1

INTRODUCTION OF
ORGANISATION STUDY AT
ACTUANT INDIA PVT.LTD














2

EXECUTIVE SUMMARY

The study was conducted at Actuant India Pvt Ltd Bangalore. The study was
conducted to understand the structure, function and processes of various
departments and their interdependence. During the course of study I was
able to successfully interact with the employees of the organization. They
were happy to give me all possible information.They took me to the various
departments where I got the first hand information about the organizational
processes and its functions.


OBJECTIVES OF THE STUDY

1. To understand the organizational frame work and its functioning
2. Study the functioning of various departments
3. Understand the process flow of each department
4. To do the SWOT analysis of the organization.
5. Have an exposure to the working environment














3

SCOPE OF THE STUDY

The study has been conducted at Actuant India Pvt. Ltd, Bangalore,
Karnataka during the period 1
st
June to 30
th
June 2013 the study focuses on
acquiring knowledge regarding the functioning of various departments like
Finance, Human Resource, Supply Chain, Information Technology,
Engineered solutions in the organization.




DATA COLLECTION


The study is based on both primary and secondary data. Primary data have
been collected from employees and staff through direct interview and
observations in practical. This helped me to understand the various
department and their functions clearly. The chief sources of secondary data
are collected from annual reports and from unpublished sources, articles, the
departmental documents that is through quality reports, brochures and from
the official websites of Actuant India Pvt. Ltd.















4

CHAPTERISATION

Chapters are divided into 4 major categories, where chapter 1 gives a brief
idea about the Industrial Profile. Chapter 2 gives an introduction about the
company. Chapter 3 deals with various functional departments in the
organization. SWOT analysis, findings and suggestions are mentioned in
chapter 4.



CONCLUSION


Organizational study at Actuant India, Bangalore
was a fruitful experience where I got enough exposure and help to know the
real practices adopted by the firm beyond the theories that learnt in the
books. Journey through various functional departments also help to
understand the various practices adopted by the organization.




















5

















CHAPTER 1
INDUSTRY ANALYSIS































6

ENERGY INDUSTRY

INTRODUCTION

The energy industry is the totality of all of the industries involved in the
production and sale of energy, including fuel extraction,
manufacturing, refining and distribution. Modern society consumes large
amounts of fuel, and the energy industry is a crucial part of
the infrastructure and maintenance of society in almost all countries.

In particular, the energy industry comprises:
the petroleum industry, including oil companies, petroleum refiners, fuel
transport and end-user sales at gas stations
the gas industry, including natural gas extraction, and coal gas
manufacture, as well as distribution and sales
the electrical power industry, including electricity generation, electric
power distribution and sales
the coal industry
the nuclear power industry
the renewable energy industry, comprising alternative energy and
sustainable energy companies, those including hydroelectric power,
wind power and solar power generation, and the manufacture,
distributive and sales of alternative powers
traditional energy industry based on the collection and distribution of
firewood, the use of which, for cooking and heating is particularly
common in poor countries.




7

GLOBAL SCENARIO

According to the 2010 BP Statistical Energy Survey, the world 2009
primary energy consumption was 11164.33 million tonnes oil equivalent.
The major consuming nations of the world are the USA, China, Russia,
India and Japan.

The population of the world continues to grow, as does the average standard
of living, increasing demand for food, water and energy and placing
increasing pressure on the environment. The population of the world
doubled from 3.2 billion in 1962 to 6.4 billion in 2005 and is forecast to
grow to 9.2 billion in 2050.

Supplies of oil, gas, coal and uranium are forecast to peak as reserves are
depleted. At the same time, fear of climate change is putting pressure on the
energy sector to move away from carbon burning to nuclear, solar and other
environmentally friendly energy sources. The combined pressures of
environmental regulation and higher energy costs will lead to the relocation
of energy-intensive, polluting industries, such as smelting and pulp and
paper production, to developing nations with fewer safeguards.

Experts warn that world temperatures could rise significantly during the
21st century, leading to climate changes everywhere, unless governments,
companies and individuals take corrective action soon. There is
disagreement between developed nations, with a history of pollution, and
developing nations, industrializing to improve standards of living, on the
appropriate action to take.



8

Though food supplies have more than kept pace with rising population
levels in the past, a combination of biofuels, rising standards of living and
climate change, including drought, are stressing agricultural production and
leading to significant increases in food prices.

Economic power has shifted from the governments and companies of the
USA and EU to those of the energy rich countries of the Middle East and
Russia and of low cost Asian manufacturers and service providers.

The transport industry is the one most likely to be impacted by the
combination of rising standards of living in the developing world, specially
China and India; increased prices of hydrocarbon fuels; and efforts to
mitigate global warming. There will be a move to more hydrocarbon-
efficient vehicles and public transport.

While the world's workforce is growing apace, education systems are failing
to provide enough skilled professionals, artisans and managers to meet
demand, particularly for the mining, energy, construction and education
sectors.


INDIAN SCENARIO

India has the world's second largest population of 1.24 billion and the
world's seventh largest landmass. It has a seemingly unquenchable thirst for
energy. One harsh result of its meteoric growth is the widening gap between
energy demand and supply. Energy is one of the most important inputs for



9
economic growth and human development. There is a strong relationship
between economic development and energy consumption. On one hand,
growth of an economy depends on the availability of cost-effective and
environmental friendly energy sources, and on the other hand, the level of
economic development is reliant on the energy demand.

India is the fourth largest consumer of energy in the world after USA, China
and Russia. However, it is not endowed with abundant energy resources.
Therefore, India must meet energy needs by using all available domestic
resources of coal, uranium, oil, hydro and other renewable resources, and
supplementing domestic production by imports. Meeting the energy needs
for achieving 8 to 9 percent economic growth while also meeting energy
requirements of the population at affordable prices is a major challenge.

The energy sector in India has been receiving high priority in the planning
process. In the recent years, the government has rightly recognized the
energy security concerns of the nation and more importance is being placed
on energy independence. Indias energy-mix comprises both non-renewable
(coal, lignite, petroleum and natural gas) and renewable sources (wind,
solar, small hydro, biomass, cogeneration, bagasse, etc.).

Demand - Supply Scenario
In the recent years, Indias energy consumption has been increasing at one
of the fastest rates in the world due to population growth and economic
development.
India is well-endowed with both exhaustible and renewable energy
resources. Coal, oil and natural gas are the three primary commercial energy



10
sources. Coal was by far the largest source of energy. However, Indias
primary energy mix has been changing over a period of time.

Resource augmentation and growth in energy supply has not kept pace with
increasing demand and, therefore, India continues to face serious energy
shortages. This has led to increased reliance on imports to meet the energy
demand.

