Hope Leslie by Catharine Maria Sedgwick Essay -- Hope Leslie Catharine

Hope Leslie by Catharine Maria Sedgwick American Puritans in the 17th century were known for their fervor for personal godliness and doctrinal correctness. In addition to believing in the absolute sovereignty of God, the total depravity of man, and the complete dependence of human beings on divine grace for salvation, they stressed the importance of personal religious experience. In her novel Hope Leslie, Catharine Maria Sedgwick critiques the idea of Puritanism and shows its deficiencies through the characters of Everell Fletcher, Hope Leslie, and Magawisca. A weakness of Puritanism that Sedgwick identifies is the idea that communal emotion and authority should take precedence over the desires and emotions of the individual. Some examples of this criticism are seen through the character of Everell Fletcher who is born and raised a Puritan but does not so easily conform to the pressures being placed upon him by both the public and his family. The Puritans viewed the Indians as a savage people whom they were to conquer and convert. At age fourteen, Everell is certainly aware of this view, and yet he not only befriends, but arguably falls in love with Magawisca, an Indian servant in the Fletcher house. His mother’s concern over this is seen in a letter she writes to her husband addressing the issue of Everell and Magawisca’s mutual affection for one another: â€Å"‘†¦it is for thee to decide whether it be not most wise to remove the maiden from our dwelling. Two young plants have sprung up in close neighbourhood, may be separated while young; but if disjoined after their fibers are all intertwined, one, or perchance both, may perish.’† (33). Despite Mrs. Fletcher’s desire for Everell’s personal contentmen... ... halo that encircled the pilgrims’ head; and not mark the dust that sometimes sullied his garments (156). In this text, Sedgwick identifies one of her qualms with Puritanism. She points out that Puritans view things that bring happiness as sin and things that are challenging and hard as obligations. She argues that Puritans lost the true meaning of God’s mercy but are still seen as perfect examples of godliness. In her book Hope Leslie Catharine Maria Sedgwick forces the reader to understand and judge some of the 17th century Puritans’ ideas, two being the idea of communal interests being of more importance than personal interests and the idea of youth being completely subordinate to adults. Through the characters of Everell, Hope, and Magawisca, Sedgwick brings to light the often overlooked shortcomings of Puritanism.

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It is a good practice to have a good hygiene. Though centers would usually have maintenance, prevention is still better than cure. Working in a call center would usually affect the social life of an agent as well due to the drastic change of schedule, and that may arise to conflicts in work and performance as well. Global, formerly known as veldt Events Inc. The headquarters of the company is in Magmata City operating in 30 locations. Their areas served are North America, Europe, and Asia-Pacific. Currently this year, Sip Global has been held as the â€Å"BestEmployer of the Year† in the International CIT Awards. Working in a call center has always had its draw backs for the past century, when BOP (Business Process Outsourcing) was being catered by business firms from other countries. And here in the Philippines, we usually encounter business men from the west countries due to the differences in â€Å"Labor Cost† compared to their country. That is why people from SIP Gl obal would have a sense of opportunity since they are working locally but for a company that is outside of the country.Business trips are sometimes given by clients to the managerial team of the LOB or Line of Business. In any call center company, SIP Global had some fare share of experience when it comes to labor management since the company has run for over 34 years running. And we can note that there are main problems that Sip Global encounters. Some common problems within a call center industry would be Agent Absenteeism which directly is affected by work schedules that are sometimes forced by the management that is in contrary to the agent's liking. Another would be Staff Attrition.Since by default, agents know that there are a lot of call centers out there, they would find the one that suits to them. One factor is the schedule which the agent prefers, if it is for a day schedule or going to work at night shift for the Hazard/ Night differential pay. These 2 notable habits of a usual agent are directly affected by work schedule, thus would always result on the same ending. This study will determine the effects of work schedule to the work performance and health conditions of a call center worker or agent at SIP Global.Specifically, it tends to respond to the following queries: 1. What is the demographic profile of the respondents in terms of: 1. 1 Age 1. 2 Gender 1. 3 Marital status 1. Education 2. The concerns that you encounter due to your schedule: 2. 1 Social life 2. 2 Family 2. 3 school 2. 