OBJECTIVE OF THE STUDY

• To know how an organization perform as a whole.

• To know how different departments function.
• To know how a department communicates when any order is recieved.
• To study the levels of participation
• to study the effestiveness of various forums
• to study the management -worker relationship

SOURCES OF DATA
• Discussion with the department head and staff.
• Journals, newsletters and magazines of the organization and company website.

Findings reveal that the company has a strong base, good management, good customer relations and
satisfactory financial position.

METHODOLOGY

PRIMARY
• company files
• company reports and records
• important documents
• personnel manual and texts.

SECONDARY
• Interview with workers and management representatives

LIMITATIONS
• Time was a major constraint because 5 weeks was not sufficient to study the whole
organizational structure.
• Top Management cooperation was not sufficient due to their pre-occupied work.

SIGNIFICANCE OF THE STUDY

PROFILE OF THE STUDY

PRODUCT PROFILE

DETAIL DESIGN

The centre has designed composite main and TAIL ROTOR blades,gear boxes and crash worthy.
• Fuselage for the ALH

• Lght Weight Crashworthy Structure(composite and metallic)

• Composite Rotor Blades
• High Performance Mechanical Trasmission Systems
• Mechanical Control Systems for Rotors
• Advanced Rotor Systems
ANALYSIS

The centrs has designed and tested wind tunnel models and flotation models.dynamic analysis of
components and structures of ALH have been carried out by FEM and FFT analysis metghods.

Estimation of performance,load and CG

stability and control
crash analysis of structure
finite element modelling and analysis
dynamic stress analysis
vibration analysis
SYSTEM DESIGN

each customer's unique specifications have been met in the ALH, in the design of advanced cockpit
with multi function display (MFD) and night vission goggles (NVG) CAPABILITY,flight control
systems,commu nication and navigation systems.the centre has carried out the integration of :
• state of the art cockpit display system
• avionics
• electrical system
• hydraulics/AFCS and flight control systems
• landing gear
• power plant and fuel system
• oxygen system

AIRWORTHINESS

the centre is profficient in all aspects of certification and customer support which includes:
• certifications of design to international military and civil airworthiness requirement.
• Reliability and maintainability analysis
• documentation to international standards
• defect investigation

PROJECTS COMPLETED

• The centre has successfully designed and developed the multi role Advanced Light
Helicopter(DHRUV) certified by military and civil certification authorities.
• The centre has also successfully evolved modifications to upgarde Cheetah and Chetak
 helicopters to meet user requirement.
• Design and support for re-engining of the Cheetah helicopter.
• Modifications for seaking helicopter.

CURRENT PROJECTS

• Weapon systems integration on ALH

• glass cockpit development for ALH
• Light combat helicopter (LCH)
FUTURE PROJECTS
• Advanced Light Helicopter Improvement
• Alternate engine integration
• Health nad usage monitoring system.

ADVANCED TECHNOLOGIES

• bearingless main rotor

• ducted fan tail rotor
• composite tail drive shaft
• fly-by-high controls
• radae cross section studies

UPGRADATION AND LIFE EXTENSION OF :

• Cheetah/Chetak helicopters
• MI helicopters
• Seaking rotor blades
• Seaking para sailing modifications.

