INDUSTRY PROFILEThe first car ran on India's roads in 1899. Until the 1930s, cars were imported directly, but in very small numbers. An embryonic automotive industry emerged in India in the 1940s. Mahindra & Mahindra was established by two brothers in 1945, and began assembly of Jeep CJ-3A utility vehicles.Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to nationalization and the license raj which hampered the Indian private sector. A total restriction for import of vehicles was set and after 1970 the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury. Eventually multinational automakers, such as, though not limited to, Suzuki and Toyota of Japan and Hyundai of South Korea, were allowed to invest in the Indian market ultimately leading to the establishment of an automotive industry in India. A number of foreign firms also initiated joint ventures with Indian companies. Theautomotive industry in Indiais one of the larger markets in the world and had previously been one of the fastest growing globally, but is now seeing flat or negative growth rates.India's passenger car and commercial vehicle manufacturing industry is thesixth largest in the world, with an annual production of more than 3.9 million units in 2011. According to recent reports, India overtook Brazil and became the sixthlargest passenger vehicle producer in the world(beating such old and new auto makers as Belgium, United Kingdom, Italy, Canada, Mexico, Russia, Spain, France, Brazil), grew 16 to 18 per cent to sell around three million units in the course of 2011-12.In 2009, India emerged as Asia's fourth largest exporter ofpassenger cars, behind Japan, South Korea, and Thailand.In 2010, India beat Thailand to become Asia's third largest exporter of passenger cars. As of 2010, India is home to 40 million passenger vehicles. More than 3.7 million automotive vehicles were produced in India in 2010 (an increase of 33.9%), making the country the second (after China) fastest growing automobile market in the world in that year. According to the Society of Indian Automobile Manufacturers, annual vehicle sales are projected to increase to 4 million by 2015, no longer 5 million as previously projected. In 2011 this industry made almost 3.9 million cars. Latest reports state that India has left behind countries such as Brazil in this regard. It has also performed better than the automobile industries in countries like Belgium, Mexico, UK, Russia, Italy, Spain, Canada and France, when it comes to the passenger vehicle segment.In 2011-12 fiscal approximately 3 million cars were sold in this segment making it a yearly growth of almost 16-18% compared to 2010-11. It has also been one of the leading exporters of passenger cars in Asia along with countries such as Japan, Thailand, and South Korea and has occasionally performed better than these countries as well.The majority of India's car manufacturing industry is based around three clusters in the south, west and north. The southern cluster consisting of Chennai is the biggest with 35% of the revenue share. The western hub near Mumbai and Pune contributes to 33% of the market and the northern cluster around the National Capital Region contributes 32%. Chennai, houses the India operations of Ford, Hyundai, Renault, Mitsubishi, Nissan, BMW, Hindustan Motors, Daimler, Caparo, Mini, and Datsun. Chennai accounts for 60% of the country's automotive exports. Gurgaon and Manesar in Haryana form the northern cluster where the country's largest car manufacturer, Maruti Suzuki, is based. The Chakan corridor near Pune, Maharashtra is the western cluster with companies like General Motors, Volkswagen, Skoda, Mahindra and Mahindra, Tata Motors, Mercedes Benz, Land Rover, Jaguar Cars, Fiat and Force Motors having assembly plants in the area. Nashik has a major base of Mahindra and Mahindra with a SUV assembly unit and an Engine assembly unit. Aurangabad with Audi, Skoda and Volkswagen also forms part of the western cluster. Another emerging cluster is in the state of Gujarat with manufacturing facility of General Motors in Halol and further planned for Tata Nano at their plant in Sanand. Ford, Maruti Suzuki and Peugeot-Citroen plants are alsoa set to come up in Gujarat. Kolkata with Hindustan Motors, Noida with Honda and Bangalore with Toyota are some of the other automotive manufcturing regions around the country. In 2011, there were 3,695 factories producing automotive parts in all of India. The average firm made US$6 million in annual revenue with profits close to US$400 thousands.TOP CAR MANUFACTURERS IN INDIAFollowing is a list of leading car manufacturers in the country and some important financial details of the same:

Picture1.Top-10 car sales Jan-Nov 2013

CAR COMPANIES IN INDIA- Latest Trends and DevelopmentsIndia as a nation might be seeing a rate of economic growth that is the lowest in this decade but some sectors are still performing well, as per experts and in the automobile industry is one of them. in the automobile industry is one of them.In 2012-13 fiscal car sales have increased in India by 5.6 percent as per statistics provided by theSociety of Indian Automobile Manufacturers (SIAM).The Society had set a target of 10-12 percent for the period and the growth is still lesser than that. However, compared to 2011-12, when the industry was pretty flat, these figures represent a better condition. IHS Automotive has forecast that by 2016 the yearly rate of growth of sales for the automobile industry will be 10.9 percent taking the sales figure to approximately 4.88million.India Automobile Industry Technological Regulations and Future DevelopmentThe automobile industry in India has been trying to implement emission and safety related norms that are applicable in the international markets to make sure that the industry sees a sustainable rate of growth. It is expected that these rules will also help India improve its auto exports and become a major regional center in that regard.It has been trying to put into practice the Emission Norms for Four Wheelers that are being used in Europe and to this end has adopted the Euro III model from April 2005 onwards in 11 metropolitan cities.Two wheelers make up 70% of the cars in India and for them special emission norms have been created within India itself. These are among the toughest of their kind in the world.The industry has also calibrated its safety regulations in accordance with the ECE rules and the SIAM Road Map created in 2010. It has also introduced the Lambda Measurement plan in Delhi for cars and vehicles that have three way catalytic converters.India has also become an observer at the UNECE-WP29 and is an active participant in GTR evolution that will help in better implementation of the standards. At present Indian automobile companies are trying to come up with new products and one of them is Mahindra that is expected to bring out an electric version of Verito, its entry level Sedan. The organization is presently developing electric adaptation of its utility vehicles and light trucks.The Chief Technology Officer of Mahindra Reva which is the electric car making division of Mahindra, ChetanMaini, has told the media, that they are working on developing electric versions of Geo and Maxximo, light trucks. Maini, who is an 18 percent shareholder in Reva, besides being its founder, has stated that the organization wants enough charging stations and better markets prior to introducing light trucks operated on batteries.Government Initiatives For Indian Automobile IndustryThe Indian Government has introduced the National Automotive Testing and R&D Infrastructure Project (NATRIP) that will look to create core competencies in the national automotive sector that are at par with global standards. This project will also help the Indian auto industry become a key part of the world economy.The project will aim to create the very best infrastructure in testing, research and development, and validation and help the industry gain international repute. The project will invest INR 1718 crores in 3 automotive centers across the country for establishing top class homologation facilities. These centers are:NameZone

