MRF and Mahindra & Mahindra Ltd.

Presentation by-Aryam Chopra, Yagya

Sharma, Raunaq Dash, Siddhant
Gupta, Sakshi Aggarwal.
 Introduction

• Madras Rubber Factory Limited (MRF) is an Indian multinational and the

largest manufacturer of tyres in India and the fourteenth largest
manufacturer in the world. It is headquartered in Chennai, India and was
founded in 1940.
• Vision: The Vision of MRF is to emerge as pre eminent global players in the
field of polymers and make INDIA a global super power in terms of
technology and life
• Mission: The Mission of MRF tyres is that Zero defects, Zero Breakdown,
Zero Accidents, Zero pollution and thereby Zero losses with their new
performance standards.
• Mahindra & Mahindra Limited is an
Indian multinational car manufacturing corporation
headquartered in Mumbai, Maharashtra, India. It was
established in 1945 as Muhammad & Mahindra and
later renamed as Mahindra and Mahindra.
• Purpose: Anand Mahindra
• We’ve made humanity’s innate desire to rise our
driving purpose. We challenge conventional thinking
and innovatively use our resources to drive positive
change in the lives of our stakeholders and
communities across the world, to enable them to Rise.
This purpose is why we exist, come to work every day,
and strive continuously in delivering our promise
 Compare and Contrast of MRF and
Mahindra and Mahindra Ltd.
• Both companies started operation at same time frame
and are operating globally.
• From their cultural practices we can infer that they
follow the High Power distance dimension in their
management.
• They both follow collectivism dimension as employees
are motivated to work in team and achieve goal.
• Anand Mahindra is a leader that is more open and
liberal in managing the business while the chairman of
MRF Ltd is not so open in culture and not so liberal and
do not have the flexibility in time.
• Mahindra and Mahindra ltd has short term
orientation as the reason is they do not define
the mission and vision rather they focus upon
the daily and short term target whereas MRF
in its industry defines the broad and long term
goal.
• Nature vs. Human.(locus of control).
• It is important for both of them to have a CCM
manager as they need to be aware of the
cultures when they are doing business globally
and also to manage the different diversities in
the organization.
 Key Learnings

• 1. Cross culture management it really important for expansion of a

company. People from various cultures have different needs. For a
company to understand those different needs, it should hire people
belonging to these groups so that there is cultural diversity even in
the workforce.
• 2. Companies follow different strategies to get this kind diversity
into their work force. Mahindra and Mahindra Limited is more open
and liberal in its culture management and highly values diversity
and inclusion management whereas MRF Limited does not have the
flexibility in time.
• 3. There can be different cultures within a country and it can also
differ across different countries. Mahindra and Mahindra Limited
manages its diversity by hiring different classes of people like in
various generations, LGBTQ community and differently abled. They
also consider a group of people from various nations. MRF Limited
focuses on its integration Japanese culture to be specific.
 CCM PRACTICES OF MAHINDRA
• Mahindra Ltd. believes that creating a work environment that enables
them to attract, retain and fully engage diverse talents which in turn leads
to enhanced innovation and creativity in their service and a better
understanding of their vast and diverse consumer segment.

• The firm further builds its diversity management on the grounds of the
following parameters-
1. Generation
2. LGBTQ
3. Differently Abled Community
4. Gender
5. Culture
 THE GROUP DIVERSITY COUNCIL
• The GDC has been established in Mahindra Ltd. as a result of achieving the
following objectives –

1.To promote leaders to play an important role in spreading awareness about the
importance diversity management in work environment.

2. To extract the power of diversity in relation to its business performance and

achievement of organizational objectives.

3.To have a strategic aspect in respect to how to manage diversity in workforce in

terms of taking the right initiatives and measures which align with business goals
and objectives.

4. Managing Cultural Conflicts

 CCM PRACTICES OF MRF TYRES
• At MRF, all attempts are made to create a culturally diverse and
outstanding workforce. The work culture epitomizes the qualities of a
genuine democracy.

• Trust is fundamental to all relationships and building it, is a constant

challenge to the Management.

• The Management promotes credibility, respect fairness, pride and

camaraderie. Competence and integrity are valued at extreme levels.
A collaborative and congenial work environment prevails across the
organization.
 INTEGRATION OF JAPANESE CULTURE
• MRF quality is proven worldwide - MRF stresses on quality like its parent, MRF
Corporation, Japan.

• Maintains the highest quality to live unto the motto of “serving the society with
products of superior parameters quality” which the Japanese parent company lives by.

• In order to achieve these the management has set up a quality assurance system of
5M’s + E i.e. Material, Machinery, Methods, Manpower, Management and Environment
which are the parameters also used by the MRF corporation established in Japan.

• It has also integrated Japanese work principles like –

1. KAIZEN
2. The 5S PROGRAM

• MRF's work culture is an alive example of best of the two worlds. A few Japanese
works at MRF India including the Managing Director, Director-Finance, Director-
Technical, Director-Sales & Marketing. Thus showcasing the level of integration of both
the cultures.