CUSTOMER PROFILE

International Customers Domestic Customers

 Airbus Industrie, France  Air India

 APPH Bolton, UK  Air Sahara
 BAE Systems, UK  Airports Authority of India
 Chelton, UK  Bharat Electronics
 Coast Guard, Mauritius  Border Security Force
 Corporate Air, Philippines  Coal India
 Cosmic Air, Nepal  Defence Research & Development Organisation
 Dassault Aviation, France  Govt. of Andhra Pradesh
  Dowty Aerospace Hydraulics, UK
 EADS, France
 ELTA, Israel
 Gorkha Airlines, Nepal
 Hampson, UK
 Honeywell International, USA
 Island Aviation Services, Maldives
 Israel Aircraft Industries, Israel
 Messier Dowty Ltd., UK
 Mistubishi Heavy Industries, Japan
 MOOG, USA
 Namibian Air Force, Namibia
 Peruvian Air Force , Peru
 Rolls Royce Plc, UK
 Royal Air Force, Oman
 Royal Malaysian Air Force, Malaysia
 Royal Nepal Army, Nepal
 Royal Thai Air Force, Thailand
 Smiths Industries, UK
 Snecma, France
 Strongfield Technologies, UK
 The Boeing Aircraft Company, USA
 Transworld Aviation, UAE
 Vietnam Air Force, Vietnam
INDUSTRY PROFILE
 Govt. of Jammu & Kashmir
 Govt. of Karnataka
 Govt. of Maharashtra
 Govt. of Rajasthan
 Govt. of Uttar Pradesh
 Govt. of West Bengal
 Indian Airforce
 Indian Airlines
 Indian Army
 Indian Coast Guard
 Indian Navy
 Indian Space Research Organisation
 Jet Airways
 Kudremukh Iron ore Company ltd.
 NALCO
 Oil & Natural Gas Corporation Ltd.
 Ordnance Factories
 Reliance Industries
 United Breweries
INDUSTRY PROFILE

The aerospace n defence ind ws struggling to maintain profitability even before 11th september
2001,and fears of further terrorism ,the conflicts in afganistan and iraq,and a weak economy
combined to devastate the commercial aerospace industry over the ensuring yrs.on the other hand
the wars in afgan n iraq hav bolstered the coffers if many defence companies,though belt tighetning
may be on the way.

The monther of all defence deals occured in 2001 when lockeed beat out boeing for the $200 billion
joint strike fighter contact ,the largest defence contract ever.spread out over almost 30 yrs,it my b
the last major deals for drones( as evidenced in afgan with the use of general atomics predator)is
expected to continue,supplanting the need for the more expensive manned aircraft and making it
unnecessry to risk pilots lives in comb it,

in the interim ,the soaring costs in iraq have also put a damper on some other major projects.in 2004
the us army cancelled the $40 billion apache reconnaissance helicopter program;early in 2005 there
was talk of scaling back the F/A-22 Raptor program and of reducing the number of C-130J aircraft
on order.

A desire to be smart,fast and mobile has replaced the “more and bigger” doctrine of the cold war.to
the end,several companies including lockheed martin.northrop grumman and general dynamics hav
investted in hardware and software companies that focus on govt customers.the top defence
contractors are lockheed martin,boeing northrop grumman ,bae system,raytheon,general
dynamics,thales and eads.

On the commercial side,airlines-by far the biggest customers in the sector hav lostbillions since
2001.by way of illustration,the top nine airlines lost $10 billion in 2002 almost $6 billion in
2003,and about $4 billion in 2004,and both UAL(the parent of united airlines) ad us airways hav
filed for bankruptcy protection.as mentioned previously,sep 11 and subsequent travel fears dealt a
devastating blow to a commercial aircraft market that was already reeling from a market
slowdown.that market,which accounts for about 40% of aerospace and defence industry spending is
divided into 4 segments;large commercial aircrafts(planes of 100 seats and
more);maintenance,repair and overhaul;jet engines and business and regional aircraft(less than 100
seats).

In 2001 boeing n airbus,the world's only large commercial Aircraft market,,saw orders plummet by
45% and 28% resp,airbus recently surpassed boeing in orders,but the formers 2002 delivers dropped
7% from 2001.boeing meanwhile experienced a staggering 28% decline in deliveries from 2001.as
a result the drastic fall off in business.boeing cut about 30000 jobs or roughly 30% of its comercial
aircraft workforce in 2002.

aircraft orders picked up in 2003 and 2004 as boeing and airbus continues to duke it out for airline
orders.boeing is working on its long range,fuel efficient,mid sized,7E7 Dream liner (due in 2008)
and a 550 passenger behemoth.airbus then upped the ante by announcing that it would built the
A350 (due in 2010) to compete directly with boeing 7E7.

Aviation is one of the most significant technological influences of out time andempowers the
nation with strength.it is a major tool for economic devpmt and has a significant role in national
security and international relations.india has been fortunate to have started aeronautics related
activities in 1940,with the establishment of HAL.the company was concieved by the visionary and
far sighted industrialist,sir walchand hirachand in december 1940 in association with the govt of
mysore.