4 Curricular activities OBJECTIVE OF THE STUDY The study has the following objectives to attain the thesis entitled â€Å"The effects of work schedule to the work performance and health conditions of a call center worker or agent at SIP Global† to find out how work schedules affect an employee in SIP Global.These are the following objectives that the researchers would like to attain: To determine the demographic profile of the respondents in terms of age, ge nder, marital status and educational background To determine the effects of work schedule to the work performance and health conditions that may affect social life, family, school and other curricular activities. To determine what other alternatives can the agents do to avoid the effects on their health and work performance with a difficult schedule.Traditionally, absenteeism has been viewed as an indicator of poor individual performance, as well as a breach of an implicit contract between employee and employer; it was seen as a management problem, and framed in economic or quasi- economic terms. Attrition – are reduction in the number of employees or participants that occurs hen people leave because they resign, retire, etc. , and are not replaced. Labor Cost – is a part of wage-bill or payroll that can be specifically and consistently assigned to or associated with the manufacture of a product, a particular work order, or provision of a service.Firms – are typ ically associated with business organizations that practice law, but the term can be used for a wide variety or business operation units. Habit – is a routine of behavior that is repeated regularly and tends to occur unconsciously. – Business process outsourcing is a subset of outsourcing that involves he contracting of the operations and responsibilities of specific business functions (or processes) to a third-party service provider. LOB – Line of Business is a general term which often refers to a set of one or more highly related products which service a particular customer transaction or business need. Introduction This portion of the study presented various write-ups, articles, studies, reports and related literatures, both foreign and local about cultural preservation and other issues and concerns brought by agents local and international. Foreign Literature According to Kennedy (201 1), productivity is the efficient creation of goods and services. Producti vity is a product of various factors; it can be the workplace such as lightning, ventilation and sanitation.If they are not favorable, they reduced productivity. Employees are the most important productive resources of the organization. If they are trained and treated properly, they are capable of attaining peak performance. For this reason, progressive business enterprises never stop developing their employees through education and training, whatever financial needs their employees have, they get their companies assistant. Capron' (201 1), stated that all human beings must deal with the passing of time.Different cultures emphasize a different ways of understanding and managing time, including whether time is viewed as a scarce resource to be saved and spent wisely or a series of moments to savor; whether people should manage their time by doing one thing at a time or many things at once; whether the people should focus primarily on the past, present, or future. These assumptions ha ve implications for day to day time management and coordination, as well as for strategic planning. According to Heaven et al. (2010) work may be stressful when we feel that we do tot have enough time to complete the work.We may wish to find a better way to manage our time. This could include a number of things, such as proportioning tasks and developing plans to achieve goals. As donated by Levity et al. (2010) managing time effectively is one of the keys to become an efficient worker. Follow these time management tips to increase your productivity: be on time; determine your priorities & plan your work around them; use time management tools; develop your good time management habits; keep your work area well-organized; expect that adjusting to your new Job take some time

Top 5 Textile Companies - Free Essay Example

Sample details Pages: 12 Words: 3492 Downloads: 6 Date added: 2017/09/20 Category Architecture Essay Type Argumentative essay Tags: Manufacturing Essay Did you like this example? Arvind Mills | | | | Arvind Mills| | Type| Public (NSE, BSE)| Industry| Textiles| Founded| 1931| Headquarters| Ahmedabad| Key people| Sanjay Lalbhai (CEO MD) Arvind N. Lalbhai| Products| Denim, Knits, Khakhis| Revenue| Rs. 23. 45  Billion| Net income| Loss Rs. 480  Million| Employees| 26000| Website| www. arvindmills. com| Arvind Mills, the flagship company of the Lalbhai Group, is one of Indias leading composite manufacturer of textiles. Its headquarters is in Ahmedabad, Gujarat, India. It manufactures a range of cotton shirting, denim, knits and bottomweights (Khakis) fabrics. The Evolution 1930 was a year the world suffered a traumatic depression. Companies across the globe began closing down. In UK and in India the textile industry in particular was in trouble. At about this time, Mahatma Gandhi championed the Swadeshi Movement and at his call, people from all India began boycotting fine and superfine fabrics, which had so far been imported from England. In the mid st of this depression one family saw opportunity. The Lalbhais reasoned that the demand for fine and superfine fabrics still existed. And any Indian company that met this demand would surely prosper. The three brothers, Kasturbhai, Narottambhai and Chimanbhai decided to put up a mill to produce this superfine fabric. Next they looked around for state-of-the-art machinery that could produce such high quality fabric. Their search ended in England. The best technology of that time was acquired at a most attractive price. And a company called Arvind Limited was born. Arvind Limited started with a share capital of Rs 2,525,000 ($55,000) in the year 1931. With the aim of manufacturing the high-end superfine fabrics Arvind invested in very sophisticated technology. With 52,560 ring spindles, 2552 doubling spindles and 1122 looms it was one of the few companies in those days to start along with spinning and weaving facilities in addition to full-fledged facilities for dyeing, bleachin g, finishing and mercerizing. The sales in the year 1934, three years after establishment were Rs 45. 