had its own advantages.
Best experience: The company enabled me to directly interact with customers which led me to
gather insights from users directly.
116
Most difficult challenge: With no prior experience in prodman, learning curve was steep in the
initial days.
Why Prodman as a career choice: With software engineering experience, a career in prodman
seemed relevant and interesting.
BRM and Marketing. No single course is alone helpful, concepts of multiple courses are
applicable in real business setup
Start preparing much before the prodman club allots slots for mock interviews. Due to the
demand for the slots, it is not guaranteed that a mock interview slot is allotted to you. In that
case give mock interviews to PGP2s, if possible, to peers too.
Don’t be insecure about getting a summer placement, you’ll be rewarded for your hard work and
skills. Keep working towards what you choose.
117
PUMA Retail India Ltd.
Manoram Bashal
Function: Marketing
Marketing and finance were two options that I was considering from the very beginning After
graduating, I had interest in banking sector. But preparing for civil services made me think
otherwise. Very soon I realized that marketing was more my cup of tea. Analyzing consumer
behavior etc. is more interesting and dynamic compared to the nitty-gritties of financing. Hence,
I opted for marketing.
It depends on the domain. The preparation starts as soon as you get to know about the process
itself. Say for example your field of interest is consulting, then watching videos of famous
consultants and the guidelines they follow etc. can be very helpful. For marketing it is a different
kind of a preparation. You have to analyze a lot of brands. It is about brand awareness, the more
you analyze the better it is for the interview process. A good timeline to follow for the preparation
would be 3 months in which 1 month is for group preparation and 2 months for core
preparation. A few pointers to keep in mind, go through the primer the clubs provide, solve a lot
of cases with the group and talk to the seniors.
There are few things that really helped me:
1. Solving cases with friends. It is like a proxy for the main day, so it helps a lot.
2. Going through the club primers. They were very helpful.
3. Talking to seniors who had done their internship in the same field. It gives you an edge in
the interview process over those who are not doing that.
The process was very overwhelming at first. Everything was happening online. No peer-to- peer
interaction was taking place either with our batchmates or with our seniors. So, it sort of was a
roadblock in the smooth functioning of the entire process. For me particularly, the first step in
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the process was CV shortlist. After that there was a video round where we were given a problem
statement and we had to solve it in one minute, record the video and send it to them. Then the
final round was the interview round where I was given a mini case to solve. I was also grilled on
my HRQs. The entire process is also a test of your mental strength. Nothing should discourage
you. You should just keep going and you will end up getting placed in a good company.
My internship experience was very smooth. It was mostly because the team was very nice and
supportive. There was communication across teams which helped me in getting some useful
insights and background knowledge of the company. In the internship you will get a chance to
apply what you learnt in first year, but maximum would be on the spot learning and learning on
your own the topics that were not taught in the class. In my case, 75-80% of the time I had no
idea what was happening. The concepts I knew couldn’t be applied in real life setting. So, I had
to start from scratch, do my own analysis, build my own frameworks etc. But if your mentor is
supportive, it becomes a smooth sailing process for you.
Just stay calm. The entire process is also a test of mental strength. Don’t let rejection get the
better of you. Hang in there, keep going and you will eventually land up in a very good place. It
all will seem very overwhelming right now, but remember you are not alone in this. Everybody
went through the same thing and are now placed in good companies. Just keep preparing and
remember that there is no substitute for hard work.
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RPG-SENSOR
Shobhit Singh
B. Tech (Mechanical)- MNIT Jaipur
1. Diversified opportunities in various domains like marketing, sales, strategy, and product
management etc., under a single general management umbrella
2. High visibility, interaction with top management, leadership roles in future
Why RPG?
1. RPG Is tech-based sensor designing company, that uses the ultra-modern technologies like
AI, Data sciences and the block chain technology
2. Top preference in cluster 2
1. Start right away after CV freezing

2. Form study groups and go through club primers and gather company specific information
based on shortlist
3. Attend mock interviews by various clubs and placecom
4. Gathering info on various companies
1. Read newspaper as to get general knowledge and information