For 6 decades,HAL has spread its wings to cover various activities in the areas if design n
dvpt,manufacture and maintenance of advanced fighters,piston and jet engine trainers,commercial
aircraft,helicopters and the associated aero engines ,aircraft systems,equipment and avionics.the 14
manufacturing units are fully supported by 9 R&D centres: HAL's product track record consists of
12 types of aircraft from in house R&D and 13 types by license production inclusive or 8 types of
aero engines and over900 items of aircraft systems equipment(avionics and accesories).

HAL has so far produced over 3400 aircrafts,3100 aero engines and overhauled over 7000 aircraft
and 23000 aero engines along with related systems and equipment.

Recognising the business oppurtunities offered by the growth of civil aviation,HAL has embarked
on a pgm for the co-production of 50-70 seated aircraft with a partner,and is also slated with partner
for co-development and manufacture of 100 seated aircraft.HAL has gradually undergoen a
metamorphosis and grown into a major aeronautical complex with fully integrated facilities for
design,development manufacture and maintenance.

HAL is comparable admirably to international aerospace companies like BAE systems,pratt &
whitney,boeing,rolls royce and honwyy well as some indian pvt sector companies such as reliance
with regard to key financial parameter such as PBT to slaes,PBIT to capital employed,earning per
share,debt,equity ratio etc.this reflects the sound financial health of the company.

Design capabilities,modern facilities and skills combines with competitive pricing and prompt
deliveries,make hal a valuable partner for challenge programmes in aerospace and related
fields.

COMPANY PROFILE

Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964. The Company
was formed by the merger of Hindustan Aircraft Limited with Aeronautics India Limited and
Aircraft Manufacturing Depot, Kanpur.
The Company traces its roots to the pioneering efforts of an industrialist with extraordinary vision,
the late Seth Walchand Hirachand, who set up Hindustan Aircraft Limited at Bangalore in
association with the erstwhile princely State of Mysore in December 1940. The Government of
India became a shareholder in March 1941 and took over the Management in 1942.
Today, HAL has 19 Production Units and 10 Research and Design Centres in 8 locations in India.
The Company has an impressive product track record - 15 types of aircrafts/Helicopters
manufactured with in-house R & D and 14 types produced under license. HAL has manufactured
over 3646 Aircrafts/Helicopters , 4096 engines and overhauled over 9447 aircraft and 29886
engines.
HAL has been successful in numerous R & D programs developed for both Defence and Civil
Aviation sectors. HAL has made substantial progress in its current projects :
• Dhruv, which is Advanced Light Helicopter (ALH)
 • Tejas - Light Combat Aircraft (LCA)
• Intermediate Jet Trainer (IJT)
• Various military and civil upgrades.
Dhruv was delivered to the Indian Army, Navy, Air Force and the Coast Guard in March
2002, in the very first year of its production, a unique achievement.

HAL has played a significant role for India's space programs by participating in the manufacture of
structures for Satellite Launch Vehicles like
PSLV (Polar Satellite Launch Vehicle)
GSLV (Geo-synchronous Satellite Launch Vehicle)
IRS (Indian Remote Satellite)
INSAT (Indian National Satellite)
HAL has formed the following Joint Ventures (JVs) :
• BAeHAL Software Limited
• Indo-Russian Aviation Limited (IRAL)
• Snecma-HAL Aerospace Pvt Ltd
• SAMTEL-HAL Display System Limited
• HALBIT Avionics Pvt Ltd
• HAL-Edgewood Technologies Pvt Ltd
• INFOTECH-HAL Ltd
• TATA-HAL Technologies Ltd
• HATSOFF Helicopter Training Pvt Ltd
• International Aerospace Manufacturing Pvt Ltd
• Multi Role Transport aircraft Ltd
Apart from these seven, other major diversification projects are Industrial Marine Gas Turbine and
Airport Services. Several Co-production and Joint Ventures with international participation are
under consideration.
HAL's supplies / services are mainly to Indian Defence Services, Coast Guards and Border Security
Forces. Transport Aircraft and Helicopters have also been supplied to Airlines as well as State
Governments of India. The Company has also achieved a foothold in export in more than 30
countries, having demonstrated its quality and price competitiveness.
HAL has won several International & National Awards for achievements in R&D, Technology,
Managerial Performance, Exports, Energy Conservation, Quality and Fulfillment of Social
Responsibilities.
• HAL was awarded the “INTERNATIONAL GOLD MEDAL AWARD” for Corporate
Achievement in Quality and Efficiency at the International Summit (Global Rating Leaders
2003), London, UK by M/s Global Rating, UK in conjunction with the International
Information and Marketing Centre (IIMC).

