End to End Piping Solutions · 2020. 10. 7. · A Glimpse of DEE’s Next Gen Passionate Leader...

A Glimpse of DEE’s Next Gen Passionate Leader

Issue: 2 | October 2016

Coming TogetherCarlyle’s Entry

into DEE Family

End to End

Piping Solutions

Future LeadershipLong Road Ahead

Employee AwardsThe Achievers of 2016

Exclusive: DEE-in the eyes of Banyan Tree, its

first PE Investor

www.deepiping.com DEE DEVELOPMENT ENGINEERS LIMITED

DEE OFFERINGS

Over the years, DEE Piping Systems, once a small design consultancy firm, has emerged as a pioneer in the pre-

fabrication industry. The brand name is now recognized all across the world which can be witnessed through it’s

growing list of clientele.

Mr. K.L. Bansal started the company from grass roots with a vision. This vision is being taken forward to new

heights by our CEO, Mr. Atul K Bansal who, with his inspiring and positive attitude has paved a way for a bright

future of the company.

It gives me great pleasure to write about Mr. Atul K Bansal, whom I have known since last 18 years. To summarise

his traits, he is a modest man with an aptitude for creative solutions, a cynosure of all eyes, an ideal son, a caring

husband, a lively companion and above all a compassionate father. He not only set a benchmark for DEE Piping

Systems but also has been inspiration for all to do their best.

He represents that generation of influential people who were born with the instincts of a trailblazer. Supervision and

diligence come naturally to him which exhibits glimpse of Mr. K. L. Bansal.

Validating his efforts in building a sustainable & robust business model backed by a strong execution team, DEE

Piping has recently been upgraded to ‘A’ category in external credit rating by CARE Ratings thereby setting up a

benchmark for its future endeavours.

This issue brings forward the new age DEE Piping Systems along with the core values which is now equipped to be

bigger and better than before delivering distinctive client value with utmost zeal.

Second edition of DEE Horizon is dedicated to Mr. Atul K Bansal, a true mentor.

Prologue...

“““ “Gaurav NarangChief Financial Officer

Supervision and diligence

come naturally to Mr. Atul

which exhibits glimpse of

his father Mr. K. L. Bansal

36 / DEE Piping Systems

FOREWORD

Message

It gives me immense pleasure that Dee Development Engineers Ltd is releasing second edition of “DEE Horizon”.

I understand that Dee Development Engineers Ltd, established in District Palwal has consistently performed well in spite of adverse worldwide economic conditions. The Company already has global footprints in power sector.

It gives me satisfaction to note that DEE has not only been generating employment opportunities in this part of Palwal District, but also fulfilling its responsibility as a good corporate citizen by undertaking many social programmes in and around the factory.

I heartily congratulate DEE Development and its entire team for coming out with the second edition of “DEE Horizon” and convey my best wishes for their efforts.

Foreword

Mr. Jagat MadanPresidentPrayas Social Welfare Society (Regd.)

DEE Piping Systems / 37

FOREWORD

I am delighted to learn that DEE Piping Systems is one of the few companies to stand firm amidst all the uncertainties in the manufacturing sector.

The changing trends demand a new age approach even for conventional businesses. It gives me great pleasure to see Mr. Atul K Bansal truly following footsteps of his father Mr. K.L. Bansal and bringing a new age perspective to an industry built in a different era.

DEE under Mr. Atul K Bansal is expanding avenues globally. Many laurels have been conferred upon DEE on various platforms making it the best in its field. DEE’s contribution towards social cause is commendable.

The second edition of the DEE Horizon is a dedication to the “Future Leadership” of DEE who stands firm to face every obstacle head on.

I congratulate the entire team of DEE on bringing out the second edition of ‘DEE Horizon’ and wish them all very best in all their future Endeavours.

Krishan Lalit BansalChairman & Managing DirectorDEE Piping Systems

CMD’s Desk

CMD’s DESK


It gives me immense pleasure to pen down my thoughts for second edition of ‘DEE Horizon’. The

story of DEE describes the passionate journey of various individuals, working and striving to bring the

company to such heights. The vision to create a legacy which strives to be better incorporating new

trends can finally be witnessed with the new age DEE piping systems.

I vividly remember the day sitting with my associates in a single room with nothing but a vision

in our eyes. We could simultaneously feel the excitement and fear of the journey we were going to

undertake. We started off as a modest design consultancy firm working with various clients on different

requirements. Over the years DEE matured into a full-fledged pre-fabrication facility providing quality

deliverables and exceptional service to our clients for which we have received laurels from across the

world.

Presently the time is really hard as the manufacturing sector all around the globe faces slow down.

To keep delivering on our promises and to sustain the current business, we have to economize our

operating costs drastically to match our counterparts across the world, without forgoing customer

satisfaction and quality as it forms the basis of our DNA.

There is some silver lining also. As per PWC report, India will be a “star performer” among emerging

market economies and is expected to clock 7.7 per cent growth in 2016, outshining China for the second

consecutive year,

A worldwide survey report also says ‘India’s appeal lies in it’s competitiveness, and it’s skilled work

force.’

My very dear members of DEE family, the forecast for future indicates good opportunities but to convert

those opportunities into real business for the company, we all will have to travel an extra mile.

I have full faith & confidence in your skills & capabilities. Over the year, the cooperation of our investors,

stake holders & our lenders has been appreciable for which I thank them on my behalf & on behalf of

DEE. I appreciate the ‘Future Leadership’ and the entire DEE family for their continued hardwork.

Let us all join together and ensure to make DEE a key player all across the globe, which is my long

cherished dream.

M. KannappanExecutive Director

DEE Piping Systems

ED’s Message

ED’s Message


The business world is changing at a rapid pace, so is the role of a CEO. The coveted leadership

of the past being experienced, decisive, authoritative and focused on command and control

needs reincarnation in the completely diverse business environment.

Innovation is critical for success in today’s business scenario where we need leaders with traits

that put innovation at the forefront. With technology evolving at a brisk pace, businesses need

an equally evolved workplace that produces great ideas, great collaboration and something

that provides a competitive edge.

In order to inspire a team, the future leader needs to adapt oneself to the continuously changing

environment to succeed.

DEE’s Next Gen Leader, Mr. Atul K Bansal is endowed with all essential leadership traits,

which are naturally blended in his inborn character. He is all set to drive the company to

emerge as the World No. 1.

The level of dynamism, talents and maturity Mr. Atul K Bansal has exhibited in his short

professional career is highly inspiring. He has shown enormous potential to face the challenges

and lead the business from the front, taking it to the new horizons. I am sure, under his astute

leadership, DEE is poised to grow manifold to emerge as the World top order Piping Solutions

Providers.

I wish the company to reach the pinnacle of glory under ‘Future Leadership’.

Cover Story 10Next Gen Leadership : A Glimpse

Company Profile 18A Journey from a small room to an industrial empire

DEE-CARLYLE : The Coalition 24The Deal of the Year

Interview: Banyan Tree 30Mr. Sanjiv Singhal talking about DEE

Pillars Behind DEE 34

Employee of the Year Awards 43

Content Writer:Tushar AgarwalCONATUS INDIA

Credits:Pankaj AhujaSumit Gill

4816

DEE Horizon

(The Articles featured in this magazine are the personal views of the writer)

Articles

Letter to God 23

Smart Teamwork 29

Save the planet 32

Courage vs Fear 33

Think Gently 42

Team Productivity 52

Kumbh Mela 54

The brand,DEE Piping Systems, developed as a result of the resilience and hard work of many individuals, is now recognized worldwide as an avant-garde of the piping industry. The name DEE is synonymous with quality which makes us relish the fruits of hard work.

This year’s DEE Horizon showcases the new era under the mentorship of Mr. Atul K Bansal. The dream, sowed as a small seed by Mr. K.L. Bansal is now maturing into a tree bearing the tale of some extraordinary individuals. The theme for this year’s magazine is ‘Future Leadership’.

With new challenges coming up and DEE Pariwar expanding, a lot of milestones are yet to be covered. With the guidance of some of the most renowned faces in this industry, the journey will destined an eventful one.

This issue is bound to keep you gripped till the end. The pictorial expedition will be an exceptional experience taking you through the past years events. It is yet again an honor to present, the much awaited, DEE Horizon’s second edition.

We would love to hear your feedback: [email protected]

Editorial...

M MadaanHR & Administration

Shashank BhargavaBusiness Strategy

EDITORIAL

he day was Thursday,

the date was 22nd

January, the year

was 1981, when Mrs.

& Mr. K.L. Bansal

were blessed with a baby boy. Little

was it known that this boy, one day

would be the driving force of one of

India’s most potential conglomerates?

With the second edition of DEE

Horizon we bring to you the story

of a young individual aspiring to

follow his father’s footsteps. A

passionate journey pursued by Mr.

Atul K Bansal to make DEE one of

the fastest growing companies in

the manufacturing sector, in a niche

segment i.e. Pre-Fabrication of Piping

Systems. His direct mannerism,

perceptive and disciplined nature has

helped him make a name for himself

as well as for DEE Piping Systems.

Like Mr. K.L. Bansal, Atul also

feels that ‘The Customer is always

right’ and it is downright duty of all

at DEE to meet their expectations

without compromising on quality.

The company has time & again

received much appreciation for its

response time in solving any client’s

queries and incorporating the feed-

back provided by the clients. This is

the primary reason for DEE piping

systems being a preferred brand

among customers world over.

A dynamic childhood:

A solemn personality Mr. Atul K

Bansal was born in the town of

Firozpur (Punjab) at his maternal

grandparent’s house. Close to his

mother, a protective brother for his

younger sister, Shruti, Atul was

known to be quite naughty but with a

sharp mind as he consistently scored

high grades. Like every parents Mrs.

and Mr. K.L. Bansal also had quite a

few expectations from their son which

COVER STORY

TNEXT GEN LEADERSHIPA GLIMPSE

Mr. Atul K Bansal


he met at every step. While, talking

about his mentor, names he can re-call

instantaneously are of Mr. Praveen

Gupta (paternal uncle) and Mr.

Pradeep Gupta (maternal uncle), who

played a very crucial role in shaping

his vision.

A dedicated career:

Mr. Atul feels blessed to be given

the opportunity to work with some

of the brightest minds in this

industry. Soon after completing his

Mechanical Engineering, he joined

DEE. The mentorship and guidance

received from DEE management

helped him in understanding the

working and collaboration between

various departments. He believes this

knowledge was one of the best one

could ask for in this industry which

helped him hone his skills. Initially,

he started working on the project

management side which became his

passion soon after. A lot of credit

goes to the people from one of the

American clients for his training,

as one of his initial standalone

projects was with them. He feels

that understanding the working of

the company to the core helped him

undertake his responsibilities with

utmost zeal and vigour. He believes

that the values on which DEE stands

today is because of the working

culture inculcated at DEE over the

years under the guidance of his father,

Mr. K.L. Bansal, a visionary.

Like Father Like Son:

Over the years Atul has developed

a different bonding with his father,

Mr. K.L Bansal. They comprehend

each other extremely well as matters

of family as well as business are a

topic of discussion. Each person

understands the requirement of the

other and appreciates the same.

Mr. K.L. Bansal says they share

a special connection but different

views do arise in certain cases. In

the end, all that matters is how you

overcome that situation and emerge

with a plausible solution. Atul is very

receptive to a new idea which is one

of his strengths as bringing about a

change is necessary to survive the

growing competition. Atul like his

father feels that our top priority should

be ‘customer happiness’, followed

by our organization and lastly but

most importantly comes family.

According to Mr. K.L. Bansal, a true

leader exhibits the quality of being

approachable, taking the team forward

and above all listening to other

people’s perspective. He guides Atul to

act on the same lines which in reality

defines the true spirit of leadership.

A venture across borders:

DEE under the leadership of Mr. Atul

K Bansal is venturing across borders

with a plant being set-up in Thailand.

Currently, DEE is operating plants

in Faridabad, two biomass power

plants in Punjab and an engineering

division in Chennai. Atul is of the

opinion that going overseas has

its own advantages coupled with

a few risks. Building a plant from

scratch and that too in a new country

altogether is a big challenge. The

challenge is to adapt that country’s

culture and to understand the working

of people confined to the laws laid

down by their government. Still,

Thailand promises huge opportunities

with rules and labour laws much

more suitable as compared to its

counterparts in China or Korea. The

cultural change seems promising and

with fresh environment, DEE will

become an MNC in true perspective. A

lot of foreign investments have made

this ASEAN country one of the most

adaptive and sought after places in

the world for businesses. DEE will

benefit from the fact that the time

zone difference is suitable to India’s

working hours and the location of

the plant being near to a port assures

a lot of commercial and strategic

advantages. DEE believes in building

a long and healthy relationship with

people of Thailand and emerge as a

true industrial leader.

