OutlineRelationship managementCompany's nameMahindra and MahindraWho is managing the relationshipCaroline Keeley - Priyanka Kumari1. Company descriptionOverall description of company activitiesTotal revenuesBreakdown of revenues in main activity areasChair or CEO bioCompany champions' bioCompanies shared value focus areas and business model descriptionGeographical footprint2. PrioritiesMain areas of interest for collaborationsMain areas, geographies of interest for PPPsMain areas of interest for action learning3. Engagement with PlatformCompany action commitment statement Participation in SymposiumsParticipation in Action Group meetings Participation in Collaboration meetsParticipation in expert groups, field studies and other action learning

Description and revenuesOverall description of the company and revenuesOverall description of company activitiesRevenuesFY2011-12FY2012-13Total revenuesUS$15.4 billion Breakdown of revenues of key Action Platform focus areas latest available yearAreas2011-12Farm equipmentUS$6.4 billion

Established in 1945, Mahindra and Mahindra is the flagship company of the Mahindra Group, with annual revenues of US$15.4 billion in 2012. The companys core automotive and farm equipment business is comprised of the farm equipment sector which realized gross income of US$6.4 billion (Rs. 34,820 Cr.) in FY2012, up 34% from FY2011. Mahindra and Mahindras Farm Equipment Division is a top-selling global tractor company, with annual sales of 236,666 tractors in FY2012, an increase of 10% from FY2011 and has a presence in more than 40 countries on six continents and among more than 1,000 dealers worldwide. In the Indian market, Mahindras market share is 41%. Mahindra and Mahindra entered the market for micro-irrigation in 2010-2011 after acquiring of a 38% stake in EPC Industries Limited, one of the leading micro-irrigation companies in India. Mahindra and Mahindra manufactures tractors at four state-of-the-art plants in India, two in China, three in the US, and one in Australia, grounding the company in four major agricultural hubs. Mahindra has over 1000 dealers, with widespread distribution across India.

BiosBiosAshok Sharma Chief Executive - Auto and Farm Strategy, Agri and Allied Business, Mahindra & Mahindra Ltd.Contact informationAnirban Ghosh, Vice President, Strategic Planning and New Business Development, Farm Sector, Mahindra & Mahindra Ltd.Contact informationShyam Sundar Vembar, Vice President, Agribusiness, Mahindra & Mahindra Ltd.Contact informationVIKRAM PURI, Chief Executive Officer , Mahindra Shubhlabh Services, Mahindra & Mahindra Ltd.Contact information

Mr. Ashok Sharma is the CEO for Auto and Farm Strategy, Agri and Allied Business at Mahindra & Mahindra, where he is responsible for strategy and business excellence in the auto and farm businesses, agribusiness, engine application and spare business units. He joined the Farm Equipment Division of Mahindra in 1998 as General Manager, Sales. He has made significant contributions in the areas of strategic planning, quality and business excellence. More recently, he has played a key role in expanding Mahindra's agribusiness and Powerol operations. Before joining Mahindra in 1998, he was with Godrej & Boyce, Videocon International, and Daewoo Electronics with positions in sales and marketing. Mr. Sharma has Bachelors in Mechanical Engineering from VJTI Mumbai and a Masters in Management Studies from Jamnalal Bajaj.ASHOK SHARMA may be reached at:SHARMA.ASHOK@mahindra.com | +91 98920 62832 | Farm Equipment sector, 5th Floor, EPU Building, Gate 4, Akurli Road, Mumbai, IndiaMr. Ghosh is the Vice President, Strategic Planning and New Business Development at Mahindra and Mahindra Ltd. Mr. Ghosh began his career with Hewlett-Packard Division, Blue Star Ltd in 1987 and worked for Modi Xerox a few years later. He joined the Farm Equipment Sector, Mahindra and Mahindra Ltd in 1999, and has handled various positions in Sales, Marketing and Strategy. He was the President of Mahindra USA Inc. from 2007 to 2009. Mr. Ghosh has been a Board Member of the Association of Equipment Manufacturers, USA and has extensive teaching and academic experience. He has been the visiting faculty and guest lecturer at IIM Ahmedabad, IIM Indore, Mudra Institute of Communications and Advertising among others. He has also been a member of the Board of Marketing Studies, NMIMS, Mumbai. Mr. Ghosh earned his BE in Electrical Engineering from Jadavpur University, Kolkata and was in the Fellow Program at IIMAANIRBAN GHOSH may be reached at:Ghosh.Anirban@mahindra.com | +91 22 6648 31 80 | Farm Equipment sector, 5th Floor, EPU Building, Gate 4, Akurli Road, Mumbai, India

