Hero Honda Motors Selects Cyberoam for Reliable and Cost-effective Network Protection

Background The Challenge

In April, 1984 Hero Cycles, India and Honda Motor Company, Japan inked a joint venture and the world's single largest motorcycle company was born. Hero Honda Motors Limited (HHML) is theWorld No. 1 two wheeler company and one of Honda Motor Company's most successful joint ventures, globally. HHML's performance was nothing less than a revolution on two-wheels. Hero Honda has sold over 15 million motorcycles and has consistently shown a double digit growth since its inception. Today, every second, a motorcycle sold in the country is a Hero Honda. In two decades, Hero Honda has built two world-class manufacturing facilities at Dharuhera and Gurgaon in Haryana. These facilities now churn out over 3.5 million motorbikes per year. Our external mail server forwards the corporate mails to the internal mail server that is deployed in our LAN over SMTP. The internal mail server is a central mail repository from where all the employees pop their individual mails. We have ISP level security which consists of a firewall, spam filter and antivirus, Mr. Avnesh Jain (Sr. Manager, Information Systems, HHML) informed. However,we soon found that ISP level security was inadequate. HHMLfaced Internet access and security issues related to: Spam mails Malware attacks originating from mail andWeb Web filtering Bandwidth choking HHML received around 26000 mails per day, which translated to almost 1GB of storage space. Out of these at least 70% were spam. That was around 18500 spam mails per day. The ISP was able to filter out around 50%. Still, almost 9000 mails hit our internal mail server each day. We did try out a few standalone, software-based spam filters with little success, said Mr. Jain. Mails are the front-end for any organization. Apart from a vast number of employees, HHML also has a vast chain of dealers and service stations spread across the country. So mails exchange often got lost in the maze of spam and the business suffered. Often business mails were wrongly classified as spam false positives and deleted while spam still poured in. Mail boxes were clogged with spam mails. All the employees based in New Delhi, Dharuhera and Gurgoan plant, POP their mails from the local mail server.     "Cyberoam's maximizes Return Over Investment. We are fully satisfied with Cyberoam Unified Threat Management solution. HHML received around 26000 mails per day; out of these at least 70% were spam. That was around 18500 spam mails per day.

Mr. Avnesh Jain

(Sr. Manager, Information Systems, HHML)

Hero Honda, New Delhi

Unified Threat Management Case Study

www.cyberoam.com Organization Hero Honda, New Delhi Industry Automobile Approximately 9000 spam mails hitting the local mail server was simply not acceptable as: Downloading the legitimate mails and approximately 9000 spam mails from the external mail server to the local mail server was a painfully slow and quite frequently a frustrating process. Bandwidth consumption did not just increase, it shot through the roof and to keep adding bandwidth was not a viable solution. Once the mails reached the individual's mailboxes, they had to be checked and deleted manually. Many times the recipients were tempted to read the spam mails and the mail processing time kept increasing at the cost of productivity. Legitimate mails were often lost in the maze of spam. The management began questioning the IT department regarding the extent of spam, which was mostly unanswerable, despite IT's best efforts. Employees stationed at remote locations like Gurgoan and Dharuhera plant were the worst hit. For them, the mail was first downloaded to the local mail server and then had to be POPed to their remote individual mail box. The download time of an individual mail was very high this was particularly frustrating since at least 50%of the mail was spam. The spam mails had a good share of Phishing mails which slipped through the primary security layer stationed with ISP. Malware entering through mails and Internet browsing was also a major source of concern. A lot of mails contained malicious payload which consisted of viruses, spyware and Trojans. These malware, once it entered the network, consumed the bandwidth and caused system crashes. Unprotected and unrestricted Internet browsing also left gaping security holes. Malicious site surfing left the organization vulnerable to malware, malicious tracking cookies, spywares and keyloggers. In absence of web filtering and access accountability, the little bandwidth that was left was consumed by unrestricted surfing. This proved detrimental to the organization's productivity. Lack of Internet usage accountability led to malicious sites being surfed, which in turn infected the network with a host of spyware. As a remedy to slow browsing and other bandwidth problems, HHML was forced to upgrade its initial 64kbps Internet connection to a 4MB pipe. Yet, the complaints persisted. HHML purchased a total of four Cyberoam appliances; one 250i Cyberoam UTM appliance for our corporate office in New Delhi and one each for the production plants at Dharuhera and Gurgaon, said Mr.Jain. We have purchased a 100i for our upcoming new facility Haridwar unit. We have deployed all the Cyberoam appliances in bridge mode. While the first layer of

