Showing posts with label bpo services in India. Show all posts
Showing posts with label bpo services in India. Show all posts

Wednesday, 29 May 2013

Aegis Ranked Amongst the Top 12 on IAOP's 2013 Global Outsourcing 100 List



 DALLAS and MUMBAI, India, May 9, 2013 /PRNewswire/ --
Aegis Limited, a leading outsourcing and technology services company and part of the USD 27 billion conglomerate Essar, today announced that it has been ranked 12th in the International Association of Outsourcing Professionals (IAOP) 2013 Global Outsourcing 100. Aegis has moved up the charts of the Global Outsourcing 100® rankings from 26th in 2009 to 12th in 2013. The Global Outsourcing 100 list serves as the essential industry reference of innovative outsourcing services companies in the world.
The Global Outsourcing 100, in its eighth year currently, is an annual ranking by IAOP of the world's best outsourcing service providers and serves as an essential reference for companies seeking new and expanded relationships with the best outsourcing services providers. The applications sent by service providers are judged by an independent panel of experienced outsourcing buyers on four critical characteristics - size and growth, customer references, organizational competencies and management capabilities.
Other than being cast as a Leader in the 2013 Global Outsourcing 100, Aegis is also cited in various sub-categories in the 2013 listings
  • Leaders in Number of Employees Globally
  • Best CSR in Outsourcing
  • Best 20 Leaders in Healthcare
  • Best 20 Leaders in Telecommunications
  • Best 20 Leaders in Customer Relationship Management Services
  • Best 20 Companies in Financial Management Services
  • Best 10 Companies in Australia/New Zealand
  • Best 20 Leaders in USA
  • Best 20 Companies in India
"Our strategy of placing customer experience management at the center of our business is clearly taking us places. At Aegis, the art of managing, enabling, extending and enhancing customer experiences across multiple channels is at the core of our solutions portfolio. We see customer experience as a powerful transformation lever for any organization, and we can architect a multidisciplinary solution that's best suited for our clients, right from strategy to execution," said Sandip Sen , Global CEO, Aegis Limited.
Aegis' consistently rising trajectory on this list is an outcome of strong client references before the IAOP panel as well as its winning customer experience strategy. The company continues to invest in innovation and look at moving up the value-chain with transformational business process services and vertical specific back office solutions to further enable clients meet their corporate goals.
"As applicants continually raise the bar and as the outsourcing industry continues to grow and mature in many markets, competition is tougher," said Jag Dalal, Managing Director of Thought Leadership, IAOP and chairman of the judges' panel. "Being named as a leader in The Global Outsourcing 100 is a great achievement, particularly given the strong competition, and we are proud to recognize Aegis for their excellence."
About Aegis
Aegis is a global outsourcing and technology company committed to impacting clients' business outcomes by focusing on enhancing customer experience across all touch points and channels. Aegis was founded 30 years ago in the US and now has operations in 56 locations across 13 countries with more than 55,000 employees. Aegis services over 300 clients from verticals such as Banking and Financial Services, Insurance, Technology, Telecom, Healthcare, Travel & Hospitality, Consumer Goods, Retail, and Energy & Utilities. The company is wholly owned by Essar, a USD 27 billion conglomerate. For more information write to us at info@aegisglobal.com or visit http://www.aegisglobal.com
About Essar
Essar is a multinational conglomerate and a leading player in the sectors of Steel, Energy, Infrastructure and Services. With operations in more than 25 countries across five continents, the Group employs 75,000 people, with revenues of $27 billion.
About IAOP
The International Association of Outsourcing Professionals® (IAOP®) is the global, standard-setting organization and advocate for the outsourcing profession. With more than 120,000 members and affiliates worldwide, IAOP helps companies increase their outsourcing success rate, improve their outsourcing ROI, and expand the opportunities for outsourcing across their businesses. To learn more, visit http://www.IAOP.org
Media Contacts

Essar media contacts
Manish Kedia , Senior VP Corporate Affairs
Essar Group
Phone: +91-98197-30092
Email: manish.kedia@essar.com

Aegis Global
Danveer Bhasin, Associate Vice President, Marketing
Aegis Limited
Phone: +91-99301-35788
Email: Danveer.Bhasin@aegisglobal.com
Aegis Americas
Kevin Nolan , Senior Director, Marketing
Aegis Limited
Phone: +1-214-505-9732
Email: Kevin.Nolan@aegisglobal.com