SHYAM VEMBAR may be reached at:Vembar.Shyam@mahindra.com | +91 22 66483018 | Farm Equipment sector, 5th Floor, EPU Building, Gate 4, Akurli Road, Mumbai, IndiaVIKRAM PURI may be reached at:PURI.VIKRAM@mahindra.com | + 91 022 6648 3016 | Mahindra & Mahindra (Tractor Division)Gate No.2, Akurli Road, Kandivili (E), Mumbai - 400 101Shyam Sundar Vembar is Vice President for Agribusiness at Mahindra and Mahindra Ltd. Prior to this position, Mr. Vembar worked at Monsanto where he held positions as Chief Executive Officer of Monsantos Vegetable Seed Division. Director of Global Business Development in the same division, International marketing lead and country head of Indonesia, as well as a variety of other management positions. Mr. Vembar started his career at Hindustan Unilever where he managed sales and brands. He has an MBA from the Indian Institute of Management, Calcutta and a B Tech in Chemical Engineering from the National Institute of Technology, Tiruchirappalli. Mr. Vikram Puri is the Chief Executive Officer of Mahindra Shubhlabh Services Ltd., a branch of Mahindra and Mahindra. Mr. Puri has held senior management positions in several companies engaged in the production and marketing of agricultural inputs and outputs. He has launched joint ventures with Asian and European companies in both horticultural and biotechnology, aimed at delivery of products to the Indian and South East Asian Markets. Mr. Puri holds a Masters of Science in Agriculture (Plant Breeding & Genetics) from the Punjab Agricultural University, and a Management degree from the Indian Institute of Management, Ahmedabad (IIMA). He has received specialized training in process technology from Sweden and Holland. With over 27 years of experience in agricultural inputs, plantation management, horticulture and agri-biotechnologies, Mr. Puri led Mahindra Agribusiness to emerge as the leading fresh grape exporter to Europe.

Focus areasCompanies shared value focus areas and business model description

Mahindra Shubhlabh Services Ltd. (MSSL) Farm MachinerySource and dateIIMA-HBS Field Studies, 2011Source:ESP work for DCC, 2012Source and dateHBS Field Studies, 2012Date:Related documentsRelated documentsBuilding Agri-solutions and Agri-finance. Mahindra, beyond tractors, 2011Identifying Opportunities for Inclusive Business with Mahindra and Mahindra, 2012Mahindra and Mahindra Company Profile for Symposium on Creating Shared Value in Agribusiness, 2012

Established in 2000, Mahindra Shubhlabh Services Ltd. (MSSL) is the agribusiness arm of the Mahindra Group, a $6 billion market leader in multi-utility vehicles in India (2010). MSSLs mission is to integrate the agriculture value chain from agri-inputs to farm outputs or agri-commodities. MSSL provides products, services and knowledge needed to run productive farms, ranging from seeds to crop protection materials and distribution services. Initially, MSSL focused on standard field crops such as basmati rice, maize, barley, other oilseeds such as sunflower, and mustard. MSSL has since expanded operations to engage farmers in higher value crops including grapes, pomegranates, gherkins, garlic, onions, potatoes and crops destined for the seed industry. At present, within the agri-inputs area, MSSL has launched brands related to seed potato, wheat, maize and sunflower seed, as well as a range of Agrochemicals. The company has established agricultural centers in various parts of India and reaches 5,000 farmers in eight states. MSSL leverages its relationship as an input supplier to establish mutually beneficial relationships with farmers. MSSL works directly with contract farmers to meet the quality requirements for exports by signing a contract with specific quality standards. Farmers working with MSSL can access global markets and multinational supermarkets and gain awareness of the latest technologies for farming through company extension officers. The farmers working as contract growers benefit from receiving higher gross margins due to higher price realization, lower price risk due to minimum guaranteed price, and minimized production risks from infestation and weather changes due to the support from MSSL. MSSL plays a crucial role in developing and maintaining value chains supporting the livelihoods of Indian farmers.

