VELAMMAL

ENGINEERING COLLEGE

(An Autonomous Institution, Affiliated to Anna University, Chennai)

DEPARTMENT OF MANAGEMENT SCIENCES

ASSIGNMENT

NAME : RAMAKRISHNAN K

DEGREE : MBA

SEMESTER : II

BATCH : 2022-2024

SUBJECT CODE : 21BA6112

SUBJECT : HUMAN RESOURCE

MANAGEMENT

TOPIC : HUMAN RESOURCE

PRACTICES IN MG MOTORS

SUBMITTED TO : DR. R. MUZHUMATHI

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VELAMMAL ENGINEERING COLLEGE (AN AUTONOMOUS INSTITUTION), Chennai 600066

DEPARTMENT OF MANAGEMENT SCIENCES

SUBJECT CODE &NAME: 21BA6112 Human Resource Management

REGISTER NUMBER: 113222611040 NAME OF THE STUDENT: RAMAKRISHNAN

FACULTY NAME : Dr. R. MUZHUMATHI SUBMISSION DATE:17.04.2023

Weightage Distinguishe Proficient/good Basic/Fair Non-

Parameters (100) d/ Excellent Performance/ TOTAL
90% 75% Poor MARKS
100%
0%
1. Overview of 20%
Organization
All the information
related to Organization
should be given
2. Products 15%
Organization
Structure

3. Challenges Faced by 25%

the company

4. Growth and Success 10%

of the Company

5. Conclusion 20%

5. Writing Skills / 10%

Professional
Presentation
Includes overall
composition, grammar,
structure, spelling and
punctuation .These errors
include spelling,
grammar, word usage,
capitalization, spelling,
paragraphing, word use.

TOTAL MARKS

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 NAME OF THE FACULTY
SIGNATURE

TABLE OF CONTENTS
SNO. TITLE PAGE NO.
1. COMPANY OVERVIEW 4
2. HISTORICAL FOUNDATION 5
3. STRATEGY AND ITS SUCCESS 8
4. ORGANIZATIONAL STRUCTURE 10
5. CHALLENGES FACED BY MG MOTORS 12
6. HUMAN RESOURCE PRACTICES IN MG 19
MOTORS
7. CONCLUSION 23

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INTRODUCTION OF THE COMPANY
Mg Motor India Private Limited is an unlisted private company incorporated on 07
February, 2017. It is classified as a private subsidiary of a foreign company and is
located in Gurgaon, Haryana. It's authorized share capital is INR 3,275.00 cr. and
the total paid-up capital is INR 2,925.00 cr.
Mg Motor India's operating revenues range is Over INR 500 cr. for the financial
year ending on 31 March, 2021. It's EBITDA has increased by 1.50 % over the
previous year. At the same time, it's book net worth has decreased by -36.91 %.
Other performance and liquidity ratios are available here.
The current status of Mg Motor India Private Limited is - Active.
The last reported AGM (Annual General Meeting) of Mg Motor India Private
Limited, per our records, was held on 30 November, 2021. Also, as per our
records, its last balance sheet was prepared for the period ending on 31 March,
2021.
Mg Motor India Private Limited has seven directors - Rajeev Chaba, Zuoping Yao,
and others.
The Corporate Identification Number (CIN) of Mg Motor India Private Limited is
U34100HR2017FTC072429. The registered office of Mg Motor India Private
Limited is at 10TH FLOOR, MILESTONE EXPERION CENTRE SECTOR-15,
PART-II, GURUGRAM, Gurgaon, Haryana.

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 History Foundation

This article is about the history of the MG marque and the M.G. Car Co. Ltd
(1930–1972). For the current manufacturer of MG cars, see MG Motor.
MG is a British automotive marque founded by Cecil Kimber in the 1920s,
and M.G. Car Company Limited was the British sports car manufacturer that
made the marque famous. Best known for its open two-seater sports cars, MG also
produced saloons and coupés, with engines up to three litres in size and 3.5L in the
case of the MGB GT V8. The marque is now owned by Chinese state-owned
automaker SAIC Motor Corporation Limited.