ManesarNorthern India

Ahmednagar and PuneWestern India

ChennaiSouthern India

The government has also announced theAutomotive Mission Planfor 2006-2016 and aims to make India a global center for the automobile industry. The plan aims to focus on the following areas:

Making and designing of automobiles Making and designing of auto components

It also looks to take the industry output to 145 billion US dollars by 2016, which is expected to account for at least 10% of the GDP by then. This can also generate extra job opportunities for 25 million people by that time.The plan also aims to make sure that the industrial production reaches the INR 600000 crore marks by 2016 at present the figure stands at INR 169000 crores. The plan will also look to increase the role played by this sector vis--vis the national economy and other important parts of it. The plan also looks to bring up the automobile certification and testing facilities in India at par with global standards.Problem Faced by Indian Car Manufacturers Over the years the Indian auto industry has faced medium levels of volatility but the problems have gone up in the last few years. One of the major issues for them has been fluctuation in prices of oil and metals. The inconsistencies in assistance and laws for the industry have also been critical in this regardThe majority of India's car manufacturing industry is based around three clusters in the south, west and north. The southern cluster consisting ofChennaiis the biggest with 35% of the revenue share. The western hub nearMumbaiandPunecontributes to 33% of the market and the northern cluster around theNational Capital Regioncontributes 32%.Chennai, with the India operationsofFordHyundai,Renault,Mitsubishi,Nissan,BMW,HindustanMotors,Daimler,Caparo, andPSA Peugeot Citronis about to begin their operations by 2014. Chennai accounts for 60% of the country's automotive exports.GurgaonandManesarinHaryanaform the northern cluster where the country's largest car manufacturer,Maruti Suzuki, is based. TheChakancorridor nearPune,Maharashtra is the western cluster with companies likeGeneral Motors,Volkswagen,Skoda,Mahindra & Mahindra,Tata Motors,Mercedes Benz,Land Rover,Jaguar Cars,FiatandForce Motorshaving assembly plants in the area.Nashikhas a major base of Mahindra & Mahindra.AurangabadwithAudi,SkodaandVolkswagenalso forms part of the western cluster. Another emerging cluster is in the state ofGujaratwith manufacturing facility ofGeneral MotorsinHaloland further planned forTata Nanoattheir plant inSanand. Ford, Maruti Suzuki andPeugeot-Citroenplants are also set to come up in Gujarat. KolkatawithHindustan Motors,NoidawithHondaandBangalorewithToyotaare some of the other automotive manufacturing regions around the country.

INDIAN AUTOMOTIVE COMPANIES: ChinkaraMotors: Beachster, Hammer,Roadster1.8S, Rockster,Jeepster, Sailster Force Motors:One Hindustan Motors: Ambassador ICML: Rhino Rx Mahindra:Major,Bolero,Scorpio,Thar,Xylo,Quanto,Verito,Verito Vibe,Genio,XUV500. Premier Automobiles LimitedSigma,RiO San Motors:Storm MarutiSuzuki(subsidiary of JapaneseautomakerSuzuki)800,Alto,Alto800,WagonR,Estilo,A-star,Ritz,Swift,Swift DZire,SX4,Omni,Eeco,Gypsy,Ertiga TataMotors:Nano,Indica,Vista,Indigo,Manza,Indigo CS,Sumo,Grande,Venture,Safari,Xenon,Aria Jaguar Land Rover(subsidiary ofTata Motors):Land Rover Freelander 2,Jaguar XF.

Foreign automotive companies in India: BMW India:3 Series,5 Series,X1,X3. Fiat India.Grande Punto,Linea. Ford India:Figo,Fiesta Classic,Fiesta,Ecosport,Endeavour. General Motors India Chevrolet:Spark,Beat,AveoU-VA,Sail,Aveo,Optra,Cruze,Tavera. Honda Cars India Limited:Brio,Jazz,Amaze,City,Civic,CR-V,Accord. Hyundai Motor India: Eon,Santro,i10,i20,Accent,Verna,Elantra,Sonata. Isuzu:MU-7,V-Cross Mercedes-BenzIndia:A-Class,B-Class,C-Class,E-Class,M-Class,S-Class. Mitsubishi (in collaboration withHindustan Motors): Lancer,Lancer Cedia,Pajero. Nissan Motor India:Micra,Sunny,Evalia. Renault India: Pulse,Duster,Scala,Fluence,Koleos. Toyota Kirloskar:EtiosLiva,Etios,Corolla Altis,Innova,Fortuner,Camry. Volkswagen Group Sales India: Audi India:A4,A6,Q3,Q5,Q7. koda Auto India:Fabia, Skoda Rapid, Laura,Yeti,Superb. Volkswagen India:Polo,Vento,

COMPANY PROFILE COMPANY OVERVIEW Hyundai DYMOS is a global automotive parts manufacturer that supplies multinational automakers with transmissions, axles, 4WD systems and seats. Founded in 1994, Hyundai DYMOS has expanded its operations by establishing eight production facilities and two subsidiaries. The production facilities are located in China, India, Mexico, Brazil and the Czech Republic. Through the innovation by its R&D center, Hyundai DYMOS produces and supplies highly reliable products to its customers. DYMOS Lear Automotive India is an Automotive Seating supplier and manufactures seats for all Hyundai Motor India models. It has also extended the business to Indian Navy Warships and advancing to deliver the products to commercial vehicle segments. DYMOS focus on design, development, procurement, and production processes. It aims for low cost automotive seating and working to systemize the various components that make automotive seating to achieve new value-added manufacturing to pursue safety and comfort. This enables to create harmonized seating systems, improve development efficiency and to win the esteem of automobile markets. The enhanced safety and ergonomics embedded in their seats promises our customers' delight in every single ride. The results are evidenced through excellent safety statistics, waste reduction successes, recycling improvements, quality norms and energy conservation methods. Using eco-friendly materials contributing to the green environment and effective use of the worldwide resources are on the move. In addition, DYMOS Lear also has well defined corporate social responsibility programs. If there has been an industry that DYMOS want to outperform, its DYMOS Lear. DYMOSians are committed to meet customer delight by bench- marking the best practices and acquire higher reorganization.