IAOP Media Contact:
Kate Tulloch-Hammond , Manager, Media and Communications
Phone: +1-845-452-0600 extension 122
Email: kate.hammond@iaop.org
SOURCE Aegis Limited
aegisglobal.blogspot.com
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Tuesday, 28 May 2013

How your Company can Assess Customer Experience Intuitively

Customer-Experience      Providing a great customer experience is not a well-kept secret that only companies like Amazon can access. In fact, the best customer service I get today is at my local hardware store.
Let me describe my experience here. Every weekend I find in my email inbox, an updated online catalogue of new products, mailed to me by my hardware store. When I drop by at the store, the single clerk at the register is non-intrusive but attentive to answer any questions. Aisles are labeled correctly and goods organized according to categories with little scope for confusion – customers can pick up what they need, independent of a sales person.
Features of every product are described on charts along with the pricing. A Wi-Fi enabled computer kiosk in the store helps shoppers who want to look up reviews of any product online. And that’s not all, if I have to wait in the billing queue for more than 5 minutes, I am offered a discount on my next purchase – and complementary home delivery. And post my purchase, I can call the store for free help any time.
To me, the management of this store knows exactly what their customers want at every stage. Week after week, I leave the store with a smile on my face and the store has earned itself the loyalty of a customer who remembers it above competition.
Why has this small corner store gone through so much end-user value addition focused on keeping acustomer happy? Because they know something that organizations across the world are beginning to understand: the value of retaining customers through good customer service. It’s no secret that the most common way of losing customers is through bad customer service. And if we’re talking numbers, the average value of every customer relationship abandoned or lost to competition is approximately a hefty $289[1]. My hardware store has understood this and supports my shopping path right from the time I plan to buy, look around for product information and discounts, make a purchase, look at delivery options and seek after-sales support. Furthermore, their main focus lies on keeping a customer happy while empowering other players in the chain to contribute – in effect, it is creating a Value Constellation.
This is a far different from traditional routes where companies position themselves appropriately on the Value Chain, so that they provide the right experience to their customers and offer them value in the right ways. This model requires suppliers to provide the required goods and/or services to a company, which would then add its value to these goods and services before passing the offering on to consumers[2]. Every level in the value chain played his role as best as he could; but there was little effort towards complementing and supporting other levels in the chain.
In a Value Constellation, the focus does not lie on the company or the industry(as it previously did) but on the value-creating system itself, within which different economic actors – suppliers, business partners, allies, customers – work together to co-produce value.[1] What my small hardware store is doing, was creating an entire business environment that was empowering other players in the economic chain – the store, the delivery personnel and the customer to be a part of the process of creating value.
Value constellation works so well because it allows you to gather customer feedback at every stage of the lifecycle. Your representatives will not be called only when there is an issue late in the buying cycle or post purchase but rather, you could gather data based on experience at every stage, and provide your customers with more intuitive, “proactive”, game-changing and differentiated experiences.
Renowned furniture retailer Ikea is a great example of a company that functions successfully as a Value Constellation. Ikea itself is not just a retailer as much as it is the center of a value constellation of goods, services, management, design and support. With Ikea, a customer understands that their role is more to create value than simply consume it. What the company manages to do, (and successfully), is orchestrate the entire social, financial, managerial and technical engineering that ensures its smooth operation.
There are an increasing number of companies jumping onto this bandwagon. Amazon.com discovered that it could provide its customers with a larger range of services interconnected with their basic service which was e-commerce. It has progressively partnered with a number of companies such as Marks and Spencer, Toys ‘R’ Us and Target to offer integrated value to its customers. It now ranks as one of the top companies in the world forgreat customer service.
Your company could benefit from a similar approach. In our coming blog posts we will delve more into the concept of a Value Constellation, so you can see what you could do to keep your customers happy and your business profitable.
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Letting your customers show you growth