MG cars had their roots in a 1920s sales promotion side line of Morris Garages, a
retail sales and service centre in Oxford belonging to William Morris. The
business's manager, Cecil Kimber, modified standard production Morris
Oxfords and added MG Super Sports to the plate at the nose of the car. A separate
M.G. Car Company Limited was incorporated in July 1930. It remained Morris's
personal property until 1 July 1935, when he sold it to his holding
company, Morris Motors Limited.

MG underwent many changes in ownership over the years. Morris's Nuffield

Organization merged with Austin to create the British Motor Corporation
Limited (BMC) in 1952. Its activities were renamed MG Division of BMC in
1967, and so it was a component of the 1968 merger that created British Leyland
Motor Corporation (BLMC). The MG marque continued to be used by the
successors of BLMC: British Leyland, the Rover Group and, by the start of 2000,
the MG Rover Group, which entered receivership in 2005. The MG marque along
with other assets of MG Rover were purchased by Nanjing Automobile
Group (which merged into SAIC in 2007). MG production restarted in 2007 in
China. The first new MG model in the UK for 16 years, the MG 6, was launched on
26 June 2011.

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M.G. Car Company

William Morris's Morris Garages in Longwall Street, Oxford, was the Oxford
agent for his Morris cars. Cecil Kimber joined the dealership as its sales manager
in 1921 and was promoted to general manager in 1922. [2] Kimber began promoting
sales by producing his own special versions of Morris cars.[3]

Debate remains as to when MG car production started, although the first cars,
rebodied Morris models that used coachwork from Carbodies of Coventry[4] and
known as "Kimber Specials",[5] bore both Morris and MG badges. Reference to
MG with the octagon badge appears in an Oxford newspaper from November
1923, and the MG Octagon was registered as a trademark by Morris Garages on 1
May 1924.[2] Others[who?] dispute this and believe that MG only properly began
trading in 1925. Morris Garages assembled their cars in premises in Alfred Lane,
Oxford. Demand soon caused a move to larger premises in Bainton Road in
September 1925, sharing space with the Morris radiator works. Continuing
expansion meant another move in 1927 to a separate factory in Edmund

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Road, Cowley, Oxford,[2] near the main Morris factory, and for the first time, it was
possible to include a production line.

In 1928, the company had become large enough to warrant an identity separate
from the original Morris Garages, and The M.G. Car Company was used from
March of that year.[2] In October, for the first time, a stand was taken at the London
Motor Show. Space soon ran out again, and a search for a permanent home led to
the lease of part an old leather factory in Abingdon, Oxfordshire, in 1929.[2] A
limited liability company named M.G. Car Company was incorporated on 21 July
1930.[6][7]
Kimber stayed with the company until 1941, when he fell out with Morris over
procuring wartime work and was summarily dismissed. Kimber was tragically
killed in the February 1945 King's Cross railway accident.

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Above are the few leading models of the cars dominating the Indian roads. The
style, economy and overall performance has been at the core of its product
quality across all the products and its variants.

STRATEGIS
The Overseas wheels are turning to India. The development of cogs brings
along advancement in channel partners, communication, and global
connections. India’s crowded automobile market is difficult to crack yet the
fast-paced overseas automakers fall no short of choices. Withstanding the fact
that the Indian automobile industry is ferociously competitive, still, there are
options in abundance with respect to automakers as well as vehicle variants
with new ones popping up every second. Thus, if any venture/brand is to
succeed and stay strong in today’s automobile market, it has to be distinctive to
be striking.

STRATGIES FOR INDIAN MARKET:

While Hyundai Co.-owned Kia Motors is introducing a mid-sized SUV, the

Chinese-owned British carmaker MG Motor is debuting with its SUV Hector
launched followed by an electric vehicle in 2020 in India.
One of the companies in focus, a company that has stood the test of time, and
has been reinvigorated, is the nucleus of the British automotive-manufacturing
industry –MG Motor. With India emerging to be one of the most promising
markets for automakers, the MG Motor India Pvt. Ltd. is strategized to keep
adding products to its portfolio every year.