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Cyberoam's anti-virus solution scans SMTP, IMAP, POP3 mail protocols and HTTPandFTP p r o t o c o l s , l e a v i n g no security gaps. "Our Slow browsing and low bandwidth availability problem was solved without furtherbandwidth investments." Cyberoam's identity-based Web filtering ensures employee accountability, which in turn leads to decrease in harmful and unproductive surfing. IP spoofing has also been curbed effectively

Unified Threat Management Case Study

defense existed at the ISP level, while Cyberoam provides the crucial second layer of defense as the entire mail and web traffic passes through it, said he added. Cyberoam maximizes Return Over Investment. It even exceeded our expectations, said Mr. Jain. Cyberoam's anti spam feature effectively got rid of 9000 odd spam mails per day. The employees were pleasantly surprised to find spam-free inboxes. We reclaimed our inboxes they now are clean and safe, said Mr. Jain. We saved time and our legitimate mails were no longer buried in a heap of spam. As spam disappeared, inter-office connectivity benefited greatly. Employees at the remote site no longer have to wait indefinitely for their mails to be downloaded. Bandwidth used to connect remote offices was also saved. Cyberoam's anti-spam solution not only blocked spam, but also proved effective against any type of mail-based threats. The solution used Recurrent Pattern Detection technology. It is content-agnostic and equally effective against image based spam. Pattern detection technology ensured minimum window of vulnerability, providing zero hour protection to theHHMLnetwork. Cyberoam's anti-virus solution scans SMTP, IMAP, POP3 mail protocols and HTTP and FTP protocols, leaving no security gaps. As all the web-based traffic is scanned for spyware and malware, clean and secure web surfing became a reality. Cyberoam's identity-based web filtering ensures employee accountability, which in turn leads to decrease in harmful and unproductive surfing. The IT department has created groups and assigned Internet access rights based on their business profile in HHML. Cyberoam's HTTP client is used to authenticate the user.As the web filtering rules are implemented on the user's identity and not just on the IP address, IP spoofing has been curbed effectively. Internet access is now productively focused. This is amply reflected in the bandwidth usage. Once insufficient, bandwidth availability is now satisfactory. Total bandwidth consumption fell sharply and the ISP bills also took a nose dive. Clean network, safe and responsible surfing and spam free mail boxes resulted in a drastic fall in IT helpdesk calls. The company's IT resources are productively focused. We are satisfied, completely with Cyberoam UTM, said Mr. Jain. We reclaimed our inboxes they now are clean and safe. Clean virus free network, safe and responsible surfing

and spam free mail boxes resulted in a drastic fall in IT helpdesk calls. The company's IT resources are productively focused."
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Unified Threat Management Case Study