Coal
India ranks third among the coal producing countries in the world. Being the
most abundant fossil fuel in India till date, it continues to be one of the most
important sources for meeting the domestic energy needs. It accounts for
55% of the countrys total energy supplies

Power
Access to affordable and reliable electricity is critical to a countrys growth
and prosperity. The country has made significant progress towards the
augmentation of its power generation capacity. The Indian power sector
consists of a mix of plants depending on different primary fuels, including
conventional sources like coal, lignite, natural gas, oil, hydro and nuclear
power; and non-conventional sources like wind and solar power, and
agricultural and domestic waste. However, coal remains the dominant
primary energy source used in power generation. The power sector is
currently at a crucial juncture of its evolution from a dominantly public
sector environment to a more competitive power sector, with many private
producers and greater reliance on markets, subject to regulation.



11

Oil and Natural Gas
Indias consumption of natural gas has risen faster than any other fuel in the
recent years. Natural gas demand has been growing at the rate of about 6.5%
during the last 10 years. Industries such as power generation, fertilizer, and
petrochemical production are shifting towards natural gas.
Renewable Energy
Renewable energy sources offer viable option to address the energy security
concerns of a country. Today, India has one of the highest potentials for the
effective use of renewable energy. There is a significant potential in India
for generation of power from renewable energy sources - small hydro,
biomass, wind and solar.



















12

ENERGY PERCAPITA


Energy consumption in kilograms of oil equivalent (kgoe) per person per year per
country (2001 data). Darker tones indicate larger consumption (dark grey areas are
missing from the dataset). Red hue indicates increasing consumption, green hue indicates
decreasing consumption, in the time between 1990 and 2001















13

ELECTRICAL INDUSTRY

INTRODUCTION

Electrical Equipment industry includes any machine powered
by electricity. They usually consists of an enclosure, a variety of electrical
components, and often a power switch. Examples of these include:
Major appliance
Microcontroller
Power tool
Small appliances
More specifically, often Electrical equipment industry refers only
to components part of the electrical distribution system such as:
Electric switchboards
Distribution boards
Circuit breakers and disconnects
Electricity meter
Transformers

GLOBAL SCENARIO
1.The global Electrical industry consists of the following two segments:

a. The global heavy electrical equipment market, including boilers, turbines,
generators,wind turbines, solar power systems, etc.




14
b. The global T&D equipment market, including electric power cables,
transformers, electrical switchgear, transmission line towers, conductors,
control equipment, meters,etc.

2.The global EE market is expected to increase from a cumulative size of
more than US$ 3trillion (2008-15) to US$ 6.8 trillion (2016-30). This
translates into around 2% CAGR over the long term.

3.Asia-Pacific and Europe together account for more than 70% of the global
market, with theAsia-Pacific regions share being 45%. This region is
expected to see the strongest demandin future due to the regions strong
expected economic growth rates.

4. In spite of less-than-impressive growth rates in recent years in the
electrical equipmentmarket, there is scope for expansion in certain areas,
such as the emerging markets in the Asia-Pacific and Africa region. Robust
economic growth in emerging countries such as China and India, combined
with rapid urbanization and strong growth in investment in these countries,
is expected to boost the demand for electrical equipment in these countries.

5. In developed countries, and also in several developing countries, rising
ecological concernsand investment in alternative sources of power
generation should benefit equipment segments such as wind turbines.




15










16

INDIAN SCENARIO

Power is a necessary fuel for a growing economy. The Indian economy is on
a rising pathtargeting GDP growth rate of 8-9%. To achieve this growth, it
is imperative that the proper power infrastructure is in place.

India has the fifth-largest generation capacity in the world with an installed
capacity of over 199 GW, as on 31st March, 20126 and is also the sixth-
largest electricity consumer, accounting for 3.4% of total global
consumption. Indias total consumption in 2009 was estimated at 632 TWh.
This is expected to increase to 2,465 TWh by 20357.

The industrial sector, due to increasing capacity additions, has the highest
demand for electricity across all sectors and is expected to remain high. The
domestic and commercial sectors are likely to experience a steady demand
for electricity, but the share of agriculture is expected to see a decline in the
coming years.

Indias electrical equipment industry is highly diverse and manufactures a
wide range ofhigh and low technology products. The industry directly
employs around half million persons and provides indirect employment to
another one million people. The industry can be broadly classified into two
sectors generation equipment and T&D equipment. For 2011-12, the
industry size is estimated at ` 1.20 lakh crores, of which generation
equipment segment consisting of BTG contributed `31,000crores while the
major T&D equipment segment of transformers, cables, transmission lines,
switchgears, capacitors, energy meters, etc., provided the larger share of `
64,235crores. Other electrical equipment, including instrument
transformers, surge arrestors, stamping and lamination, insulators, insulating



17
material, industrial electronics, indicating instruments, winding wires, etc.,
contributed to 25,000crores.

















18

INDUSTRIAL ENGINEERING


INTRODUCTION

Industrial engineering is a branch of engineering dealing with the
optimization of complex processes or systems. It is concerned with the
development, improvement, implementation and evaluation of integrated
systems of people, money, knowledge, information, equipment, energy,
materials, analysis and synthesis, as well as the mathematical, physical
and social sciencestogether with the principles and methods of engineering
design to specify, predict, and evaluate the results to be obtained from such
systems or processes. Its underlying concepts overlap considerably with
certain business-oriented disciplines such as operations management.

Depending on the subspecialties involved, industrial engineering may also
be known as, or overlap with, operations management, management
science, operations research, systems engineering,manufacturing
engineering, ergonomics or human factors engineering, safety engineering,
or others, depending on the viewpoint or motives of the user. For example,
in health care, the engineers known as health management engineers or
health systems engineers are, in essence, industrial engineers by another
name.


GLOBAL SCENARIO

While the term originally applied to manufacturing, the use of "industrial" in
"industrial engineering" can be somewhat misleading, since it has grown to



19
encompass any methodical or quantitative approach to optimizing how a
process, system, or organization operates. Some engineering universities
and educational agencies around the world have changed the term
"industrial" to broader terms such as "production" or "systems", leading to
the typical extensions noted above. In fact, the primary U.S. professional
organization for Industrial Engineers, the Institute of Industrial
Engineers (IIE) has been considering changing its name to something
broader (such as the Institute of Industrial & Systems Engineers), although
the latest vote among membership deemed this unnecessary for the time
being.
The various topics concerning industrial engineers include management
science,work-study, financial engineering, engineering management, supply
chain management, process engineering,operations research, systems
engineering, ergonomics / safety engineering, cost and value
engineering, quality engineering, facilities planning, and the engineering
design process. Traditionally, a major aspect of industrial engineering
was planning the layouts of factories and designing assembly lines and other
manufacturing paradigms. And now, in so-called lean
manufacturing systems, industrial engineers work to eliminate wastes of
time, money, materials, energy, and other resources.