PHILOSOPHY OF DYMOS: Yes, I can do it, You can do it "and finally, Yes, we can do it."

MISSION STATEMENT:DYMOS Lear Automotive India Private Limited Is a Leading manufacturer of Automobile Seating System. The purpose of running the industry is to serve the customers of DYMOS with well sophisticated quality seats and build a healthy relationship with the customers so as to retain and exceed the customer satisfaction. VISION STATEMENT:To achieve 10 million dollars in Renault and become one of the top 30 global automobile industries by 2020. Putting top priority on customer satisfaction with advanced technologies and quality products, DYMOS is actively practicing R&D, employee-centered and global management to become the leading automobile parts manufacturer through these efforts, DYMOS makes its best for customers to create more value to enhance their competitiveness and perform corporate social responsibility.Key Focus on: Customer satisfactionEmphasizing the creation of superior customer value, DYMOS is providing quality service to build trust and satisfaction.Three phases in Customer Satisfaction is QUALITY

operating a product safety and quality management system Satisfying international environmental / quality standards executing company-wide quality education programs and proposal assessment activities

SERVICE

Introducing a responsible management system. Establishing a service centre for resident International employees Releiving customers complaints through a field clinic

TECHNOLOGY

developing new technologiesindependently Acquiring R&d technologies and skillUndertaking government projects

Research and Development

DYMOS is leading the industry with its determined R&D efforts and creativeness. With creative and persistent R&D efforts, DYMOS is laying the foundation for achieving robust development. it is reflected well in by DYMOS global research network of R&D centers around the world and the enhancement of international competitiveness through acquiring R&D capabilities and expanding R&D investments. DYMOS will keep focusing on developing innovative technologies to fully satisfy our customers.

Global ManagementDYMOS is setting the pace in automobile technologies as the no.1 industry leader. Based on leading-edge technologies, quality products, and R&D capabilities, DYMOS is rapidly expanding in overseas markets. By establishing a global research network of R&D Centers in US and Europe, and local subsidiaries in China, India, and Czech Republic, DYMOS is effectively utilizing global resources to enhance quality and develop advanced technologies. Through the aggressive pursuit of global markets and intensive R&D investments, DYMOS is becoming a global industry leader.

Human Resources DYMOS treasures its employees, and shares vision and hope with them.

EMPLOYEE DEVELOPMENT:With its corporate philosophy of human resources Constitutes competitiveness, DYMOS has been seeking individuals showing strong potential and focusing on educating employees. DYMOS employees are fully taking advantage of opportunities such as intensive language education courses, and overseas training program to improve their global competitiveness. more over, various job training and mentor programs are offered as well.EMPLOYEE BENEFIT PROGRAMS: DYMOS employees are provided with various benefits programs such as paid tuition for the employees children, medical care, home financing, and auto discount/financing. These employee benefits help give DYMOS workers a sense of stability and satisfaction, which in turn considerably improve the morale and productivity. Social Responsibility

DYMOS is actively engaging in environment-friendly business activities and corporate social responsibility.

Social Welfare Field: Holidays social service Sisterhood relationship between one company and one town Helping Lonely elderly People Sharing Rice of Love Sharing Lunch box of Love

Voluntary Service Field: Blood donation Campaign Volunteer Group Activities Employee family Voluntary Service Activity

Academic Education Filed: Sisterhood relationship between one company and one school Support Scholarship for Teenagers Book donation for teenagers

Culture and Exercise Field: Bazaar of donation fundraising at public activitiesDYMOS EVENTS: DYMOS DAY-2013 EMPLOYEE HOUSE VISIT MEETING WITH DYMOS CEO CORE VALUE CAMPAIGN DYMOSIANS FAMILY GET-TOGETHER MONTHLY REWARD-BEST EMPLOYEE

CORE VALUES

QUALITY POLICY: DYMOS Lear is committed to exceed the Customer Expectations by aligning and focusing efforts on Quality, Cost and Timely Delivery. DYMOS Lear constantly endeavors, to be a Leader in the field of Automotive Seating systems. DYMOS Lear strives for excellence in all areas of operations through : Continual improvement in the effectiveness of the Quality Management Systems Dedicated Team work with Cooperation Total Employee InvolvementPRODUCT AND SERVICE MIX Production of seats is facilitated with advanced technologies in order to meet and exceed the Customer delight. Employee training on production process so as to make them updated with knowledge to produce qualitative products. DYMOS produces Zero defect products and provide safe, smooth and ultimate joy of driving. BASIC FEATURES: In the event of an accident, dual air bags prevent side in juries. Thus, ensuring maximum safety for occupants. Electrically-powered adjustment available for the driver's seat Driver's Seat has an arm rest for convenience The multiple-angle adjustments give you the added comfort and neck support at the end of trying day or a long journey without obstructing your view To accommodate all occupants, the drivers seat is adjustable fore and aft, up and down and at an angle The head rest can be adjusted fore and aft, up and down and at an angleLUXURY FEATURES: The rear seat back has a 60:40 division that can act as useful variable extension to luggage compartment Walk-in mechanism for Rear passenger entry-in 3 Door. Passenger Side Seat back Pocket Fold-down central arm-rest with two large cup holders. Full Fabric Cloth Upholstery. Full Leather Cloth Upholstery

DYMOS PRODUCTS:

1. SANTRO 9-19982. ACCENT 10-19993. SONATA 8-20014. I10 10-20075. I20 10-20086. NAVY WARSHIP 3-20107. FLUIDIC VERNA4-20118. SANTA-FE 6-20119. DOZER 8-201110. EON 9-2011

TEST DEVICES: INGRESS/EGRESS ROBOT UNIVERSAL TESTING MACHINE CLIMATIC CHAMBER PROTABLE CMM SHORE HARDNESS TESTER SALT SPRAY TESTER IZOD IMPACT TESTER WEATHER OMETOR WATER REPELLANCY TESTER H/L HEAT PROTECTION TESTER3C-5S IMPLEMENTATION: DYMOS incorporates the 3C and 5S which is needed for the industrys success.3Cs are CUSTOMER COMPETITORS CORPORATION

By the recent concern 3Cs are also known as CAPABILITY CONSISTANCY CULTIVATION

5S is the workplace organization methodology introduced by the Japanese which can be abbreviated as SEIRI: Sort SEITON: Straighten/Streamline SEISO: Shine SEIKETSU: Standardize SHITSUKE: Sustain

Customers:

Hyundai Motors India

Being a group company of Hyundai Motors India, our company is the only one sole supplier of seats for all models of cars produced by Hyundai. Our daily production is at the average of 2200 car set seats per day.