COVER STORY


COVER STORY

Clients Speak:

The new age DEE boasts of a huge

clientele world wide under its

portfolio. These customers have been

approving DEE’s working methods,

quality and commitment. Under Atul’s

stewardship, customers appreciate

DEE’s promptness in handling their

requests as DEE values every entity

that has shaken hands with it. The

concept of ‘Atithi Devo Bhava’ is

rooted in the values of DEE making it

a favourite among its customers. One

of its client’s feedbacks, a few years

ago, changed the way DEE packs

and ships its products. From then

onwards DEE has been continuously

receiving laurels for the packaging of

materials. Clients who visit the facility

for the first time are overwhelmed by

seeing such an organized workshop

and express their gratitude to Atul

for leading such an exemplary

establishment under the guidance

of Mr. K.L. Bansal. DEE not only

provides a product of utmost quality

but its work environment boasts of

standards being met leading to a fully

satisfied customer.

A Suave Personality

When you come in contact with Atul

in his office, he seems to be a serious

personality with nothing but work on

his mind. He speaks minimally and is

firm in his stature. This changes by

leaps and bounds when you see him

around his family or friends. He is one

of the most outgoing persons one has

ever met, with having a zeal to live life

to its fullest. A keen observer and an

adventurer, Atul is quite disciplined

in his habits. A typical habit of his is

getting up early in the morning and

drinking a litre of water before hitting

the gym. He has been well organized

from the start which can be seen in

his demeanour and over the years

this habit has become a part of his

daily routine says his mother. Be it his Brother-in-Law Ankur & Sister Shruti AggarwalBrother-in-Law Ankur & Sister Shruti Aggarwal


COVER STORY

office desk or wardrobe, everything

is arranged systematically with even

a small paper holder at its place. A

nature lover, he feels resources are an

important commodity and each person

must make an extra effort to save the

same. He gets irritated when he sees

people wasting water and electricity as

he is habitual of turning off the lights

and other things whenever, not in use.

Driving and travelling are his passions

and he dreams of flying a plane

someday. If in a good mood he can

be seen clicking pictures of natural

beauty all around. One of the persons

he considers to be his role model is

Steve Jobs who with his thinking

and vision changed the way people

perceive smart-phones and gadgets.

This has made him an avid apple fan.

Watching television and listening to

music are his favourite pass-times.

Music genre depends upon his mood

as he prefers pop while working out,

though he is an ardent lover of jazz

with Miles Davis being his favourite.

The qualities portrayed by Atul have

helped him not only evolve as a ‘go-to

person’ but as a true leader.

His Lady Luck:

The saying “Behind every successful

man is a woman” fits appropriately for

Atul also as for his success he gives

the entire credit to his wife, Shikha

Bansal. It’s been 12 years since their

marriage, and now the bonding is

so strong that both understand each

others feelings and emotions without


COVER STORY

Atul K Bansal with his son Vivaan, wife Shikha, daughter Ashvika, mother Ashima & father KL Bansal

uttering a word. As a husband, he

feels that Shikha provides him a fair

opinion whenever he seeks advice.

On the other hand Shikha likes her

husband’s nature of sharing and

caring. Atul considers her to be a

wonderful mother and a perfect host.

If you want your event to be a huge

success be it a small gathering or a big

party you must definitely ask Shikha,

says Atul. The happiest moment

was when they became parents to

the beautiful Ashvika and lovely

Vivaan. The birth of Ashvika and

Vivaan were life changing moments

for the entire family. Both of them

are passionate about travelling. Their

memorable trips, were to Maldives and

a long drive from Los Angeles to San

Francisco, which had a picturesque

landscape . The only complaint Shikha

has from her husband is that he is too

busy with his global meets. But yes, he

compensates by taking his family out

on regular trips.

My Family My Backbone:

Everybody in his life has a comfort

zone. That one place which makes

one forget his/her worries and gives

solace. For Atul that place is his home.

Though his backbone is Shikha, and

he discusses all matters with his

father, yet the one person he is very

close to is his mother Mrs. Aashima

Bansal, who many a time acts as a

channel between the father and the

son. The selfless role played by her

all through these years has made

her a favourite of her son as all his

requests as a child were fulfilled

by Mrs. Ashima Bansal. The word

family means everything to Atul as

he describes a family as people with

whom you can share everything

without hesitation. They provide an

unbiased view for situations and only

wish for your best. Atul thinks he is at

his best when he is spending time with

his family especially his kids, Ashvika

and Vivaan. As an elder brother he

is very much protective of his sister

Mrs. Shruti Aggarwal, the relation has

grown sturdily over the years. Family is

Atul’s utmost responsibility after DEE

and he can go to any extent to take

care of them.


COVER STORY

Atul K Bansal with his son Vivaan, wife Shikha, daughter Ashvika, mother Ashima & father KL Bansal

DEE – The brand today

Under the leadership of Mr. Atul K

Bansal, DEE has seen a mix of old and

new. Here old being the experienced

individuals who have had an immense

contribution towards DEE’s success,

while new being young individuals

who portray a different perspective in

this competitive scenario. One of the

initial tasks undertaken by Atul was

the formation of a team combining old

and new industry professionals. This

team was ready to tackle the onset

of challenges with an appropriate

mix of experience and talent. Over

a period of 14 years, with the right

approach this team was able to take

DEE from a 20 Cr. venture to a 700 Cr.

domain. DEE also developed a unique

position on the world map with key

players electing its services in the pre-

fabrication sector.

Recent years have seen clients asking

for more than just pre-fabrication

services. DEE has now started

working on projects providing end to

end solutions. This required a tie up

with various vendors to deliver as per

DEE’s promises of exceptional quality

and paramount customer satisfaction.

DEE has not only emerged as a key

player in its own segment but also had

developed the name to be an end-to-

end solutions provider. With a brand

name and quality service, DEE has

developed affable relations with its

customers which makes it a chosen

brand across the globe.

Mr. Atul K Bansal comes from that

legacy of entrepreneurs who have

portrayed a distinctive approach to

the prevalent industry norms which

changed the course of history with a

new age mindset. The incorporation

of robotic welding and induction

bending machines were a result of

this thought process. Introduction

of ERP systems to manage the scale

of operations was one of the most

rewarding decisions taken till date.

Technology and innovation changed

the face of DEE making it a forerunner

in the manufacturing industry making

a brand name for itself.

Under the aegis of Mr. Atul K Bansal,

and guidance of Mr. K.L. Bansal DEE

is destined to achieve greater heights.


Could you tell me how fast you have travelled ever? 100 Km/hr in your car? Or 150 Km/hr

on motorways? If you are formula-1 fan, may be 350 Km/hr? Or if you have travelled in Maglev trains of Shanghai, may be 500 Km/hr? Or those who have travelled in aircrafts would say 900 Km/hr (though you do not feel it at all).

Now let’s consider this. The Earth completes its rotation around its axis (that causes days & nights) in 24 hrs. Considering its diameter, its speed at the

equators comes to around 1600 Km/hr. Now compare this speed with your car speed when you drive at 150 km/hr and feel thrilled. 1600 km/hr of speed would mean a sprinter completing 400m race in less than 1 second. By the way, the world record today is 43.18 sec.

That means, we all are rotating on this ball called Earth at an enormous speed of 1600 km/hr at any given point in time (as you move up to the poles, this speed decreases). And we never realize this because everything around us, the

constructions on the land, the air, the sea, everything is moving at this speed around us. It’s like you travelling in an airplane at 900 km/hr and never realize because everything and everyone in that plane is moving with you at the same speed. Things do not stop here. Earth isn’t only spinning on its axis; it is also circling around the sun at a speed of 1,07,300 km/hr. This rotation around the sun gives us one complete year and all four seasons. This is almost 30 km per second which means if you are staying 30 km away from

ARTICLE

DELHI TO LONDON IN

DELHI TO LONDON IN

How fast can you travel?


ARTICLE

your office, you just take one second to reach to office. Just one second.

The story doesn’t end here. Our Sun itself is moving. Our sun orbits the center of the Milky Way galaxy at a speed of 7,92,000 km/h, relative to the center of the galaxy. That’s 220 km per second. With this speed, you can travel from Delhi to London in just 30 seconds (today it takes 9 hrs by flight) And it doesn’t stop here either. Our galaxy Milky Way is also moving at an enormous speed in this vast universe.

The relative speed of our galaxy is around 36,00,000 km/hr. That’s 1000 km per second. That means now you can go to London from Delhi in just 6 seconds. That’s the approximate speed at which we all are travelling in the Universe at any given point in time. When we are standing still or sleeping or while reading this article. 36,00,000 km/hr. We don’t feel it because speed is always relative and we all are on this supersonic journey jet together at a speed of 1000 km per second or 36,00,000 Km/hr If that enormous speed of 1000

km per second makes you feel thrilled, there’s something else also. This speed is insignificant when compared with the speed of light which is 3,00,000 km per second. With the speed of light, you can go around the whole Earth 8 times in just one second.

When the speed of an object becomes comparable to speed of light, their behavior start changing and general Newtonian laws of physics no longer remain valid. As per Einstein theory of relativity, when you achieve speed of light, you become invisible (your length becomes 0), your body mass becomes infinite and your time stops. That means, suppose you are 30 years old and you plan today to go to the center of our galaxy and return to Earth at speed of light. Upon your return, you would still be same 30 years old (because time would stop for you) but Earth would have advanced by 100,000 years. You will land in future which will be 1 Lac years ahead. Speed of light is the maximum speed that is possible to attain in this Universe and is also known as ‘the Universal speed limit’. Yet it takes 8 long minutes for the light to travel from Sun to the Earth. Sun is 1,496 Lacs kilometers away from Earth. Now imagine the size of our Milky Way galaxy when it takes the same light 1 lac years to travel across its diameter just once. And imagine the distance between the galaxies in our universe when it takes light 30 lacs years to travel from our Milky Way galaxy to our nearest galaxy Andromeda. Even the speed of light becomes frustrating slow when it comes to Galactic bodies and our Universe. The universe is infinite. It is said that there are more stars in the universe than the total sand grains on the Earth. Universe is vast and we see only 5% of that, rest is unexplored and unknown. It’s so huge and massive that it can never be covered even by the maximum speed possible (speed of light). It certainly makes us think upon our insignificant existence in this whole design.

-M Madaan

How fast can you travel?


DEE Piping Systems is an ISO

9001:2008, ISO 14001:2004, ISO 3834-2,

OHSAS 18001:2007 certified company.

Incorporated as Dee Development

Engineers Limited, the company was

founded by Chairman & Managing

Director Mr. K.L. Bansal along with

a team of two technocrats in the year

1983. Spread over an area of 27 acres of

land, DEE is the largest pipe fabrication

commercial player in the Indian sub-

continent, offering one stop solution

for Pre-fabricated Piping Systems

across the world. It is also a brand

name worldwide, when it comes to

Super Critical Piping. It is having an

annual installed capacity of 34000 MT

Piping fabrication and 2000 MT Pipe

Fitting. DEE also owns and operates

two biomass power plants in the state of

Punjab, India.

The company provides engineering, design, manufacturing and supply of pipe spools as per ASME, PED , IBR, NPCIL, GOST-R. Testing Labs are qualified as per ISO/IEC-17025:2005 (Mechanical and Chemical) & other third party inspection approval as applicable for carbon steel, alloy steels, stainless steel and duplex in Process Piping, Power piping, Oil & Gas Piping and RO Piping for Desalination Plants. The company possess Best-in-Class Induction Bending Technology and in house Fittings manufacturing facility The product portfolio of the company includes Critical Piping, HRSG Piping, Power cycle Piping, Process Plant Piping, Boiler Integral Piping, Gas Compressor Piping, Gas & Steam Turbine Piping, Cooling water & Lube oil Piping, Modular Piping and Hangers & Support.

DEE PROFILEDEE OUTLINE


Technology and Innovation at a glance

DEE has state of the art infrastructure

and technologies in place across its

production processes. The company’s

constant endeavour is to learn, adapt

and grow as per the changing trends for

which the focus is on innovation and

improvement.

Induction Bending Technology

One of the latest trends in piping sector

is Induction Bending Technology which

is rather new to India. DEE incorporated

this technology as a part of its drive to

provide the Best in Class service. The

reputation grew by leaps and bounds

as DEE is known to have state of the art

infrastructure. This technology which

uses induction technique to bend pipes

eliminates the requirement of an elbow

to be welded to join two pipes. This

method increases the efficiency of the

process of making pipe spools

Robotic Welding and Semi-Automation Fabrication Line

DEE posses world class and unmatched

quality as it is equipped with latest

equipment and production processes

to fabricate high valued materials

like P91, WB36 and stainless steel.

DEE is proficient in materials like P92

and P23 having their applications in

Ultra Super Critical/Nuclear power

generation technology. It is this critical

piping segment which brought laurels

from customers across the world.

The company uses Robotic Welding

Technology provided by Lincoln, USA

and has in place over 100+ automatic

and semi-automatic welding stations.