Examples of where industrial engineering might be used include flow
process charting, process mapping, designing an assembly workstation,
strategizing for various operational logistics, consulting as an efficiency
expert, developing a new financial algorithm or loan system for a bank,
streamlining operation and emergency room location or usage in a hospital,
planning complex distribution schemes for materials or products (referred to



20
as Supply Chain Management), and shortening lines (or queues) at a bank,
hospital, or a theme park.

Modern Industrial Engineers typically use Predetermined motion time
system, computer simulation (especially discrete event simulation), along
with extensive mathematical tools and modeling and computational methods
for system analysis, evaluation, and optimization.


INDIAN SCENARIO

The Indian engineering sector is of strategic importance to the economy
owing to its intense integration with other industry segments. Development
sectors such as infrastructure, power, mining, oil and gas, refinery, steel,
automotives, and consumer durables are driving demand in the engineering
sector. Major foreign players are also confident and have big expectations
from the Indian engineering segment as it enjoys a comparative advantage
in terms of manufacturing costs, market knowledge, technology and
creativity.
The total exports of Indian engineering sector stood at US$ 56.7 billion
during FY13 and are anticipated to grow to US$ 125 billion by FY14.
Exports from the engineering segment have registered a compound annual
growth rate (CAGR) of 12.6 per cent over the period FY08-13 wherein
transport equipment is the leading contributor to engineering exports.
The Indian Government also plays a crucial role in developing the
engineering section of the economy. The engineering industry has been de-
licensed and enjoys 100 per cent foreign direct investment (FDI)



21

Exports
The engineering sector is one of the major contributors to the country's total
merchandise shipments. The US and Europe together account for over 60
per cent of India's total engineering exports.
Engineering exports mainly include transport equipment, capital goods,
other machinery/equipment and light engineering products like castings,
forgings and fasteners.
The Ministry of Commerce and Industries has set a target of shipping US$
125 billion worth of engineering goods by the end of 2013-14. Indian
engineering companies are scouting for newer markets (like Latin America,
Africa etc.) for exports along with strengthening their base in the US and
Europe.
Engineering goods represent India's third-biggest export sector which rose 2
per cent in August 2013. Engineering exports are projected to cumulatively
expand by 22 per cent in September-December 2013 to US$ 21.5 billion
against US$ 17.1 billion last fiscal

Design & Engineering- Key Developments and Investments
The miscellaneous mechanical and engineering industries sector-wise FDI
inflows from April 2000 to July 2013 were calculated at US$ 2.48 billion, as
per the Department of Industrial Policy and Promotion (DIPP).
Kirloskar Brothers Ltd (KBL)s subsidiary SPP Pumps has launched
its most advanced facility at Atlanta, USA, embarking the
inauguration of KBLs seventh manufacturing facility worldwide.
With an outlay of US$ 6 million, the new plant is equipped with latest



22
engineering, testing and training set-up and has an annual installed
capacity of 2,500 units. With the opening of the new facility, SPP
Pumps expects its production capacity to increase by 30 per cent and
the turnover to reach US$ 40 million over the next three years.
Meanwhile, L&T has been appointed for an engineering, procurement
and construction (EPC) project worth about US$ 250 million by
Petroleum Development Oman (PDO). The project, which is
scheduled to be completed in 39 months, involves the Yibal-Natih gas
reservoir in Oman and is considered to be of strategic importance for
L&T.

PDO is a leading exploration and production company in the
Sultanate and accounts for over 70 per cent of the countrys crude oil
production and almost all of its natural gas supply.
Bharat Petroleum Corporation Limited (BPCL) has awarded a Rs 700
crore (US$ 111.88 million)-contract to Dubai-headquartered Essar
Projects Limited ( EPL) for Engineering, Procurement, Construction
and Commissioning as well as commissioning assistance (EPCC) of
the Coke Drum Structure Package (CDSP) of the Delayed Coker Unit
(DCU) at the BPCL Kochi Refinery for the Integrated Refinery
Expansion

The scope of work includes project management, residual process
design, detailed engineering, procurement, fabrication, construction,
commissioning, and performance testing of the CDSP of the DCU for
BPCL.



23
AION Capital Partners, a joint venture (JV) between Apollo Global
Management (a leading assent management company) and ICICI
Venture (one of India's oldest private equity players and an arm of the
largest private sector bank), has made an investment of Rs 300 crore
(US$ 47.94 million in Jyoti Structures, Jyoti Structures is a Mumbai-
based, mid-sized company, specialising in power transmission,
distribution and EPC projects.

Government Initiatives
Dr Manmohan Singh, the Prime Minister of India, has revealed the country's
new Science, Technology and Innovation policy which aims to increase the
number of full time equivalent of R&D personnel in India by at least 66 per
cent of the present strength in five years.
Alongside, the National Policy on Electronics (NPE) proposes to set up
more than 200 Electronic Manufacturing Clusters in India while the
Government of India (GoI) has proposed to create an electronics
development fund of US$ 2 billion to promote innovation, intellectual
property, R&D, nano electronics and help commercialise made-in-India
products.
The chip design and embedded software market in India is estimated to
reach US$ 55 billion by 2020, as per the targets set by NPE.
In addition to that, the Government plans to give an impetus to engineering
in India through investments in infrastructure development in 2012-17 in
telecom, energy and construction sector, as per a report by Nasscom and
Booz & Co.



24

Road Ahead
Management consulting firm Zinnov has stated that India may soon have its
first US$ 1 billion-product engineering services company, proving the
country's strategic position in the field. Though the report did not disclose
the name of the company which would reach this milestone, it said Wipro,
HCL Technologies, Tata Consultancy Services, Tech Mahindra and Infosys
are 'significantly large' in this segment. These five companies account for
most of the R&D activities outsourced to India.
The report further mentioned that Indian engineering service providers
enjoy a crucial position, with about 23 per cent of the overall engineering
and R&D outsourcing pie. India's exports in the R&D and product
engineering segment are currently valued at US$ 16.3 billion and are poised
to grow exponentially over the coming years.
Industry analysts project that by 2020, the Engineering Services
Outsourcing (ESO) market in India would reach US$ 40-50 billion, driven
by increasing onshore to offshore movement of services.











25











CHAPTER 2
COMPANY PROFILE OF ACTUANT
PVT.LTD

























26


COMPANY OVERVIEW


Actuant Corporation is a $1.6B diversified industrial company
serving customers from operations in more than 30 countries.

The Actuant businesses are leaders in a broad array of niche markets
including branded hydraulic and electrical tools and supplies;
specialized products and services for energy markets and highly
engineered position and motion control systems.


