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    International Financial Management Heidelberg Cement Submitted to: Dr. Gajavelli V.S Submitted by: Shekhar Soni 201832089 Zaid Hussain 201831051  Company Overview Heidelberg Cement entered India in 2006 and has consistently pursued its strategy of growth in developing markets. The Group acquired majority stakes in Mysore Cements and Cochin Cements, as well as the Indorama Cement joint venture, which was converted to a full acquisition in 2008. Following the merger with Indorama Cement, Mysore Cements was renamed Heidelberg Cement India Ltd. (HCIL) in 2009. The existing HCIL facilities in Central India were expanded as part of a brownfield project, increasing its capacity from 2 million tonnes  per year to 5 million tonnes in 2013. With the acquisition of Italcementi in the second half of 2016, the Group has more than doubled its installed capacity making it one of the top 10 players in India. The enlarged India footprint now covers 12 States served by 4 Integrated Cement plants, 4 Grinding Units and a Terminal, having installed capacity of 12.6 Million Tonnes. Its manufacturing locations are at Damoh (State of Madhya Pradesh), Yerraguntla (State of Andhra Pradesh), Sitapuram (State of Telangana), Ammasandra (State of Karnataka), Jhansi (State of Uttar Pradesh), Sholapur (State of Maharashtra), Chennai (State of Tamil Nadu), and Cochin (State of Kerala). This has enabled the Group to improve its product offerings over a wider geographic area. The  products from its manufacturing units are sold under the brand names “Mycem” and “Zuari”   Strategy and Targets The target of Heidelberg Cement is to increase the value of the Group in the long term through sustainable and result-oriented growth. They want to continue to provide our customers with superior quality and innovative products at competitive prices, open up prospects for our shareholders, and offer all of our employees safe and attractive jobs. They incorporate economic, ecological, and social targets in our business strategy by the measures we take to protect the climate and biodiversity, as well as the social responsibility we assume at all locations worldwide. Sustainability Sustainability implies incorporating financial, environmental and social objectives into our  business strategy for us. In this context, in October 2017, we released our Sustainability Commitments 2030 where we established our sustainability strategy's basic values. Our employees ' health and security is essential. Their general objective is to avoid accidents and health harm entirely. They deliver performance-related, competitive wages to our staff and are committed to fair circumstances of jobs and  compliance with relevant labor and employment legislation. This means, in particular, that they do not tolerate any form of discrimination, harassment, or infringement of laws and regulations They are committed to continually decreasing our ecological footprint with regard to environmental protection. They accept our share of global responsibility to reduce temperature rise worldwide to below 2 ° C. They comply with environmental standards and are bringing our  pollutant emissions to below the cement industry average. They also protect natural raw material reserves by increasingly replacing them with alternative raw materials. They promote their neighboring communities ' social and economic development and guarantee transparent communication with all stakeholders. It is a matter of course for them to comply with relevant legislation and regulations. Their overall objective is to generate sufficient added value for all our stakeholders: for our clients, staff, shareholders, the communities to which their places  belong, and the general public. Vision: Our vision is to be the most admired cement company in India and to be an employer of choice. Sharing the same passion, every employee works with entrepreneurial spirit to bring it to fruition. Mission: HCIL believes strongly in all parameters of Corporate Governance. We have several  programmes that ensure compliances of country laws, rules and regulations. Ethical conduct is an unwritten rule. Any deviation is dealt with severity through our whistle blower policy. Operational excellence and Digitalisation: In a market with mainly standardized products, in order to realize the complete importance of their products and services, they distinguish themselves through their elevated point of client focus and service quality. In addition, in all fields, they guarantee a competitive price structure. A main goal is to ensure that rises in productivity in input variables such as working time, capital, and energy at least offset rises in inflation-related costs. This is valid for countries with high inflation to the extent that they cannot compensate for inflation through higher market selling rates. A culture of continuous improvement is the foundation and prerequisite for operational excellence. To recognize potential for optimization, they participate in extensive benchmarking  both internally and in relation to rivals. For all operational benchmarks, they objective is a stable  position in the top quartile: efficiency and price structure, productivity, margin, development, and value creation.  The digitalization of their value chain plays an increasingly significant role in this regard, from the mining of raw materials through manufacturing and logistics procedures to the customer interface. The Chief Digital Officer coordinates the digital transformation at the Managing Board level and their participation in digital projects with the goal of improving the quality and effectiveness of their manufacturing procedures and increasing their customer service. Performance culture and local responsibilities: An excellent management team and dedicated, qualified employees are the source of their  business success. As a company with a focus on performance and results, they greatly value the competence of their employees and management. The focus is on comprehensive efficiency and clear customer orientation. Heidelberg Cement pursues an integrated management approach, the success of which is based on a balance between local operational responsibility, Group-wide standards and global leadership. Their local operations are key for the success of our business. Local management bears full responsibility for production, market, and management development, with the aim of market and cost leadership. They are supported by nationwide shared service centers, which handle administration for all business lines on the basis of a standardised IT infrastructure. In order to ensure transparency, efficiency, and rapid implementation of measures throughout the Group, Heidelberg Cement has standardised all important management processes. Group-wide, uniform key performance indicators (KPIs) facilitate and provide a foundation for continuous  benchmarking. Growth and Vertical Integration: The creation, development, and maintenance of vertically integrated market positions in the cement, aggregates, ready-mixed concrete, and asphalt business lines is the core of the growth strategy of Heidelberg Cement. Vertical integration not only refers to the merging of production sites of different business lines at a local level, but also includes the cross-functional control of  business processes using integrated IT systems and the comprehensive management of business activities  –   for example, through common sales structures and the provision of complete, cross- business-line solutions and additional services. Their goal is to create strong and defendable market positions in markets with long-term  potential. To achieve this,they avoid markets with unjustifiable high political, economic, or compliance risks. We retain key market positions regardless of economic cycles. As a whole, they are not subject to active portfolio management.
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