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  Pricing Strategy
 Brand Promise
 Product features, & Support, and
 Advertising Strategy

Product:
This part is the prerequisite of any marketing strategy. You need to have a
great product which has such a value proposition for customers that if marketed
rightly, it is a success. Hector from Morris Garages is no doubt a great SUV. It has
been launched in 3 variants namely petrol, petrol hybrid and diesel and engines of
all 3 are equally advanced. It has 25+ standard safety features of which 100 +
Voice commands And Adaptive Learning, Online Navigation With Live Traffic,
Over The Air (OTA) Updates, a full report on driver analytics that includes harsh
braking, running idle, drive time, routes that the driver took and more are some
very unique one. They have made sure that they provide a product which is
different from the crowd.

Price:
This has also been on point. The price is between ₹ 14.47 - 20.16 Lakh, which
almost the same as SUVs of the same segment such as Tata Harrier. There are
however various variants so that customers can choose according to their priorities.
There could not have been anything extra in this part because price is not a worry
for customers who have such kind of purchasing power. They will be willing to
spend extra if the features justify the price tag.

Promotion:
This was the best part in my opinion. If you see their 1st ad which was a teaser
for Hector, it showed the car being tested and driven in extreme conditions at a
height of 6275 feet. Think closely and you’ll know that this is one of the most
important things for an India customer to look for in a SUV.
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 Lets come to the advertisement where they roped in Benedict Cumberbatch. He
is one the most recognised actors in India among tech savvy users and has a lot in
common with Morris Garages. The way he has experimented with various types of
roles in TV shows and movies throughout his career and pushed the bar higher
every time, MG has shown the same commitment to technological innovation.
I will analyse the advertisement to identify the customers they are targeting.
The advertisement clearly focuses on these following things:
The SUV is technologically advanced in terms of internet features which I
mentioned in the product part. Ease of simple controls with voice such as ac,
music, sun-roof, etc. The legacy of the brand which is established by showing
vintage cars of the same brand in the ad. This makes it very clear that in addition to
point of parity with competitors such as a great engine, power output, looks, etc,
MG is focussing more on the part that it is technologically very advanced and has
a host of internet features. The tag line also says- ‘it’s a human thing’ and ‘India's
first internet SUV’ because of the ease of interaction the owner can have with the
car with voice controls which is also be made very personal and its internet
connectivity.

ORGANISATIONAL STRUCTURE

ENGAGE & CELEBRATE AS ONE TEAM

We feel that every achievement, milestone or personal feat is worth making

a big deal. We take our work seriously with a hint & pinches of laughter, team
work and commitment. A culture of gratitude & creating a happy workplace is
what we work towards everyday and strive to. Going beyond the work, MGI
fosters camaraderie at workplace to make every day exciting and challenging. We
encourage employees to take a pause, reflect on successes and revel
accomplishments. Celebrations are a norm and happy workforce is the essential
mantra we follow.

MG EDGILE

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 In this era of automation, industry change and technological advancement,
MGI focuses on agile learning methods to uncover the potential of its people and
expand their horizon of human intellect. MGI makes leaders of future by providing
opportunities to reach new heights by stepping on staircase to success. We partner
with world class organizations to provide customised learning and development
programs for employees, tuned to their specific needs and flexible to their work
schedule.

CULTURE & DIVERSITY

Diversity is at the core of MGI and also one of the brand pillars. Diversity at MG
is not only about gender ratio but also equates to people from different walks of
life, companies, backgrounds, ethnicities, regions, religions and genders coming
together. With more than 31% women workforce, MGI brandishes the best
diversity ratio amongst any automotive industry and we only strive to include more
women. MGI is an equal opportunities workforce. Each employee of MGI lives
and breathes its Core Values and Cultural Priorities – SPEED and MAKE. We
endorse open communication and diverse culture where different cultures coalesce
to provide the best to customers.