2. Use library resources to get a basic info of what’s happening around you
3. Understand key initiatives by different companies and practices around the World
4. Prepare CV thoroughly
5. Go through consulting if interested, gives maximum scope for preparation and learning
6. Know the company and its policy statement and its top management
7. Talk to PGP2’s who had previous experiences.
8. Strategy planning for the preparation helped in the projects given in internship as well
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CV shortlist, GD, and panel interview
role?
1. Leadership
2. Patience and flexibility
3. Strategic mindset
4. Proactive initiative measures
5. Ready to adapt different domain role (strategy formation)
1. Only one to get selected from IIMA

2. Had opportunity to interact with interns of top B-schools of the country
3. Continued weekly interactions with other interns and HR even after internship program is
over
1. Strategic Management
2. Marketing
3. Business Research methods
4. Financial Markets
1. Be clear on What you want

2. Don’t try to attend all interviews of all domains
3. Be adaptive and flexible in exploring other options too.
Insights for CV variant – Gen Man:
1. Work experiences
2. Good POR, keep it at top
3. Internships / projects
4. Scholastic experiences
5. Extra curriculars
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Stryker India Pvt. Ltd.
Mohammad Irshad Ansari
Function: Sales and Marketing

Project: Market Strategy for approaching hospital chains and improving their relationships
I joined IIMA to get a deeper managerial expertise and General Management can help me
achieve that.
I focused on the GDs and Mock Interviews conducted by the various cells. People generally wait
for the last couple of weeks to do their GDs but in order to prepare for them effectively you
should start taking the slots as soon as possible. General Management interviews are primarily
based on HRQs and CVs so prepare them well.
One should ideally give 1-1.5 hours regularly for about a month and a half to comfortably finish
the interview preparation.
Prep Tips:
● Try and do as many GDs as possible.

● Read the newspapers regularly regarding the companies and the sector you want to go
for, these not only help in GenMan interviews but also other types of interviews.
● Prepare HRQs and CV well.
CV Shortlisting and Interviews of 30-40 minutes. Primarily CV based interview with an emphasis
on past work projects.
I have had experience in the Pharmaceuticals Industry hence I was directly put into the project.
There was a lot of freedom given from Manager’s side, they only intervened if the idea or
suggestion was unfeasible. I devised the strategy but due to the time constraint was unable to
see it through.
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Excel-Managerial Computing, Finance, and Marketing I & II
● Prioritize multiple areas for interviews and CVs