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Organizational Behavior Case for Discussion #1 Rewarding the Hourly Worker Hourly workerspeople who are paid a set dollar amount for each hour they workhave long been the backbone of the U.S. economy. But times are changing, and with them so also is the lot of the hourly worker. As they can with most employment conditions, organizations are able to take a wider variety of approaches to managing compensation for hourly workers. And nowhere are these differences more apparent than in the contrasting conditions for hourly workers at General Motors and Wal-Mart. General Motors is an old, traditional industrial company that until recently was the nations largest employer. And f or decades, its hourly workers have been protected by strong labor union like the United Auto Workers (UAW). These unions, in turn, have forged contracts and established working conditions that almost seem archaic in todays economy. Consider, for example, the employment conditions of Tim Philbrick, a forty-two-year-old plant worker and union member at the firms Fairfax plant near Kansas City who has worked for GM for twenty-three years. Mr. Philbrick makes almost $20 an hour in base pay. With a little overtime, his annual earnings top $60,000. But even then, he is far from the highest-paid factory worker at GM. Skilled-trade workers like electricians and toolmakers make $2 to $2.50 an hour more, and with greater overtime opportunities often make $100,000 or more per year. Mr. Philbrick also gets a no-deductible health insurance policy that allows him to see any doctor he wants. He gets four weeks of vacation per year, plus two week off at Christmas and at least another week off in July. Mr. Philbrick gets two paid twenty-three-minute breaks and a paid thirty-minute lunch break per day. He also has the option of retiring after thirty years with full benefits. GM estimates that, with benefits, its average worker makes more than $43 an hour. Perhaps not surprisingly, then, the firm is always looking

for opportunities to reduce its workforce through attrition and cutbacks, with the goal of replacing production capacity with lower-cost labor abroad. The UAW, on the other hand, of course, is staunchly opposed to further workforce reductions and cutbacks. And long-standing work rules strictly dictate who gets overtime, who can be laid off and who cant, and myriad other employment condition for Mr. Philbrick and his peers. But the situation at GM is quite differen tin a lot of waysfrom conditions at Wal-Mart. Along many different dimensions Wal-Mart is slowly but surely supplanting General Motors as the quintessential U.S. corporation. For example, it is growing rapidly, is becoming more and more ingrained in the American lifestyle, and now employs more people than GM did in its heyday. But the hourly worker at Wal-Mart has a much different experience than the hourly worker at GM. For example, consider Ms. Nancy Handley, a twenty-seven-year-old Wal-Mart employee who oversees the men department at a big store in St. Louis. Jobs like Ms. Handleys pay between $9 and $11 an hour, or about $20,000 a year. About $100 a month is deducted from Ms. Handleys paycheck to help cover the cost of benefits. Her health insurance has a $250 deductible; she then pays 20 percent of her health-care cots as long as she uses a set of approved physicians. During her typical workday, Ms. Handley gets tow fifteen -minute breaks and an hour for lunch, which are unpaid. Some feel that conditions are inadequate. Barbara Ehrenreich, author of Nickel and Dimed: On (Not) Getting By in America, worked at a Wal -Mart while researching her book and now says, Why would anybody put up with the wages we were paid? But Ms. Handley doesnt feel mistreated by Wal-Mart. Far from it, she says she is appropriately compensated for what she does. She has received three merit raises in the last seven years and has ample job security. Moreover, if she decides to try for advancement, Wal -Mart seems to offer considerable potential, promoting thousands of hourly workers a year to the ranks of management. And Ms. Handley is clearly not unique in her viewsWal-Mart employees routinely reject any and all overtures from labor unions. In the twenty-first century, the gap between Old Economy and New Economy workers, between unionized manufacturing workers and nonunion or service workers, may be shrinking. Unions are losing their power in the auto industry, for example, as foreign-owned plants within the United States give makers such as Toyota and BMW, which are nonunion, a cost advantage over the Big Three U.S. automakers. U.S. firms are telling the UAW and other unions, Were becoming noncompetitive, and unless you organize the [foreign-owned firms], were going to have to modify the proposals we make you. At the same time, Wal-Mart is facing lawsuits from employees who clam the retailer forced them to work unpaid overtime, among other charges. At Las Vegas store, the firm faces its first union election. In a world where Wal-Mart employs three times as many workers as GM, it may be inevitable that the retailers labor will organize. On the other hand, will labor unions continue to lose their power to determine working conditions for Americas workforce?