Volume 2 , Issue 1 April 2014 - June 2014

SMS INFRASTRUCTURE LIMITED

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Dear All, Last Financial Year was a journey with lot of twist & turns, but with those scenar-ios the inspiration to perform comes from your trust and willingness to believe in our capability to work hard. Even in volatile external environment all have at-tempted to perform well. I am happy to note this. But we can not be complacent with the performance and need to excel more. This year we foresee an array of hope and expect a lot of visible growth nationwide as the new government has come into existence. Our organization is also hoping some positive changes from growth perspective. Commitment, hard work and perseverance have always helped Team SMS to be on par with industry standards in terms of performance and quality objectives. The journey towards excellence is a continuous process and I am sure that all of us are motivated towards achievement of higher goals. Our efforts have been geared to delight our clients by providing them quality ser-vice. In our constant Endeavour to improve and reach to the heights of excellence, we have always valued the participation, support and direction of our esteemed cli-ents & employees. I sincerely hope that you will continue to extend your whole-hearted support to us so that we, along with the management team, will further accelerate the growth and progress of our organization. Mr. Abhay Sancheti Chairman

Chairman’s Message

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Index

Contents : 1. Chairman’s Message ……………………………………...01 2. Index ……………………………………………………..……...02 3. Editorial …………………………………………………...…...03 4. From the Vertical :

E and CE …………………………………………..... 04-05 Rail, Road, Irrigation and STP………………. 06-08 Toll………………………………………………………….…09

5. Training……………………………………………………..……10 6. Celebration at SMS ………………………...………………11 7. Employee Zone……………..………………………....12-14 8. Health Column……………………………………..………...15 9. Wisdom Thought………………………………….…………16

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Editorial

Why Change – Overcoming the Immunity to Change

It is quite natural and human to be averse to the term “Change”. Change is welcome as long as it happens within our comfort zone. When it gives us a feel of good and the perceived results are good, we accept Change. A simple example is – a Change of job, when it is within someone’s comfort zone. The same Change when it disturbs our comfort zone, we tend to avoid, postpone or reject, though the Change may bring in greater benefits in the long term. A simple example is - accepting a new technol-ogy. Many a time, it might so happen that though we welcome Change and are genuinely committed to it, something inherent in us would prevent us from adapting ourselves to the Change. The readiness to accept Change depends on our competing commitments, which can otherwise also be termed as the mindset. Competing commitment can be defined as a subconscious, hidden goal that conflicts with the stated commitments. Competing commitments make us personally immune to Change. We often form big assumptions early in life and then seldom, if ever, examine them. They’re woven into the very fabric of our lives. But only by bringing them into the light can we finally challenge our deepest beliefs. If we can reevaluate the big assumption itself and possibly even replace it with a new view that reflects our abilities more accurately, we would be able to expand our comfort zone. The reason to accept Change and modify our comfort zone would strengthen if we could relate the Change to one common goal, whether in personal or professional life. For example, a person who is averse to use of computers modifies his comfort zone and learns using computers and internet when he is compelled and motivated to communicate with his children who are settled in a foreign country. In an organization, if a Change needs to happen, we need to look at the Organizational objectives and modify our comfort zone. We need to appreciate that any Change initiated in the interest of the Or-ganization, to improve the efficiency in the systems and processes, will not only propel growth for the Organization, but for its people too. What is required is to analyze our competing commitments and reevaluate the beliefs that are strongly embedded in us, so that we expand our comfort zone. This will help us in accepting and adapting to the Change which will result in greater benefits to us in the long term.

Editorial Board :

Compiled By :

Ms. Krutika Guhey

Mr. Pravin Umathe

Mr. Chandrakant Waikar

Mr. Venkatakumar R.