● Speak to them PGP2s about the process and learn from their experience
● The interview days will get hectic and you should be prepared for that
● The hype of cluster 1 is very high but don’t be worried if you don’t get an internship in
cluster 1.
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Akhil Varma
B. Tech + M. Tech (Energy Engineering)- IIT Bombay
Project: Confidential
General Management gives you an opportunity to work in different domains like strategy,
marketing, finance, Operations, etc. Generally, if you see any top management personnel, they
have acquired 3-4 domain knowledge before reaching that top position. So, I also wanted to
explore various domains before settling down to any particular domain and I feel General
Management is the best option that gives an opportunity to explore multiple domains.
The following sources were helpful during the whole process:
1.Case preparation is essential (Case booklet shared by different clubs)
2.Did company-specific preparation and tried to align my answers with the company values.
3.HRQ preparation is a must for the General management role. They play a very important role
in the entire selection process. Prepare 4-5 situation-based questions which can be applied in
almost all situations and will also help in tackling the interview in a better manner.
4. Read a lot of news and keep yourself updated with current affairs. A well-informed person can
confidently handle GD and interviews.
The right time to start preparing for the summer placements: The right time to start the
preparation is as soon as possible. Once the cv freeze happens, you should start working on
your HRQs and should not wait for the company shortlist to resume your preparation. The
preparation must go on daily basis either by solving cases or by keeping a tap on the daily news.
Discuss with your seniors who have gone through a similar process and prepare accordingly.
1.TAS’s summer internship process starts with an application form that contains your basic
details, CV, and HRQs. This was an elimination round.
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2. About a week before the Summers, the candidates were required to play some business
games (3 simulation games on an application). The final shortlist was announced a couple of
days before the interview process.
3. The 3rd round, chairman GD, was another elimination round. In a chairman GD, eight
candidates engage in 8 GD sessions of 15 minutes each, where one has to be the chairman in
each round and the remaining people act as executives.
4. There was one interview round at the end having both technical and HR questions.
I was working in Tata's newest venture (basically a start-up). This company is building a platform
for MSME companies in India. My work was in the strategy domain and I had the opportunity to
work closely with the chief business officers of Tata Group. In strategy, I was working towards a
customer acquisition strategy for the platform. It was a live project and the project is still in its
growth phase, so the impact is yet to be realized. Since it was a start-up project, I was given a lot
of freedom to decide the boundaries of the project, keeping the deliverables in mind. So, it gave
me a great opportunity to explore and enhance my learning.
First order understanding of all courses
For a general Management profile, Prepare your HRQs thoroughly. Keep yourself updated with
what’s going on around you by following news on daily basis. Be thoroughly aware of the
company and its recent developments. The next two months are going to be tough so it's very
important to take care of your physical and mental well-being. Don't let the stress become a
hindrance for you. Talk to people and share your feelings since the process is challenging as well
as demanding.
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(Tata CliQ)
Gagan Sain
B.E. + MBA (Integrated)- Punjab University
Sector: E-commerce
Function: Project management + Marketing
Project: Improving pre purchase experience of electronics shoppers
One motivating factor was the role flexibility it offers, it provides diverse experience and
opportunity to explore all kinds of management domains. Also, I was already interested in
marketing, so I knew which function I wanted to work in but still searching for a right industry
and I mentioned the same in my interview. It tests your ability in all kinds of domains.
Bring clarity. Decide which function you want to work in, at least shortlist 2 functions on your
priority list and start preparing for them as early as you can, no time is too soon, and nothing is
too late. During the process you should be able to gauge whether you are made for target
function or not, whether you actually want to do it or not. The preparation strategy should be
full of mocks, like attending an adequate number of GDs, especially the chairman GD where they
will test your decision-making abilities case preparation helps you at a bigger picture and gives
a long-lasting impact so do it seriously and prepare HRQs really well as Gen-man companies look
more for the soft skills. All this help you build leadership perspective, behavioral aspects which
interviews actually judge.
For GDs, practice ample number of chairman GDs they are crucial in an Genman process. They
judge you on basis of your behavioral aspect, how you behave when get cut off, how to manage
the comeback and how to maintain a positive environment around you.
So, here also the clarity will help a lot, like I know which firm I am targeting like the preferences
are set and function is defined so preparation for on would help in other. I prepared for
marketing that helped me in general management also.
126
The selection process of TATA CLiq, TAS consists of 4 rounds- written, gamification, chairman
GDs, and personal interviews. I loved the process personally, and nowhere in the panel I felt any
improvement can be done, it was very fulfilling. Chairman GDs is very helpful in avoiding
unnecessary chaos expected in GDs.
role?
It depends upon firm to firm, their core competence and kind of people they are looking for. But
there are generic things like honesty, leadership, and results oriented people.
Internship experience was completely online, so I missed those real time interactions. I was
directly under the guidance of Chief business officer. The kind of learning I gained under his
mentorship is irreplaceable. I gauged my strength and weakness and like I wanted to change my
career from product management to marketing. The firm provided me an exposure to project
management, and I had worked in healthcare, since I knew few things and new aspects also
pitched in, it was a wholesome experience for me.
Marketing courses inculcated in our IIMA curriculum were really helpful for me.
The biggest learning, I would like to give is believe in yourself, as during this running race people
lose their actual potential in worrying about tiny things. So make a plan, follow, adapt, and
progress. Communicate with your batchmates and PGP2s as much as you can , learn from them
about how to prepare or conduct mocks with them to follow continuous learning.
All the best!!
127
Mrigank Patel
B. Tech (CSE)- MNNIT Allahabad
1. Work life balance

2. Flexibility of hours
3. Time management
4. No exclusive preparation necessary
5. Work ethics.
Why TAS?
1. clustering – TAS @C2

2. Expected profiling of the company
3. Strenous selection process
4. Brand value Diversifed CV factor for final placements.
5. Rotate you in different companies within Tata group
1. Understand different domains from different club primers.