Mobis India Ltd.

We supply after sales parts for Hyundai Car seats of all variants to Mobis India Ltd., which is also one of our group company.

Indian Navy

Being the sole supplier of Hyundai Motors India, we also wanted to join in other business from 2010 and now we supply seats for Indain Navy Warships.

BEML

We extend our business limit to BEML Limited (formerly Bharat Earth Movers Limited) from 2011 by supplying seats to BEML vehicles.

Top of FormProducts

Dymos Lear Automotive India is an Automotive Seating supplier and manufactures seats for all Hyundai Motor India models. We have also extended our business to Indian Navy Warships and advancing to deliver our products to commercial vehicle segments.

We focus on design, development, procurement, and production processes. We aim for low cost automotive seating and we are working to systemize the various components that make automotive seating to achieve new value-added manufacturing to pursue safety and comfort.

This enables us to create harmonized seating systems, improve development efficiency and to win the esteem of automobile markets. Santro (9-1998)

Accent (10-1999)

Sonata (8-2001)

i10 (10-2007)

i20 (10-2008)

Navy Warship (3-2010)

Fluidic Verna (4-2011)

Santa-Fe (6-2011)

Dozer (8-2011)

Eon (9-2011)

Bottom of Form

Features of product:

Safety & Comfort Features Luxury Features

In the event of an accident, dual air bags prevent side in juries. Thus, ensuring maximum safety for occupants.

Electrically-powered adjustment available for the driver's seat.

Driver's Seat has an arm rest for convenience

The multiple-angle adjustments give you the added comfort and neck support at the end of tring day or a long journey without obstructing your view.

To accommodate all occupants, the drivers seat is adjustable fore and aft, up and down and at an angle.

The head rest can be adjusted fore and aft, up and down and at an angle.

PPM CONCEPT:DEFINITION: This is a way of expressing very dilute concentrations of substances. Just as per cent means out of a hundred, so parts per million or ppm means out of a million. Usually describes the concentration of something in water or soil. One ppm is equivalent to 1 milligram of something per liter of water (mg/l) or 1 milligram of something per kilogram soil (mg/kg).

DYMOS had implemented the PPM concept to align the strategies, execution and the business results. Their goal is to achieve maximum results with perfect utilization of minimum enterprise resources. They also focus on accomplishment of Right Tasks at the Right Time which always has a Risk Factor. They have achieved Optimum Waste Reduction and Maximum Cost Efficiency. They focus on streamlining the processes to enhance speed of project delivery with higher quality and low cost. They Provide realistic status and value reporting to stakeholders & regulatory bodies.Top of FormCareer:

We need people with strong driving force and specialized capabilities that are always aiming for a higher goal and excellence.

Initiative and Productivity

Strong driving force/ Seeking challenge/ Innovative attitude

We seek people who have a strong driving force and infinite passionseeking a challenging career.

Professionalism

Continuous improvement/ specialized expertise/ Effective task management

We seek people who consistently improve themselves to become experts in their field with excellent task management skills and a professional attitude.

Adaptability

Open minded/ Global Attitude/ Leader of change

We seek people who can adapt to a rapidly changing global environment and lead with an open minded approach

Bottom of Form

MILESTONES

Founding Phase1998 ~ 2001Jun 1998Incorporation of Hanil Lear India Pvt. Ltd.

Sep 1998Santro SOP to HMI

Oct 1998Accent SOP to HMI

Aug 2001Sonata SOP to HMI

---------------------------------------------------------------------------------------------------------------------------------------------------------------

Growth Phase2002 ~ 2007Oct 2003GroundBreakingIst Seat Plant at SIPCOT

Dec 2003ISO/TS 16949-2002 Certified by M/s DNV

Mar 2004Elantra SOP to HMI

Apr 2004Completion of Ist Seat Plant

Jul 2004Getz SOP to HMI

Jan 2005ISO 14001:2004 Certified by M/s DNV

Jun 2005100 PPM Certified by HMI

Jun 2006Ground Breaking 2nd Seat Plant

Jul 2006Verna SOP to HMI

Jul 2006OHSAS 18001:1999 Certified by M/s DNV

Aug 2007Completion of 2nd Seat Plant

Oct 2007i-10 SOP to HMI

Nov 2007Incorporation of DYMOS India Automotive

---------------------------------------------------------------------------------------------------------------------------------------------------------------

Takeoff Phase2008 ~ 2011Jul 2008Management Change to DYMOS

Oct 2008i-20 SOP to HMI

Oct 2008SOP of DYMOS Foam Pad Plant

Mar 2010SOP of Indian Navy warship Seat

Jun 2010High court approval for Amalgamation of Hanil Lear India with DYMOS India Automotive

Jul 2010Company Name Changed to DYMOS Lear Automotive India

Dec 2010ISO/TS 16949-2009 Certified by M/s DNV

Apr 2011Fluidic Verna SOP to HMI

Jun 2011Santa-fe SOP to HMI

Aug 2011Dozer SOP to BEML

Sep 2011EON SOP to HMI

---------------------------------------------------------------------------------------------------------------------------------------------------------------

HISTORY OF HYUNDAI AND RELATED PARTNERS:

Hyundai Group was a multinational chaebol (conglomerate) headquartered in Seoul, South Korea. It was founded by Chung Ju-yung in 1947 as a construction firm and Chung was directly in control of the company until his death in 2001.