Mr. Sahadevan Nambiar

Mr. Satyanarayana

Kunduruppu

Dr. Ila Tiwari

Mr. Dhiraj Telrandhe

Ms. Krutika Guhey

Mr. Sibaprasad

Chakraborti

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E and CE

SMS Envocare Consultancy Divisions: Four new consultancy divisions of SMS Envocare have been started in the year 2013-2014 in Hyderabad (2nd December 2013), Bangalore (20th march 2014), Jaipur (2nd April 2014) and in Mumbai (1st June 2014) apart from our already existing divisions at Nagpur, Pune, Indore and Delhi (1st July 2012). In 2014-2015 Our Delhi division has already undertaken various contracts of STP & ETP with total project value of more than 1.8 Crores. BMW Facilities: New BMW facility in Lucknow (SMS Watergrace Medi Waste Management Pvt. Ltd.) has got consent to operate on 28th April 2014 and become operational on 8th May 2014. BMW facility in Delhi (SMS Watergrace BMW Pvt. Ltd.) has got area allocation order passed on date 24/02/2014 by Delhi Pollution Control Board. Hence there will be no competition in the area of opera-tion assigned to us and it will also increase the incoming load of BMW Waste.

Getting closure to our customers through Development of the Mobile Application: This application has been designed by SMS Envocare to bridge the gap between the company and the customers. The main objective of this application is to receive the detail enquiries (Name & Type of services, any issue or complaint related to our services and the details of the Issues) on our services belonging to different verticals. This application would be available on IOS App Store and Google Play store. Some of the features of this application are mentioned below:

Uses: This application would help in customer grievances redressal, customer feedback and business enquiries. As a whole, this app will be used to provide SMS Envocare services to the customer on the click of a button. This Mobile application will work on any android, I phones and I pad devices.

Applications: Any new event/ news/ activity uploaded on the desktop application (administrator) will be sent to the user’s device through a push message via the application.

Key Features:

The application will be having 5 pages: About Us (Mission/ Vision), our services, Contact Us, News & Events. The end-user can send any enquiry/ request/ complaint/ etc, related to the services provided by SMS Envocare

LTD. The administrator will receive all the queries generated by the end-user through a popup window and a mes-

sage in the inbox. Whenever the end-user sends any enquiry to SMS Envocare LTD it will reflect in the desktop application

(administrator) along with the contact information of the end-user/ sender. The hosting and database of application will be done on a web based virtual server. The desktop application will show the received queries along with the contact details of the sender which he/

she would have filled during the registration.

Useful information on Projects in E&CE Division

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E and CE

The interview was the part of MIDC directory advertisement campaign. It was a telephonic interview coordinated by Pune corporate department and conducted by business standard news publication. It was taken on 5th June "world environ-ment day". Highlights of the interview: Headline was world environment day special treating waste effectively Explaining the need for a waste management plan, Mr. Hemant says “effective waste management is not the respon-

sibility of only one body. It is a collective effort. We need a concrete plan for waste management, the absence of which is bound to cause a nuisance in our daily life,” he concludes.

Very important statement of Lodha sir: “in a free market with several players, the level of customer satisfaction is high, since the customer has many options to choose from to satisfy his needs. In a market where monopoly prevails, it is difficult to satisfy the customer because he doesn’t have many choices to choose from. In a situation like this, it has honestly been a pleasure to serve our customers,” smiles Mr. Hemant. “Our cumulative average growth rate is 50 % per year. Although our prime objective is to serve the society, we don’t take up a project without any financial vi-ability,” explains Mr. Lodha.

Mr. Hemant Lodha Ji’s ( Director) Interview for BUSINESS STANDARD NEWS PUBLICATION

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Article from Newspaper Business Standard (Thursday 5th June 2014)

Rail, Road, Irrigation and STP

ONGC NADA PROJECT

The project was awarded to SMS Infrastructure Ltd. in May 2012 which consist of Construction

of ETP at Nada, Additional Handling Facilities along with laying of associated pipelines in Area-

IV at Ankaleshwar asset (ETP - Nada & AF)” in the state of Gujarat (India) with 7 years opera-

tion and maintenance, the ETP being located at Nada, Gujrat.