2. Realize two different domains that interests you and start preparing.
3. Attend mock interviews, chairman G. Ds by various clubs
4. Attend at least one H.R mock interview.
5. Read domain repository and mock interviews by Placecom.
1. Read newspaper as to get general knowledge and information

2. Use library resources to get a basic info of what’s happening around you
3. Understand key initiatives by different companies and practices around the World
4. Know yourself and your CV.
5. Talk to PGP2’s who had previous experiences.
128
1. Get shortlisted
2. Playing 3-4 mobile games.
3. 8-8-8 Chairman’s G.D – 8 cases, 8 different roles, 8 min each, 8 people.
4. Panel interview
role?
1. Sense of ownership
2. Leadership
3. Patience and flexibility
4. Enthusiastic and strategic mindset
5. Proactive initiative measures
6. Ready to adapt different domain role (strategy formation)
1. Online interaction
2. New ideas and initiatives appreciated by manager
3. Relationship with manager- giving subsequent projects and reviews
4. Subsequent research-oriented project and side project (Tech oriented project for
diversification) given by manager
1. HRM
2. Marketing
3. Interpersonal group process
4. ID
5. Citation and references in PPT’s etc.,
129
1. Be clear on What you want

2. Be focused and calm.
3. Don’t try to attend all interviews of all domains
4. Know that its okay to be scared when not shortlisted
5. Be adaptive and flexible in exploring other options too.
Insights for CV variant – Gen Man:
1. Good POR, keep it at top