The Company was founded in 1910 and is headquartered in
Menomonee Falls, Wisconsin.


Actuant business operations are divided into four segments focused
on the markets they serve.
















27


GUIDING VALUES














































GROW
CUSTOMER CENTERIC
INNOVATIVE
CUSTOMER CENTRIC:
Company seek and listen to the voice of the customer to
meet needs. This also includes:
Focusing on higher growth & emerging markets
Leveraging common customers & cross-selling

INNOVATIVE:
They use diverse skills, talents and ideas to deliver in
innovation to customers, accomplished by:
Utilizing robust phase gate and pressure test processes



28


















































IMPROVE
CONTINUOUSIMPROVEMENT
EXECUTION & SAFETY

CONTINUOUS IMPROVEMENT:
Company works to create flow, eliminate waste, standardize
& simplify. This includes:
Striving for best quality, cost and delivery
Embracing learning and encouraging new ideas
Stopping processes if flow & standards are not met

EXECUTION & SAFETY:
Company set, manage & deliver with safety focus. This is
done by:
Making timely fact-based decisions
Sustaining a safe, secure and healthy work environment

















29


















































ENGAGE
TEAMWORK
INTEGRITY
TEAMWORK: Everyone is involved, working together for
the betterment of the company, carried out by:
Going to the Gemba, with all employees involved and
active in core processes
Promoting and valuing diversity in experiences, thoughts
and culture
Fostering an organization that makes people feel valued
and respected
INTEGRITY: We act within the highest legal and ethical
standards, which includes:
Communicating with transparency, openness and honesty
Building trust and credibility, matching words with
actions (walk the talk)



30


BUSINESS MODEL


































REINVESTMENT IN THE BUSINESS











CORE
GROWTH
CUSTOMER
INTIMACY
NEW
PRODUCT
INNOVATI
ON
EMERGING
MAEKETS
CAPITAL
DEPLOYMENT
ACQUISITIONS
CAPITAL
EXPENDITURS
SHARE
REPURCHASES
LEAD CONTINOUS
IMPROVEMENT
OP EXCELLENCE
GROWTH+
INNOVATION
AIM
ENGAGEMENT
FREE CASH
FLOW
EARNINGS
RETURN ON
INVESTED
CAPITAL



31


LEADERSHIP

Actuant Corporation is led by a strong and committed Board of Directors
and Leadership Team who reflect broad executive leadership experience in
manufacturing, international operations, finance, marketing and
management as appropriate to Actuant's diversified activities and global
scope.



LEADERSHIP TEAM




Bob Arzbaecher
Chairman and CEO (retiring January 2014)

Bob joined the Company in 1992 in the position of Corporate Controller,
progressed to VP Finance of Tools and Supplies (1993), Chief Financial
Officer (1994), President and Chief Executive Officer of Actuant
Corporation (2000) and most recently, Chairman of Actuant. Prior to 1992,
Bob held various financial positions with Grabill Aerospace, Farley
Industries, and Grant Thornton. Bob graduated from the University of
Iowain 1982 with a BBA in accounting. He is also a Certified Public
Accountant.





32


Bill Blackmore
Executive Vice President, Engineered Solutions

Bill joined Actuant in 2002 as Engineered Solutions Americas leader and
was promoted to Global Engineered Solutions leader in December 2003.
Bill was named Executive Vice President of the Actuation Systems and
Engineered Products Segments in 2007. Bill spent over 17 years with
Rexnord, a division of Invensys Plc. He began his career at Rexnord in sales
engineering and held a variety of assignments in product management,
operations and general management leading to the position of President,
Gear and Coupling businesses. Bill has also held general management
positions with APW Ltd. and Pillar Industries. He earned a mechanical
engineering degree from the University of Wisconsin in 1978 and an MBA
from the University of Louisville in 1983




Gustav Boel
Executive Vice President

Guus has been with Actuant Corporation since 2000 when he joined its
Board of Directors. In September of 2002, Guus was named business leader



33
of Kopp AG in addition to his Board responsibilities. Prior to joining
Actuant, he was employed by APW Ltd., where he last held the position of
Senior Vice President. From 1991 through 2000 Guus held various positions
with Applied Power Inc., including President of the Industrial business
segment, President of Engineered Solutions Europe and President of
Enerpac.



Mark Goldstein
President and Chief Operating Officer (CEO effective January 2014)

Mark joined Actuant in 2001 as Gardner Bender Leader after a 22-year
career at The Stanley Works where he was most recently President, Stanley
Door Systems. In January of 2003, he was promoted to Leader of Actuant's
Tools & Supplies Segment and in 2007 was promoted to Chief Operating
Officer. Goldstein holds a B.A. in Economics from the University of
Rochester (New York). He joined The Stanley Works in 1978 as a Sales
Representative for Stanley Tools and progressed through product line
management, leading to positions of increased responsibility in the sales,
marketing and operations disciplines in several Stanley divisions. He was
appointed VP of Sales at Stanley Home Automation in 1988. In 1992, he
was promoted to VP Sales and Marketing at Stanley Door Systems. He was
then named President, Stanley Tools North America in 1996 and in 1998
President, Stanley Door Systems.







34


Sheri Grissom
Executive Vice President, Global Human Resources

Sheri joined Actuant in September 2010. Previously Sheri worked for
Johnson Controls where she was Vice President Human Resources for the
Service, Energy Solution and Global Workplace Solutions business within
the Building Efficiency segment. Prior to Johnson Controls, Sheri held
increasingly responsible human resources positions with several leading
global organizations including Johns Manville, McKechnie Group and
General Electric. She holds a Bachelor of Business degree from Wichita
State University.




Brian Kobylinski
Executive Vice President, Industrial Segment and China

Brian Kobylinski joined Actuant in 1993 and progressed through a number
of management roles within Gardner Bender and Del City. In 2000, Brian
was named Vice President of Gardner Bender and led the company's sales
and marketing. He became Vice President of Business Development for
Actuant in 2002 and was named Global Business Leader, Hydratight in
2005. In 2007, he was named Industrial and Energy Segment Leader. Prior
to Actuant, Brian was with Fort Howard Corporation and Federated



35
Insurance. He received his MBA from the University of Wisconsin -
Madison in 1993 and a BA from St. Norbert College in 1988.




Andy Lampereur
Executive Vice President and Chief Financial Officer

Andy joined the Company in 1993 as Corporate Controller progressing to
VP Finance of Gardner Bender (1996), VP General Manager-Distribution of
Gardner Bender (1998), Applied Power Business Development Leader
(1999), and most recently, Chief Financial Officer of Actuant Corporation.
Prior to 1993, Andy held various financial positions with Fruehauf Trailer
Corporation, Terex Corporation, and Price Waterhouse. Andy graduated
with a BBA in 1985 from St. Norbert College. He is also a Certified Public
Accountant.