The project includes installation of Produced water based 3000 m³ Per day Effluent treatment

Plant , GRE pipe line of 67 Km to connect 5 Group Gathering Stations including Mechanical,

Civil, Electrical, Process and Instrumentation works which includes, Procurement and supply of

equipments, Fabrication & erection, Hook-up, Testing, Pre-commissioning, Commissioning of ETP and Power Generation

system at Nada, (GAS GENERATOR). The total value of project is 144 Crores. Currently the project is 36 % completed.

The project is required to treat effluent water generated from ONGC wells with oil. The ETP

will treat the generated effluent water from GGS and the treated water to be disposed off

technically so that the natural soil (where the treated water dispose) characteristics will not be

changed and also the treated water will be injected into the earth to improve crude oil level.

This will help us to maintain surrounding enviroment clean.

In this project we are using Glass Reinforced Epoxy pipe line for transmission of Effluent water,

which is used for the first time in India. Life of GRE pipe is far better than conventional CS/MS

pipe line with a minimum life span is 30 years, also GRE is corrosion free pipe line. The handling & jointing procedure is sim-

ple and no electrical power is required. Treatment facility is equipped with latest technology having CPI, IGF, NSF and Ultra

filters.

ONGC is operating Group Gathering Stations (GGS) at Padra, Dabka, Jambusar, North Gandhar

& Nada oil fields under Ankleshwar – asset. These GGS process the crude oil / emulsion & asso-

ciated gas produced from the various oil wells. After separation of liquid (HC) and gas phase in

the separators the liquid phase containing crude oil emulsion.

The liquid phase containing crude oil emulsion is treated in the Heater Treaters. In this unit the

crude oil emulsion is broken & water is separated from the crude oil. This water is called Pro-

duced water or Effluent and contains some free oil, emulsified Oil and suspended & dissolved

solids. This Produced water collected in Effluent Feed Tank is pumped to further Treatment at ETP Nada site.

The Effluent needs to be treated as per the regulations of Pollution Control Boards (PCB) both local & Central, before final

disposal. ONGC has decided to set up an ETP at GGS Nada for treatment of effluents from the above 5 Nos. GGS. Besides this

ETP at Nada, some additional facilities shall also be installed at these GGS, including cross country Pipeline having length 67

Km approximate to facilitate transfer of the effluents from above 5 Nos. GGS to ETP Nada.

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Rail, Road, Irrigation and STP

TUNNELING METHODS : In general there are two types of methods adopted for tunneling in Hard rock, namely Drilled Blast Method or by Tunnel Boring Machine. TUNNELING BY DRILL BLAST METHOD (DBM) : Before the advent of tunnel boring machines, drilling and blasting was the only economical way of excavating long tunnels through hard rock, where digging is not possible. Even today, the method is used in the construction of tunnels, the deci-sion whether to construct a tunnel using a TBM or using a drill and blast method includes a number of factors such as: Tunnel length Managing the risks of variations in ground quality Required speed of construction The required shape of the tunnel

PROCEDURE ADOPTED FOR OUR PENCH TUNNEL PROJECT : A number of holes are drilled into the rock, which are then filled with explosives. Detonating the explosive causes the rock to collapse. Rubble is removed and the new tunnel surface is reinforced. Repeating these steps will create a tunnel. The positions and depths of the holes (and the amount of explosive each hole receives) are determined by a carefully constructed pattern, which, together with the correct tim-ing of the individual explosions, will guarantee that the tunnel will have an approximate desired cross-section.

ROCK SUPPORT : As the tunnel is incrementally excavated the roof and sides of the tunnel need to be supported to stop the rock falling into the excavation. The philosophy and methods for rock support vary widely but typical rock support systems can include: Rock Bolts or rock dowels Shotcrete Rock bolts Ribs or mining arches and lagging Cable bolts In-situ concrete Typically a rock support system would include a number of these support methods, each intended to undertake a specific role in the rock support such as the combination of rock bolting and Shotcrete.