Linear Growth     The BPO industry has witnessed a surge in the past few years. In fact, over the past decade, it has grown more than tenfold, from USD 8 billion in 2000 to USD 88 billion in 2010.
This rapid spurt in the industry is slowly giving way to a steadier pace of growth – driven by an increased customer-focus.
Traditionally, companies have recognized two broad growth drivers in the industry: ‘linear’ and ‘non-linear’. Linear growth is a stable revenue growth proportional to a company’s rate of growth in manpower. In contrast, non-linear growth is achieved when a company increases its revenue and operating income by a higher rate than the rate of growth in manpower. Non-linear growth itself encompasses a number of drivers (KPMG has identified seven) including cloud computing, intellectual property, mergers and acquisitions, and branding.
Customer ExperienceToday’s customers expect and appreciate superior, personalized experiences across every interaction with a brand. This has led to the emergence of customer engagement and customer experience as equally strong drivers for growth, as much as the linear and non-linear aspects. With the growing popularity of social media, micro blogs and a host of other networking platforms, delighted customers today have instant access to hundreds of friends and followers. They express opinions, share views and serve as critics or ambassadors for a brand – making it all the more critical for organizations to effectively engage with them and offer them the right customer experiences.
Organizations are increasingly leveraging the whole ‘customer experience’ paradigm to build competitive advantage and grow their business. They are exploring multiple engagement models, each of which firmly places the customer at the centre stage. With an “outside in” approach, many of these models are focused on improving the entire brand experience from the end customer’s perspective. Organizations are also investing in the right People, Processes and Technologies to optimize the customer experience they offer across every touch point of customer interaction.
With organizations considering customer experience as a key growth driver, besides the traditional linear and non-linear methods, there is a fundamental shift in business outlook. Businesses are focused on aligning their solutions to meet customer needs today and on keeping their offerings relevant tomorrow.
Naturally, there is a need for companies to partner with the right customer experience partners and R&D houses to achieve this. They need to gain better insights and customer focus to drive growth in future. At the end of the day, superior customer engagement has proved itself to be a factor that organizations have to sit up and take note of. Brands now have only one choice to make – which customer engagement model best suits their business?
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Sunday, 26 May 2013

Aparup Sengupta among Global Powerhouse 25

aparup-sengupta-smiling     IAOP’s Globalization Today magazine publishes an annual list of Global Powerhouse 25, which is a list of individuals who hold the most influential power in the outsourcing industry.
Initially, hundreds of individuals from the industry are nominated to be on the list. After a round of online voting as well as a thorough evaluation of the nominations by the IAOP expert panel, 25 leaders are finally selected to be on the list.
This year, Aegis CEO & MD Aparup Sengupta has been featured along with leaders from leading organizations like Capgemini, Johnson & Johnson, Accenture, Nokia, and Deloitte.
It is a well-deserved recognition for Aparup! Aegis takes pride in this news.
To view the complete list of the Global Powerhouse 25, visit www.globalizationtoday.com.
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Saturday, 25 May 2013

Gaining sustainable advantage through differentiated customer experience

customer_exp      In today’s fast-paced business world, where product lifecycle is shrinking rapidly,organizations are grappling to create a sustainable differentiated advantage.
With multiple factors impacting the new-age customer, end-user experience is the only true product differentiator for customer retention, loyalty, and improved customer lifetime value (CLTV). Most brands today are sharply cognizant of the fact that providing a differentiated customer experience is crucial to their businesses.
With competition increasing phenomenallyin all industry segments, businesses mustensure superior customer experience at every point where the customer interacts with their brand- before, during and after the purchase as well as during consumption.For instance, an airline offers an excellent and extremely attractive rewards program to demonstrate unique value to its customers. However, if flyers do not experience good service on the airline, no matter how well-thought-out the rewards program is, it would fail to convince themto usethebrand again.In contrast, to continue with the same example, if the airline offers the best in-flight experience and a great personalized service to its flyers, and also tracks insight to avoid and compensate for a disengaged incident, that would prove to be a game-changing strategy for the airline brand.
So, the true sustainable gain lies in making your customers fall in love with your brand. The way to do this right is to create a mind-set within your organization that focuses on customer experience. You must create a feeling of trust among your customers and assure them that irrespective of the situation and engagement, your brand will keepitsvalue promise.Customer experience is not a mere strategy that needs to be executed; it is an attitude that you need to instil in your corporate culture.Some key tips can help you optimize your customer service if you are strategizing to win back consumer trust and differentiate yourself from competitors.
Experience evangelistsare delivering immense value using ground-breaking techniques. They piece together the structured as well as unstructured data pertaining to your customers’ interactions with your brand – physical, virtual, or social – continuallygathered from across all customer touch points. They then derive insights and ideas that can transform your business. This helps you moveproactively and ensure thatevery customer ‘moment of truth’ is extremely positive, rather than reacting after the experience has gone wrong.  For example, by studying in-store consumer movement and shopping trend analytics, retailers improve their store layout for a more engaging customer experience while encouraging more impulse purchases.
Along with a few cost implications, this approach can identify additional revenue streams through superior experience management alone.
How are you using customer insight to drive greater value?Are you leveraging customer experience management to its fullest potential? If your organization is ensuring a differentiated customer experience, we’d like to hear about it.