The Company, with a vision to continue providing end to end solutions for pressure piping systems across the globe, aims to be known as the most trusted brand of all times. DEE works with a mission to provide the customers an unmatched quality using the latest techniques while building a rapo with its clients. The values inculcated at DEE under the leadership of Mr. Bansal include five key principles -fairness, honesty, respect, faith & freedom for customers, vendors, employees, and other stakeholders alike.

DEE started its Journey as a design consultancy firm, finally turned out to be a leading international engineering and manufacturing enterprise. Mr. K.L. Bansal, a mechanical engineer from Punjab Technical University is the man

behind this successful undertaking. His dream and vision which have no bounds are the reasons for DEE’s unparalleled accomplishment.

DEE all through these years had gathered a whopping 300,000 MT fabrication experience that includes 10,000 MT of P91 and WB36 experience. DEE is proud to say it specializes in handling complex materials like alloy steel grade P91 and WB36, carbon steel grade 321 and 347. DEE is the largest private sector player in Indian sub-continent’s Pre-Fabricated Piping Industry and is a part of the top 10 list in the world in terms of capacity.

DEE tailors to multinational Power Generation Original Equipment Manufacturers (OEMs), Engineering, Procurement and Construction

(EPC) players in Power Sector, Oil & Gas, Nuclear, Petrochemicals, Food Processing, Paper, Agro Chemicals & Fertilizers, Sugar and other process industry firms with a huge selection of high/low pressure Pre-fabrication piping requirements and pipe fittings.

The USP of DEE is its belief in quality, which can be assessed through the number of standards it complies with. The compliance with standards starts from the basic first step that is material procurement to the delivery of the final product. DEE is also equipped with an advanced NABL (National Accreditation Board for Testing and Calibration Laboratories) accredited testing laboratory and in-house ultrasonic and radiographic testing facilities.

JOURNEYTHE IMPRESSIVE

DEE OUTLINE


DEE has taken another step forward by automating its production processes for manufacturing Piping System. For this, company has installed a semi-automatic

production line. Automation has also been implemented in processes like shot blasting (Automatic Machine), elbow forming (induction/cold formed semi-

• Carlyle Group picks up significant minority stake in DEE• Received largest order in the Oil & Gas Sector from FLUOR• Successfully implemented EPC PROMAN software

• Started with an order of INR 1,600 (design consultancy)

• Started High value P91 Piping• New manufacturing base, Tatarpur (12,000 MT)

• Commissioned both the biomass power generation plants• Received an appreciation award from Thermax for efficient

supply chain

• Commissioned Induction Bending Machine• Further, expanded facility base (24,000 MT)

• Raised private equity funding from Banyan Tree and Capvent to fund future growth• Received best performance award for piping system supply from BHEL piping centre• Executed first super critical power project

• Entered into third phase of plant and machinery expansion (36,000 MT)• Won contract to CEPC Egypt by international competitive bidding• Implementation of inventory bar-coding system

• Installed a semi-automatic high-speed pipe spool fabrication line • Installed more efficient digital radiography• Conferred ‘Best Professionally Managed Company’ by CIDC, GOI

1999 - 2004

2005 - 2009

2010

2011

2012 - 2013

2014

2015

1983

Recent Updates

• Received “Performance Excellence Award 2015” by Mitsubishi Hitachi Power Systems & Export Excellence Award by NCCI

• Mr. K L Bansal awarded “Life Time Achievement Award 2016” by FIA

• Rating Upgraded from CARE BBB+ to CARE A-.

DEE OUTLINE


automatic machines), cutting,

bevelling and punching (Semi-

Automatic Machines) etc.

Quality Testing: Digital Radiography and Ultra Sonic Technologies

Quality is the trademark

of DEE and is given the

highest importance here.

The company is equipped

with the latest quality testing

infrastructure for Radiographic

testing, Ultra Sonic Testing,

Magnetic particle testing,

endoscopy. DEE uses best

in class Digital Radiography

which not only increases the

pace but the quality as well.

DEE is also prepared with an

advanced testing laboratory recognised

with National Accreditation Board for

testing and Calibration Laboratories for

raw material inspection.

Project Management

Project Management is one of the

key functions for the stability and

growth of a business as executing

a job involves managing multiple

stakeholders and meeting deadlines.

A known fact that each and every

piping fabrication is unique not only

in design but can be customized as

per the client’s requirements which

requires an expertise. The difficult

part is coordination as teams may

be located at different locations and

the client elsewhere. The key is to

meet expectations through project

management skills. DEE

is equipped with latest

information systems like EPC

Proman, Microsoft Dynamics

NAV which integrate all

important business functions

to support the projects.

The company has its own

Fittings shop and Engineering

Division which makes sure

the requirements are met and

add strength to DEE execution

capabilities.

Inventory Management

using Barcoding

One of the demanding tasks in

DEE’s business is to manage

more than 50,000 unique material items

which are identified by a nomenclature

called ICD’s (Item Code Description).

After a lot of brain storming sessions the

company is implementing the innovative

strategy of using Bar Coding System (In

Mid-Implementation Stage) for efficient

inventory management and traceability.

DEE OUTLINE


Family Section: Proud Moments

Vikas Madaan, S/o Mr. M. Madaan, General Manager, HR & Admin, working with Capgemini recently got elevated to “Director – Infrastructure”. Capgemini is one of the top IT companies with assets worth 12 billion dollars and is head-quartered in France. He also received the prestigious ‘Next 100 CIO (Chief Information Officer)’ award at a ceremony conducted in JW Marriott, Pune. Next 100 is an annual awards program instituted by IT NEXT magazine (9.9 Media Company) that aims to identify 100 experienced IT managers throughout India across all industries who have skills, talent and spirit to become CIO’s.

Saurabh Mathur, S/o of Mr. Rahul Krishna, Sr. Manager – Customer Relations,

is a Chemical Engineer by profession (VIT, Vellore) and an Author/Writer by

passion. He is an active blogger and he regularly writes articles about Motivation

and Inspiration. He keenly follows sports like Football, Cricket and Tennis.

He already has a novel to his credit, ‘The Secretive Six’ which was released on

14th Aug 2015 at Film City, NOIDA. His 1st novel has received accolades from

Critics & has reached attractive sales.

Currently, he is working on his 2nd Novel which will be released later this year.

Aryan Bhardwaj, S/o of Mr. Dinesh Bhardwaj, is among the youngest writers from Punjab. While most of the students of his age are busy with computer games, this wonder kid carved a niche for himself in the literary world at a very early age. Author of the book titled “Creaturonia-The Hidden World”, he himself has drawn all the cartoons and pictures of the book apart from writing the text. This is not the only sensation this boy is famous for, he has been participating in plays, kavi darbars and mushairas also since he was three.

DEE Family wish them Good Luck


FAMILY SECTION

I asked god why is the world so beautiful?

I asked sky why are you so dry?

I asked some tree why you two or three only?

I asked wild animal why are you disappearing like mammals?

I asked many but no answer from any

I asked myself are we the one?

who are polluting building malls

by making trees fall

by polluting the ocean and breaking the ocean wall

get up get up it’s a wake-up alarm

now or never

let’s come together and make mother earth cleaner

-Ashvika Bansal D/o Atul K Bansal

to GodLetterA


POEM

The CoalitionDEE-CARLYLE

n 5th August’15, around noon time, animated discussions were going on in the board room of DEE Piping Systems at their corporate office located on the outskirts of Delhi/NCR region. Teams from Carlyle and their legal advisors - J Sagar & Associates, DEE and their legal advisors - Amarchand Mangaldas were printing multiple documents and getting them signed on priority. The reason, behind such a hustle bustle, being the

closing day for DEE Piping’s equity deal with Carlyle Group.

With the installed capacity of 36000 MT & being the largest private sector player in Indian pre-fabricated piping industry and ranked amongst the top in the world in terms of piping capacity, DEE has grown at

O

INTERVIEWDEAL OF THE YEAR


DEAL OF THE YEAR

Shankar NarayananThe Carlyle Group

a compounded annual growth rate of over 25% in the past five years, which is considered to be one of the best in the Engineering & Capital Goods Industry. Despite economic turbulence in global economy, especially in the power and oil & gas sector, DEE has clocked 33% growth in its revenues in FY15. Not only this, during the period 2011-2014, its revenue and EBITDA grew by three times. There are multiple factors behind this success story and the most important among them was the private equity infusion from The BanyanTree Growth Capital & Capvent in 2011 which helped DEE’s revenue proliferate with 54% growth in FY12 amid all the noises of slowdown in domestic power industry.

After witnessing such a spectacular growth in the past decade, the management at DEE realized that in order to achieve the company’s vision, time has come to think

beyond this organic growth and deeply entrench its roots across the globe. DEE from the start has been surfing uncharted waters as Mr. Bansal was keen on exploring new avenues. But growing inorganically, through means of Joint Ventures, Alliances, Acquisitions or Strategic Partnerships require significant funds and global network.

In order to raise funds, we required the help of an Investment Bank which generally acts an intermediary between the investor & investee company. For this purpose, we hired O3 Capital Global Advisory, a global investment banking

firm, based out of Mumbai which provides independent advice on mergers & acquisitions and capital raising. Various options like IPO (Initial public offering), Strategic Alliances and Private Equity Investment were put forward. The internal strategy team at DEE weighed the pros and cons of all the funding options and decided that a private equity investment would be best suited for the company at this stage. It would be appropriate to note that most of the investment bankers categorized DEE’s business into a niche segment, characterized by high entry barriers, strong margins & business fundamentals, thereby deriving premium valuations for our company.

For the private equity infusion in our company, a handful of reputed global & local investment firms were approached. Of them, many were excited and probably three out of every four investors approached, readily agreed for a meeting with the management of DEE to know more about the business model. This process took an entire month where potential investors visited our facility to have a look at our manufacturing prowess and also to interact with the second level

management of the company. Once the visits were concluded we received interest from several investors along with ball point valuation figures & draft term sheets. Now the ball was in DEE’s court and after multiple internal meetings it was decided to go ahead with The Carlyle Group.

The Carlyle Group is one of the world’s largest and most diversified multi-product global alternative asset management firms with $178 billion of assets under management across 125 funds and 164 fund of funds vehicles. Founded in 1987 in Washington DC, USA, Carlyle has grown into one of the world’s largest and most

It was a pleasure working with Mr. K.L. Bansal and his team during the fund raise process that we managed. We were impressed with Mr. Bansal’s knack of taking decisions quickly. He was quick in evaluating a problem at hand and works towards a solution pragmatically. Besides this, his modest demeanour, humility and commitment created a sense of trust that helped in concluding the transaction despite various hurdles that we encountered during the process.

We believe that in Carlyle, Dee has found the right financial partner that would propel its growth further in the years to come.

-Shiraz Bugwadia O3 Capital

DEE Piping has built an extremely successful business with strong capabilities across multiple dimensions

-Shankar Narayanan The Carlyle Group

Gaurav NarangHead Business Strategy, DEE


successful investment firms, with more than 1,650 professionals operating in 36 offices in North America, South America, Europe, the Middle East, Africa, Asia and Australia. The common units of The Carlyle Group are listed on the NASDAQ. Some of the noted investments of Carlyle in India include HDFC, Share Khan, Edelweiss, Cyient, Repco Home Finance, South Indian Bank, Medanta, Tirumala Milk and Claris Life Sciences.

Before infusing capital, Carlyle conducted due diligence process which is a detailed

appraisal of our company and business operations performed by an external agency. In our case, Ernst Young (EY) was hired for financial due diligence and J. Sagar & Associates for legal due diligence. The due diligence process is a voyage to discover vital & hidden information of a company & a successful completion of this process indicates that DEE is endorsed with high quality business.

Once the deal was closed & The Carlyle Group got on board with DEE, it was time to nominate new members in the Board of Directors, to start formulating new strategies & create a positive synergy from this coalition. Carlyle nominated Mr. Shankar Narayanan (Managing Director and Co-Head of Carlyle Asia Growth Partners) & Mr. Manish Gaur (Director advising on growth capital opportunities India) to join our Board of Directors & Mr. Rishabh Chindalia as an observer. With their diversified knowledge background & expertise, DEE is certain to get perched on the pinnacle in the years to come. With

Carlyle’s backing and by leveraging their global network and resources DEE aims to increase its global presence.

DEE Piping Systems has built extremely successful business model backed by strong professional management, long standing relationship with marquee customers, in-house testing labs and a large pool of skilled workforce. I would particularly like to mention the contribution of a couple of people with whom we worked very closely during the deal. I am impressed with the immense business knowledge, cool demeanour and quick decision making skills of Mr. K.L. Bansal. Further, Mr. Gaurav Narang played a pivotal role in handling and managing the very taxing requirements of due diligence process along with the strategy and accounts teams. I am confident that DEE Piping will continue to achieve success and wish the best for future endeavours.