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Rail, Road, Irrigation and STP

Conservation of environment by way of Waste to Resource generation concept

Nag River, a tributary of Kanhan, gave identity and name to Nagpur is now struggling for its own existence. Nag River along with other rivers Pili and Pora is serving the city from three centuries. Out of which two are dammed on up-stream side to cater the need of city forming three major reservoirs. The river banks upstream of city, also serve as Biodiversity Corridors for the fauna and avifauna of the re-gion. There are almost a dozen small man made historical lakes, which used to be a source of water for the city. Nag River polluted at the extent that at present time it is converted into Nallah instead of nurturing river for Nagpur in past. The major contributors of river pollution are solid waste including non biodegradable material like plastic, fly ash from nearby thermal power plant, waste from brick kilns, untreated industrial discharges, untreated sewage, etc. Lack of management for disposal of solid waste is a major hurdle in development. The biodiversity rich and ecologically important rivers have now been restricted to Nallah or long open drains.

Present condition of Nag River

Due to lack of unban infrastructure facilities and lack of awareness among the public, huge quantity of waste water directly discharging to the river body, although waste water can be recycled and re-use after appropriate treatment. At one end we are discharging waste water to nallan / river and other end our water consuming industry starving for minimum required water sometime this requirement being fulfilled from the water meant for irrigation facilities lead-ing toward a complex socio economic problem in the re-gion. MAHAGENCO (Maharashtra State Power Generation Co. Ltd.) decided to cater cooling & fire fighting water require-ments of about 130MLD (about 23,500 tanker full of water per day @ 4000 liter per tanker capacity) for its proposed 3x660MW (3 units of capacity 660MW each) power plant by

recycling & re-using of the sewage water flowing through Nag Nallah. MAHAGENCO & NMC (Nagpur Municipal Corpo-ration) working together to achieve this green initiative, MAHAGENCO & MNC constructing a 130MLD STP (Sewage Treatment Plant) at Bhandewadi based on the state of the art SBR (Sequential Batch Reactor) Technology. For this process, Raw Sewage to be collected from Nag Nallah at Hirwi Nagar and collected raw sewage transmitted to 2.25km away from Hirwi Nagar to Bhandewadi and after three stages of treatment, treated sewage to be transmit-ted to MAHAGENCO Thermal Power Plant at Koradi about 17.25km away from Bhandewadi STP.

130MLD STP Plant under construction at Bhandewadi

In the above context we are at SMS got a reason to feel proud, SMS as an EPC contractor is a part of this green ini-tiative to save Nag River for further pollution.

Laying of Raw & Treated Sewage Water Transmission Pipe-line

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Toll

When it comes to providing service to the road us-ers. Our men are available even at the midnight.

AGSTPL crane removing a damaged vehicle from the carriageway to ensure free flow of traffic

A view from the holy Sarayu River at Ayodhya. The bridge is maintained by AGSTPL and the starting

point of 116 Km long stretch of Ayodhya Gorakhpure section of NH-28

Construction of Project Facilities – A work to be completed in 365 days from COD by AGSTPL

Director SMS Infrastructure Shri. Anil Sancheti during his visit at AGSTPL Office in Basti along with other

staff

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Training

Onboarding Training and Business communication part 2 by P Manifoald

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Celebration at SMS

World Environment Day Celebrations at Pune & Ranjangaon

Tree Plantation at Pune Office

Health checkup at MEPL, Ranjangaon

On the occasion of World Environment Day 5th June 2014, Mr. Ashutosh Patrale organized the event. Dr. S.T Lonkar ad-dressed the event. SMS Envocare adopted 20 trees planted outside the office building. Puja was also performed on the trees. Mr. Bhosale (Magarpatta Nursery Head) who was present on this day delivered a speech on tree plantation and en-vironment protection. Dr. S.T. Lonkar also shared thoughts on carbon footprints and environment awareness.

On World Environment day, a medical checkup camp was held for all the employees of MEPL and a tree plantation drive was also initiated on the same day. Guests of honour were Mr. D, M Dalimbkar (Head - HR - Elring Klinger) & Mr.Faruk Mulani (Head HR-Taikisha Engi-neering ltd).