Following the 1997 East Asian financial crisis and Chung's death, Hyundai underwent a major restructuring and break-up, which reduced the Hyundai Group's business to encompass only container shipping services, the manufacturing of elevators, and tourism. Today, most companies bearing the name Hyundai are not legally connected to Hyundai Group.

They include Hyundai Motor Group, Hyundai Department Store Group, Hyundai Heavy Industries Group and Hyundai Development Company. However, most of the former subsidiaries of the Hyundai conglomerate continue to be run by relatives of Chung. If these companies were considered as forming a single broad family business, then it would remain the largest company in South Korea with enormous economic and political power in the country.

Hyundai branded vehicles are manufactured by Hyundai Motor Company, which along with Kia comprises the Hyundai KIA Automotive Group. Headquartered in Seoul, South Korea, Hyundai operates the world's largest integrated automobile manufacturing facility in Ulsan, which is capable of producing 1.6 million units annually. The company employs about 75,000 people around the world.

Hyundai vehicles are sold in 193 countries through some 6,000 dealerships and showrooms worldwide. In 2010, Hyundai sold over 1.7 million vehicles Worldwide. Popular models include the Sonata midsize sedan and Elantra compact.The Hyundai Motor Group is a South Korean multinational conglomerate company headquartered in Seoul, South Korea. It is the largest automobile manufacturer in South Korea, the second largest automaker in Asia after Toyota and the world's fourth largest automaker after General Motors, Volkswagen Group, and Toyota in 2011. The group was formed through the purchase of 51% of South Korea's second-largest car company, Kia Motors, by Hyundai Motor Company in 1998. As of July 2, 2011, Hyundai owns 32.8% Of Kia Motors.The Hyundai KIA Automotive Group also refers to the group of affiliated companies interconnected by complex shareholding arrangements, with Hyundai Motor Company regarded as the de facto representative of the Group. It is the third largest South Korean chaebol or conglomerate after Samsung Group and LG Group.PRESS RELEASES: World Environment Day (WED) is an annual event that is aimed at being the biggest and most widely celebrated global day for positive environmental action. WED activities take place all year round but climax on 5 June every year, involving everyone from everywhere. WED is also a day for people from all walks of life to come together to ensure a cleaner, greener and brighter outlook for themselves and future generations. DYMOS also marked WED with Tree Planting Activity.

Best National Supplier Awards 2012 & 2013 Best National Supplier award was received from Mobis India on 23rd May, 2013. DYMOSians Fixed Goal, Strategic Planning, Commitment, Constant Monitoring, Maximum Effort and All Team Support has resulted in achieving National Top Performance for Service Parts Supplier Award. It is the recognition of out-standing performance and achievement in India during 2013. This award is presented during Hyundai Mobis India Supplier Convention 2013, at Pattaya. Best Supplier Performance award from Mobis India on 22nd November, 2012. This award is presented during Mobis India Supplier Convention 2012. Core Value Training The DYMOS group has grown in to massive organization in terms of number of companies, sales volume, head count and geographical locations. While achieving tremendous external growth, it is felt necessary to look inwards and start tending to our corporate culture. In order to bring corporate philosophy to life, there is a need to keep re-enforcing values through many channels. DYMOS has also planned to conduct a CORE VALUE SEMINAR session for the Employees development and Companys development as a whole.SOCIAL RESPONSIBILITY CHARTERNEED FOR CORPORATE SOCIAL RESPONSIBILITY:

The growing pressure is on for all business to adopt the CSR principles, as in essence, by operating ones business ethically and responsibly, the chances of success is greater. Business that well managed corporate social responsibility, improved compliance and reputation and relationship are known to have increase shareholder value and profitability. When business or corporation include the CSR strategies, it will also enhance its attractiveness as an employer. The attitudes are changing, in US and Europe authorities introduced tough new ceiling on pollution and fuel efficiency standards . All major car makers now recognized this trend. Therefore the sale of Hybrid (petrol- electric) cars are growing fast. Bill Ford said the society is now clamoring for this approach.

DYMOS also achieved to establish Social Responsibility Charter to their stakeholders.

Charter is expression of dedication to fulfill their role as a global corporate citizen through balanced growth and sharing based on corporate culture of trust. DYMOS also strive strive to uphold trust-based management, environmental management ,and social contribution as the foundation of their business activities.They also fulfill their social responsibilities which is a key to sustainable, long-term growth and firm commitment to their employees, shareholders, customers, local communities and ultimately, the entire world.It supports our employees to reach their full potential and build mutually beneficial relationships with our suppliers. It builds practical industrial relations based on a corporate culture of respect and trust. It share and practice a spirit of service and eco-consciousness. It enhance the international competitiveness of our suppliers through mutual cooperation and green partnerships. It increase shareholder value and deliver trust and satisfaction to our customers. It promotes shareholders rights and benefits by creating economic and social value. It increases customer satisfaction by protecting customer information and delivering world class products and services. It actively incorporates the opinions of shareholders and customers in all our business activities and shares the value of sustainable growth. It contributes to the mutual prosperity of humanity as a global corporate citizen. It respects global environmental laws and regulations as we proactively participate in preserving the global environment. It promotes mutual understanding and contributes to global social development through active cultural exchanges

Introduction:OCTAPACE - Organizational Culture O--- opennessC--- confrontationT--- trustA---autonomyP--- proactionA--- authenticityC--- collaborationE--- experimentationOPENNESS. Openness can be defined as a spontaneous expression of feelings and thoughts, and the sharing of these without defensiveness. Openness is in both directions, receiving and giving. Both these may relate to ideas (including suggestions), feedback (including criticism), and feelings.CONFRONTATION Confrontation can be defined as facing rather than shying away from problems. It also implies deeper analysis of interpersonal problems. All this involves taking up challenges. The term confrontation is being used with some reservation and means putting up a front as contrasted with putting one's back (escaping) to the problem.TRUST. Trust is not used in the moral sense. It is reflected in maintaining the confidentiality of information shared by others, and in not misusing it. It is also reflected in a sense of assurance that others will help, when such help is needed and will honour mutual commitments and obligations. Trust is also reflected in accepting what another person says at face value, and not searching for ulterior motives.AUTHENTICITY. Authenticity is the congruence between what one feels, says and does. It is reflected in owning up one's mistakes, and in unreserved sharing of feelings. Authenticity is closer to openness. The outcome of authenticity in an organisation is reduced distortion in communication.PROACTION. Proaction means taking the initiative, preplanning and taking preventive action, and calculating the payoffs of an alternative course before taking action. The proact can be contrasted with the term react. In the latter action is in response to (and in the pattern of) an act from some source, while in the former the action is taken independent of the sourceAUTONOMY. Autonomy is using and giving freedom to plan and act in one's own sphere. It means respecting and encouraging individual and role autonomy.COLLABORATION. Collaboration is giving help to, and asking for help from, others. It means working together (individuals and groups) to solve problems and team spirit. The outcome of collaboration includes timely help, team work, sharing of experiences, improved communication and improved resource sharing.EXPERIMENTING. Experimenting means using and encouraging innovative approaches to solve problems; using feedback for improving, taking a fresh look a things, and encouraging creativity. We are so caught up with our daily tasks that we often only use traditional, tried and tested ways of dealing with problems.