-Kuldeep Tikkha Partner, Ernst & Young

We hope this coalition goes a long way and we develop more than a working relationship. The collaboration with Carlyle is an opportunity to showcase our true potential, taking DEE to new statures. The duty falls on the shoulders of each and every employee to establish a successful association. The team has showed a great trust and now it is our turn to prove them right.

-Atul K BansalCEO, DEE Piping Systems

DEE Team Behind the Deal

DEAL OF THE YEAR


After everything has fallen in place, it’s time for DEE to leverage on Carlyle’s international brand equity, global network & resources, and multi-sectoral expertise. It is a vast and uncharted land of opportunity which can be used to introduce new systems, enhance processes, fund new technologies, reduce debt and explore acquisitions & strategic alliances thereby continue DEE’s growth story. In Carlyle, DEE has found a true business partner, sharing our risks and rewards, with practical advice and expertise and providing a solid, flexible, capital base to meet our future growth and development plans, thus resulting in a growing competitive advantage. With Carlyle as our business partner, DEE aim’s to become the top most pre-fabrication piping player across the globe.

DEE Piping is thankful to Carlyle for being a part of the DEE Family and we wish many more successful year’s to our partnership. We also thank all the associates for making this deal a success.

-Harsh Kumar

DEAL OF THE YEAR


To realize the value of one year,

Ask a student who has failed in his exams.

To realize the value of one month,

Ask a lady who delivered a premature baby.

To realize the value of one week,

Ask a weekly magazine’s editor.

To realize the value of a day,

Ask a daily wages labour.

To realize the value of one hour,

Ask an eager lover who is to meet his beloved.

To realize the value of a minute,

Ask the person who missed the train.

To realize the value of one second,

Ask the person who had a close call with an accident.

To realize the value of a millisecond,

Ask the person who has missed gold medal in Olympics.

-Nikita Rautela D/O Hira Singh Rautela

ISTIMEPRECIOUS


ARTICLE

1. Active listening. How often have you found yourself in a conversation with someone, only to find yourself having to repeat the same thing again and again? Great teams, however, are made up of great listeners.

This is a lesson learned from Delta Air Lines’ former CEO, Jerry Grinstein. During a meeting with a group of financial advisers, Jerry, as usual, was taking copious notes. Nobody gave it a second thought, as he often took notes. But after the meeting, one of the senior advisers described how rare it was for a senior executive to “admit they don’t know everything” by taking notes. It made a clear impression on the adviser.

That’s why in every meeting it is advised to carry your notebook along just to take notes. This sends that same message to whoever might be talking. Plus, It is seen that when you take notes, you can more easily follow up with the person letting them know what you heard and what all follow up questions you might have. When team members start actively listening to each other, everyone becomes smarter.

2. Giving and receiving honest feedback. Teamwork requires

communication, a lot of it. It needs to be frequent and constant. It’s not enough to wait until the end of the year, for example, to share feedback on someone’s performance. There needs to be a continuous sharing of honest opinion between the members of a team. Interestingly, most of it needs to be positive, as that can act as a game changer. Your associates should be encouraged to say “Great job!” and “Thank you!” to each other rather than sharing criticism of every pretext.

At the same time, individuals need to be willing to confront the hard truths about their own performance without becoming defensive. Team members need to embrace the concept of “you aren’t your code,” which means you must be willing to accept a critique of your work without thinking someone is criticizing you personally. The idea is that you want to build a sense of accountability among a team’s members where people watch each other’s backs and not to stick a knife in it.

3. Valuing team contributions, not ego stroking. We all want to be seen as smart and capable, especially in the workplace. But it’s by making contributions

to the team or community that actually earns you influence and trust, not your ability to show off how smart you are. Great team members have a willingness to admit they don’t have all the answers. Rather, they seek to talk through problems and think on their feet in order to reach the best conclusions. This is done with the help of their team rather than shoulder the burden of coming up with all of the answers on their own. Rather than seek personal awards and achievements above all else, great team members value their contributions to the group’s accomplishments instead. And by doing so, open themselves up to opportunities and emerge as true leaders.

The individuals that are team players are often called to participate on more cross-functional team projects, allowing them to enjoy broader opportunities and experiences across the organization.

When you can recruit, train, and retain team members that display skills like these, you’ll wind up with good decisions, more engagement, flawless execution, and ultimately brilliant results. How smart is that?

-Ajay Kumar Jangra

3WAYS TO ENCOURAGESMARTER TEAMWORK

WAYS TO ENCOURAGE


ARTICLE

BanyanTree’s

Sanjiv Singhal in talks with Harsh Kumar about their experience in an exclusive interview

Banyan Tree has made a successful and more importantly profitable exit from DEE Piping in August 2015. The investment was led by Mr. Sanjiv Singhal, closely executed & monitored by Mr. Mitin Jain and with their strong credentials in the field of finance & Investments. In a candid discussion with the team at BanyanTree, they had some interesting moments & facts to share.

We are very much impressed with the ‘Customer priority’ approach the company has in its DNA. During the times of difficulties in domestic power segment, the speed with which the Management was able to build quality export business was remarkable.

How did you come across DEE piping systems?

DEE was exploring equity funding for fueling its growth plans and an investment banker showcased their profile to us.

In a single sentence describe your experience with DEE?

It has been excellent – A Well-Governed Company with Sound Management and High Pedigree Sponsors

Were you planning to invest in this sector from the start or there was a change in mindset?

BanyanTree was always keen on power ancillary space. BanyanTree avoided EPC / Power generation assets due to their capital intensity models. DEE provided a unique mix of playing the growth in power sector, with ability to generate positive cash flow.

What do you feel about the problem we are trying to solve and our business approach?

DEE provides solutions for its customers by shifting the on-site piping fabrication to prefabrication there by providing numerous benefits like cost & time saving in setting up the power plant and also a better quality product which is well designed and engineered. Against this the on-site fabrication being done by the clients involves execution primarily by unskilled/semi skilled contractors, thereby exposing the job to multiple risks.

In regards to the business approach, we are very much impressed with the ‘Customer priority’ approach the company has in its DNA. They respect all orders irrespective of the size and incorporate the product changes whenever required, amicably. This approach has definitely given them a competitive advantage. Their facilities & world class infrastructure gives confidence to customers and has also given them reputation across the world. DEE is an approved vendor to all the marquee global power sector OEM’s which clearly establishes itself as a world class player.

The Sponsors and Management have a very clear thought process with respect to their objectives and direction. Any problem, was duly discussed with the Investor and a solution based approach was adopted by the management. He encourages the team to think through the issues, learn from their mistakes and encourages decentralized decision-making.

1

3

2

4

“ “

INTERVIEW


INTERVIEW

How did our business fit your portfolio?

BanyanTree is one of the few funds focusing on industrial investments in India. Though glamour quotient is low in such businesses, but these businesses can generate 20%+ RoE. The fact that DEE is a niche play among such Industrials has generated interest in us.

What is your opinion of our Leadership?

Mr K.L. Bansal, a first generation entrepreneur, leads by example and believes in entrepreneurial approach. He has a vast amount of hands-on experience and always encourages external inputs. Also, he is open to delegating & strengthening the leadership and this approach has taken the business to new heights. Mr Atul is taking this approach forward with a new age mindset.

Can you briefly describe your portfolio (companies you’ve worked with in the past)?

We have close to 19 companies in the portfolio. Few of the companies wherein we have worked very closely with the sponsors includes DEE, HBL, Nilon’s, Esskay & DBL, for whom we recently completed an IPO.

10 Any lighter moment in association with DEE which you would like to share?

Lots of special moments – very difficult to point at any specific ones. Atul has been very lively in our investor meets.

Is there something unique in DEE when you compare DEE to your portfolio companies?

Each and every company in BanyanTree’s portfolio has a unique and differentiated business model. Within BanyanTree’s portfolio, Dee would definitely being top quartile in terms of execution. In times of difficulties in domestic power segment, the speed with which the Management was able to build quality export business was one of the most unique experience for BanyanTree.

What excites you most when you think about DEE?

Ability of the top management to think ahead at all point in time. This has enabled the Company to grow globally, inspite of Power sector being in doldrums in the domestic arena.

What are your top three expectations from the company you are investing in?

Key expectation is transparency & good governance. This is true not only for investor but all stake holders of business including lenders, management, employees, customers, suppliers and so on.

In general, most of the decisions are taken rationally – the outcome of these decisions primarily depends upon sound execution skill set. Transparent and good governance helps in better implementation of management decisions.

In your experience, which is the most important reason for a successful investment?

The most important reasons for any investment to succeed is good leadership and openness of the management. Both of the qualities can be found at DEE.

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9

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65


Mother Earth has taken a beating when it comes to her health and appearance. The destruction of woodlands, the pollution of beaches and oceans, and the depletion of the ozone layer are making it increasingly difficult for her. Climate change is not a problem of the future—it’s happening now, and has emerged as the most demanding environmental and economic challenge facing our planet. Its effects are felt every day, in the form of health problems, environmental damage and a system that doesn’t meet today’s needs.

And what we’re seeing now is just the beginning—the future holds the likelihood of more damage thanks to our increasing population, rampant consumption habits and unsustainable water management. People often take for granted the abundance of resources that are reaped from the earth and forget that it is everyone’s responsibility to take care of the world in which we live. Though many may feel powerless to halt the destruction of the earth, there are small contributions that can help maintain the health of the Mother Earth.

REUSE – REDUCE – RECYCLE --- IDEAS FOR OFFICE

REDUCE

• Eliminate unnecessary reports and reduce report size

• Eliminate unnecessary forms and redesign to use less paper

• Print or copy on both sides• Proof documents on screen and

preview before printing• Set up computers to automatically

print two-sided• Use light weight paper• Design mailers which avoid the use of

envelopes (fold and staple the paper)• Use electronic mail and voice mail• Allow internal documents to be

circulated with legible minor hand

corrections rather than retyping drafts

REUSE

• Collect paper that has been used on one side and reuse as draft paper in fax machines, for scratch pads and copies (in copiers with multiple trays, one tray can be stocked with draft paper)

• Buy only copiers and printers that will make two-sided copies reliably.

• Reuse envelopes by placing a label over the old address

• Use reusable envelopes for interoffice mail

• Use outdated letterhead for in-house memos

• Reuse file folders.• Shred newspapers and reuse for

packaging• Investigate whether local libraries,

schools, hospitals, nursing homes, etc. could use your old trade journals or magazines

• Employees can use reusable cups for morning tea & coffee or can bring their own mugs/cups

• Employees can bring lunch to work in reusable containers

RECYCLE

• Estimate how much waste paper your office produces and arrange to have it picked up by your waste haulers or a recyclers

• Provide desktop recycling containers for employees

• Provide clearly labeled recycling bins near copiers, shipping and receiving areas, and in employee eating areas to collect white paper, mixed paper, newspaper, magazines, cardboard as well as non-paper products (glass, aluminum, plastic, etc)

• Print directly on envelopes rather than using labels

If these 3 essential components would be in place, our Mother Earth will live many more decades. 3R`s are the most effective options to protect, conserve and promote the nature and built environment for the benefit of the present and future generations to come.

- Sugandh Arora

SAVE THE PLANET WITH 3R’SReduce - Reuse – Recycle

ARTICLE


Fear is a feeling induced by perceived danger or threat that occurs in certain types of organisms, which causes a change in metabolic and organ functions and ultimately a change in behavior, such as fleeing, hiding or freezing from perceived traumatic events. Fear in human beings may occur in response to a specific stimulus occurring in the present or in anticipation

or expectation of a future threat perceived as a risk to body or life

Courage (also called bravery, bravado or valor) is the choice and willingness to confront agony, pain, danger, uncertainty or intimidation. Physical courage is courage in the face of physical pain, hardship, death or threat of death, while moral courage

is the ability to act rightly in the face of popular opposition, shame, scandal, discouragement, or personal loss.

The greatest quest in the life of man has been to overcome fear. Fear is an emotion so strong that it can persuade people or force them to deviate from their ideals and do undignified things. The two most common types of fear are the fear of failure and the fear of rejection, which develop a pessimistic approach in us. This type of thinking further gives rise to unhappiness, anxiety and stress. Therefore, fear is and has always been one of the greatest enemies of mankind. But we can always counter our fear through courage.

Many people wrongly believe that courage is the absence of fear. In reality, courage is a judgment that something else is more important than fear. When we develop that habit of courage and unshakable self-confidence, a whole new world of possibilities opens up to us. Fortunately, the habit of courage can be learned, just as any other skill is learned. To do so, we need to work systematically to diminish and eradicate our fears, while simultaneously building and kind of courage that will enable us to deal fearlessly with the inevitable ups and downs of life.

Courage is to begin, to launch, to step out in faith. It is important to move out of our comfort zones with no guarantee of success. We should also have courage to persist or endure what we have begun.

The mastery of fear and the development of courage are essential pre-requisites for a happy, successful life. With a commitment to acquire the habit of courage, we will eventually reach the point at which our fears no longer play a major role in our decision making.