• HAL was presented the International - “ ARCH OF EUROPE ” Award in Gold Category in
recognition for its commitment to Quality, Leadership, Technology and Innovation.
 • At the National level, HAL won the "GOLD TROPHY" for excellence in Public Sector
Management, instituted by the Standing Conference of Public Enterprises (SCOPE)
Some of the prestigious Awards received during last 4 years are:
• Conferred NAVRATNA status by the Government of India on 22nd June 2007
• Raksha Mantri's Awards for Excellence for the years 2006-07, 2007-08 and 2008-09, HAL
was conferred with the Raksha Mantri's Awards for Excellence as follows:
2006-07:
i) Division/Factory Award : Transport Aircraft Division, Kanpur
ii) Group/Individual Awards : Design Effort Awards for TARDC, Kanpur
2007-08:
i) Institutional Award : Excellence in Performance
2008-09:
i) Institutional Award : Best Performance in Exports
• HAL was awarded the MoU Excellence Award for the years 2004-05, 2005-06, 2006-07,
2007-08 and 2008-09.
• HAL was awarded Performance Excellence Award-2009 (Organization) for the year 2008-
09 by Institution of Industrial Engineering.
• Foundry & Forge Division, Bangalore was awarded International Diamond Star Quality
Award during 23rd World Quality Commitment Convention 2009 held at Paris on 25th
September 2009.
• HAL was awarded the Regional Export Award for Export Performance for the year 2007-08
by EPC India. The Award was presented on 21st February 2010 in Maldives.
• Foundry & Forge Division was awarded "Gargi Huttenes-Albertus Green Foundry Award"
of the year 2008-09 by the Institute of Indian Foundry men. The Award was presented in the
58th Indian Foundry Congress held at Ahmedabad between 5-7 Feb 2010.
• HAL was awarded the "Supplier of the Year 2009" by Boeing, USA.
The Company scaled new heights in the financial year 2009-10 with a turnover of Rs.11,457
Crores.

OUR MISSION

" To become a globally competitive aerospace industry while working as an instrument

for achieving self-reliance in design, manufacture and maintenance of aerospace
defence equipment and diversifying to related areas, managing the business on
commercial lines in a climate of growing professional competence ".

OUR VALUES
• CUSTOMER SATISFACTION
We are dedicated to building a relationship with our customers where we become partners in
fulfilling their mission. We strive to understand our customers ' needs and to deliver products and
services that fulfill and exceed all their requirements.
 • COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities. We will supply products and
services that conform to highest standards of design, manufacture, reliability, maintainability and
fitness for use as desired by our customers.
• COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost and shorten the
delivery period of our products and services. We will achieve this by eliminating waste in all
activities and continuously improving all processes in every area of our work.

• INNOVATION AND CREATIVITY

We believe in striving for improvement in every activity involved in our business by pursuing and
encouraging risk-taking ,experimentation and learning at all levels within the company with a view
to achieving excellence and competitiveness.

 TRUST AND TEAM SPIRIT

We believe in achieving harmony in work life through mutual trust, transparency, co-operation, and
a sense of belonging. We will strive for building empowered teams to work towards achieving
organisational goals.

 RESPECT FOR THE INDIVIDUAL

We value our people. We will treat each other with dignity and respect and strive for individual
growth and realisation of everyone's full potential.

• INTEGRITY
We believe in a commitment to be honest, trustworthy,and fair in all our dealings. We commit to be
loyal and devoted to our organisation. We will practise self discipline and own responsibility for
our actions. We will comply with all requirements so as to ensure that our organisation is always
worthy of trust.