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Is the Indian Consumer Willing to Pay More for better Customer Experiences?

customer satisfactionCustomer engagement in India is fundamentally different from customer engagement in mature markets.  Unlike the mature markets that are plagued with stagnant growth rates and a saturated pool of customers,
the Indian economy has had healthy growth and a seemingly endless supply of new customers.  The expanding middle class and the emerging affluent[1] with higher levels of disposable income have fuelled an unprecedented growth curve for Indian businesses.  However circumstances are changing – the IMF recently reduced the growth estimate for India down to 6.1%[2] from the revised growth rate of 6.8% announced earlier in the year.  While still growing at a healthy rate compared to the mature economies, India is now facing a slowdown.
The questions smart businesses are asking themselves:
  • What can we do differently to maintain our revenue streams and profit margins in the soon-to-be-new normal?
  • Will the traditional approach of focusing business strategy on customer acquisition still work during the slowdown or should the focus be on retention of the most profitable customers?
The answer is not quite simple.  The typical Indian consumer is a discount shopper.  Bargain hunting is a favourite national sport, second perhaps only to cricket.  So it is not surprising that the predominant strategy of customer acquisition and retention has been based on pricing.  To drive greater customer loyalty, retailers are investing in building company and coalition loyalty programs with some success.  As Shopper’s Stop[1] discovered, even their most loyal customers time their purchases to Sales.  Shopper’s Stop now allows their most loyal customers to pick a Personal Sale Day of their choice every year and offers them discounts for that one day.
customersIn mature markets, differentiation based on pricing and product alone is no longer a sustainable strategy. Several companies have beaten the economic odds by offering differentiated customer experiences.  Research conducted by RightNow[1] (now part of Oracle) last year revealed that 86% of customers are willing to pay more for greater customer experience.
The billion dollar question is – Is the Indian market reaching that stage where the Indian consumer is willing to pay more for better customer experiences? 
Forward-thinking companies across service-based industries in banking, telecom, hospitality, airlines, and insurance are already anticipating such an eventuality. They have started leading the curve on the customer experience management in anticipation of a changing consumer landscape in India.
In the banking industry, where product offerings are largely standardized, Indian banks are now seeking differentiation through service experience. Standard Chartered Bank, India’s largest international bank, launched India’s first instant online credit card approval solution, which enables a customer to apply for a card online and receive an “Approval In Principle (AIP)” almost instantly. The experience here being remarkably different from the manual, paper intensive, and intrusive approval processes in place today at most banks.  ICICI Bank’s (“Hum Hain Na”) and Union Bank of India’s (“Good people to work with”) takes a different approach by focusing on trust, dependability, and superior quality of service as differentiators. In the airlines industry, Indigo Airlines has outstripped their competition with emphasis on customer experience with on-time arrivals, easy walk-on ramps, a well-groomed westernized crew, modern menu, and more.
One Indian company that has demonstrated that the Indian buyer is willing to pay more for customer experience is Tanishq.  Established in 1995 as a high-end branded jewellery retailer, Tanishq has become the most valued jewellery brand in India.  Through a differentiated customer experience – well designed exclusive retail showrooms, complementary nation-wide service, and a generous loyalty program – Tanishq has persuaded a lot of Indians to leave their traditional jewellers and go with Tanishq despite higher prices.
Much like their global counterparts, the Indian middle class is well informed, social, and influential.  However, traditionally, the Indian customer has been conditioned to be less demanding of the experience delivered. Therein lies the opportunity to surprise and delight prospects and customers.
Offering differentiation through experience will have greater impact on Indian customers compared to their western counterparts, who are accustomed to high levels of service delivery and have even greater expectations, thereby increasing brand loyalty. Certain segments of the customer base might even be willing to pay more for a white-glove treatment. The key to sustaining profitability during economic uncertainty will be to identify the right target customers and defining the right experiences.
Differentiated customer experience as a source of revenue?  That is an idea whose time has come for the Indian markets.
[1] Indian middle class: the emerging affluent, LiveMint.com Posted: Thu, Mar 15 2012
[2] Mint, 17-07-2012, Emerging Markets Get a Wake-up Call, Asit Ranjan Mishra
[3] As presented at the Loyalty Summit, February 2012, Mumbai
[4] RightNow Customer Experience Impact Report 2011
For more information about Aegis, you can visit the official website at www.aegisglobal.com
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Top Eight Considerations to Look for in a BPO Partner