We can set big, challenging, exciting goals, and we will have the confidence of knowing that we can attain them. We will be able to face every situation with calmness and self-assurance, and the key is courage.

The Greatest Test of Courage on Earth is to bear Defeat without Losing Heart

-Asgar Alam

COURAGE VS

FEAR

ARTICLE


-K.L. Bansal

Thanks for being an employee who is hungry for challenges and striving to make us better everyday“

“

For a company the most rewarding asset is it’s employees. A big thank you to each and every individual who has been a part of this organization. We wouldn’t have been here without your efforts and commitment

“ “-Atul K Bansal

PillarsBehind DEEPillarsBehind DEE

Departments: Business Strategy, CEO office, ERP, HR & Admin & Legal

Departments: Accounts & Finance, Excise & Taxation and Logistics36 / DEE Piping Systems

Departments: Cutting, IT, Material & Vendor Relations, Stores

Departments: Induction Bending, IBR, Production, Quality

Department: Customer RelationsDEE Piping Systems / 37

Departments: Dispatch & Production

Departments: EHS, Maintenance & Stores

Departments: NDE, Production Planning & Welding38 / DEE Piping Systems

Department: Quality

Departments: Fittings -Dispatch, Production, Projects, Quality

Departments: Design & Engineering, Projects


The Importance of Stress Management

The quest to obtain job satisfaction is not an easy task as it is a combined package which includes job stress. Managing and handling job stress is a key to be successful at workplace which sometimes proves to be quite challenging. If a person is able to control job stress he will be able to increase the productivity, while failure to manage will lead to many problems in the workplace. A challenging career usually leads to different types of job stress. Job stress is an unpleasant, emotional situation that employee experience when the work-related requirements cannot be counter balanced with the ability to resolve them. Job stress has been identified by most of the researchers as the factor which affects the employee’s job satisfaction and performance. Issues like health problems, role ambiguity, home interference as well as management role and work pressure are among the stress factors which have always been debated as most common problems.

Sources of Stress

The Job

• Workload • Time pressure• Administrative duties• Sleep deprivation • No regular meals

• Threat of malpractice suits

The Organisation

• Career uncertainties • Inadequacy of resources and staff• Lack of senior support • Culture and climate of the organisation

personality (perfectionist)• High demands on self and others

Work Life Balance

• Stress over spill from work to home • Lack of exercise and other leisure

activities• Lack of free time• Increased Home demands• Disruptions of social life

Effects of Stress

Job stress has become one of the most critical health issues in the modern world. Nevertheless, the negative effect of job stress is not on the part of the employee alone, but the organisation is also expected to experience the unfavourable outcome. Job stress will boost up the medical expenses, higher rates of absenteeism and turnover, even the individual are more prone to accidents and they will show poor performance.

The Factors that Gives Job Satisfaction as an Employee

1. Challenging work assignments

2. Work environment and colleagues 3. Constantly changing technology 4. Good compensation

Ways to Increase Coping Resources

• Timeout • Tackle one task at a time• Accept mistakes• Avoid getting angry• Avoid creating unnecessary deadlines• Developing relaxing activities• Laugh in life• Practice meditation and yoga • Slow down• Deep breathing exercises• Assertiveness• Protect your personal freedom and

space • Review obligations• Learn to say “NO”• Practice peaceful disagreement• Learn to respond and not ‘React’

Some Practical Ways of Handling Stress

1. Figure out where stress is coming from

Often times, when we’re stressed, it seems like a big mess with stress-ors appearing from every angle. Instead of feeling like you’re failing day to day, identify what you’re actually stressed about. Is it a specific project at work? Dispute with your superior? Or a fight with your family?

DOES

PRODUCTIVITY…?STRESS AFFECT

ARTICLE


2. Distinguish between what you can control and what not

The worst thing for cause of stress is trying to control uncontrollable things, when the unrealistic goals are not been achieved by us naturally we will get more stressed up and have a sense of helplessness, hopelessness and worthlessness which in turn, demotivates us to a wider extent. For instance let us take a work project and if it is stressing you out, talk it over with your superior or break down the project into step-wise tasks and deadlines.

3. Start Loving your work

Start loving your work and enjoy it while you are doing it else look out for assignments where your interest is.

4. Manage your time well

One of the biggest stress-ors for many people is lack of time. Plan and schedule your daily tasks and establish present goals accordingly in order to accomplish fruitful results.

5. Pick off the negotiable from your plate

Review your daily and weekly activities to see what you can pick off your plate. Ask questions to you like “Am I achieving my weekly / daily targets”.

6. Avoid leaving yourself extra vulnerable to stress

The way we perceive the stressor depends upon our current state of mind and body. If u feel fatigue and restless you won’t be able to cope up with stress and you will be more susceptible to stress. So in order to decrease the susceptibility, keep yourself healthy and relaxed.

7. Realize there’s a difference between worrying and caring

Worrying is an attempt to exert control over the future by thinking about it. Whereas, caring is taking action. For example worrying about your financial crisis does nothing whereas, in case of

caring about your finances however means creating a budget, paying bills on time. Just this small shift in mindset from worrying to caring can help you adjust over your reaction to stress.

8. Don’t drown in perfectionism

Perfectionism is not the same thing as striving to be your best. Realize the fact “that no one is perfect in this world and no one can”. A perfectionist can neither be healthy nor productive. A thought of perfectionism drives a man to be a pessimistic.

Managers can take active steps to minimize undesirable stress in themselves and their subordinates.

1. Clarifying task assignments, responsibility, authority and criteria for performance evaluation.

2. Introducing, consideration for people into ones leadership style.

3. Delegating more effectively.

4. The individual autonomy should be increased where the situation warrants it.

5. Clarifying goals.

Conclusion

Health is the biggest asset in an individual’s life. Even though the work commitments should be prioritised, the need of preserving our mind and body is the most important thing for meeting out our committed deadlines. “Be healthy, be productive….”

-Arunkumar.S

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A group of children were playing near two railway tracks, one still in use while the other disused. Only one child played on the disused track, the rest on the operational track.

The train is coming, and you are just beside the track interchange. You can make the train change its course to the disused track and save most of the kids. However, that would also mean the lone child playing by the disused track would be sacrificed. Or would you rather let the train go its way?

Let’s take a pause to think what kind of decision we could make...

Most people might choose to divert the course of the train, and sacrifice only one child. You might think the same way, I guess. Exactly, I thought the same way initially because to save most of the children at the expense of only one child was rational decision most people would make, morally and emotionally. But, have you ever thought that the child choosing to play on the disused track had in fact made the right decision to play at a safe place?

Nevertheless, he had to be sacrificed because of his ignorant friends who

chose to play where the danger was. This kind of dilemma happens around us everyday. In the office, community, in politics and especially in a democratic society, the minority is often sacrificed for the interest of the majority, no matter how foolish or ignorant the majority is, and how farsighted and knowledgeable the minority is. The child who chose not to play with the rest on the operational track was sidelined. And in the case he was sacrificed, no one would shed a tear for him.

The great critic Leo Velski Julian who told the story said he would not try to change the course of the train because he believed that the kids playing on the operational track should have known very well that track was still in use, and that they should have run away if they heard the train’s sirens. If the train was diverted, that lone child would definitely die because he never thought the train could come over to that track! Moreover, that track was not in use probably because it was not safe. If the train was diverted to the track, we could put the lives of all passengers on board at stake! And in your attempt to save a few kids by sacrificing one child, you might end up sacrificing hundreds of people to save these few kids.

While we are all aware that life is full of tough decisions that need to be made, we may not realize that hasty decisions may not always be the right one.

“Remember that what’s right isn’t always popular...and what’s popular isn’t always right.”

Everybody makes mistakes; that’s why they put erasers on pencils.

-HD Sharma


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AWARDS 2016EMPLOYEE OF THE YEAR

Purpose of the award: To recognize the talent within the company on the basis of performance, positive attitude, commitment towards work, leadership quality, cost effectiveness, time management, willingness to travel an extra mile whenever required.

Criteria for Nomination:

The applicant must be a permanent full-time employee of DEE Piping Systems for 12 months or more.

Selection Process: The winner/s are selected through the following selection process:

1. Inviting the application from the members of the staff

2. Screening of all the applications by a committee comprising 4-5 senior officers of the company and short-listing the members for the next round

3. Inviting the short-listed candidates to justify their case before the screening committee and to answer the queries raised by the panel

4. Consolidation of the marks given by the panel members to decide the winners

For the year 2015-16, seven members have been declared as winners of the Employee of the Year Awards.

A hearty congratulations to the winners of this award we look forward for many more inspired entries for next version of

“Employee of the Year Awards”.

Judges Panel: Mr. Anil Kumar Sethia, Mrs. Charu Agarwal,

Mr. Gaurav Narang, Mr. M Madaan, Mr. Pankaj Agarwal

Coordinator:

Mr. Shashank Bhargava


EMPLOYEE AWARD

EMPLOYEE AWARD

Name: Prahlad SinghDesignation: Sr. EngineerDepartment: WeldingQualification: B.TechDate of Birth: 8-Aug-86Date of Joining Dee: 14-Nov-11Total Experience: 6.7 years

Name: Gyanendra Singh

Designation: Deputy Manager

Department: Projects

Qualification: M. Tech / Pgd

Date of Birth: 25-Apr-83

Date of Joining Dee: 18-Oct-10

Total Experience: 10.8 years

Name: Raj Kishore Kushwaha

Designation: Sr. Executive

Department: Taxation

Qualification: B.Com / M. Com

Date of Birth: 20-Oct-86

Date of Joining Dee: 8-Nov-10



Name: Vaibhav VarshneyDesignation: Sr. EngineerDepartment: Vendor RelationsQualification: B. TechDate of Birth: 25-Mar-89Date of Joining Dee: 10-Jan-13Total Experience: 5.9 years

Name: Thilak SDesignation: EngineerDepartment: Design & EngineeringQualification: B. E.Date of Birth: 23-Jun-91Date of Joining Dee: 1-Nov-13Total Experience: 2.9 years

Name: Vineet Gupta

Designation: Engineer

Department: Business Strategy

Qualification: B.Tech

Date of Birth: 5-Dec-90

Date of Joining Dee: 10-Dec-13


Name: Sushil Sharma

Designation: Asst. Engineer

Department: Maintenance

Qualification: Diploma

Date of Birth: 16-Nov-80

Date of Joining Dee: 1-Apr-13


EMPLOYEE AWARD



POEM

ontinuing the last Year’s series on Malwa Power Plant Limited (MPPL) which seems to be fit case for CSR activity, this

article highlights the complications which arose while setting up this biomass power plant, the government’s role and Malwa’s contribution to the society.

Problems faced by Malwa Power Plant during initial years:

Though the central government is in favor of setting up biomass power plants, this industry was in severe crises due to a

number of reasons.

Major the unorganized fuel linkages , the plant started off with rice husk as a fuel which was available at reasonable prices in 2005-06. The problem started when the price of rice husk shot up while the tariffs remained stagnant at 3.49 per kWh. The plant then switched to cotton stalks,, an equally good option. The major problems the Company faced while procuring cotton stalks were labor management for chipping and transportation. The plant tried and developed several measures, but in a year, the prices of cotton stalks rose due to growing competition around the

power plant.

Competition intensified in this field as new biomass power plants were commissioned in 2009-10, in adjoining areas and that too with higher tariff rates of Rs. 4.50 per kWh under the NSRE policy, 2006. A flaw in the 2006 policy was that this regulation was applicable for emerging power plants and not existing power plants under New and Renewable Sources of Energy (NRSE)policy, 2001. Due to low tariff rates during that period procuring cotton stalks in that quantum at increased prices was not feasible and it became an unviable option.

MALWAA Socio-economic venture

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The policy under which Malwa was commissioned had a lower tariff, which was not revised till 2013 (stagnant at 3.49 per kWh since 2006 ). Need of the hour was to increase the tariff at regular intervals in sync with the increase in cost of operating the plant for which NRSE needed to be approached.

The plant faced fuel crises during the time when tariff was stagnant. The only aim of the management then was to cover the fixed expenses. Another major drawback of this industry is the limited time period during which the fuels had to be procured. 70 % of the fuels procurement take place within a period of 3 months to be utilized for the entire year. If not procured within this time-frame, the farmers generally burn the same without a second thought because they have no time to prepare the land for the second crop. Storing is not an option as the cost incurred is an additional burden for the farmer. All these factors made liquidity management a bit tedious for Malwa as limited time frame to procure raw materials added to the existing woes of lower tariffs and increasing fuel prices. The requisite was to develop a new fuel market altogether in order to have a year long procurement cycle thereby decreasing dependence on those 3-4 months.

These three reasons primarily affect the scope and future of the biomass industry as investors shy away due to limited successful commercial models.