Sheri Roberts
Executive Vice President, Energy Segment

Sheri joined Actuant in January 2013 as Executive Vice President of the



36
Energy Segment. Prior to Actuant, Sheri was with Tyco International where
she served as President, Tyco Valves & Controls, LP and Vice President &
General Manager, Global Oil & Gas since 2010, an $850 million business.
Prior to Tyco, she spent over 20 years with Royal Dutch Shell in various
roles of increasing responsibility the most recent of which was General
Manager, Americas for Shell Chemical Company, a $1.5 billion ethylene
oxide and ethylene glycol business. Ms. Roberts also served as CEO of
Shell Mauritius, Ltd. She received her Bachelor of Science degree in
Chemistry from Purdue University and an MBA from the University of
Illinois.



David Scheer
Executive Vice President, Electrical Segment

David joined Actuant in September 2011 as Executive Vice President of the
Electrical Segment. Prior to Actuant, David was COO of GranQuartz, a
premier manufacturer and distributor of stone tools, equipment and supplies.
In addition, he has served as COO of Sigma Electric Manufacturing,
President of Rexel's Southeast Division and held management positions in
Thomas & Betts andElectroline Manufacturing. David graduated from
Vanderbilt University with a BA in Economics and received an MBA from
Baldwin-Wallace in Cleveland.







37


Ted Wozniak
Executive Vice President, Business Development

Ted joined Actuant in March of 2006 in the business development role.
Prior to Actuant, Mr. Wozniak held a variety of investment banking
positions during 10 years at Wachovia Securities, the most recent of which
was Managing Director, Industrial Corporate Finance Group. Prior to
Wachovia, Mr. Wozniak was Managing Director with First Chicago
Capital Markets. Ted holds B.A. degrees in History and Finance from
Olivet Nazarene University and an M.A. in International Economics and
Soviet Studies from The Johns Hopkins University School of Advanced
International Studies.























38

HISTORY


1910 Founded as American grinder and manufacturing.

1927 Applied Power enters hydraulic business with blackhawks.

1958 Enerpac founded.

1959 Gardner Bender founded by Jim Gardener.

1970 Power Packer founded.

1987 Applied Power initial public offering, trades on NASDAQ.

1988 Applied power acquires Gardner Bender from Gardener Family

1989 Applied power acquires Barry Wright Corporation

1992 Applied power common stock trading moves to the NYSE

1996 Applied power starts a roll-up of electronic contracts manufactures
with the acquisition of Everest

1997 Applied power acquires Versa technologies including Power Gear and
Milwaukee cylinder

1998 Applied power reorganizes into two business groups: Industrial and
Electronics to reflect the growth of electronic contract manufacturing
process

2000 Applied power spins off its Electronics business segment into a
separate public company called APW ltd. The reminder of Applied Power
consisting of its formal industrial segment begins doing business as Actuant
Corporation and trading on the NYSE as ATU.



39

2001 Applied power changes into Actuant.

2001 Actuant acquires Dewald Manufacturing Inc.

2001 Actuant divests its Mox-Med and Quick Mold Change(QMC)
businesses.

2002 Actuant successfully completes $105 million follow-on equity
offering, using proceeds to retire 35% of 13% Senior Subordinated Notes.

2003 Actuant acquires Heinrich Kopp A.G (European Electrical)

2004 Actuant acquires Kwikee Products (RV), and Dresco B.V (European
Electrical), and successfully completes $125,000 convertible bond offering.

2005 Actuant acquires Hedley Purvis and Hydratight Sweeney- initiating
the joint integrity platform. Also completes its largest acquisition to date-
Key Components, Inc- which included Gits, Marinco, Acme and Elliott.

2006 Actuant Acquires D.L. Ricci, Precision Sure-Lock, Actown and BEP
Marine.

2007 Actuant reaches $1.5 billion revenues and deploys $163 million of
capital on five tuck-in acquisitions including Veha, Injectasael, Maxima,
TTF and BH electronics.

2008 Actuant acquires TK Simplex and Superior Plant Services, both tuck-
ins to the Industrial Segment. Reaches &1.7 billion in total revenues.

2009 Actuant acquires Cortland adding a new platform (electro mechanical
cables & umbilicallsand engineered synthetic rope) to the portfolio.



40

2011 Actuant acquires Mastervolt and Weasler entering the European
marine, solar inverter and agriculture driveline markets.
































41

BUSINESS SEGMENTS


Actuant is organized into four segments: Industrial, Energy, Electrical and
Engineered Solutions. The industrial segment is primarily involved in the
design, manufacture, and distribution of branded hydraulic and mechanical
tools to the maintenance, industrial, infrastructure and production
automation markets. The energy segment provides joint integrity products
and services, as well as umbilical, rope, and cable solutions to the global oil
and gas, power generation, and energy markets. The electrical segment is
primarily involved in the design, manufacture, and distribution of a range of
electrical products to the retail does it yourself (DIY), wholesale, original
equipment manufacturer (OEM), utility and harsh environment markets.
The engineered solutions segment provides engineered position and motion
control systems to OEMs in various vehicle markets, as well as a variety of
other industrial products.


INDUSTRIAL

Actuant's industrial segment designs, produces, and markets its industrial
tools primarily through its better-known Enerpac, Simplex, Precision Sure-
Lock, and Milwaukee Cylinder brands. The company has a large presence in
the lifting industry. Their products are used in industrial, infrastructure,
energy, mining, rail, and other environments.

Enerpac is a supplier of specialized high-force hydraulic industrial tools.
The hydraulic tool line consists of a broad range of products that are
generally sold by industrial and specialty fluid power distributors to



42
customers in the infrastructure, mining, steel mill, cement, rail, oil and gas,
and general maintenance industries. Enerpac is a supplier of hydraulic work
holding components and systems. The products are marketed through
distributors to the automotive, machine tool and fixture design markets.

Enerpac also provides high-force hydraulic systems; these customized
hydraulic products and systems are sold to construction firms or direct to
OEM customers.

PRODUCTS

Hydraulic cylinders, pumps, valves





MARKETS SERVED












43




SAMPLE CUSTOMERS




























44

ENERGY

Actuant's energy segment is a supplier of joint integrity products and
services, as well as umbilical, rope and cable solutions to the global oil and
gas, power generation and energy markets under the Hydratight, D.L. Ricci,
Morgrip, Cortland, FibronBX, Puget Sound Rope, Biach and Selantic
brands. Joint integrity products include hydraulic torque wrenches, bolt
tensioners and portable machining equipment, which are sold to asset
owners, service providers and through distributors or rented to end users.
These products are used in the maintenance of joints on oil rigs and
platforms, wind turbines, refineries and pipelines, as well as fossil fuel and
nuclear power plants to reduce customer downtime and provide increased
safety and reliability. It also provides manpower services whereby its
trained technicians perform bolting, machining and joint integrity work for
customers.