customer care    Businesses really cannot afford to compromise on customer care and experience. Unfortunately, however, it is often the case that in the focus to improve revenue streams and cut operating costs, many businesses risk lowering the quality of their customer care.
One easy solution is to outsource customer care to a business partner. However, even here, much care and consideration must be given in finding just the right partner.
In a brief, “list-type” article I wrote for theContact Professional magazine, I offered eight important things to look for when trying to find an outsourcing solutions partner.
One – What kind of relationship is this?
Outsourcing is a strategic, cost-effective solution to manage costs. The decision to outsource, and the subsequent vendor selection process, can be daunting. Businesses are under increasing pressure to find an outsourcer with high quality standards at a reasonable cost. Ensure that your vendor doesn’t cut corners on elements most important to you and your customers. In fact, dispel the notion that the outsourced company is a vendor; re-think the relationship and approach it as a partnership.
Two – What are your goals?
Establish clear goals. Do you want to reduce costs, improve quality, enhance customer experience, generate revenue or retain more customers? You probably answered yes to all five, but what is your priority? The clearer your requirements, the better are your chances of achieving the desired results.
Three – What do they do well?
Look at the BPO partner’s experience in your vertical. Have they worked with your competitors or other firms in your industry? Their ability to understand industry-specific terms and concepts is critical to success. Your BPO partner’s knowledge base must be in-house or quickly acquired. They should be skilled at hiring highly qualified candidates with an industry background, good phone skills, and a track record in previous jobs. Once hired and brought into a stringent quality process, well-trained and high-caliber performers will put your BPO partner in position to meet your Key Performance Indicators.
Four – Where are they?
Compare the BPO partner’s geographical footprint to your location needs. Some providers utilize a one-site-fits-all approach that may not be right for you. Determine how comfortable your organization is with the location of your engagement. Choose an outsourcing partner who will locate your business where you think is best for that process. This is often referred to as a “right-shoring” approach.
Five – Can they scale?
Once you agree on locations, the successful BPO partner should be able to scale up to match your requirements. Look at their track record in opening and operating new locations. How fast can the engagement get up and running? Make sure your BPO partner proactively aligns its schedule with your business. If your business is seasonal in nature, ask about their experience in ramping up and down accordingly.
Six – What about its people?
“People are our most important asset” should be more than just a poster in the HR office; it should permeate the entire organization. A large percentage of a BPO partner’s headcount is its agent pool, so agent retention is a priority of outsourcers. Look at their portfolio of employee incentives and retention programs. Successful outsourcers implement creative incentive programs based on performance metrics and attendance. Innovators take it a step further. For example, we partnered with a fuel price protection solutions provider to roll out a unique fuel incentive program at many of our US locations. The program helped agents reduce agent commuting costs, which bolstered retention and strengthened our ability to recruit leading candidates from a broader geographic area.
Seven – Are they Certified?
BPO partners must operate in the same regulatory environment as their clients. The industry has certain certifications, and organizations possessing these tend to have more rigorous measures of performance quality. Statement on Auditing Standards No. 70, Service Organizations (SAS70), developed by the American Institute of Certified Public Accountants, represents that a service organization has thoroughly audited its control objectives and control activities, often including controls over IT and related processes. Payment Card Industry (PCI) certification also demonstrates rigor. If the Health Insurance Portability & Accountability Act (HIPAA) pertains to your customers, make sure your BPO partner understands the Act and knows how to treat your customers accordingly.
Eight – Can I get a reference?
Knowing who your BPO partner’s clients are is important, but do not be alarmed if they are not immediately forthcoming with logos. Even if the BPO engagement is performed in the same zip code as the client’s headquarters, outsourcing is still a sensitive issue. Most companies do not publicly disclose that they outsource customer care. Non-disclosure agreements between BPO partners and clients are typical. The reference check may have to wait until you are very deep in the selection process.
Of course, this list is not exhaustive and it does not replace your own intuitive business sense about the right fit with your business; however, this is a helpful guide to making daunting business decisions like outsourcing a crucial process, which customer care and management most certainly is.
Read the original article published on Contact Professional here.
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Wednesday, 17 April 2013