HRD

Emanating from the Company's Mission Statement, the strategic Human Resource
Development (HRD) goal of HAL is to create an atmosphere of technological and managerial
excellence to become a globally competitive Aerospace Industry. With the changing
environment, rapid technological changes characterised by a paradigm shift from licensed
production to R&D based production duly balanced with co-development / co-production,
technological upgradation etc., greater customer demand, focused diversification to civilian
and export markets, the overall objective of the Human Resource Development plan is to
build a vibrant and learning organisation, so as to meet the challenges of quality and
excellence, recruitment and retention of competent human resources and develop high
commitment and a sense of belongings to the Company. Accordingly, the Company's HR
Vision, Mission, Objectives, Strategies and Policies have been identified and indicated as
follows:-
VISION
"To make HAL a dynamic, vibrant, value-based learning organisation with human
resources exceptionally skilled, highly motivated and committed to meet the current and
future challenges. This will be driven by core values of the Company fully embedded in
the culture of the Organisation"
MISSION
Enable all those working for HAL to give their best to ensure their all-round growth as
well as that of the Organization
OBJECTIVES
• To ensure availability of Total Quality People to meet the Organizational Goals and
Objectives

• To have a continuous improvement in Knowledge, Skill and Competence (Managerial,

Behavioral and Technical)

• To promote a Culture of Achievement and Excellence with emphasis on Integrity,

Credibility and Quality

• To maintain a motivated workforce through empowerment of Individual and Team- building

• To enhance Organizational Learning

• To play a pivotal role directly and significantly to enhance Productivity, Profitability and
improve the Quality of Work Life
STRATEGY
• To be in total alignment with Corporate Strategy

• Maintain Human Resource at optimum level to meet the objectives and goals of the
Company

• Be competent in Mapping, Analysis and Upgradation of Knowledge and Skills including

Training, Re-training, Multi-skilling etc

• Cultivate Leadership with Shared Vision at various levels in the Organization

• Focus on Development of Core Competence in High-Tech areas

• Build Cross-functional Teams

• Create awareness of Mission, Values and Organizational Goals through out the Company

• Introduce / Implement personnel policies based on performance that would ensure

growth, Rewards, Recognition, Motivation
CITIZEN CHARTER

This Charter is a declaration of our commitment, expectations and highest standards with
Total Quality, to achieve excellence in Design, Manufacture and Maintenance of Aerospace
defence equipment, Software development for Aerospace application and Design Consultancy
by managing the business on commercial lines in the most fair, honest and transparent
manner, with corruption-free service for the benefit of the Customers who are our partners in
progress to ensure safe custody of public money.

COMMITMENT

We shall accomplish our mission with

• Absolute integrity and dedication
• Total customer satisfaction
• Honesty and transparency
• Courtesy and promptness
• Fairness
• Total quality
• Innovation and creativity
• Trust and team spirit
• Respect for the individual
• Humility
• Compassion
We commit ourselves to do our duty to the best of our ability, integrity and efficiency with the
prime motto of fulfilling the customer’s, shareholders' and individuals requirements and to rise to
their expectations and beyond.

OUR EXPECTATIONS

We expect you to
• Be prompt and reasonable
• Be fair, honest and transparent in dealings.
• Adhere to time and delivery schedules
• Extend your cooperation in all our endeavor
• Provide us detailed specifications
• Acquaint us with the systems and maintenance procedures and product performances
criterion
• Indicate realistic schedule and make prompt payment
• Comply with the service instructions and timely maintenance procedures.
STANDARDS

We shall
• Strictly adhere to the standards, specifications stipulated in ISO-9001
• Ensure that our products reflect the state-of-the-art technology and competitive prices
• Deliver our products as per the agreed delivery Schedules
• Produce goods and services of the highest standards to fulfill all your requirements
• Declare that our products have gone through the strictest quality control norms and
guarantee the total technical life of the product.
• Assure you of the highest standard of service and are ever willing to share our knowledge
and expertise with you
 • Acknowledge all correspondence from you within ten working days of its receipt
• Respond to all your communications within twenty working days of its receipt
• Clear your financial dues within thirty working days from receipt of genuine and bonafide
claims
• Strictly adhere to the delivery schedules committed by us to you
• Work as an instrument of self-reliance in aerospace defence equipment
• Strive to attain international standards to become globally competitive. Our R&D efforts
should enable us to be a strong force to reckon with in the global scenario
• Make sincere efforts in meeting all our social obligations towards the community in general
• Always strive to maintain cordial relations with the community
COST AND TIME