DRIVE HER BACK

Many a times, potential women employees are compelled to take a break from
their career due to personal reasons. Mobility, Marriage, Maternity are the major
factors. Many women who opt for career break, do so without a plan in mind and
this break can stretch much longer than desirable and becomes challenging for
women to get back to the mainstream work. MG is giving an opportunity to all
those women who would want to “return” to a workplace.

CAR AS A PLATFORM:

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USE CASES AND EXAMPLES

The enormous challenge facing MG and

Kia Motors

Hands down, one of the most challenging business problems to solve in India’s
2.6 lakh crore economy today, is the one being faced by the two new entrants to
the Indian automotive scene – Kia Motors and MG.

Big Barriers to Entry

For a long time, the Indian Auto industry has been an oligopoly, where the top
two car-makers hold more than 65% of the market (Maruti Suzuki at ~50%, and
Hyundai at ~16-17%). The other competitors have long found holding even 5% of
the market as an ambitious target, and indeed, many foreign car-makers hold less
than 1% of the market despite being around for more than a decade.

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Understandably, therefore, competition in the lower half of the pyramid is intense.
With discount wars stretching the dealers thin, and tighter liquidity affecting the
financing of cars, the entry barriers move up another notch.

While these huge barriers to entry loom, the Indian consumers and regulators have
thrown their own spanners into the works. Urban consumers, affected by
worsening traffic conditions, and the pains of finding safe and inexpensive parking
spots, have chosen to place their trust in ride-sharing and aggregator apps instead.

There is also the growing trend of forgoing spending on expensive depreciating

assets in favour of expensive experiences – urban youngsters are no longer as
excited about ‘the first car’ as they were less than half a decade ago (though this
has recently been debated). In rural and small-town India, consumers are
embattled by the twin macroeconomic demons of farm distress and rising
unemployment – they are naturally not thinking of splurging on cars.

Meanwhile, regulators have chosen to skip BS-V norms and have decided to
jump straight to BS-VI in the coming years, forcing carmakers (Maruti Suzuki
most recently) to re-evaluate their diesel engines, and overall long-term strategy.
Safety regulations like compulsory airbags on all cars, while a welcome change,
have surely affected the sales pitches of most carmakers. Earlier, the sub-4-metre

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segment cars used to get away with 2 airbags as a premium feature – something
that will no longer be possible. And the mandatory safety requirements are a
laundry list – seatbelt reminders, speed warnings, manual overrides for central
locking systems, crash test compliance… the list is worrisome for Indian
automakers who have often traded poor safety standards for cost competitiveness.
To top off the list, the government unveiled in 2017, a grand ambition to convert
India into an EV-only economy by 2030.

Big Slowdown Woes

Needless to say, with all this baggage, the Indian Auto industry is going
through a slowdown of problematic proportions. In the month of April, Y-o-Y car
sales crashed by 17%, and reports were circulated of this being the worst dip in the
last 8 years. Then in May, sales crashed by 20%, making it arguably the worst dip
the Auto Industry has ever faced.

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Out of the top 10 automakers in the country, 7 have been forced to either lower
their operating rates or take an actual shutdown for a few days in May-June.

Big Competition

The management at both Kia and MG have a very difficult task cut out for
them. The only segment that they can safely enter is sub-4-metre and 4+-metre, 5-
seater SUVs – the only segment where a new entrant can have some hope of
fighting off the incumbents by swinging customer opinions and hope for some
growth during these tough times. Less than 5 years ago, this segment was not
really on people’s radars, but a few key launches have exploded this market. The
SUV segment has grown so fast that almost every major manufacturer has an
offering for the sub-4-metre segment post the launch of Hyundai Venue,
something which has only happened for hatchbacks before, and even there, not as
uniformly as this.