Organizational culture:Organizational Culture can be defined as cumulative, crystallized and quasistable shared life shared style of people as reflected in the presence of some states of life over others, in the response predispositions towards several significant issues and phenomena (attitudes), in the organized ways of filling time in relation to certain affairs (rituals), and in the ways of promoting desired and preventing undesirable behavior (sanctions)Organizational culture is the behavior of humans within an organization and the meaning that people attach to those behaviors. According to Needle (2004),[1] organizational culture represents the collective values, beliefs and principles of organizational members and is a product of such factors as history, product, market, technology, and strategy, type of employees, management style, and national culture. Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits. The most important aspect of organizational culture are the values it practices. Eight values may be examined to develop the profile of an organizational culture that is called octapace it OPENNESS, CONFRONTATION, TRUST, AUTHENTICITY, PROACTIVELY, AUTONOMY, COLLABORATION, AND EXPERIMENTING.Importance of Organization CultureA common platform where individuals work in unison to earn profits as well as a livelihood for themselves is called an organization. A place where individuals realize the dream of making it big is called an organization. Every organization has its unique style of working which often contributes to its culture. The beliefs, ideologies, principles and values of an organization form its culture. The culture of the workplace controls the way employees behave amongst themselves as well as with people outside the organization. The culture decides the way employees interact at their workplace. A healthy culture encourages the employees to stay motivated and loyal towards the management. The culture of the workplace also goes a long way in promoting healthy competition at the workplace. Employees try their level best to perform better than their fellow workers and earn recognition and appreciation of the superiors. It is the culture of the workplace which actually motivates the employees to perform. Every organization must have set guidelines for the employees to work accordingly. The culture of an organization represents certain predefined policies which guide the employees and give them a sense of direction at the workplace. Every individual is clear about his roles and responsibilities in the organization and know how to accomplish the tasks ahead of the deadlines. No two organizations can have the same work culture. It is the culture of an organization which makes it distinct from others. The work culture goes a long way in creating the brand image of the organization. The work culture gives an identity to the organization. In other words, an organization is known by its culture. The organization culture brings all the employees on a common platform. The employees must be treated equally and no one should feel neglected or left out at the workplace. It is essential for the employees to adjust well in the organization culture for them to deliver their level best. The work culture unites the employees who are otherwise from different back grounds, families and have varied attitudes and mentalities. The culture gives the employees a sense of unity at the workplace.Certain organizations follow a culture where all the employees irrespective of their designations have to step into the office on time. Such a culture encourages the employees to be punctual which eventually benefits them in the long run. It is the culture of the organization which makes the individuals a successful professional. Every employee is clear with his roles and responsibilities and strives hard to accomplish the tasks within the desired time frame as per the set guidelines. Implementation of policies is never a problem in organizations where people follow a set culture. The new employees also try their level best to understand the work culture and make the organization a better place to work. The work culture promotes healthy relationship amongst the employees. No one treats work as a burden and moulds himself according to the culture. It is the culture of the organization which extracts the best out of each team member. In a culture where management is very particular about the reporting system, the employees however busy they are would send their reports by end of the day. No one has to force anyone to work. The culture develops a habit in the individuals which makes them successful at the workplace.Types of Organizational CultureBefore we get into the specific details of the different types of cultures, there are two overarching models that companies will fall into, strong culture and weak culture. In a strong culture, employees have a sense of empowerment and understanding of the company goals, regulations and philosophy. Academy Culture Normative Culture Pragmatic Culture Club Culture Baseball Team Culture Fortress Culture Tough Guy Culture Process Culture Bet Your Company CultureAcademy CultureThe name says it all. Academy culture depends on employees who are highly skilled, studious and welcome further training and advancement. This type of work place environment thrives off of intense training for employees being brought on board and ongoing training for the employees already there. Organizations that choose to follow this culture are very particular about who they hire, their existing skill sets and their willingness to learn and grow.Normative CultureThis is your everyday corporate workplace. Normative culture is very cut and dry, following strict regulations and guidelines that uphold the policies of the organization. Employees rarely deviate from their specific job role, break rules or do anything other than what is asked of them. These type of organizations run a tight ship and are not suited for every type of employeePragmatic CultureYou know that saying the customer is always right? Well, that is the first and only rule of a pragmatic culture workplace. The customer or client comes before anything or anyone else. Because every customer is different, these type of work places are very opposite of the normative culture environment as employees dont adhere to strict rules.