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Employee Zone

STRATEGIES FOR ACHIEVING AND SUSTAINING GROWTH

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Many organizations fail to achieve their desired growth targets in revenue and prof-itability.

Most businesses fall short of achieving their growth objectives for revenue and profit-ability. In fact, studies report success rates as low as 20%. Why is growth so elusive? Based on our research and experience*, there are two major reasons:

Under consideration of opportunities within the core business, adjacent to the core business or within new customer sub-segments.

An organizational infrastructure that can-not support successful execution.

RECOMMENDATIONS FOR INCREASING THE PROBABILITY OF SUCCESS: Regardless of which growth strategy is se-lected, a firm’s infrastructure must be up to a standard that supports successful execu-tion. An on-going commitment to creating such an infrastructure is a ‘safe bet’. Achiev-ing this requires (1) eliminating departmen-tal or regional silos, (2) utilizing leading indi-cators and performance drivers that align with the strategy and (3) growing leaders at all levels – managerial and non-managerial. Three customer growth strategies are pre-sented below: (1) Growing the core business, (2) Growing by sub-segmenting customers , (3) Growing adjacent opportunities. It is recommended that the senior leaders begin the process by considering the growth potential within the present core business and/or the opportunities and growth poten-tial associated with creating innovative value propositions for underserved cus-tomer groups. As the senior leadership group moves through this process, it will become clear if and when adjacent growth options should be considered.

CUSTOMER-FOCUSED GROWTH STRATE-GIES : 1. The process of identifying profitable growth opportunities most often begins with the Core Business, that is, the products, services, customers, channels and geo-graphic areas that generate the largest pro-portion of revenue and profits. In-depth conversations with the senior leaders on the topic, “What is our core business?”, is the preferred starting point.

An evaluation of the overall performance of the core business follows. This involves measuring and benchmarking profitability, rate of revenue growth and the firm’s repu-tation with its most important customers. Such an assessment will raise a number of questions. For example:

In what direction is each of these key indi-cators headed and why?

Who are and who are not the core custom-ers? Why?

What is the firm’s key competitive market differentiator? How can it be strength-ened?

Is the core business under major threat? Are there attractive growth opportunities

within the core?

When considering these questions, input from external stakeholder groups is very helpful, particularly from loyal and even not-so-loyal customers.

The overall process need not take a great deal of time, but can yield significant re-turns. These include:

A renewed commitment to operational excellence within the core business,

Insightful conversations on the growth potential of the core business, or con-versely,

An urgent need to make significant changes to the core or even a plan for abandoning the present core and exploring

more profitable growth options.

2. A second customer-focused growth strat-egy is based on the firm’s existing custom-ers. This strategy involves creating High Impact Value Propositions for new cus-tomer sub-segments. Underpinning this strategy is the willingness to view customers through a different set of lenses.

A process can be created to assist both man-agers and specialists at the customer inter-face gain fresh insights into customer needs and preferences. This is a necessary first step in discovering underserved customer groups and hidden growth opportunities. (Senior leaders who frequently interact with customers can make a significant contribu-tion to this process.) 3. A third customer-focused strategy is to enter businesses that have strong strategic links to the core – adjacent businesses. This is a particularly appealing alternative when the core business is approaching its full po-tential, operates efficiently and generates surplus cash for reinvestment. It is also an important option when it is clear that the core’s future growth potential is weak.

Many leaders prefer to start this process by focusing on current customers. A series of meetings with the most innovative custom-ers can be a valuable source of opportuni-ties. Alternative channels, new products or services or even new joint ventures may be suggested as well as entering new geo-graphic markets, serving different customer segments and redesigning the customer’s value chain.

Article By:

Mr. Dhiraj Telrandhe.

Manager – Accounts & Finance

Employee Zone

Colouring skill of Mr. Vardhan Shah, 2.5 yrs (Son of Ms. Avani shah, Pune office staff).

Poem in Marathi by Ms. Kaveri Shokeenda (Pune office staff).