Amongst the premium/4+-metre five-seaters, first the Hyundai Creta took the
country by storm, then the Jeep Compass took the country by storm, then the Tata
Harrier tried the same with limited success, and now the MG Hector as well as
Kia’s SP2 wish to do the same. The less successful incumbents include Renault’s
Duster (which also had a successful launch but is stuck in a rut now), and Captur,
and Nissan’s Terrano and Kicks. The sub-4-metre segment is consistently expected

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to draw some share away from these players. The premium sub-4-metre cars often
reach into the entry-level price bands of the 4+-metre cars, and with the facelifted
Ford Ecosport, Hyundai’s Venue and Mahindra’s XUV 3OO, there are now many
lucrative features on these cars (sometimes at a lower price-point) which may draw
customers away from the 4+-metre segment.

Big Arsenals

For most of the Indian car consumers, and to a large extent, even for UVs, the
car’s features and engines work only towards drawing Attention and generating
Interest. The final two stages of ‘AIDA’ – the Decision and Action, are primarily
driven by the Total Cost of Ownership (fuel efficiency and resale value included),
and the After Sales Service. While Kia is expected to piggyback on Hyundai
and will start with the largest network ever for a new entrant in India, MG comes
with the kind of deep pockets that only a “Big-Four” state-owned automobile
company from China can have. Kia’s preparedness may allay consumer concerns
and MG’s pockets may help it achieve in the Indian Auto Sector, what Chinese
Smartphones achieved in India’s Mobile Phone markets. But in my mind, the key
to success still lies in building a brilliant product, and clever marketing.

The Jeep Compass was launched in this country at a challenging price-point,

and a rudimentary sales and service network like any other new entrant. And yet, it
was a success. The product was amazing – the SUV had looks to die for, an engine
that could set the roads on fire and a good mix of features. The marketing was
spot-on. Plus-sized billboards, a brilliant launch event, amazing buzz creation by
auto-enthusiasts and TVCs that wouldn’t make you change the channel. The truth
is that by virtue of price-points, the 4+-metre and sub-4-metre UVs target the best
possible Indian car buyer for a new entrant – one who will not be overly pragmatic
or utilitarian in their purchase and one who can be easily duped by good marketing
into parting with their significant disposable income.

Kia and MG have started quite strong. MG gets Benedict Cumberbatch to

endorse their product in a post-Avengers: Endgame world.

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Secret to MG Cars Success in India
• MG Motors India has been growing super-fast; its first product, Hector
brought them real success • Witnessed 17.5 percent sales growth in September
2022 • Gearing up to launch New-Gen Hector SUV later this year

Morris Garages (MG) Motor India debuted in the Indian market back in 2019. It
came up with its first product, Hector SUV– India’s first internet car which was an
unfamiliar term at the time. It has been up to two years since MG made its place
with Hector and still is the defining pillar for the brand. As of now, MG
showrooms house Hector, Hector Plus, ZS EV, and Gloster SUVs.

MG Hector Strategy

MG stepped into India with a zero-mistake strategy, as seen by everyone. The

company did not only plan on riding high on Hector’s success by knocking the
market gradually, but MG India also ensured that there is at least one dealer in the
city to ensure higher profitability for their dealers. By this step, MG could ensure
rapid and concentrated sales for dealers which eventually reflected in the final
sales numbers.

Tier 1 and Tier 2 Penetration

MG Motor India brought the SUV nearer to its consumers. Therefore, their
dealerships were not limited to only exclusive locations but to Tier 2 cities as well.
When MG sensed the demand in the Tier 2 cities, it decided to expand the number
of dealerships which consequently turned fruitful.

MG Pricing

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 Most carmakers fail to get the pricing right and later suffer miserably. For
instance, some auto MNC’s came to India but could not hit the market due to their
wrong product positioning and pricing ideas. This was not the case with MG
Motors India. Being the Chinese-owned British car brand, they knew where to cut
the cost and how much. Moreover, the lower-price strategy worked well with its
car outselling each of its competitors.

Warranty Factor
MG understood the warranty factor very well. It went on to offer unlimited-
kilometre warranty/ unmatched 5 years. This strengthened the trust in people
for MG cars. As an outcome, this warranty factor worked well for the brand which
made it stand out in the market.