Aegis Global Vs. Essar

                          

Aegis Global Vs. Essar
:: TENDERS ::
ALL TENDERS
Automobile, Crane, Earth moving eqpt.
Boiler, Turbine & Generator
Chemical & Catalyst
Construction Items
Contract & Service
Electrical, Instrumentation, IT and Telecommunication
Equipment Erection
Hardware
Insulation & Refractory
Machinery & Equipment
Marine
Material Handling
mechanical
Medical
Office Item, Equipment & Furniture
Packaging
Paint, Lubricant & Consumables
Petroleum products, Fuel, Industrial gas
Pipe, Valve & Fittings
Raw Material & Production Consumable
Rotary Equipment
Sale of Construction Waste & Surplus
security & fire services
Static Equipment
Steel Plates, Coil, Structural
Steel Scrap & Coal Ash
Utility & Fire
Workshop Equipment and Accessories

                                                  Welcome


Aegis Limited, an Essar Group enterprise, is built on the mantra of customized solutions and co-creation of value. Aegis has an Engineering Centre and a specialized Procurement Group that offer detailed design, procurement and construction management services for up gradation, expansion and grassroots-based projects in the Oil & Gas, Petrochemicals, Power and Steel sectors to various leading clients.The Essar Group is a diversified business conglomerate operating in the manufacturing & services sectors of Steel, Energy, Power, Communications, Shipping Ports & Logistics, Construction, and Mining & Minerals, with over 50,000 people in five continents. Essar has drawn up significant expansion plans across its various businesses with several large projects lined up for execution.Aegis, under contract from its various clients, requests bids from experienced suppliers. Detailed specifications, including BOQ and procedural guidelines, can be downloaded from here.Vendors who want to partner with us and bid for our tenders are requested to REGISTER in our online vendor registration form or click here for vendor registration.Existing & Registered vendors are required to send an email to vmanagement@essar.com for your user ID & password (If not received already) to participate in bidding of our tenders.For any further assistance, please write to us to tc.mum@essar.com 



 aegisglobal.blogspot.in


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Sunday, 14 April 2013

Essar Group

Essar logo.svg
     Essar Group is an Indian multinational corporation headquartered at Mumbai, Maharashtra, India. The company has presence in sectors like steel, energy, power, communications, shipping ports, logistics and construction. Today, the Group continues to expand its global footprint, focusing on markets in Asia, Africa, Europe, the Americas and Australia.[2]

 Essar House, Essar   Headquarter,Mumbai
Essar began as a construction company in 1969 and diversified into manufacturing, services and retail. Essar is managed by Shashi Ruia, Chairman – Essar Group and Ravi Ruia, Vice Chairman Essar Group.[3



Essar Group                                      Essar logo.svg  
Type Private
Industry Conglomerate 
 Founded 1969 
 Founder(s) Shashi Ruia Ravi Ruia 
 Headquarters Mumbai, Maharashtra, India 
 Area served Worldwide 
 Key people Shashi Ruia[1] (Chairman)Ravi Ruia[1] (Vice-Chairman)Prashant Ruia[1] (Group CEO) 
 Products Steel, oil and gas, power, communications, shipping, 
ports and logistics, projects, mineral, Real estates 
 Revenue Increase US$ 27 billion (2012)[2]
Profit Increase US$ 2 billion (2011)[2]
Employees 75,000 (2011) Subsidiaries Essar Steel, Essar Steel Algoma, Essar Oil, Essar Shipping, Essar Hypermart, The MobileStore 
 Website www.essar.com