2. Work experiences
3. Scholastic experiences
4. Extra curriculars
130
Sanat Chitanvis
B. Tech (Mechanical)- K.J. Somaiya College
The primary motivating factor for Sanat behind choosing Gen-Man as a career option is the
enviable work-life balance offered in this stream relative to other comparable alternatives.
Additionally, the cross-functional nature of work offered in this role lends a unique degree of
flexibility in terms of changing roles, diversifying the experience portfolio, and even switching
between companies with ease down the line. For candidates who may not be certain about their
specialization, Gen-Man offers an opportunity to get a hands-on experience to explore several
sectors.
Sanat advises to start off the preparation once the CVs are frozen. Even though Gen-Man doesn’t
have case studies as a part of the interview process, a good point to start is via consult case
preps which leads to a structured thought process essential for all interviews. For Gen-Man
specifically, HRQs and company specific preps matter most. For the latter, GMLC floats
documents having KYC which he recommends us to go through. However, in addition to the KYC,
it might be helpful to go through the companys values, the work they have been doing over the
past few years, challenges they are facing and trying to overcome etc, through sources such as
news articles. Having an idea about the top leaders in the Board of Directors could be really
helpful if used strategically in answering some questions.
HRQs matter a lot specifically for Gen-Man prep and one should try to incorporate some of the
company specific values while framing answers to these questions. Its of utmost importance to
prepare the HRQs ahead of time and to get them reviewed by PGP2s. Stories are a great way to
approach these answers and the Situation, Task, Action, Result(STAR) Framework could really
enhance the answers. ‘Extensively use stories.’
Reiterating the 2 key points mentioned in the previous answer, HRQs and company specific prep
matter most. A word of caution with respect to not devoting excessive time to Gen-Man
131
preparation. Also, it is recommended to make notes from articles or KYC information and to
organize those based on companies for ready reference.
Gen-Man, Niche and Synergy will be conducting GDs, which also form a key component of the
shortlisting process. The focus of each of these GDs is slightly different. Gen-Man GDs will be
focused more on structured solutions while marketing on the technical aspects. He recommends
us to attend 7-10 GDs to be well prepared.
The initial forms are in the form of HRQs. A lot of Gen-Man companies will have psychometric
tests and a couple of them use video games. For the psychometric tests, its recommended to ‘be
as honest as possible without being blatantly stupid.’
Honesty is preferred while answering psychometric questions since an attempt at creating a fake
personality for the sake of getting shortlist can display a lack of consistency in the answers. Post
the initial shortlisting which happens on Day 1, Day 2 usually is reserved for GDs.
role?
Taking initiatives and having new ideas are cherished attributes for an ideal Gen-Man candidate.
Sanat encourages us to think creatively and come up with as many ideas as possible even if they
don’t seem consequential. We should try to work upon these ideas and identify the flaws in the
ones which didn’t see the light of the day and learn from those.
Another essential quality tested during Gen-Man interviews is the ability to look at problems
from a birds-eye view and from the perspective of all relevant stakeholders. While preparing for
case preps, we usually tend to solve the problem within the constraints of the case, so its useful
to keep in the back of our minds that there are tons of other hidden factors influencing decisions
apart from the numbers present in the case studies.
On a lighter note, Sanat mentions that the memorable highlights of his internship experience
were when he was scolded by his manager for making an error. But hey, who learns without
making mistakes. What matters is to make a note of it and to learn from those and that’s what
we should do. He does mention than an online internship limits interactions that otherwise could
have been possible. However, if some initiatives are taken, the interns can arrange for an
informal event for networking purposes. Mid-reviews are of prime importance and play a major
role in shaping our efforts in a pointed direction and offers us a chance to course correct.
132
Strategic management was extremely relevant for Sanat since his internship was related to
strategy.
Marketing, especially marketing 2 also played a key role during his intern.
He recommends us to be thorough with managerial computing course as well since most of the
work during the internship is likely to revolve around some aspect of technology.
He did not personally find the Fin courses useful from an internship standpoint because of the
nature of his work.
‘Do not take a lot of stress and just give your best shot’. In the long run, some of the trivial aspects
will barely matter. He wants us to enjoy the process, even the stress interviews, which in fact
could be a great way to connect with the senior management. By interacting with the senior
management, we can get an idea about the way they think, talk, behave or approach a problem.
133
Vedanta Group
Garlapati Srikar
B. Tech (Mining Engineering)- IIT BHU
I was interested in General Management and Marketing field. I wanted more exposure in life. I
knew that General Management as a field would provide me ample exposure and opportunities
to showcase my talent. If we think of marketing, then it is limited as a filed. But general
management isn’t hence I opted for general management.
I think for starters you should get done with your HRQs as soon as possible. It will be helpful in
each and every interview so you should know them by heart. Coming to the time one should
devote to the preparation process then I am of the opinion that particularly for general
management one and a half month should be enough. To sum it up, get done with HRQs before
you get the indication to start preparing for placements and then second and the last step is to
start the full-fledged preparation one and a half months prior to start of the process.
There are few things that really helped me:
1. Thorough knowledge of the company is very important as in general management the only
focus is on you and the company.
2. Preparation for group discussion should start happening one month prior to the start of the
process.
3. There should be consistency in your CV.
For me the process was as follows-
1. CV shortlist
134
2. GD
3. Interview
Everything was virtual even then things were progressing very smoothly for me. Everybody was
very supportive. The HR people did commendable job in streamlining the entire process.
Something that I found very exciting was that I had to report directly to the top management. It
was an invaluable experience for me. I learnt so much from the people at the top. The way they
approached a problem, the way they dealt with obstacles in the process everything was very new
and exciting for me. Even my guide was very helpful. Overall, it was a wonderful experience.
The suggestion from my side is-
1. Be thorough with your CV.
2. Have an end to end understanding of the functioning of the company you are sitting for
3. You should know HRQs by heart.
4. This point is for when you have started your internship, don’t hesitate to ask for any help
or information from the seniors. First, it would save your time. Second, you will get some
insights which would be much more useful in your projects than internet information.
135
Vedanta Group
Pooja Udayabhanu
B. Tech (Civil)- NIT Calicut
Function: B2B Marketing & Supply chain
Project: Revamping Key account management & development of supply chain platform
Gen-man roles allow you to think in a broader perspective, rather than deep diving into one
domain you work on different functions, so it helps you understand how all things are connected
and how your decisions are creating impact on the organization.
I started preparing two months before the summer placement process.
So, one of the most important things for Gen-man is preparing your HRQs, preparing it
beforehand and refining it over and over again, if you are well prepared with your HRQs you are
good to go for the interview. Attend a lot of mock GDs and mock interviews as it helps you fine
tune your responses. Also, you need to know a lot about the company you want to enter.
For GDs, structure your thoughts properly, and be well prepared with industry related topics,
follow the news. For interview and internship, if you are sure enough about the function in which
you want to work you can tell the interviewers about that and prepare well for that.
The selection process of Vedanta was the first round of shortlist and then straight to interview.
The interview questions were based on my CV, my interests and HRQs.
1. Why do you want to join Vedanta?