Tech-Loaded MG Hector

Do you remember the Benedict Cumberbatch TVC of Hector? The “It’s a

Human Thing” ad featured the internet connectivity feature of MG Hector.
Hector's internet connectivity feature enabled the users to connect their car with a
smartphone. It means, turning on the AC, setting up the geo-fence, or even
controlling the engine, all of these could be done using a phone. This smart
internet connectivity feature along with other technical terminologies was enough
to influence Indian consumers.
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How Cost of Maintenance

A good warranty period comes with lower maintenance cost. MG provides the
first five services for free including labour charges. To maintain the vehicle, the
manufacturer offers two different maintenance plans for its consumers; Classic and
Premium. The Classic plan only covers routine maintenance while the Premium
plan covers wear and tear apart from the maintenance and routing service. As
claimed by MG, the ownership cost of Hector stands at Rs 0.45 per kilometre for
petrol whereas, for the diesel version, it costs Rs 0.49.

MG Motor India Sales Report

MG Motor India witnessed 17.5 percent sales growth in September 2022. The
company successfully managed to sell a total of 3808 units of passenger vehicles
in August 2022. The figure includes Hector, Astor, Gloster, and the ZS EV. It
indicates a hike in sales by 567 units which translates to a 17.5 percent YOY
increase. In 2021, the sales figures for total passenger vehicles sold by MG stood
at 3241 units.

MG Motor India’s Next Plan

MG Motor is preparing to launch a new generation Hector SUV which is their

best-selling model in the Indian market. The automaker is scheduled to introduce
the updated MG Hector SUV on the 15th of December 2022.

HUMAN RESOURCE PRACTICES IN MG

MOTORS

Diversity and community connect is the key

focus for MG Motor in India: P Balendran
In an exclusive interaction with People Matters, P Balendran, Executive
Director, MG Motor India sheds light on how diversity and community connect is
the key focus for MG Motor in India.

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 Mary Barra created a history of sorts when she became the first female CEO of
a major global automaker in 2013. But how many Mary Barras do we have in the
automotive industry? While she stands out as a shining beacon to women the world
over, the automotive industry is still a male-dominated bastion. The female
professionals in the sector are restricted to management and administrative
functions, and the number of women in senior roles can literally be counted on
fingertips.
It is this disparity that brands like MG Motor (Morris Garages) India want to
attack. With plans to reach the Morris Garages (MG) brand in 2019, the company
is looking to invest over Rs 5,000 Cr till 2025 to establish its presence in the
country. Driven by its core ethos of inclusivity and community, MG Motor has
hired several women professionals in key roles across vital business functions such
as manufacturing and R&D. Right from the top management to basic job titles,
MG has given wings to women by hiring 25% (more than any other auto major)
women employees.

In an exclusive interaction with People Matters, P Balendran, Executive

Director, MG Motor India sheds light on how diversity and community connect
is the key focus for MG Motor in India.

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 The automotive industry is a male-dominated bastion. The female
professionals in the sector are restricted to management and administrative
functions. What can be done to increase the number of women in the senior
roles?
The trend is fast changing with the overall transformation in the automotive
industry. Many automobile companies the world over are now hiring female
employees in different roles including in manufacturing, engineering, quality
control and for shop floors activities. There are female CEOs also heading
companies in the automobile sector. In our case, MG Motor India is focused on
key pillars internally within the organization such as diversity, innovation, and
SPEED culture.

Our intention is to break the glass ceiling as far as women hires are
concerned and set new benchmarks in the auto sector. Our female strength as of
now is around 26% and our intention is to increase it to 30% by the end of this
year.”
A holistic change in the approach of the industry, efforts at increasing
awareness among women about the automotive operations, and targeted efforts
from leading organizations are needed to bring the change and have more women
workers in the auto sector.
How is MG Motor India working towards addressing this gap? What are
some of the policies MG Motor India has in place to hire and promote women
professionals in the company?