Contents


History

Essar Group began its first operation with the construction of an outer breakwater in Chennai port. The name Essar is derived by combining the first letter of the Chairman's and Vice-Chairman's names – Shashi and Ravi, i.e. S plus R sounds like Essar. The Company was incorporated in June 1976 under the name of Essar Construction Limited and was engaged primarily in core sector activities, including marine construction, pipeline laying, dredging and other port related activities. In 1984, the Company ventured further into other core sectors mainly the field of exploration and development, drilling onshore and offshore oil and gas wells for Indian Public Sector oil exploration companies. In view of this the Company's name was then changed to Essar Offshore and Exploration Limited in May 1987.
In August 1987, the Company's name was changed to Essar Gujarat Limited, to reflect its highly diversified business interest. In 1988, the Company made an initial public offer for its shares, which are now listed in Bombay Stock Exchange, National Stock Exchange of India and two other Indian stock exchanges.
In the 1990s the group entered into steel making with its Hazira plant in Gujarat and a pellet plant in Visakhapatnam. During the same decade the Essar Group expanded its scope into other businesses gas exploration, oil refinery, construction and GSM telephony.
As part of its business strategy of focusing on the iron and steel sector, the Company hived off its unrelated business to a series of different companies, which remain in the Group. Offshore and energy operations were transferred to Essar Oil Limited in May 1992, Civil and mechanical construction business were transferred to Essar Projects Limited in March 1993.
With a vertical integration program in mind, construction of a world-class state-of-the-art technology Hot Rolled (HR) sheets and coil plant began in 1992. The plan commenced trial production in April 1995 and commercial production in April 1996.
To reflect its business strategy of focusing on steel making operations, the name of the Company was changed from Essar Gujarat Limited to Essar Steel Limited in December 1995. The Company operates the following facilities at Hazira, Gujarat state. 3.4 MMTPA gas based Hot Briquetted Iron (HBI) plant; 2.4 MMTPA Hot Rolled Coils (HRC) plant
The plant has requisite infrastructure like captive jetty, assured power supply, captive lime and oxygen plants and quality raw material from HBI plant. The products conform to quality requirements of international rating agencies like TÜV Rheinland, Lloyds Register, American Petroleum Institute etc. This is the first steel plant in India to receive ISO 14001 certification for the best environment management.
Over the last few years the group has been expanding its businesses geographically as well.

Steel

Essar Steel is a global steel company with presence in India, Canada, USA, the Middle East and Asia. It has an annual capacity of 14 million tonnes and plans to scale it to 20-25 million tonnes. The product portfolio includes pipes, plates cold rolling, galvanizing and pre-coated segments.
It is India's largest exporter of flat steel with 10 million tons per annum (MTPA) of capacity in India and 4 million tons per annum (MTPA)in world wide facility.[4] Essar Steel is fully integrated from mining to retail and has strong downstream capability with a global retail capacity of over 3 MTPA. On 11th June 2012, Essar Steel India commissioned a 19 MW heat recovery power plant at Hazira.[5]
Essar Minerals owns iron ore and coal mines in India, Indonesia, Mozambique and the USA. The company has access to over 1.6 billion tonnes of iron ore reserves and 450 million tonnes of coal reserves. Detailed listing of all units that comprise Essar Steel India

Energy

Essar's primary business is in the power and oil sectors. Most of this is handled by Essar Energy, which is approximately 76% owned by Essar Group, is today India's 2nd largest power generation company in the private sector.[6] Its current generation capacity of 1,600 MW is being expanded to 8,070 MW.[7] Power generation comes from a combination of gas, coal and liquid fuel based power plants. Essar Energy holds a controlling stake in Essar Oil.
Essar Oil has an international presence across the hydrocarbon value chain from exploration and production to oil retail. The company has access to a global portfolio of onshore and offshore oil and gas blocks with about 45,000 km2 available for exploration. The refineries are Vadinar in Gujarat India; Stanlow in Cheshire, United Kingdom and 50% controlling stake in Kenya Petroleum Refineries. Essar also has 1600 oil retail outlets in various parts of India.
Essar Power has a current generation capacity of 3055 MW, which is spread across five power plants in India and Canada, with a combined capacity of 1,200 MW in three locations across India. Including two gas-based plants and one liquid fuel based plant in Hazira, a co-generation plant in Vadinar and a coal-based plant in Visakhapatnam.Two 1200 MW power plants in Tori,Jharkhand and Mahan, M.P.[8] They also own about 800 million tonnes of coal reserves and resources in blocks spread across four continents.
Essar Power was listed on the London Stock Exchange in 2010. Essar Oil is listed on on the Bombay Stock Exchange and the National Stock Exchange of India.