The energy segment also provides custom engineered umbilicals, cable and
high performance slings and synthetic rope to service providers and asset
owners, which are used in themaintenance and installation of sub-sea oil and
gas production equipment, as well as in oil and gas exploration. Energy
segment sales and services are provided to customers in emerging markets,
as well as in the North Sea, Middle East, South America, China, Asia, Gulf
of Mexico, and Canada.

PRODUCTS


-situ machining equipment



45
-site joint integrity & other services


-mechanical cables and umbilicals




MARKETS SERVED









SAMPLE CUSTOMERS










46




































47

ELECTRICAL

The Electrical segment provides the retail DIY market with a variety of
electrical tools and consumables such as wire strippers, electrical meters,
connectors, terminals, cable ties, staples and other wire management
products and conduit bending equipment under the Gardner Bender, Del
City and A.W.Sperry brands. These products are sold to retailers such as
Lowe's, The Home Depot, Menards, True Value, and Ace Hardware, as well
as numerous electrical distributors and OEM's. This segment also sells
power transformation products in North America including low voltage,
single-phase dry type transformers and custom toroidal transformers under
the Acme Electric brand name and high voltage switches under the Turner
Electric brand name. These transformers are sold through electrical
wholesale distributors, as well as directly to OEMs such as Rockwell
Automation, Eaton, Yaskawa, and General Electric. Product offerings also
include electrical components and systems for the harsh environment and
marine markets under the Ancor, Marinco, Guest, Mastervolt and B.E.P
Marine brand names. These products are primarily sold to various customers
in the industrial, marine, power generation, and retail markets, including
West Marine, Applied Materials, and Kohler. Solar products (primarily high
efficiency solar inverters for residential and small commercial applications)
are sold through local distributors and installers in Europe.



PRODUCTS






48





MARKETS SERVED




ctrical wholesale distributors





SAMPLE CUSTOMERS















49

ENGINEERED SOLUTIONS

The Engineered Solutions segment is a leading global designer and
assembler of customized position and motion control systems and other
industrial products to various transportation and other niche markets. The
vehicle systems product lines (Power-Packer, Gits and Power Gear brands)
are sold to the truck, automotive, off-highway and specialty vehicle markets.
Products include hydraulic cab-tilt and latching systems sold to global
heavy duty truck OEMs such as Volvo, Iveco, Scania AB and CNHTC and
electro-hydraulic convertible top latching and actuation systems. The
automotive systems are utilized on both retractable soft and hard top
vehicles manufactured by OEMs such as Daimler, Audi, Volkswagen,
Renault, BMW, Volvo, and Nissan. Diesel engine air flow solutions, such as
exhaust (EGR) systems, are used by diesel engine and turbocharger
manufacturers to reduce emissions, improve fuel efficiency and increase
horsepower. Primary end markets include heavy duty truck and off-highway
equipment serving customers such as Caterpillar Inc., DAF, Honeywell, and
BorgWarner. Actuation systems are also sold to various specialty vehicle
OEMs (principally in the defense and off-highway markets) such as
Oshkosh, BAE Systems, and Winnebago. The Weasler business within the
segment provides highly engineered drive train components and systems for
agricultural, lawn & turf and industrial markets to customers such as CNH,
Deere, MacDon, and Kuhn. Other businesses in this segment include
Maxima which produce severe-duty electronic instrumentation (including
displays and clusters, machine controls and sensors), Elliott which provides
custom designed flexible shafts and push pull cable assemblies and Sanlo
which produces custom steel cable assemblies.




50

PRODUCTS

motion control systems







MARKETS SERVED

-Highway, Agriculture, RV






SAMPLE CUSTOMERS









51

CTS

































52

BUSINESS SEGMENTS AND THEIR SHARE
VALUE REVENUE























53

INDIAN SCENARIO


Actuant India Pvt Ltd (Actuant India), established in July 2011 is a
wholly ownedsubsidiary of Actuant Corporation USA (NYSE: ATU).


Actuant India has grown to strength of over 70 employees and has
booked business of approximately US $10 million.


Vision is to significantly increase their market presence and be known
as a growth company that is operationally excellent.


The company has 5 departments.

1. Finance
2. HR
3. Information Technology
4. Supply chain
5. Engineered solutions







54
The current Actuant products and services portfolio in India includes
- Enerpac (hydraulic tools for MRO and construction), Power-
Packer (position & motion control systems for
OEMs), Hydratight (Joint Integrity bolting products & services for
Oil & Gas and Power sectors).



1. ENERPAC

Enerpac is the recognized global leader in high-force tools
and equipment used in industrial markets. Enerpac India has
been in operation since 1994 and is a preferred supplier to a
broad spectrum of Industries including: Oil & Gas, Steel,
Cement, Power, Rail, Mining, Ship-building & Construction.
Enerpac today makes up the largest portion of Actuant
India'srevenue. Our customers include Reliance Industries,
Tata Group, ONGC, Larsen & Toubro, CAT etc. Enerpac has
offices in Delhi, Baroda, Calcutta, Hyderabad and is
headquartered in Bangalore.

2. HYDRATIGHT

Hydratight the world leader in joint integrity management
services, has expanded their operational footprint into India
with their sales and service base out of Actuant Indias
facility in Bangalore. Hydratight already has a significant
presence in India with many customers in the Oil & Gas and
power generation sectors and also recently executed a major



55
order for highly engineered sub-sea connectors to a leading
upstream operator. Hydratight will progressively launch its
wide portfolio of bolting, on-site machining and process
integrity services to the Indian market and work closely with
the leading asset owners with the objective of enhancing asset
integrity in the energy sector.

3. POWER-PACKER

Power-Packer India specializes in position and motion
control technologies and primarily serves OEMs in the
heavy-duty truck and medical market segments. We recently
won a significant contract with a major global truck OEM for
our cab-tilt product line. Power-Packer is also in the process
of establishing local sourcing and assembly to ensure the best
value to our customers. The team is also developing the
Indian market for our GITS air-flow management products
which are used in turbocharger and engine applications to
reduce emissions.
Additionally, company have established the Actuant Center of
Excellence (ACE). In accordance with their commitment to shareholder
value, ACE provides low-cost, high-quality engineering, IT and supply
chain management support to their global locations. Companies business
model is based on delivering value additionwith the benefit of "round the
clock"support.