GeographyGeographical footprint

NameCodePresence (mark with an X)Number of branches or exclusive dealersTop five areas of business concentrationALL INDIAAndhra PradeshAPXArunachal PradeshARAssamASXBiharBRXDelhiXChhattisgarhCTXGoaGAXGujaratGJXHaryanaHRXHimachal PradeshHPJammu and KashmirJKJharkhandJHKarnatakaKAXKeralaKLXMadhya PradeshMPXMaharashtraMHXManipurMNMeghalayaMLMizoramMZNagalandNLPunjabPBXOdishaORXRajasthanRJXSikkimSKTamil NaduTNXTripuraTRUttar PradeshUPXUttarakhandUTXWest BengalWBTOTAL number of states18

Areas of interestMain areas of interest for collaborations, PPPs and action learningMain areas for collaborationsAreas of interest for collaborationType of companyCompanies of interest for collaborationPotential geographical focusSource1Input suppliers2Financial institutions3Agro-entrepreneurs and producer organizations4 Main areas for PPPsFocus activities of the company in PPPsWhether interested in PPPs in KarnatakaMaharashtraMadhya Pradesh1X (see email from Anirban)234Main areas for action learningAreas of action learningInterested in participating in expert group Interested in MBA field studies Interested in receiving results of action learning1Building integrated solutions through value chains2Building integrated solutions to inputs 3Building, backing producer org, agro-enterprise 4Building integrated agri-finance5Lessons learned in building collaborations 6Moving from subsistence to commercial farming7Making agriculture attractive for next generation

Email from Anirban Ghosh to Nancy on March 12, 2013Thank you for the interaction with the officials from Karnataka at ICRISAT on the occasion of the Bhoochetana review. The program is a fantastic one in the space of widespread productivity enhancement and in conjunction with the infrastructure being created by the Bounteous Karnataka project and the co-ordination work being done by Quality Consortium of India (QCI I may not have got the full form correct) in Karnataka which I learnt about yesterday, the state is likely to see a lot of good on-ground action in agriculture.The Development Commissioner had a few specific questions for us and I can see you have incorporated them in the questionnaire.As a follow up to the meeting and in response to your questionnaire let me say that:1.Mahindra is strongly committed to the Bhoochetana PPP (8/10)2.The main roles we can play are:a.Providing end-to-end agronomy solutions without buyback (Agri-Doctor similar to Dr. Wanis concept of Farmers Friend used in Bhoochetana)b.Providing end-to-end solutions with buyback for pulses and / or grapes if possible in Karnatakac.Manufacture of farm equipment that will enhance mechanizationd.Implementation of watersheds and other water conservation solutionse.Drip irrigation3.Therefore our areas of interest area.Extension and advisory servicesb.Supply of inputsc.ICT servicesd.Irrigatione.Farm Equipmentf.Value Chain development (pulses / grapes)4.Choice of DistrictsNo preferences as of now. Will be guided by suitability for pulses / grapes. If these value chains are not possible then it will be guided by improvement potential in the districts offered by the State Government.5.The PPP should focus on fruits and vegetables / pulses / cotton crops where the farmer can earn more money. If the farmer practices mixed farming on his land he will want input on other crops he is growing as well (learning from Agri Doctor pilot)6.Payment arrangementsa.The experiment must not be in the CSR space and hence, at the minimum, the costs of operation must be covered with additional returns being linked with results achieved. Result benchmarks must be pre-decided.b.The payment mechanism must not be cumbersome else the project will be stillborn and will not scalec.Individual companies should bite only as much as it can chew as the success of the project will be in the results delivered and not in the area / farmers covered.7.Participation in JuneOnly if arrangements are adequate. So some of the interventions will not happen in June.8.Other companiesImportant to have other companies with PPP experience and with productivity enhancement experience in the project, hence UPL, Jain.