Services

Under the services domain, the group caters to shipping, business process outsourcing (BPO), telecom and realty.
Essar Shipping is an integrated logistics solution provider with a presence in sea transportation, logistics and oilfield services. The company currently has a fleet of 27 vessels, with an additional 12 new ships on order. It provides contract drilling services to Oil companies across the globe, with a fleet of 12 onshore rigs and one semi-submersible offshore rig; and two new jack-up rigs on order.
Aegis is Essar’s BPO arm and caters to clients in the telecom, BFSI, travel and hospitality, consumer goods, retail and healthcare domains as well as engineering services; across 12 countries.
Essar Communications is a global player with a presence in telecom services, consumer durables and IT retail. Yu, its GSM-based mobile services network in Kenya; in the telecom retail space, the MobileStore which has over 900 retail stores across India. Essar Communications under its telecom services has over 140 million subscribers in India, Kenya, Uganda and Congo.
Equinox Realty has operations in the Indian state of Maharashtra, Karnataka, Gujarat and Madhya Pradesh; and has a portfolio of approximately 16 million sq ft

Infrastructure

The group’s infrastructure scope falls under managing ports. They have also been involved in handling complex engineering, procurement and construction projects.
Essar Ports has an existing capacity of 88 MMTPA across two facilities Vadinar and Hazira in Gujarat, India; making it one of the largest owners and operators of ports in India.

Projects

Essar Projects is the second largest engineering, procurement and construction (EPC) company in India. It operates under sectors of steel, oil, gas, power, ports and terminals.
Forty years of engineering, procurement & construction (EPC) capabilities & the second largest EPC company in india. Essar has following milestones : - • Essar Projects built 300,000 bpsd of refining capacity & developed over 10 million tonnes of steel capacity . • Laid more than 5,000 km of pipelines • Developed 1,600 mw of power projects, with over 8,000 mw under construction served external clients such as Ongc, Gail india and borl . • Executing refinery project for Indian oil ltd. overseas experience of executing projects in Indonesia, Sri lanka, Myanmar and Madagascar executing a range of epc projects in countries like Singapore, Papua new Guinea and Myanmar offshore epc capabilities .

Other businesses

Essar Group has plans to expand into other key sectors. Its other businesses include
Information Technology The Essar Group deploys a host of IT systems which will enable their companies to compete as per global standards
Publishing Paprika Media has tied up with the UK-based publishing company, TimeOut, to publish the Indian edition of the magazine.
Agribusiness Essar Agrotech deals in growing of flowers, herbs and vegetables primarily for international markets.

References

  1.  a b c "Essar Group | Board of Directors". Essar.com. 2012-01-19. Retrieved 2012-08-16.
  2.  a b c "Essar Group | In focus | Essar's top line, bottom line to rise 50% in FY13". Essar.com. 2012-04-09. Retrieved 2012-08-16.
  3.  Forbes topic page on Shashi & Ravi Ruia Forbes.com. Accessed April 2010.
  4.  "Essar Group | Businesses | Steel | Profile". Essar.com. 2012-07-18. Retrieved 2012-08-16.
  5.  "Essar Steel commissions heat recovery power plant at Hazira". 11 June 2012.
  6.  Leahy, Joe (March 7, 2010). "Essar Group eyes $3bn London listing - FT.com". Financial Times. Retrieved 2 September 2012.
  7.  Narayanan, Pratish; Munroe, Tony (22 April 2010). "Essar launches $2.5 bln London energy IPO: sources". Reuters. Retrieved 20 June 2010.
  8.  "Essar Group plans power plants in Jharkhand". Business Standard. 21 August 2007. Retrieved 25 February 2010.

External links


aegisglobal.blogspot.in


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