Given the sustained economic growth that is expected in India over the next
couple of decades,Actuant has invested in infrastructure in Bangalore. They
are opening their new India headquarters in the heart of the city, and it will



56
house approximately 200 employees when fully staffed. Company also have
plans to invest in a manufacturing site and expect to launch their first
product "Made in India" in approximately one year.



































57
ORGANISATION CHART
















































MANAGING
DIRECTOR INDIA
EXECUTIVE
ASSISTANT
Director
Engineering
India
Director HR and
Admin
Director Finance and
CS
Managing
Director, Enerpac
Program/Plant
Manager Power
Packer India
Supply Chain
Management
Country Manager
Hydratight
Key accountant
Manager India



58







CHAPTER 3
FUNCTIONAL DEPARTMENTS OF
ACTUANT INDIA PVT.LTD

































59
INTRODUCTION

Actuant India Pvt Ltd (Actuant India), established in July 2011 is a wholly
ownedsubsidiary of Actuant Corporation USA (NYSE: ATU). Since its
inception, Actuant India has grown to strength of over 70 employees and
has booked business of approximately US $10 million.All these activities
are done with the help of various departments. Each department carries out
the tasks that relate to its particular area. The major functional departments
are



3.1FINANCE DEPARTMENT

ORGANISATIONAL CHART OF FINANCE
DEPARTMENT



























FINANCE
DIRECTOR
FINANCE
CONTROLLER
SENIOR
OFFICER
ACCOUNTANT
SENIOR
OFFICER
FINANCE
ACCOUNTANTS ACCOUNTANTS



60


ACTIVITIES SPECIFIC TO THE DEPARTMENT


Funds management

Help business in pricing, costing, working capital management and all
other business/commercial requirements

Taxation.

Budgeting, forecasting and various analysis

Support business on legal matters and company matters

Accounting and auditing, filling statutory returns with income tax and
various other activities

Management information systems for appropriate and timely decision
making


DIVIDEND POLICY

Being a private limited company, the company has
two shareholders (parent company). The profit generated during the period
is attributable to the shareholders at 100% subject to the requirement on the
re-investment and capital expenditure. Requirements for business expansion
purposes till date the company has not paid any dividend instead the same
money has been used and re-invested for the business expansion purposes.



61

WORKING CAPITAL POLICY

a. Accounts receivables

The company has the distribution models to sell the products in
Indian markets. The company gives 90 days credits to all of the
distributors and ensures that the outstanding money is recovered the
honoured before the due dates.

b. Accounts receivables

Company has two types of creditors, local and inter-company foreign
creditors. The company has the policy of 30 days credit to the local
vendors and the quarterly payment to the international inter-company
vendors.

c. Inventory

Company has a detailed inventory policy addressing the following
points.

I. To keep the lowest inventory days.

II. Ensure that the required inventory is kept for the
business requirement-safety stock is defined for all the
material items.

III. Their needs to be a provision for slow moving and
obsolete inventory based on specific parameter including



62
average years of consumption and the movement pattern
of the individual items.


RISK MANAGEMENT

Following are the major factors of risk management.

I. Treasury management

Managing foreign currency through hedging to protect the
variations in the exchange rights

II. Insurance

Company has a global policy of covering the insurance for the
following items/areas

Fire policy for building, machineries etc
Public liability policy
Employees life insurance and accident insurance
coverage
Insurance on materials transit including marine insurance
Electronic insurance policy for electronic goods










63

COST INNOVATIONS AND REDUCTION

Company believes in continuous focus on cost reduction and cost
innovation factors. There is a clear cut budgetary process covering the
following factors.

1. Sales
2. Material cost
3. Overheads including salaries and other related expenditure
4. Administration overheads
5. Selling overheads
6. Income taxes
7. Account receivables
8. Inventory
9. Accounts payable
10. Cash management
11. Capital expenditure
On monthly bases the budget was the actuals will be analysed along with the
reasons for the variations. Strict monitoring of budgets helping the company
to ensure the cost and within the expectations and hence the cost reduction
control process is ensured.


BEST PRACTICES SPECIFIC TO THE DEPARTMENT

1. Focus on detailed high level budgetary process across the
business/functions




64
2. Supporting business on pricing and commercial matters to
ensure optimum profitability with the organization

3. The appropriate internal controls object system for the financial
management concepts for the organization










































65






3.2HUMAN RESOURCE DEPARTMENT


ORGANISATIONAL CHART OF HUMAN
RESOURCE DEPARTMENT





































HR DIRECTOR
HR SPECIALIST
HEAD-
COMMUNICATOR
AND ER
HR INTERN
ADMINISTRATIVE
EXECUTIVE
ADMINSTRATOR-
FACILITY
SUPERVISOR



66






HR VISION

To be a strategic business partner in developing people programme and
practices that make Actuant India a model employer



SELECTION


Junior - Written Test, Group discussions, Face to Face interview

with HR, Campus recruitment

Engineers - Online test, written test, Technical test, HR interview (Face

to Face), 2-3 Technical rounds depend upon position

Seniors - HR round, 2 technical rounds.

HR - Actuant Leadership Expectations ie (ALE) interview based

questions





ORIENTATION

They are using online tool called as red carpet which includes pre-boarding
and on-boarding.






67
INDUCTION

1
st
day HR specialist or HR team take the induction programme

Give induction to the juniors



Functional induction will give within the month of date of joining


HUMAN RESOURCE PLANNING

Talent acquisition strategy

Performance management

Career management

Reward management

Growth enabling culture and process

Engaged employees


RECRUITMENT

Employee referral and sourcing agents, campus recruitment



BEST PRACTICES SPECIFIC TO THE DEPARTMENT

1) Implementing best practices in career management, employee
performance management, talent acquisition, engagement initiatives,
retention etc.



68

2) They set an IT tool called Compass Suite. It is used for

Decision making
Innovation
Drive for results
Continuous improvement
Effective communication


































69






3.3 SUPPLY CHAIN DEPARTMENT

ORGANISATIONAL CHART OF SUPPLY CHAIN
DEPARTMENT



































DIRECTOR, SCM
MANAGER -
STRATEGIC
SOURCING
DY. MANAGER
S DEVELOPMENT

BUYER
ASST MANAGER-
S SOURCING


QUALITY CONTROL
INSPECTOR
SOURCING
INTERN



70









SUPPLY CHAIN MANGEMENT TEAM


Actuant SCM team is responsible for all activities on the in-bound side of
the Supply Chain. The team consists of 5 functional verticals covering
Strategic Sourcing, Supplier Development, Tactical Sourcing, Supplier
Quality Control & Logistics. This is currently a 5 member team which is
being expanded to cover logistics & adding members to the other functions.
The team is responsible for sourcing parts for both domestic & global
projects across the various BUs.
The first domestic project being sourced is Power Packer Hydraulic
Cylinder to be supplied to Volvo, India. The supplier sourcing activities are
being carried out; finding out the right supplier who can meet both Quality
& Cost.
The global projects involve sourcing of castings, forgings, machined parts &
sheet metal components. Some of the key BUs for which we have started
sourcing activities include Weasler, Nielsen, Precision Sure Lock and
Turner Electric.
As Actuant India, we are in the process of suitably adapting the systems
followed by AGS, HK to meet the Indian business scenario. The domestic
sourcing activities are being routed through Actuant India while the global
sourcing activities are routed through AGS, Shanghai.