We shall
• Always be sensitive to our social obligations and maintain the highest ethical standards in all
our endeavors, business and economic activities.
• Always strive to achieve economy in all our products and services without compromising
the quality standards.
• Always remain competitive in the market through continuous improvement in our
technology
• Always strive to reduce the cost and shorten the delivery schedules of our product and
services. We shall eliminate wasteful practices and continuously improve in all areas of our
work. We shall hold our capital assets in public money in absolute trust and shall commit
ourselves to achieve our economic progress competently and in socially acceptable ways.
• Provide at international competitive prices.
CORRUPTION FREE SERVICES

We
• Shall adopt systems and procedures which leave no scope for any corrupt practice
• Maintain absolute confidentiality of the information/complaints
• Believe that means and ends cannot be separated. Good end calls for good means. Good
means cannot but lead to good ends. There shall be no need for anyone at any time to offer
bribe or any other inducement for doing business with us. We shall promptly and
expeditiously enquire into all genuine and legitimate complaints of corruption against any
employee of our organisation
• Shall always be honest and transparent and would like to be seen as honest. We shall not
claim any judicial privilege for our documents and records except in rare cases and that too
in the interest of national security.
• Shall implement all the policies and directives of Central Vigilance Commission.
COMPLAINTS AND GRIEVANCES

We shall
• Keep our complaint and grievance redressal Machinery open and receptive to you.
• Acknowledge your complaints and commit ourselves to redress them within a period of
thirty working days on receipt of the complaints.
• Should you still have any complaint or grievance you may also take up the matter with the
designated officer heading the public grievance committee at our corporate and divisional
offices.
• Acknowledgment of grievances and disposal thereof within 30 days. In case of any
 complaint or grievance, please take up the matter with the officer nominated by the division
for redressal of public grievance in the division which is headed by an officer of the grade of
a DGM
• Promptly take action against the complaints by going into the genuineness and roots of the
complaints and within a time frame attend to the grievances.
HELP LINE

• All our Divisions, Service Stations and Corporate office are ever willing to provide you the
help and assistance required in the selection, design, manufacture and maintenance of any of
our products and services.
• We shall equip our public relations department suitably to render you all general
information, which is of common interest.
• You are also welcome to visit us at our website: www.hal-india.com for immediate help and
assistance to meet your product and services requirement.
• A network of help line personnel will be identified in each division/complex, which will
provide immediate assistance in various matters.
• Quality policy
•
• design n develop fixed wing aircraft and aerospace system n equipment using state of the art
technologies in design manufacture n project mgmt to give world class product to the
customer.
• Provide upgrade solutions of existing aircraft so that the customer is able to exploit full
potential of the aircraft.
• Evolve new technologies to be self related and build confidence through product
implements.
• Adopt “process n system” approach for quality n manufacturing
•

EVOLUTION AND GROWTH OF THE COMPANY

The Company's steady organisational growth over the years with consolidation and
enlargement of its operational base by creating sophisticated facilities for manufacture
of aircraft / helicopters,
aeroengines, accessories and avionics is illustrated below.
History
Production line of the HAL Dhruv at Bangalore.
HAL was established as Hindustan Aircraft in Bangalore in 1940 by Walchand Hirachand to
produce military aircraft for the Royal Indian Air Force. The initiative was actively encouraged by
the Kingdom of Mysore, especially by the Diwan, Sir Mirza Ismail and it also had financial help
from the Indian Government. The organisation and equipment for the factory at Banglore was set
up by William D. Pawley of the Intercontinental Aircraft Corporation of New York, who were an
exporter of American aircraft to the region. Pawley managed to obtain a large number of machine-
tools and equipment from the United States.
The Indian Government bought a one-third stake in the company and by April 1941 as it believed
this to be a strategic imperative. The decision by the government was primairly motivated to boost
British military hardware supplies in Asia to counter the increasing threat posed by Imperial Japan
during Second World War. On the 2 April 1942 the government announced that the company had
been nationalised when it had bought out the stakes of Walchand Hirachand and other promoters so
that it can act freely. The Mysore Kingdom refused to sell its stake in the company but yielded the
management control over to the Indian Government.
In 1943 the Bangalore factory was handed over to the United States Army Air Force but still using
Hindustan Aircraft management. The factory expanded rapidly and became the centre for major
overhaul and repair of American aircraft and was known as the 84th Air Depot. The first aircraft to
be overhauled was a PBY Catalina followed by every type of aircraft operated in Indian and Burma.
When returned to Indian control two-years later the factory had become one of the largest overhaul
and repair organisations in the East.