Steps in place to overcome the problems:

To curb the existing demand, other viable fuel sources were developed by MPPL. After the price of rice husk shot up, MPPL not only shifted to cotton sticks but also developed a complete supply chain for procuring fuel . At first, the company decided to open purchase centers in remote areas, the first company to do so in the state of Punjab. The major advantage of establishing these were:

1. Farmers get time for multiple trips to sell the material in a near by purchase center.

2. The requirement of MPPL for fuels was being met in a timely fashion.

During the first phase, seven such centers were setup in 2006-07 by taking land on lease, which was a commercially successful experiment. Thereafter, MPPL installed chipping machines at purchase sites only and also arranged for contractors for transporting dry chipped material from the center to the plant site . In 2007-08, around 25 collection centers with facilities such as chipping and transportation

were developed. During the same period the plant recorded a plant load factor of 92 percent, the highest in its 8 years of operation.

Owing to increasing competition from brick kiln industry and other captive users, the price of cotton sticks too rose up. Because of low tariff we were unable to procure raw material in the same quantum as before, at increased prices. To overcome this challenge and decrease dependency on those 3-4 months of procurement time,


BIOMASS

Malwa developed a new range of Bio-fuels. Those were dry leaves, Sarkanda, Juliflora, Cane trash etc. The strategy was to operate the plant on cheaper fuels with good GCV to meet the fixed costs of the plant.

Over the last few years, Malwa has helped develop 22 varieties of fuels (both good and cheap). Good fuels are ideal for the boiler whereas cheap fuels act as an apt substitute. Some examples of good fuels are: Cotton stalks, gawara, wheat straw, mustard, firewood etc. while that of cheap fuels: Dry leaves, sarkanda, veneer waste, paddy straw etc. Malwa also opted for the in house plantation of Napier crop and eucalyptus. Though it couldn’t meet the requirements of the plant, it acted as another source of employment for the farmers. Thus, effective measures bearing fruitful results have been incorporated to overcome the problem related to fuels.

Despite developing several fuel linkages, tariff revision still remained a big point of concern. The projects performance deteriorated in 2011-2012 and 2012-2013, and its capacity utilization factor decreased to 70.6 and 47.3 respectively.

Parallelly Malwa was highlighting the problems to the concerned authorities. A petition was filed by Malwa power plant seeking revision of tariff rates to the PSERC (government owned body regulating the tariff rates). The continuous efforts finally paid off when the existing power plants were included in the NSRE policy of 2012. In its order dated March 26, 2013, it offered a revised tariff of 5.31 per kWh for the project.

Malwa in recent times developed the supply-chain for procuring paddy straw. This initiative required help of nearby farmers and the government of Punjab. The government played a major role by providing 50% subsidy to the farmers on Baler machines which baled the paddy lying scattered in the field. With the appropriate steps in place, Malwa worked with farmers to develop the complete mechanism for collection and set-up a model for paddy straw usage. During FY’13, 10-15k MT of paddy straw was used as fuel which was increased to 55K MT by FY’14 thereby meeting more than 50% of our fuel demand. With this mechanism in place Malwa achieved the fuel security of

the plant throughout the year.

Owing to the change in policies and proper fuel linkages in place, Malwa is now working on 85% PLF and benefiting thousands of people.

Governments Outlook

Biomass power plants offer a cheap yet effective solution to the growing crisis of power consumption. This is an efficient example of how technology can collaborate with social cause to form a perfect socio-economic business model. India being a large agrarian economy making good case for biomass energy as a viable alternative to the conventional sources of energy. The potential of biomass energy is estimated to be 18GW capacity and government is determined to harness almost 55% of this energy by 2022, an ambitious target. Biomass power is not only a renewable and sustainable source of energy but also provides employment opportunities in rural areas thus contributing to the overall development of the nation.

BIOMASS


The Central and State government has acknowledged the crucial role played by biomass power plants and provided below mentioned incentives:

1. Fiscal incentives such as 80% accelerated depreciation, concessional import duty, excise duty, tax holiday for 10 years are available for biomass power plant.

2. Financial restructuring of outstanding loans and extended working capital finance during seasonal procurement season, allocation of degraded land for in-house energy plantation by Ministry of New and Renewable Energy (MNRE)

3. 50% subsidy on balers by the Punjab government.

Despite the current reforms in place several measures need to be taken to promote this sector. The bodies such as Central Electricity Regulatory Commission(CERC) and State Electricity Regulatory Commission(SERCs) shall be in sync, and the benefits of the revised

regulations and norms shall be passed on to biomass power plants in time, so that they can run economically. Moreover, the new regulations shall be applicable to existing plants as well, for which the SERC has a major role to play.

Contribution of Malwa Power Plant:

The biomass power plants offer a number of solutions which directly or indirectly contribute to the development of the nation such as:

1. Upliftment of Rural society: Malwa power plant employs around 200-250 people directly and benefits 5000 people indirectly. The agro-waste procured proves to be an additional source of income to around 5000 farmers of nearly 50 villages. Malwa till date has procured raw-material worth 150 Cr. which directly went into rural development.

2. Environment friendly: Malwa made it a point to make use of each and every raw material available. This served a dual purpose; firstly the rural population who earlier had no use of the waste material is now being paid for the same. Secondly, the material is now used in a biomass power plant thereby saving the environment, as earlier it was burned in open air. With usage of around 80-90 k tonnes of raw material, we are saving almost 40-50 acres of agro waste material from being burnt in open field.

3. Fuel linkages: The Company registered under the Removal of Barriers to Biomass Power in India Phase I scheme of the United Nations Development Programme and its plant was selected as a demonstration project. The funding support available through the scheme enabled MPPL to develop its own fuel collection system in a short time period. Malwa was the first plant to develop open collection centers equipped with chipping and transportation arrangements to collect cotton stalks. In 2007-08, the

group procured around 100,000 Mt of cotton sticks (50,000 in dry form), the highest ever. We also developed an in-house plantation for 500 acres of Eucalyptus and 250 acres of Napier Bajra which employs rural population. Introduced 22 different types of fuels thereby decreasing dependency on harvesting season. We are the first ones to develop the complete mechanism for collection and usage of paddy straw. Malwa has successfully upgraded the supply-chain to incorporate technology, farmers, government bodies and raw materials thereby benefiting all the parties involved.

4. Electricity to rural households: The 7.5 MW Malwa power plant generates almost 5 crore units of electricity annually benefiting some 20000 odd families of nearby 50 villages. We firmly believe that In order to realize the ‘Power for All’ mission, Biomass Power will have to play a crucial role in India’s emerging energy mix and Malwa is contributing a bit to it. The power availability has not only added quality of life to rural society but also has given thrust to small local businesses.

With the efforts of various individuals over the years MPPL is becoming a role model in this sector for new upcoming investors in the biomass sector. A team from Tata power plant visited our facility, when they were exploring to venture into the biomass space. The idea was to understand the functioning of the plant with the development of fuel linkages. A delegation from Pakistan also came to our plant to understand our unique approach. Malwa at this point is not only delivering on its promises but changing countless lives of the rural population. This article is a big thank you to the entire team placed in Malwa who have lived up to the dream which is now turning into a reality.

-Balwan Singh Jangra

BIOMASS


Increasing Employee Productivity: The Strategic Role That HR Essentially Should Consider:

Increasing productivity is one of the most critical goals in organization. The reality is that productivity increase by 15 - 25% is now required each year. Unfortunately, it’s an activity seldom accepted by HR professionals as a legitimate mandate. While most HR professionals think that their job entails establishing policies, procedures and programs for governing people, few attempts are made to connect such elements in HR policies to increase employee productivity (volume, speed, and quality) per each rupee spent on employee costs (or as an easier to measure alternative, revenue per employee).

Bonus programs are typically enacted that keep total compensation in line with market trends, regardless of the value of work warranting incentive. Training tools are often secured via the lowest-cost provider method with minimal consideration given to which provider would be most effective. Recruiting practices too are often managed with the primary goal of providing people at minimum cost, not enabling business capability/capacity. Regardless of the function HR is more concerned with executing transactions instead of delivering productivity solutions.

If you believe that the combined efforts of the HR function and other managers should positively influence the performance capability of the workforce instead of hindering it, you should understand the factors that influence productivity.

Foundations of Productivity

1. High-performing and innovative employees are the foundation of productivity:

Working together, managers and HR can attract, hire, develop, and retain individual employees who are agile, high-performing continuous learners and innovators. Unfortunately, even the best employees cannot perform without great managers, proper direction, support, tools, and resources.

2. Effective leaders and managers set direction and execute:

A great leader / manager is the second-most important productivity factor. Leaders and managers (with the support of HR) play a critical role in defining the direction, purpose, priorities, goals, and roles of the workforce to achieve success. Unfortunately, many managers are the weak link in the productivity chain, so HR’s role is more important

for developing great leaders/managers.

Direction and Guidance Factors

1. A strategy and plan that builds commitment:

Effective business strategy and strategic plan increases the chances of success of an organization and success builds commitment. In addition, if the plan and the strategy are clear and well communicated, employees will be more motivated and the strategic direction will help them remain focused and committed.

2. A defined purpose/goal for teams make roles clear :

Managers and leaders need to develop a clear and communicated purpose/goal that is both compelling and makes members feel important. An unclear purpose/goal will result in a lack of focus and a low level of “engagement” and commitment toward achieving it.

3. Prioritisation for impactful resource allocation:

Priorities help to ensure that time and resources are allocated to the most important tasks. Employees must be made aware of both high- and

FACTORS THAT INFLUENCE INDIVIDUAL

TEAM PRODUCTIVITYOR

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low-priority goals, tasks, processes, and customers. Processes must be developed to ensure that resources are allocated to high priority tasks.

4. Performance matrix for continual improvement:

Having effective matrix and reporting processes reinforces both team and individual goals. Matrix provides focus, feedback and result in continual improvement.

5. Effective rewards drive performance:

When monetary rewards are tied directly to performance of each goal, you doubly reinforce the message about what is important. Individual and team monetary rewards play a major role in ensuring focus and consistent performance.

Support Factors

1. Team member support increases individual performance:

Many tasks can‘t be completed by an individual employee without support. Unless your employees are supported by managers and employees outside the team, productivity is bound to suffer.

2. Best-practice sharing and collaboration improve productivity:

Productivity improves dramatically when others who are outside the team freely collaborate and pro-actively share their best practices and ideas. It is HR’s role to develop formal methods to increase cross-function collaboration and sharing.

3. Support for innovation can dramatically increase productivity:

Increased efficiency for employees is not only factor to increase the productivity but innovation plays a major role in that so HR must develop system, training, measures and attractive incentives that result in continuous innovation and productivity among the employees.

4. Control and Authority can enhance decision-making:

A lack of control and authority can result in waste, duplication, and a lack of focus. In other micromanagement and excessive rules can slow decision-making and employee development. Productivity is maximized when there is enough balance so that employees have enough control, authority, and permissions to make most operational decisions.

5. Inappropriate inputs can hamper productivity:

In most cases employee work is dependent on the inputs provided from other processes. It is the manager’s role to ensure that these inputs are provided on time and of the right quality so that the employee’s output meets the requirement responsible for the next step in the production process.

6. Barriers to productivity can limit success:

Even when every positive productivity factors are present, productivity slowed or stopped by imagined barriers that keep employees far from even attempting any effort to increase the productivity or innovation. These barriers can include personal jealousies, ego as well as powerful people. HR needs to work with managers in order to develop processes for identifying and eliminating any barriers to productivity.

Skills, Communications, and Information Factors

1. Employee skills and knowledge upgradation increases the productivity:

Skill and knowledge is a major factor for productivity. It is the HR’s job (with help of managers) to develop processes to continually increase employee learning, knowledge and skill.

2. Effective communications and

feedback reduce errors and frustration:

A lack of communications can frustrate employees and make them feel unimportant. Let all employees share their ideas and suggestions so that everyone can feel that they are the part of organization and let employees work without micromanagement so that they can take responsibility for their own work and feel that their knowledge and skills are recognized and appreciated and let them make important decisions, as they shouldn’t fear failure.

3. Providing the right information improves decision-making:

Managers and employees need access to all relevant information and data in order to be productive and to make effective decisions.

Resourcing Factors

1. Insufficient resources can hamper productivity:

Even highly trained and motivated employees with a great manager can’t be very productive when they are not equipped with sufficient tools and equipment to do their job. In an era where technology dominates almost every function, a failure to provide the technology, updates, or sufficient training can dramatically slow productivity.

Final Thought

Managing workforce productivity involves accepting responsibility for optimizing the return on investment for labor expense. While some in HR would argue that it’s the manager’s role to increase productivity but analyzing the above 17 factors you would also agree with me that HR’s role is most important factor to manage to increase the employees productivity.

It is heartening to note that at DEE, HR and other departments are integrating themselves more thoroughly into processes and aligning their day-to-day work with production outcomes.