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Name: Akanksha Dhananjay Joshi (Daughter of Mr. Dhananjay Joshi – DGM (Electrical)). School: Somalwar Nikalas High School Khamla. Standard: 10th (S.S.C). Percentage: 94.4% (Within Top 5).

Employee Zone

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Name: Neha Sahebrao Adhau. (Daughter of Mr.Sahebrao Ad-hau – Driver of Mr. Ajay Sancheti) School: Yashoda High School. Standard: 10th (S.S.C) Percentage: 74 %.

This is a event for singing talents where our col-league Mr Dhananjay Joshi's ( DGM - Electrical ) daughter Ms Akanksha Joshi is performing

Health Column

How to Sit at a Computer in Office (Your Guide)

Sit up tall. Push your hips as far back as they can go in the chair. Adjust the seat height so that your feet are flat on the floor and your knees equal to or slightly lower than, your hips. Adjust the back of the chair to a 100°-110° reclined angle. Make sure that your upper and lower back is supported. If necessary, use inflatable cushions or small pillows. When your chair has an active back mecha-nism use it to make frequent position changes. Adjust the armrests so that your shoulders are relaxed, and remove them completely if you find that they are in your way.

Sit close to your keyboard. Position it so that it is di-

rectly in front of your body. Make sure that the keys are centered with your body.

Adjust the keyboard height. Make sure your shoulders

are relaxed, your elbows are in a slightly open position, and your wrists and hands are straight.

Adjust the tilt of your keyboard based on your sitting

position. Use the keyboard tray mechanism, or keyboard feet, to adjust the tilt. If you sit in a forward or upright position, try tilting your keyboard away from you, but if you are slightly reclined, then a slight forward tilt will help to maintain a straight wrist position.

Use wrist rests. They will help maintain neutral pos-

tures and pad hard surfaces. The wrist rest should only be used to rest the palms of the hands between key-strokes and not while typing. Place the mouse or trackball as close as possible to the keyboard.

Position your monitor properly. Adjust the monitor

and any source or reference documents so that your neck is in a neutral, relaxed position. Center the monitor di-rectly in front of you, above your keyboard. Position the top of the monitor approximately 2-3” above your seated eye level. If you wear bifocals, lower the monitor to a comfortable reading level.

Sit at least an arm's length away from the screen

and adjust the distance for your vision. Reduce any glare by carefully positioning the screen, which you should be looking almost straight at, but partially looking down. Adjust any curtains or blinds as needed. Adjust the vertical screen angle and screen controls to minimize

glare from overhead lights. Position the source docu-

ments directly in front of you, and use an in-line copy stand. If there is insufficient space for that, place the docu-ments on a document holder positioned adjacent to the monitor. Place your telephone within easy reach. Use headsets or a speaker phone to eliminate cradling the handset.

An articulating keyboard tray can provide optimal

positioning of input devices. However, it should accom-modate the mouse, enable leg clearance, and have an adjustable height and tilt mechanism. The tray should not push you too far away from other work materials, such as your telephone.

Take small breaks during your workday to release

some of that muscle tension. Studies have shown that constant sitting is very damaging to your health. Try walk-ing around for a couple minutes, standing and doing stretches—anything to break up a full day of sitting on your bottom is good for you!

Take short 1-2 minute stretch breaks every 20-30 min-utes. After each hour of work, take a break or change tasks for at least 5-10 minutes. Always try to get away from your computer during lunch breaks.

Avoid eye fatigue by resting and refocusing your eyes periodically. Look away from the monitor and focus on something in the distance. Rest your eyes by covering them with your palms for 10-15 seconds. Use correct pos-ture when working. Keep moving as much as possible.

Exercise your hand by pushing on top of your fingers,

and using backward resistance movements. Do a mini-mum of fifteen reps for each hand at least six times every day. This simple exercise will prevent you from developing carpal tunnel finger problems in the future. Even if you don’t have any problems right now, you may prevent pain later in life by doing a few good exercises.

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SMS INFRASTRUCTURE LIMITED 20, IT Park , Parsodi, Nagpur–440022

www.smsl.co.in

Wisdom Thought