71





KEY FUNCTIONAL POINTS OF EACH DEPARTMENT


Strategic Sourcing


Responsible for identifying new suppliers, establishing business relationship
with them & ensure all ATU commercial T&C are met. This team has the
overall responsibility of the supplier base & will be the 2
nd
level of
escalation in case of issues during production.


Supplier Development

Responsible for providing the technical & quality support during the
identification & development of suppliers, development of projects by
active coordination of suppliers, PPAP approvals within the project
timeline. This team is also responsible to establish the quality systems
required to ensure the quality levels are attained & maintained.


Tactical Sourcing

Responsible for all purchasing activity post start of production. This team
will also ensure timely escalations in case of supplier issues and will
provide the supplier metrics report out to the business & suppliers. This
team is also currently responsible for all the indirect sourcing activities for
Actuant India.



72

Supplier Quality

Responsible for working with suppliers to ensure continued achievement of
quality levels, ensuring PPM levels are within limit, continual process
improvements are being carried out.


Logistics

Responsible for all in-bound logistics both from local & global suppliers






























73

3.4ENGINEERED SOLUTIONS



ORGANISATIONAL CHART OF ENGINEERED
SOLUTIONS


















MARKETING TEAM





















DIRECTOR
ENGINEERING
PROJECT
LEADER
HYDRATIGHT
DESIGN
ENGINEER
CORTLAND
PROJECT
LEADER
ELECTRICAL
DESIGN
ENGINEER
WEASLER
DIRECTOR
ENGINEERING
INTERN
MARKETING
INTERN
MARKETING
MARKETING
ANALYST
ENERPAC



74

VISION

Develop Actuant Centre of Excellence (ACE) for Actuant Products and
Engineering the products for Asia Market




MISSION


They build a strong engineering team by hiring skilled resoueces
through developing the competency by training on Actuant product
through expertise available within the Actuant Global Engineering

Innovate and enhance the value chain through continuous
improvement and all employees involvement

Help Actuant corporation increase its profit through savings on cost
by Operational Excellence




PRODUCTS


Hydratight

Electrical

Weasler




75

OPERATIONAL EXCELLENCE


Communication practice

AIP Engineering Service Level Management
- 90% above delivery
- 90% responsiveness

Engineering X Matrix

Project teacher

Training Matrixes

Customer feedback

Skill enhancement

ACE 2015 plan

Engineering Team Spirit













76

3.5 INFORMATION TECHNOLOGY


ORGANISATIONAL CHART OF IT DEPARTMENT






































APPLICATIONS


1) Microsoft technologies
IITT
IGDHDHKKKKHHHTI
DIRECTOR
IT MANAGER
ORACLE
PROJECT
TEAM
WINTEL TEAM
ORACLE DBA
TEAM
HELP DESK
TEAM
DEVELPOER
1
MEMBER 1
DBA 2
HELP DESK
ENG. 1
DEVELOPER
2
MEMBER 2 DBA 2
HELP DESK
ENG. 2
DEVELOPER
3
MEMBER 3 DBA 3
HELP DESK
ENG. 3



77

2) Outlook

3) MS Exchange

4) Link

5) MS Office 2007, 2010

6) OS- Windows, Windows Server 2003 & 2008, oracle EBS (ERP)


FUNCTIONS


Oracle DBA Team

Wintel team

Network team

Oracle projects team

Global Help Desk











78







CHAPTER 4
SWOT ANALYSIS
LIMITATIONS OF THE STUDY
FINDINGS AND CONCLUSIONS
























SWOT ANALYSIS






79
STRENGTH


Broad array of niche products because a typically niche
products will be easily distinguished from other products, and
it will also be produced and sold for specialized uses within
its corresponding niche markets.


NYSE (New York Stock Exchange) listed company.


Financially strong company ($1.6B turnover).


Company operates more than 30 countries across the globe.


Focusing on four industrial segments- Industrial, Electrical,
Energy and Engineered. If any crisis affected in one industry
they can focus on other segments.






WEAKNESS





80

The company is focused mainly in North America centric
markets.


Entered India in 2011 is a late entry market.


Hydratight, Enerpac and Powerpacker are comes under
Actuant umbrella. So each company have their own
systems, styles and policies. So it is difficult to maintain
these companies under one segment.




OPPORTUNITIES



Targeting in the low cost countries such as Srilanka,
Bhurma etc. in order to ensure their presence in the market.


Produce affordable products in the low market because
people everywhere, whatever their income level, aspire to
use high-quality and innovative products.

Tie up with government sectors like solar investors, coals,
mining, energy etc.



81


THREATS



Local low cost competition


Chances for fake market (Intellectual Property Infringement)


Government regulations and policies affect the companys
sales and profitability.


Foreign Exchange Fluctuations will affect the companys
import.












LIMITATIONS



Secondary data available from company manuals are out dated
Management did not disclose the confidential data.



82
Organizational environment was very busy, which limits the data
collection learning. All the information couldnt be involved because
of this factor.
Time was limited for a deep study of the organization.

FINDINGS

1. Company consists of over 70 employees

2. Employees should be scientifically recruited, properly motivated
trained and utilized

3. There are no unions

4. Companies plant is on under construction, so they import the products
from outside

5. The organization is having very good working environment.


CONCLUSION

The organizational study was very helpful in understanding various aspects
of organization like organization hierarchy, structure, rules and regulations,



83
compensation, discipline, recruitment, promotion policy etc. It helped me in
knowing various products and services of the organization, its revenue,
market, profitability etc.

The overall study of the organization reveals that the
company has grown tremendously from the year of incorporation. There is
tough competition in the market. Organizations have to implement strategies
to overcome the competition because of wider market and more number of
competitors. The organization has to give importance to their departments
because they have to play keenly in pushing the products. Hence the
organization has to motivate the employees of every department to push the
products hard in the market.


















BIBLIOGRAPHY




www.actuant.com




84
www.actuantindia.com

www.google.com/electrical indudtry+pdf

http://en.wikipedia.org/wiki/Energy_industry




BOOKS


Company records and manuals