Club CultureNothing but the best. This type of culture requires employees to be very skilled and competent in their niche of work. Educational qualifications, prior work experience and even personal interests are taken into consideration before an employee is hired. Baseball Team CultureThis could be the best type of organizational culture from an employees stand point. Remember how pragmatic culture focuses on the customers? Well, baseball team environments say its all about the employees. As long as the workers are happy, comfortable and feel respected, the work will get done and the employees will want to stick with the company for the long haul. Fortress CultureContrary to baseball culture, fortress culture could be the worst (or the best if youre really good at what you do) for employees. This type environment is all about the numbers. If the organization is doing well as a result of the employees productivity then the employees continue to have a job. If the organization begins to see a downfall in success then the individuals that arent pulling their weight are terminated.Tough Guy CultureTough guy culture is basically another way of saying micro-management. Employees are monitored every step of the way and when something does not meet the standards or expectations of the company the employee is given guidance and monitored further. It can be a tough (hence the name) environment for some to work in especially if you are independent and have a creative mind. Process CultureThis type of office culture provides a set of regulations and procedures that the employees follow. Its different than the normative culture as the regulations are not a bullet-pointed list of dos and donts so much as it is an ideology that the employees adhere to. Employees know what they are getting into when they sign-up and are often self-starters.Bet Your Company CultureThis culture is for the patient risk-takers. Organizations that follow this culture are known to literally bet the success or failure of their company on single decisions of which the outcome is completely unknown. It can be a wild ride working for this type of company as you dont know what each day is going to bring. Factors Affecting Organization Culture:Organizational culture is responsible for the behavior and actions of the employee of that organization.Culture= values + attitude + BehaviorsThere are 6 Factor affecting organizational culture:1) Attitude of top management 2) Socialization of the organization3) Adherence of important values4) Selection and placement of employee5) Performance evaluation and rewards6) Recognition and promotionLets understand these factor in brief.1) 1) Attitude of top Management: As we know top management run the business and manage the organization based on certain set of values, philosophy, and policy. Their attitude and polices are getting reflected in the decisions they take and systems and procedure, rules and regulations set for the employees.

2) 2) Socialization of the organization: It is the procedure of new employee familiar with the culture of organization A) Entrance every new employee has their own values, belief and attitudes. Initially they match with organizational culture. B) Struggle here organization culture and individual culture enter into conflicts.C) Change here individual try to change and modify their culture to match with organization culture.

3) Adherence of important values: if organization has good values in its policy, such as, social welfare, human up liftmentetc. then employee in that organization also develop that kind of values and put in their best by strictly following rules and regulations.

4) Selection and placement of employee: Employee should be selected based on qualifications as well as by examining their values, belief and attitudes.

5) Performance evaluation and rewards: if employee efforts are properly evaluated and than suitably rewarded then good conductive culture can prevail in the organization.6) Recognition and Promotion: Recognizing good and exceptional performance andachievement of the employees and then rewarding them through proper promotions.Changing the organization culture:Changing an organizations culture is one of the most difficult leadership challenges. Thats because an organizations culture comprises an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions.The elements fit together as an mutually reinforcing system and combine to prevent any attempt to change it. Thats why single-fix changes, such as the introduction of teams, or Lean, or Agile, or Scrum, or knowledge management, or some new process, may appear to make progress for a while, but eventually the interlocking elements of the organizational culture take over and the change is inexorably drawn back into the existing organizational culture.Changing a culture is a large-scale undertaking, and eventually all of the organizational tools for changing minds will need to be put in play. However the order in which they deployed has a critical impact on the likelihood of success.

Frequent mistakes in trying to change culture include: Overuse of the power tools of coercion and underuse of leadership tools. Beginning with a vision or story, but failing to put in place the management tools that will cement the behavioral changes in place. Beginning with power tools even before a clear vision or story of the future is in place.Adjusting to Changing Organization Culture:The work culture represents the ideologies, principles, policies and beliefs of the organization. The individuals style of working, his behaviour and ways of interaction also contribute to the culture of the organization.There are several reasons which lead to a change in the organization culture. Change in management, poor financial conditions, revisions in goals and targets bring a change in the culture of the organization.Accepting changes in the work culture is the toughest thing to do for an employee. Not all employees can happily adapt to organizational changes.Employees need time to cope up with a new culture. Miracles cant happen overnight and habits do not change all of a sudden. The employees must spend some time to understand and adjust to the new culture. One should work with an open mind and willingly accept things. Dont always crib as it leads to no solution. The employees must try their level best to accept the changes with a smile and work accordingly. One should never be in a rush. The management must also give time to the employees for them to gel with the new culture. Dont pressurize anyone to accept changes all of a sudden.

The employees must design new strategies, new plan of actions and policies to meet the new challenges. Try to find out the exact reasons for the change. The ideas which were successful earlier might now fall out of place. One should not be adamant. Sit with your team leader, discuss all possible options and try to implement something which would work best in the new culture and benefit you as well as your organization.An employee must change his behaviour and thought process as per the culture. It is essential to be flexible. Being adaptable at the workplace always pays in the long run. Remember everything happens for the best. One should always try to look at the positive aspects of life rather than cribbing on things which are beyond anyones control.Janet worked with an organization of repute. Her organization followed a culture where the employees never reached office on time. There were no strict rules and regulations for the employees. Janet found her work culture very comfortable as there was no pressure on her to reach work on time.Very soon her organization hired someone from its competitor to take charge of the organization. He made several changes in the work culture, the first and the foremost being fixed timings for all the emloyees.Everyone irrespective of the designation had to reach office on time. All the employees had to adhere to the guidelines and policies of the organization.Few tips to adjust to the changing organization culture. Give time to adjust Be flexible Work with an open mind Never crib Look at the positive side Develop alternate plans Dont get too attached to someone at the workplace