Action commCompany action commitmentDate received: Dec-12Overall objectivesKey Measures under the shared value platform and quantitative targets for 2020Potential annual outreach, impact by end 2020Major company operations and collaborations implemented in this area Annual outreach and impact of these company measures as of end 2011-2012 Key planned, company initiatives 2012 to 2020 with targeted outreach Proposed collaborations in this area and collaborators sought Company manager responsible for delivering in this objective A1.Build robust value chains with small and medium farmers, not previously engaged, including those in dairy, fruits and vegetables for which specific targets are provided.At least 50 companies and federations engage in building robust value chains with 3 million small and medium farmersMahindra Shublabh has built value chains with ~ 300 farmers in fruits and vegetables, seed potatoes, other with Mahindra providing inputs, advice and financing ~ 400 farmers in Mahindra F&V value chains ~ 15,000 farmers in Mahindra F&V value chains by 2020, with the following breakdown by commodity group: Input supply companies, JV partners in F&V Fruits and vegetablesKey Measures under the shared value platform and quantitative targets for 2020Potential annual outreach, impact by end 2020Major company operations and collaborations implemented in this area Annual outreach and impact of these company measures as of end 2011-2012 Key planned, company initiatives 2012 to 2020 with targeted outreach Proposed collaborations in this area and collaborators sought Company manager responsible for delivering in this objective A6.Build solid, mutually beneficial value chains, aggregation structures, and value adding services. F&V value chains will involve arrangements for providing improved planting materials, inputs and advice, demo plots, irrigation offerings, linkages to bank finance for fixed investment and working capital requirements, and attractive procurement terms.To at least 500,000 commercial small scale fruit and vegetable farmers, increasing farmers share in retail price from 25% to at least 35%.See above. F&V value chains ~ 400 farmers in Mahindra F&V value chains as at end FY 2012 15,000 farmers in Mahindra value chains by en FY2020.

At least half of these farmers engaged directly with the company or through producer organizations, with all arrangements geared to building win-win value chains.Inputs equipment and adviceKey measures under the shared value platform and quantitative targets for 2020 Potential annual outreach, impact by end 2020Major company operations and collaborations implemented in this area Annual outreach and impact of these company measures as at end 2011-12 Key planned company initiatives 2012 to 2020 with targeted outreach Proposed collaborations in this area and collaborators sought Company manager responsible for delivering in this objectiveB1.Use agro-dealer networks to provide improved inputs, advice, and be agents for crop/weather insurance and creditIntegrated services for 10 million farmersMahindra Samriddhi Centres providing agro-solutions, inputs, advice to farmers. At end FY2012, 150 Samriddhi Centres providing inputs, advice to an estimated 1,50,000 farmers in CY2012. At end FY2020, 600 Samriddhi Centres providing financial services to a projected 20,00,000 farmers in CY2020. Input supply companies in seeds, plant protection to sell own brand and private label.

Also offering access to tractors, farm equipment and irrigation through Mahindra dealers. B2.Back agro-entrepreneurs in agro-services50,000 agro-entrepreneurs supportedWhile financing will be offered through Mahindra Finance, tie-ups also sought with banks providing finance for agro-entrepreneurs Services to 10 million progressive small farmersB3.Tie advice, demos, aggregation models to value chainsAt least 2 million farmers gain access to attractive markets, and realize increased earnings for farmer and value chain companyMahindra Shubh Labh provides inputs, advice, procurement in grapes, apples, banana with about farmers in Mahindra Shublabh value chains as at end FY2012 Samriddhi and Mahindra Shublabh to work together to provide inputs, advice to farmers, in seed potatoes, fruits and veg, other products. Input supply companies in seeds, plant protection and fertilizer