-S K SAINI


Kumbh MelaThe world’s most massive act of faith

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Kumbh offers the chance to transcend, to reach beyond the endless suffering of material existence and reincarnation and enter the level of liberation, salvation, and immortality. It promises to purify us in the spiritual sense, and merge or become connected with the Divine in all of us.

Origin of the Kumbh Mela:

When Devas, lost their powers due to curse of Sage Durvasa and were defeated by Demons (Asuras), they approached Lord Vishnu for help. Lord Vishnu advised them to treat Asuras in a diplomatic manner and convince them to churn the sheer sagar jointly so that they could share equally all the supernatural items including nector released out of it. The churning of the Ocean of Milk was an elaborate process. Mount Mandara or Mandar Parvat was used as the churning rod, and Vasuki, the king of serpents, who abides on Shiva’s neck, became the churning rope. When the mountain was placed on the ocean, it began to sink. Vishnu, in the form of a turtle Kurma, came to their rescue and supported the mountain on his back.

The Samudra Manthan process released a number of things from the Ocean of Milk such as fourteen Ratnas, three categories of Goddesses, three types of Supernatural Animals, Moon, Dhanvantari, the poison and most important the nector i.e., Amrit. While other things were shared between the Devas and the Demons, Lord Vishnu wanted that nector should be available

only to Devas. The lord transformed Himself in the form of Mohini to distract the demons. Mohini gave the pot of nector to Devas. While Devas were moving with the nector-pot some drops of it fell at four places i.e., Haridwar, Prayag (Allahabad), Trimbak (Nashik) and Ujjain. This attempt lasted 12 demigod days or 12 human years. That is why a Kumbh Mela is celebrated at the four places every twelve years.

According to the legend, these four places acquired a certain mystical power and spirituality. People believe that after bathing there during the Kumbha mela, one can attain moksha (salvation).

Several mentions of its importance have been made in the Puranas

Rigveda: Ganga and Yamuna Rivers are like white and blue-colored streams that mingle at Prayag, which give immortality to humans when they bathe in it.

Brahma Purana: Bathing in the month of Magh at the bank of the Ganga and Yamuna at Prayag gives the results of millions and of Ashvamedha rituals.

Vishnu Purana: One gets more benefit from bathing at the Sangam during the Kumbh Mela than performing 1,000 Ashwamedha Yajnas (horse sacrifices) or circumnavigation of Vara the earth 100,0000 times. It is also said that by bathing at the Kumbh Mela all of one’s sin are washed away and that 88 generations of ancestors are benefitted.

Matsya Purana: One hymn states that “If a man stays for a month at Prayag he is cleansed of all sins and finds a birth in Rudralok. (The land of lord Shiva)

Ramayana: The ashram of the great sage Bharadwaja where Lord Ram, Sita and Lakshman stayed during their exile was located at the Triveni Sangam

Mahabharata: Chaturmukh Brahma conducted a huge Yajna at Prayag. The Pandavas also visited the Sangam

Social:

Mahakumbh was meant for the great minds to meet and share knowledge for the welfare of the living beings. Decisions and new findings in philosophy and science taken during the Kumbh Mela were then carried by the Saints to different parts of the world.

Ancient Indian History

More recent history reveals that it was King Harsha who arranged the Kumbh as a great fair and meeting of saints, sages and sects, called the Mahamoksha Parishad.

Around the 8th century AD, Aadi Shankara directed the ten main Akharas, or religious sects, to assemble regularly at the Kumbh Mela in order to maintain contact with each other, as well as have religious discourses and provide spiritual guidance to the common man.

-Rohit Kumar Choubey


ASSERTIONS

Efforts have been made to impart practical touch to the write-up wherever possible.

Mathematical equations have been used in calculations of preheat temperature, however, these equations are to be used only for computations of the requisite parameters. Readers are not necessarily expected to go into the details of origin & derivations of the equations. It’s not called for.

ABSTRACTIn steels, in general, hard & brittle micro-constituent such as ‘Martensite’ will form only if the steel is heated to or above a specified minimum temperature & cooled at a rate exceeding a minimum threshold rate of cooling. This is termed as the ‘Critical Cooling Rate’ for the steel under considerations.

Prime objective of applying preheat during welding is to bring down the cooling rate of the deposited weld metal so that hard micro-constituents do not form [Fig. 1]. Preheat consumes time & energy & at the same time creates inconvenience to the welder. Accordingly, a knowledge of appropriate preheat temperature is mandatory. Codes & specifications, wherever necessary, specify the minimum preheat temperature for steels.

This write-up describes the underlying variables & parameters influencing computation of ‘Preheat Temperature’& finally explains a shop floor technique for determining ‘Preheat Temperature’ of an unfamiliar steel. In order to facilitate smooth acceptance of the illustrated technique by Welding Engineers, a practical and representative example involving calculation of preheat temperature has been depicted.

1. WHAT IS PREHEAT?‘Preheat’ is the magnitude of heat introduced to the base metals being joined together using an external source of heat, prior to the start of welding, either in their entirety or simply the region surrounding the joint, to a specific temperature. This specific desired temperature is called the ‘Preheat Temperature’. Preheat is an essential liability.

2. PREHEAT – AN ESSENTIAL LIABILITYThere are four primary reasons why ‘Preheat’ is needed before welding.

• During fusion welding, filler material is heated beyond its melting temp. & is deposited in the weld-groove. The rate at which the deposited weld metal cools past its melting point, is termed as the ‘Cooling Rate’ of the weld. This rate of cooling is exceptionally high.

Formation of hard constituents such as ‘Martensite’ in harden-able steels depends on cooling rate. There is a minimum defined cooling rate for each heat-treatable steel which if exceeded, undesirably hard micro- constituents such as martensite will form during welding and there will a severe risk of cracking under influence of thermal stresses in presence of H2. This minimum cooling rate is defined as the ‘CRITICAL COOLING RATE’.

‘Preheat’ is applied to the base metals in order to bring down the cooling rate of the Weldment [Weld + HAZ] such that it does not exceed the ‘Critical Cooling Rate’& thus the formation of hard & brittle martensites are averted. Fig.1 shows how the application of preheat brings down the cooling rate of welds..

Slower cooling rate imparts an opportunity for any hydrogen that may be present in the weld metal to diffuse out harmlessly without causing cracking.

• Reduced cooling rate lowers shrinkage stresses in both weld and the adjacent base metal, which is especially important in highly restrained joints to elude & escape cracking.

Conclusively, the entire purpose of subjecting preheat to the base metals being joined is to diminish the cooling rates in the weld & the adjacent base metals [HAZ] to escape formation of martensite in the weld and in the HAZ.

Determining Preheat Temperature of an Unfamiliar Steel

0 20 40 60 80 100 120 1400

Time - seconds

200

400

600

800

1000

1200

1400

1600

Key Heat Preheat Temp.

3940 J/mm.

3940 J/mm.

1970 J/mm.

1970 J/mm.

260 °C

27 °C

Tem

pera

ture

- °

C

260 °C

27 °C

Fig.1 Effect of preheat temperature on cooling rates & peak temp. in HAZ of arc welds


Technical Writing

3. COOLING RATE; A FUNCTION OF TIME, TEMP., & POSITIONMetallurgically, cooling rate of steel before it is solidified is not very important. Cooling rates are important while it cools from solid at high temp. to solid at lower temperature. Secondly, while measuring & reporting the ‘cooling rates’, the statement that ‘The cooling rate of a weld is, say 10° C/s’ is insufficient. This carries little meaning since cooling rate is a function of Time, Temperature & Position on the weld. Thus, cooing rate to have a significant meaning, we must specify all three parameters; namely: Time, Temp. & Location wherever cooling rate is being indicated.

Fortunately, at temperature, well below its melting point, the cooling rate in a steel-weld at the ‘weld center-line’& in its ‘HAZ’ are practically the same. This confines our problem to a large extent since, weld and the HAZ are the two locations wherein we are concerned about the cooling rates.

4. CRITICAL TEMP.[Tc]Location for measurements of cooling rates are discussed above. As regards, time & temp. for measurement of cooling rates, for most carbon & low alloy steels, the cooling rate at time & temperature close to the ‘Pearlite Nose’ in the TTT diagram [Time-Temp.-Transformation Diagram] is the most significant. This temp. is known as the ‘Critical Temperature’, [TC]. For each steel, critical temp. is a constant & is different. Hereafter, for all calculations & comparisons in this text, TC shall be assumed = 5500 C.

Tc-550º C5.0 FACTORS AFFECTING COOLING RATE OF A WELDWeld cooling rate is a function of the following parameters:

Thermal Conductivity, (K)

Specific Heat, (C)

Density of the material, (ρ)

Amount of heat introduced in the material during welding, (Hnet)

Temp. at which the cooling rate is being measured,( TC)

Initial temp. of the base metal or Preheat Temp., (T0).

Thickness of the base plates being joined.

5.1 THICKNESS OF THE BASE PLATES BEING JOINEDThickness of base metal is relatively a complex parameter with respect to its effect on the cooling rate of a weld. For a plate of thickness requiring several passes [more than 6 passes] to complete the joint, cooling rate of a single weld pass is given by:

This is the ‘Cooling Rate’ Equation for a ‘Thick Plates’.

If plates are relatively thinner requiring less than 4 passes, the following equation applies:

This is the ‘Cooling Rate’ Equation for a ‘Thin Plate’.

Where,

R = Cooling Rate, at a point on the Weld Centre line

K = Thermal Conductivity, J/mm. sec/ºC

TC = Crictical Temperature, ºC = 550ºC

T0 = Preheat Temp., ºC= Ambient Temp. if no preheat is used.


Technical Writing

5.2 HOW TO DECIDE WHETHER A PLATE IS ‘THIN’ OR ‘THICK’?The essential difference between a Thick & a Thin Plate Equation is:

• In case of thick plate during welding, heat flows in all the three directions of a rectangular co-ordinate i.e. along the X, Y & Z axes.

• In case of a thin plate, heat introduced during welding flows in X & Y directions [Planar] only & not in the Z – direction.

In spite of the above distinct distinctions, in most cases, it is not obvious whether the plate is ‘Thin’ or ‘Thick’. For such circumstance, a dimensionless parameter called ‘Relative Plate

Thickness’, τ has been defined:

Where,

t = Thickness of plate, mm

ρC = Volumetric Specific Heat, J/mm3.ºC TC, T0 & Hnet have the usual meaning as defined above

Thick plate equation for calculating the weld cooling rate shall apply, if τ > 0.75, however for τ values < 0.75, ‘Thin Plate Equation’ shall apply. This makes the problem simple.

Now, as seen from Eq.1 & 2, a raise in initial temperature‘T0’ (Preheat Temp.) of the base metals being welded, reduces the rate at which the deposited weld metal cools. This is the prime purpose for which ‘Preheat’ is utilized. The two important purposes for which the cooling rate equations are generally used, are:

• to determine the ‘Critical Cooling Rate, &

• to calculate the ‘Preheat Temperatures’.

6.0 THE EXPERIMENTWe fabricate a series of plate specimens [5 nos. in this experiment], say of 5”x 4”dimensions from the steel plate of which the ‘Preheat Temperature’ is to be determined. Thickness of the plate specimens shall remain the same as the actual plate to be welded. Assume, it is 6 mm. On each of the plate specimens, bead-on- plate weld passes are deposited. While depositing the bead-on-plate weld passes, Welding Parameters; namely:

• Current,

• Voltage,

• Thermal Efficiency of the welding Process,

• Preheat Temp.,’T0

must remain constant except the ‘Welding Speed’. Assume, Critical temp.,

Tc = 550ºC for the given steel. As discussed above, ‘Critical Temp.’ for a given steel is constant.

Assume:• Welding Voltage, V = 25 Volts

• Welding Current, I = 300 Amp.

• Plate thickness, t = 6 mm

• f1 = Thermal Efficiency of the welding Process = 0.9

• T0 = Initial Base Plate Temp.= 25°C = Preheat Temp.[Ambient]

• Critical Temp. of Steel, Tc = 550°C

• ρC = Volumetric Specific Heat [Density x Specific Heat of Steel] = 0.0044 J/mm3 . ºC

• K = Thermal Conductivity = 0.028 J/mm.s.ºC

Say, 5 nos. bead-on-plate specimens are prepared in which the weld passes were deposited at weld travel speeds of 6, 7, 8, 9 and 10 mm/s respectively. Cut each bead-on-plate weld pass specimens perpendicular to their longitudinal axes & measure hardness on each of the weld cross-sections.


Technical Writing

Suppose, specimens having high hardness are detected [indicative of martensite formation] in the HAZ of the weld deposited at travel speeds of 9 and 10 mm/s respectively. The remaining 3 nos. samples deposited at weld travel speeds of 6, 7 & 8 mm/s had hardness within the acceptable range. This concludes that Critical Cooling Rates were encountered only in those welds which were deposited at travel speeds > 8 mm/s. Or, micro structurally the cooling rate encountered by the welds deposited at travel speed of 8 mm/s is the maximum safe value of weld travel speed which must not be exceeded if formation of hard martensitic constituents are to be avoided in the weldment.