Prototype in its hangar.

After India gained independence in 1947, the management of the company was passed over to the
Government of India and was renamed as Hindustan Aeronautics Limited (HAL) on 1 October
1964 when Hindustan Aircraft Limited was merged with the Aircraft manufacturing Depot, Kanpur.
Though HAL was not used actively for developing newer models of fighter jets, the company has
played a crucial role in modernization of the Indian Air Force. In 1957 company started
manufacturing Jet engines (Orpheus) under license from Rolls-Royce at new factory located in
Bangalore. During the 1980s, HAL's operations saw a rapid increase which resulted in the
development of new indigenous aircraft such as HAL Tejas and HAL Dhruv. HAL also developed
an advanced version of the MiG-21, known as MiG-21 Bison, which increased its life-span by more
than 20 years. HAL has also obtained several multi-million dollar contracts from leading
international aerospace firms such as Airbus, Boeing and Honeywell to manufacture aircraft spare
parts and engines.

Operations
HAL is one of the largest aerospace companies in Asia with its annual turnover to be running above
US$2 billion. More than 40% of HAL's revenues come from international deals to manufacture
aircraft engines, spare parts, and other aircraft materials. Below is a partial list of major operations
being undertaken by HAL:

SWOT ANALYSIS

• monopoly industry
 • government support(budgetary)
• availability of skilled man power
• absence of peers in some technical areas
• involves working in the highly sensitive defence sector.
• Hal is premier defence production industry of the country catering gto the needs of
IAF,army,navy and other civil customer.
• Hal has diversified into industrial and marine gas turbines business.
• Research and development centre of the division has designed and installed engines test
beds for russian and western origin aero engines.
• Hal has acquired the start of art technologies for manufacture,repair and overhaul of
engines.
• Hal has been credited with ISO 9002 certificate and is ranked one of the top publice sectors
undertaking for sustained excellent performance and higher andthe first 50 global defence
companies.

WEAKNESS

• high attrition rate

• low fast track growth
• slow down in decision making
• lack transparent communication system
• hal is a defence company it cannot carry its business on competitor's line
• it largely depends on its license in international business transactions
• investment made in research and developments are inadequate
• infrastructure facilities in the division are also indaequate
• excess of manpower than required by the organisation

OPPPURTUNITIES

• Over 50 yrs of experience in design is a plus for garnering out source projects.
• Hal can bid for mega out source projects
• ability to diversify in to related fields as per company mission statement.
• Opening up of indian defence sector to private sector
• availabilty of total quality people helps meet the organization goals and objectives
• a culture of achievement and excellence can be promoted with the integrity,quality and
credibility
• new initiatives in research and development like ALH(Advanced Light
Helicopter),LCA(Light Combat Aircraft),MIG and jaguar update programs provides scope
for further expansion of the business.

THREATS

• self reliance in manufacturing industries.

• Poaching of trained employees by private organizations.
• Tardy implementation of up gradation of technologiacal know-how's
• lack of awareness on knowledge sharing techniques.
• Lack of proper knowledge management system in the organization.
• Hal is facing competition with the international market because of licences
• the licences agreement has restrticted the company to enter into business with the other
countries without the approval of its licences.
• The compnay has to atke approval to make changes in the engines designed by its licences
which involve huge expenditure..
• the company depends on other countries for its raw materials.