We have the right policies in place to recruit more and more females
across various functions in the company. We had already tied up with some ITIs
(Industrial Training Institute), Engineering Colleges and Institutes and we have
started picking up candidates through campus placements for various functions.
We have taken it as a policy and the intention is to set a new benchmark in the
sector. We keep our employees at the centre of everything we do, be it the policies
we create or the initiatives we drive.

For MG Motor India, establishing an identity as a gender-agnostic organization

is of utmost importance. One of the recent examples is through our recent
initiatives where we, along with The Better India foundation, hosted
the #MGChangemakers conference, highlighting the extraordinary stories of six
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women changemakers across communities and social strata who drove a positive
transformation in the society. The overall intention of this program was to
highlight our internal focus on diversity.

MG India aims to put female employees in key decision-making positions

within the company, thus breaking the monotony of the industry by bringing some
much needed female understanding and operational style. Considering our
emphasis on promoting diversity, we have also received synergistic support
through UN Women India MCO, an organization leading the cause of gender
equality across the Asian subcontinent.
What are MG Motor’s core people strategy drivers?
We consider employees as the biggest asset of any company, we believe in
motivating our employees and motivated employees always put in their best to
achieve the organizational objective. We are here not to defeat anyone but to win
everyone. We encourage free expression, collaboration, individuality, and
diversity.

India is one of the world’s fastest growing automobile markets and

MG aims to emerge as the go-to ‘next generation automotive company’ by
employing the best minds that can come together to provide an unparalleled
automotive experience.”

How MG Motor India is building its next gen of employees

MG Motor India’s Bridge Internship programme gives its employees an

exposure to global markets, and also invites international students to witness its
Indian operations.

The automobile industry is going through a major slump. Sales are down,
business has dipped and the worst part is that the auto ancillary industry has also
started laying off people, with around 10 akh jobs at stake. Amidst this crisis, MG

22
Motor has come up with its own ways to brush off pressure and focus on building
the next generation of employees.

The automotive company has introduced a two-way learning internship

programme, known as ‘Bridge’, wherein it invites students from overseas to
experience the Indian market of MG Motor. The Company will also send some of
its Indian employees to its overseas establishments for cross-pollination of
knowledge and experience.

“Through the internship programme, these students will be able to experience

our manufacturing processes, marketing strategy and also the Indian consumer
preferences,” says Gaurav Gupta, chief commercial officer, MG Motor India.

The Company in no way claims that the programme is aimed at tackling slowdown
in the Indian auto market or keeping the morale of its employees high. However, it is
common knowledge that learning and development of employees becomes essential
during tough times to retain them and keep their spirits high.
In the first year of the two-month long Bridge programme, the Company invited
students from Britain. The students attending training programmes at the Company’s
headquarters in Gurgaon and at its Halol manufacturing facility, enabling them to
experience and learn more about MG India’s operations. The British students also
interacted with Indian customers at select showrooms as global brand ambassadors for
MG, further spreading the word about MG’s rich legacy and how it became one of the
world’s most celebrated car brands.

COCLUSION:

MG Motors MG Motor India Private Limited is an automobile manufacturer

in India, a subsidiary of Shanghai-based Chinese automotive manufacturer SAIC
Motor which markets vehicles under the British MG marque. The subsidiary was
setup in the year 2017 and began its sales and manufacturing operations in 2019
with a facility in Halol, Gujarat. In January 2023 MG Motor India, in its attempt to
support localization, decided to raise capital for funding its expansion in the
23
country by tapping into Indian capital markets and reducing shareholding of parent
organization SAIC.

IT’s leading brand with a successful models all over the world and also
in INDIA through their marketing strategies. They are unique in there Model,
Design, and luxury . It contains all Technology throughout the interiors and most
satisfied electric cars.

It focuses on the employee training and developing the employees to be

a next generation workers. Employee needs are met and the women employees are
trained well and educate them about the motor and machinery works. There safety
and needs are ensured as required. The human resource practice is ensuring the
industry towards the future as well as the employee wellness .

Thank you
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