Now, let us calculate the weld cooling rate corresponding to the travel speed of 8 mm/s. Heat-input in the weld corresponding to the travel speed of 8 mm/s:

Here, τ value is < 0.75, thus, cooling rate equation for ‘Thin Plate’ shall apply:

Therefore, Weld Cooling Rate corresponding to Welding-Speed of 8 mm/s:

Or,

R = 5.7 ºC/s ≈ 6 ºC/s--------------(4)This means, 6º C/s is the maximum safe cooling rate for this steel of thickness 6 mm & under the assumed welding conditions including the Preheat Temp.= 25ºC [Ambient], the actual coiling rate must not exceed this value if Martensite-formation is to be avoided.

Next, let assume, all other parameters remaining constant, we increase the weld travel speed from 8 mm/s to 20.0 . If we increase the weld travel speed, heat input “Hnet” will be lowered. From Eq.2, if Hnet is reduced, cooling rate will increase. But, under the condition the max. permitted cooling rate is 60 C/s [Eq.4].

Therefore, in order to keep the cooling equal to or under 60 C/s, ‘Preheat’ will need to be introduced to the base metals being welded. Let us find out the requisite level of ‘Preheat’ to be applied to the base metals under the conditions or in 0ther words, let us calculate the ‘Minimum Preheat’ Temp. required in order to avoid the formation of ‘Martensite’ in the weld.

Using ‘Thin Plate Cooling Rate Equation 2:

Max. permitted ‘R’ = 6 ºC/s

R is known & We have to calculate the Preheat, T0

THE REQUISITE ‘PREHEAT TEMPERATURE = 260ºC

-DDN Verma


Technical Writing

DEE-PRESENCENext Focus Markets

[North America]

[South America]

[Europe]

[Middle East][Egypt]

REGIONAL OFFICES


[Japan]

[Korea]

[India]DEE Piping Systems

[Russia][Turkey]

[Australia][Indonesia]

[Israel]

REGIONAL OFFICES


CSR& SOCIAL INITIATIVES

CSR & SOCIAL INITIATIVES

On 15th August 2016, Independence Day, Shri Vipul Goel, Minister for industries, Haryana, honoured our CMD Mr. K.L. Bansal for his

outstanding contribution towards social cause

DEE donated a Trolley to the Prithla based Gau-shala under CSR initiative

President of the Prayas Social Welfare Society welcoming our CMD Mr. K.L. Bansal as a chief guest on its foundation day. DEE contributed a

sum of Rs 5 Lakhs under CSR activity to the organisation

DEE with the help of Red Cross Society organised a blood donation camp at its premises where 108 units of blood was collected


CSR & SOCIAL INITIATIVES

Mr. K.L. Bansal distributing cheques to the girl students of nearby villages under DEE’s girl child scholarship scheme 2015-16

Under Beti-Bachao Beti-Padhao scheme, Mr. M Madaan, GM, distributing cheques to the BPL families

Mr. K.L. Bansal emphasising the importance of the education to girl students and their parents present in the board room of the company

Mrs Ashima Bansal wife of CMD, distributing sewing machines to down-trodden trainees

On 22nd April 2016, Earth Day, CMD Mr. K.L. Bansal flanked by staff planting a sapling in the company premises

DEE contributing its bit towards the cleanliness of nearby area by providing dustbins


DEE Employee Corner

My journey of around 21 years in DEE has been very pleasant. The company has grown substantially and so have the employees. To continue this path each member of DEE family have to travel an extra mile. I promise to do so and so should you.

Hira SinghSince 01.04.1995

I started my journey as an office boy in DEE when the total manpower used to be around 15-16.All the members worked hard, did not care for the long hours spent. Result was that the company grew rapidly and so did I. I want to narrate a few lines about my attachment with the co and its leadership:‘Zindagi mein kisi ka saath kafi hai,Kandhey par kisi ka haath kafi hai,Door ho ya pass kya fark padta hai,Anmol KLB sir/Atul sir ka ahsaas hi kafi hai’.. Pitambar Sharma Since 01.04.1992

I feel proud to be a witness to the story of

success of DEE. A handful of dedicated

colleagues under the leadership of Mr. K.L.

Bansal, burning mid night oil to realise a

dream of making DEE, the market leader in

Pipe & Fitting fabrication. The joining of Mr.

Atul K. Bansal has further helped DEE to

become a Global leader in piping business.

DEE is destined to achieve more heights in

the days to come and we all will certainly

strive hard to make it happen.C.P. Bareja

Since 01.02.1989

Being a part of DEE for the last 21 years I can

certainly affirm the sincerity, transparency &

customer centric attributes of the company.

DEE has always stood by its employees

during every thick and thin. It becomes

our utmost duty to reciprocate in the same

manner.

I always pray for the growth of DEE and DEE

family.

Aameen…Jagram Singh

Since 08.12.1994


EMPLOYEE SPEAKS

The model and role of manufacturing marketing department has changed completely by digital

age. Today, a complete digital strategy is very important. Social media, SEO, and content marketing have entered the marketing line-up and have replaced many traditional practices. Still, some companies struggle as they get used to new marketing environments, and its inter-related channels. Such companies tend to manage their digital marketing in a traditional way.

Very few companies can afford traditional marketing, while digital marketing is open for all. It creates a foundation for small & medium sized enterprises to compete with established businesses. There are different ways to advertise within any budget. One can track the return on each dollar spent and then change or alter campaigns accordingly. The campaign reach and size can be increased or decreased as per the requirement. You have complete control over whether you want to market to global audience, a city, or a region. As digital marketing offers direct interaction with customers, it can help manufacturers to get referrals, sales leads, and product feedback through social media monitoring.

Once Make in India campaign gains impetus, it will bring opportunities as well as challenges for manufacturers. Thus, in upcoming years digital marketing would be a need for manufacturers.

Here are top 5 reasons, which explain the need and importance of digital marketing strategy for manufacturing companies:

1. Rise in Google Searches: Every year Google searches are increasing incessantly. According to Internet

Live Stats “Google now processes over 4 0,000 search queries every second on average, which translates to over 3.5 billion searches per day and 1.2 trillion searches per year worldwide”. If a manufacturing company is missing a digital strategy, then it is very likely that the business will not be found online.

2. Potential Customers are Carrying out Online Searches: Most of the customers search information about businesses online. In today’s world, if you want your business to get noticed, your manufacturing business should at least have a responsive design website, a blog, a call to action page, and social media pages. Prospective clients use all these channels to research about businesses that they want to work with or avail services from. Since referrals are useful, one should not ignore the need for a strong online presence. Digital marketing strategies not only help businesses get good rankings in Google, but also convert visitors into clients.

3. Ranking on the First Page of Google: According to Velocity, 77% of people searching information on Google do not look past the first page. Thus, it can be said that if a manufacturing company is not ranking on the 1st page of the Search Engine Results Pages (SERPs), the company is losing out on 77% of potential customers. By studying feasible options, there are opportunities to get good results in terms of ranking on Google SERPs.

4. Competitors Ranking in Search Results: Enter keywords related to your business in Google search, and

check if you can find your company’s website on the first page. The results on the first page are of companies that offer similar products and services as you. This is because your competitors have a good SEO strategy. It requires planning, time, strategy and implementation of content creation to ran k well. For ranking well in the search results, you have to make sure that your content is better and more optimized than your competitors.

5. Brand Awareness: When you employ a digital strategy that is aligned with your business goals, you can increase the brand awareness of your business, which attracts a larger audience. A manufacturing company is recommended to have a digital strategy for capturing online traffic and then converting this traffic into business. As said earlier, you cannot expect results in one or two days by doing SEO. It is a continuous process in which you need to interact with your target audience, know their interests, and foster loyalty in them for your brand.

6. Increase in Sales: When utilized all the digital strategies correctly, it can successfully convert leads into customers, increase sales, and promote your company in a cost-effective manner.

To conclude, digital marketing is not a genie in a light that you rub today and all your advertising wishes are satisfied by tomorrow. However, one thing is sure digital marketing for manufactures can conquer any hindrance between Baby Boomers and Adult Millennials.

-Shashank Bhargava


ARTICLE

Importance of Digital Marketing forManufacturing Companies

Mr. Manohar Parrikkar, Defence Minister, GOI, visiting DEE’s stall during Deffence Expo 2016

Launch of first edition of DEE Horizon

Mr. K.L. Bansal, CMD, DEE, receiving Life time achievement award from Mr. Rajesh Khullar, Principal secretary to the Chief minister of Haryana

Shri Hansraj Gangaram Ahir, Central Minister, Chemical and Fertilizer, GOI, Rao Shri Narbir Singh and PWD Minister of Haryana Presenting

Excellence in Exports Award to Shri K.L. Bansal

PRECIOUS MOMENTS


DEE’s member practising Yoga on International Yoga Day in the company premises

DEE showcased its presence in Power-Gen India 2016 held at New Delhi

DEE participated as sponsor in IORS 2016 held at Mumbai

DEE’s participation in Nuclear Congress held at Mumbai

DEE’s participation in Pipeline & Technology conference held at Germany

Children of members of DEE club enjoying the magic show

Female employees of DEE honoured on International Women’s DayDEE sending consignment to its customer via a charter plane

DEE received prestigious Performance Excellence Award

by MHPS



POEM

We stand firm and tall to face any obstacle head-

on. Our commitment to our work will be the defining force of DEE’s future.

With affection and gratitude we wish

Mr. Atul K Bansal many-many more successful years

to come.

DEE PARIWAR

Thank You


MESSAGE FROM EMPLOYEES

DEE Development Engineers LimitedFrom a Humble Beginning of Design Consultancy to the leading international Piping Fabricator group, we have crossed quite a few milestones. We are not only pioneers of Pre- Fabricated Piping, we are also one of the well-known manufacturers of Pipe Fitting and Pipe Bending.

Key Facility Highlights:

“Spread over 27 Acre of land, DEE’s Manufacturing facility at Tatarpur with an annual installed capacity of 36000 MT is the cynosure of all eyes”

PRODUCT PORTFOLIO:

• Boiler Integral Piping Systems • Boiler-Turbine Auxiliary Plant &

Equipment Piping System• Gas Turbine Piping System• Steam Turbine Piping System• HRSG Piping• Cooling water & Lube oil Piping• Power cycle Piping• Process Plant Piping• Gas Compressor Piping• Riser and Down comer Piping• Balance of Plant Piping• Super Heaters & Economizers

• DEE has state of the art infrastructure and technologies in place across its production processes such as Induction bending Machine, Robotic Welding machine, a world class Fabrication Line and many more

• Equipped with 100+ stations to carry out manual as well as mechanized welding

• NABL accredited testing laboratories

• Separate fabrication bays for P91, stainless steel material

• In house Non-destructive testing facilities like RT/MPT/UT/LPT

Certifications:• ASME S & PP ST STAMP• ISO 3834-2:2005• ISO 9001:2008• ISO 14001:2004• BS OHSAS 18001:2007• PED 97/23/EC, AD2000-WO & EN 764-S• PED 97/23 EC, MODULE H• NABL ISO/IEC 17025:2005• NABL ISO/IEC 17025:2005• IBR CERTIFICATE• NPCIL APPROVAL

AWARDS:

• Life time achievement 2016 by Faridabad Industry Association

• Performance excellence award from Mitsubishi Hitachi Power Systems

• Export excellence award from NCR Chamber of Commerce and Industry

• Export Leader of the Year - Faridabad Industrial Association

• Best Professionally Managed Company – CIDC

• Rashtriya Rattan Award - All India National Unity Council

• Business leader of the Year - Faridabad Industries Association

• Best Performance in Piping Systems award – BHEL

• Indian Achievers Award – All India Achievers Foundation

End Connection:• Butt Weld Fittings• Socket Weld FittingsShape:• Elbows• Tees• End Caps• Reducers• Coupling• Bends• Swages• O’lets• Plugs

Modular Piping Critical Piping Induction Bending

DEE DEVELOPMENT ENGINEERS LIMITEDPrithla - Tatarpur Road, Tatarpur, Dist. Palwal, Haryana 121102, INDIATel.: +91 1275 248200, Fax: +91 1275 248314Email: [email protected]

Pipe Fittings Piping Design & Engineering:

Pre Bid Engineering:• Drawings/Documents• Pipe Routing• BOQ EstimationBasic Engineering:• Pipe Sizing• Piping Design• Pressure Drop CalculationsDetailed Engineering:• Stress Analysis• IBR calculations• Layout Engineering• Support Engineering

Piping Systems:

End to End Piping Solutions · 2020. 10. 7. · A Glimpse of DEE’s Next Gen Passionate Leader...

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Transcript of End to End Piping Solutions · 2020. 10. 7. · A Glimpse of DEE’s Next Gen Passionate Leader...