Role of Employees in Organization Culture: The beliefs, ideologies and practices of an organization form its culture which gives a sense of direction to the employees. The work culture goes a long way in creating the brand image of the organization and making it distinct from its competitors. The employees are the true assets of an organization. They are the ones who contribute effectively towards the successful functioning of an organization. The employees play an important role in deciding the culture of the workplace. Their behaviour, attitude and interest at the workplace form the culture.Setbacks of Organization Culture:What is Organization ?A common platform where individuals from different backgrounds, mentalities, educational qualifications, interests and attitudes come together to work towards a goal as well as earn bread and butter for themselves is called an organization. Every organization has a unique style of working often called its culture.Culture - The ideologies, beliefs and policies of an organization form its culture.Setbacks of an organization culture The culture of an organization is not formed in a single day. A culture is the cumulative outcome of the interaction amongst the employees and their behavioural patterns at the workplace. A culture is formed when individuals follow certain values and adhere to guidelines over a considerable period of time. Problems arise when new employees step into the shoes of the existing ones and take charge. They bring new ideas, new plan of actions and new concepts along with them and thus cause problems for the existing employees. They tend to hire their own people and eventually side-line the current employees. Adjustment problems arise when new joinees find it difficult to adjust to the prevailing work culture. They find it difficult to concentrate and tend to lose interest in work. For them the work becomes a burden and they simply attend office to earn money. They never get attached to their workplace. Culture in certain cases can also become a liability to an organization. Strict policies and harsh rules can sometimes create problems for the employees and they find it difficult to stick to the organization for a long time. Retaining the employee becomes a nightmare in cases of weak cultures. The policies must be employee friendly and benefit one and all. An organization where male employees dominate the female counterparts follow a culture where late sitting is a regular feature. Male individuals might find this kind of culture extremely comfortable but a female employee would not be able to adjust well in such a culture. An individual working in any particular culture for quite some time would develop certain habits and mindset. It is not easy to get rid of a habit all of sudden. Difficulties arise whenever employees wish to move on for better opportunities. The new organization might not promise them the same facilities and comforts which their previous organization offered. The incentive plan in this organization might not be as lucrative as it was in the previous organization. An employee finds it difficult to implement new ideas and concepts in a culture which has been practised for several years. For him the culture becomes a limitation, where he has to work as per the set guidelines and predefined policies. One should always remember that no culture is more important than employees. They are the true assets of an organization. The work culture should never bind the employees to do something innovative.Edgar Schein Model:Schein's model of organizational culture originated in the 1980s. Schein (2004) identifies three distinct levels in organizational cultures:1. artifacts and behaviours2. espoused values3. assumptionsThe three levels refer to the degree to which the different cultural phenomena are visible to the observer. Artifacts include any tangible, overt or verbally identifiable elements in an organization. Architecture, furniture, dress code, office jokes, all exemplify organizational artifacts. Artifacts are the visible elements in a culture and they can be recognized by people not part of the culture. Espoused values are the organization's stated values and rules of behavior. It is how the members represent the organization both to themselves and to others. This is often expressed in official philosophies and public statements of identity. It can sometimes often be a projection for the future, of what the members hope to become. Examples of this would be employee professionalism, or a "family first" mantra. Trouble may arise if espoused values by leaders are not in line with the deeper tacit assumptions of the culture. Shared Basic Assumptions are the deeply embedded, taken-for-granted behaviours which are usually unconscious, but constitute the essence of culture. These assumptions are typically so well integrated in the office dynamic that they are hard to recognize from within.

Robert A Cooke Model of Organization Culture:Every employee has a way of behaving at the workplace which he feels is the correct way and would help him survive in the organization for a longer duration. Such perceptions of employees form the culture of the organization. According to Robert A Cooke, the culture of an organization is the way employees behave at the workplace to ensure stable future and growth.Cooke proposed three types of culture in the organization:1. Constructive CultureThere are certain organizations which encourage healthy interaction amongst the employees. The individuals have the liberty to share their ideas, exchange information and discuss things to come to an innovative solution beneficial to all. Conflicts arise when employees feel neglected and are not allowed to speak their minds. People crib amongst themselves when queries remain unattended leading to severe demotivation. A constructive culture encourages discussions and exchange of ideas amongst employees. Constructive culture motivates the employees and eventually extracts the best out of them.The key features of a constructive culture are: Achievement: A constructive culture helps the employees to achieve the targets within the stipulated time frame. Self Actualizing: In this kind of culture, an employee stays motivated and realizes his full potential. Encouragement: A Constructive culture encourages employees to deliver their level best and strive hard for furthering the image of the organization. Affiliative: The employees avoid conflicts and unnecessary disputes and promote a positive ambience at the workplace.2. Passive CultureIn a passive culture, the employees behave in a way contrary to the way they feel is correct and should be the ideal way. In a passive culture, the main motive of the employee is to please the superiors and make his position safe and secure in the organization. In such a culture, employees unhappily adhere to the guidelines and follow the rules and regulations just to save their job.The characteristics of a passive culture are: Approval: In such a culture employees cant take decisions on their own. They need to take their bosss approval before implementing any idea. Conventional: Employees are bound by rules and regulations of the organization and act according to the prescribed standards only. Dependent: In such a culture, the performance of the employees is dependent on the superiors decisions and they blindly follow their bosss orders. Avoidance: Employees tend to avoid their own personal interests, satisfaction and simply act according to the companys policies.3. Aggressive CultureOrganizations following an aggressive culture promote competition amongst the employees. They encourage the employees to compete against each other so that each one performs better than his fellow worker. In such a culture, employees seeking their colleagues assistance are often called as incompetent employees. Every individual vies for power, attention and strive hard to win appreciation.The key features of such a culture are: Opposition Power Perfectionist Competitive In the above culture, employees are aggressive, compete against each other and try to become perfectionist by identifying their mistakes and eventually minimizing them.Charles Handy Model of Organization Culture:Several models have been proposed till date explaining the organization culture, one of them being the Charles Handy model.1. PowerThere are some organizations where the power remains in the hands of only few people and only they are authorized to take decisions. They are the ones who enjoy special privileges at the workplace. They are the most important people at the workplace and are the major decision makers. These individuals further delegate responsibilities to the other employees. In such a culture the subordinates have no option but to strictly follow their superiors instructions. The employees do not have the liberty to express their views or share their ideas on an open forum and have to follow what their superior says. The managers in such a type of culture sometimes can be partial to someone or the other leading to major unrest among others.2. Task CultureOrganizations where teams are formed to achieve the targets or solve critical problems follow the task culture. In such organizations individuals with common interests and specializations come together to form a team. There are generally four to five members in each team. In such a culture every team member has to contribute equally and accomplish tasks in the most innovative way.3. Person CultureThere are certain organizations where the employees feel that they are more important than their organization. Such organizations follow a culture known as person culture. In a person culture, individuals are more concerned about their own self rather than the organization. The organization in such a culture takes a back seat and eventually suffers. Employees just come to the office for the sake of money and never get attached to it. They are seldom loyal towards the management and never decide in favour of the organization. One should always remember that organization comes first and everything else later.4. Role cultureRole culture is a culture where every employee is delegated roles and responsibilities according to his specialization, educational qualification and interest to extract the best out of him. In such a culture employees decide what best they can do and willingly accept the challenge. Every individual is accountable for something or the other and has to take ownership of the work assigned to him. Power comes with responsibility in such a work culture.