2. Why Gen-man?
3. Marketing related question (I told them my preference)
136
role?
Hard work, during the internship it was very difficult to contact your seniors, especially in online
mode, as they were busy in their day-to-day activities you have to get all the details in the limited
chances of interaction you get.
I worked on two projects one was marketing oriented and another was related to supply chain.
So, for the marketing project I talked with many people even if they were my juniors as they
really helped me in getting required data and I needed them even after the first project was over
so staying in touch with everyone is really important. First project involved revamping the key
account management for some key customers, structuring the system, and setting the
guidelines for that. Second project was on demand of a client, it required me to develop a supply
chain platform for the client. Team helped me in getting the data for the similar projects. Overall,
it was a good experience!
Operations Management & Library resources
Start early because at the last moment things become difficult to manage. Focus on HRQs, it is
very important. Do not panic if you don’t get the shortlist from the desired companies.
All the best!!
137

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PrepGuide, General Management & Leadership Club (GMLC)

©2021 by General Management & Leadership Club

All rights reserved.

First Edition: August 2021

General Management and Leadership Club, IIM Ahmedabad

Vastrapur, Ahmedabad 380015

• Develop skills and enhance knowledge across multiple domains

HRQ & Form Submission

Round 1 Round 2 and so on…

1 min 6 min 1 min

So here are some general guidelines on writing the HRQs:

• Use the STAR framework to weave your story and answers.

What do you consider to be your most significant professional/academic achievements, and

● Select a couple of domains of your choice

● Extra information could be by exploring in summers (if given a chance)

● The STAR (Situation-Task-Action-Result) methodology works here in a nice way.

● User STAR methodology. It makes it easier to write the answer.

● DO NOT mention the first week/month of IIMA- too cliched

Write a paragraph on each of the following.

A. Pursued an idea or business goal to a conclusion.

● Any situation/initiative taken in your work-ex/internship.

B. Inspired people to achieve a goal.

● How the situation was tough to achieve the goal

What are your expectations from a summer internship program?

● Use the STAR approach to answer the question.

● Use the STAR approach to frame the answer.

● Try to use an example of work-ex, if not, then the latest internship.

● Try to give an example of work-ex/internship related experience

● Use the STAR approach for framing answers.

● See Question 10.

● See Question 11.

● Past work-ex/ internship experience

● See Question 17.

3. Describe some of your successes and failures. (100-150 words)

4. What makes you happy? (100-150 words)

Adani group is an Indian multinational conglomerate headquartered in Ahmedabad. Founded in

Founders and History

Priti Adani Chairperson, Adani Foundation

Rajesh Adani Managing Director

Karan Adani CEO, Adani Ports & SEZ Ltd

Anil Sardana MD & CEO, Adani Transmission Ltd- Thermal Power

Vineet S Jain MD & CEO, Adani Green Energy Ltd

Ben Zandi CEO Airports, Adani Entreprises Ltd

Suresh Manglani CEO, Adani Gas Ltd

Gaurav Gupta CEO, Adani Capital

Jugeshinder Singh Group CFO

Pranav Vora CEO Shipping

Ramesh Nair CEO, Solar Manufacturing

Angush Mallick CEO, Adani Wilmar Ltd

Mission, Vision and Values

3. Trust: "We shall believe in our employees and other stakeholders."

Recent Mergers & Acquisitions

Major CSR Activities and Social Work

Adani Vidya Mandirs

It is the first Public-Private-Partnership (PPP) endeavor between the Government of Gujarat

Consolidated Adani Transmission Adani Enterprises Adani ports & SEZ

2020-21 2019-20 2020-21 2019-20 2020-21 2019-20