Export buyers and local fruit and veg processing companies B4.Combine ICT solutions with face to face advice, improved inputs, market linksInputs and advice to 10 million farmersMahindra Samriddhi building agri-doctors service help desk, combining mobile based ICT solutions with face to face technical services. Engagement of 2 million farmers in full value chainsIrrigationKey measures under the shared value platform and quantitative targets for 2020 Potential annual outreach, impact by end 2020Major company operations and collaborations implemented in this area Annual outreach and impact of these company measures as at end 2011-12 Key planned company initiatives 2012 to 2020 with targeted outreach Proposed collaborations in this area and collaborators sought Company manager responsible for delivering in this objectiveB7.Initiatives by irrigation companies to extend the reach of MIS to small farmers10 million additional hectares under drip irrigation by 2020MIS to small and medium farmers, with training and technical services geared to optimize results in productivity and earnings, and water conservation. Not available / knownCollaborations with seed and plant protection companies to provide package of productivity enhancing measures.

B8.Expand distribution systems of MIS companies,and customize distribution systems of farm machinery and input supply companiesExpand dealer network to expand access to MIS in key India states. ~ 400 MIS dealers in 12 states, bundling provision of agronomy advisory and irrigation offerings Not available / knownFarm equipmentKey measures under the shared value platform and quantitative targets for 2020 Potential annual outreach, impact by end 2020Major company operations and collaborations implemented in this area Annual outreach and impact of these company measures as at end 2011-12 Key planned company initiatives 2012 to 2020 with targeted outreach Proposed collaborations in this area and collaborators sought Company manager responsible for delivering in this objectiveB11.Major equipment manufacturers innovate in the production of low cost farm equipment1 million medium sized farmers of the 16 million farmers with 5 to 20 acres which are not yet using tractors purchase and use tractorsSmall tractor of 20 HP developed with sales initiated in 2010. Annual sales of >20 HP tractor: 11000 units in 2011/12. Projected annual sales of ~90,000 >20 HP tractors in FY2020.

B12.Major tractor and equipment manufacturers promote dealers and/or at least 10,000 agro-service entrepreneurs, for leasing of tractors and farm equipment, spraying, soil testing and other agro-services to small farmersTotal outreach of 5 million farmers.A significant portion of Mahindra tractors used for custom hiring. Not knownNot known B14.Expand financing of tractors and farm equipmentFinance at least one million farmersNot available / knownNot available / knownBank financing of tractor and farm equipment purchase B16.Build area development PPPs, with equipment manufacturers joining with irrigation and input supply companies and companies providing information and adviceHave developed watershed PPP in one state.Estimated 20,000 individuals to be impacted by water supply of watershed operation by FY 2014Not available / knownState governments

Input supply companies. B17.Innovate in the production of low cost farm equipmentMahindra developing low cost farm equipment Not available / known

ParticipationParticipation in Platform activitiesSymposiumYearWho from company participated2012 SymposiumVikram Puri, CEO, Mahindra ShubhLabh Services Ltd.Shyam Vembar, VP Agribusiness2013 SymposiumAshok Sharma, Chief ExecutiveAnirban Ghosh, VP

Steering CommitteeYearWho participatedJul-12Anirban GhoshOct-12Anirban GhoshDec-12Anirban Ghosh

Action Group meetingsAction GroupDateWho from company participatedValue ChainsJul-12Gyaneshwar Tewari, General ManagerProducer OrganizationsJul-12Anirban GhoshAgri-financeJul-12Shyam Vembar Natural ResourcesJul-12Vinod Menon, Director General ManagerSubsistence to CommercialJul-12Anirban GhoshNext GenerationJul-12Vikram Puri, CEOAgri-financeDec-12Shyam Vembar

Collaborations MeetsMeetDateWho from company participated

Expert groups, field studies and other action learningActivityDateWho from company participatedPPPs Expert GroupDec-12Anirban GhoshInputs Expert GroupDec-12Anirban GhoshHBS Field Studies2011-12Samriddhi Centre