76 lakh and profits were Rs 2. 82 lakh. Steadily producing high quality fabrics, year after year, Arvind took its place amongst the foremost textile units in the country. In the mid 1980’s the textile industry faced another major crisis. With the power loom churning out vast quantities of inexpensive fabric, many large composite mills lost their markets, and were on the verge of closure. Yet that period saw Arvind at its highest level of profitability. There could be no better time, concluded the Management, for a rethink on strategy. The Arvind management coined a new word for it new strategy – Renovision. It simply meant a new way of looking at issues, of seeing more than the obvious and that became the corporate philosophy. The national focus paved way for international focus and Arvind’s markets shifted from domestic to global, a market that expected a nd accepted only quality goods. An in-depth analysis of the world textile market proved an eye opener. People the world over were shifting from synthetic to natural fabrics. Cottons were the largest growing segments. But where conventional wisdom pointed to popular priced segments, Renovision pointed to high quality premium niches. Thus in 1987-88 Arvind entered the export market for two sections -Denim for leisure ; fashion wear and high quality fabric for cotton shirting and trousers. By 1991 Arvind reached 1600 million meters of Denim per year and it was the third largest producer of Denim in the world. In 1997 Arvind set up a state-of-the-art shirting, gabardine and knits facility, the largest of its kind in India, at Santej. With Arvind’s concern for environment a most modern effluent treatment facility with zero effluent discharge capability was also established. Year 2005 was a watershed year for textiles. With the muliti-fiber agreement getting phased out and the d isbanding of quotas, international textile trade was poised for a quantum leap. In the domestic market too, the rationalizing of the cenvat hain and the growth of the organized retail industry was likely to make textiles and apparel see an explosive growth. Arvind has carved out an aggressive strategy to verticalize its current operations by setting up world-scale garmenting facilities and offering a one-stop shop service, by offering garment packages to its international and domestic customers. of Lee, Wrangler, Arrow and Tommy Hilfiger and its own domestic brands of Flying Machine, Newport, Excalibur and Ruf ; Tuf, is setting its vision of becoming the largest apparel brands company in India. Copyright  © 2009 Arvind Limited History and operations Arvind Mills was established in 1931. It was founded by the three brothers Kasturbhai Lalbhai, Narottambhai Lalbhai and Chimanbhai Lalbhai one of the leading families of Ahmedabad. * 1931 – Arvind Mills Ltd. is incorporated with share capital Rs. 2525000 ($55000) in Ahmedabad. Products manufactured are dhoties, sarees, mulls, dorias, crepes, shirtings, coatings, printed lawns ; voiles cambrics, twills gaberdine etc. * 1987 – The Company took up a modernisation programme to triple the production of denim cloth and to produce double yarn fabrics for exports. The new product groups identified were the indigo dyed blue denim, high quality two-ply fabrics for exports, and special products such as butta sarees, full voils and dhoties. * 1991 – Arvind reached 100  million meters of denim per year, becoming the fourth largest producer of denim in the world. * 1992 – The Company increased the production of denim cloth by 23,000 tonnes per day by modernising the plant located at Khatraj of Ankur Textiles. * 1993 – The Company proposed to expand the denim manufacturing capacity by 85,00,00  metres per annum. The Company also proposed to set up a new composite mill for producing a nnually 120 lakh metres of high quality shirting fabrics to be marketed in the domestic as well as international markets. * 1994 – The Companys operations were divided into 3 units viz. , Textile Division, telecom division and garments division. * 1995 – The performance of textile division was significantly affected due to an unprecedented rise in cost of cotton. * Garment division launched ready to stitch jeans pack under the brand `Ruf Tuf`. 1997 – The marketing and distribution network of `Newport` brand was strengthened and the relaunched `Flying Machine and Ruggers` brand were strengthened. * The Company reported a fire in the goods godown folding packing department in Naroda Road unit of the company. * Arvind Mills sets up the anti-piracy cell for the first time in India to curb large scale counterfeiting of their highly successful brands Ruf Tuf and Newport jeans. * Arvind Mills adopts the franchisee system for the manufacture and distribution of Ruf a nd Tuf jeans. Arvind Fashions, doubles its capacity in the state-of-the-art manufacturing facility in Bangalore to produce Lee jeans. * 1997 was also the year when arvind mills started facing serious troubles financially * 1998 – Arvind Mills emerges as the worlds third largest manufacturer of denim. * Arvind Mills goes live with SAP R/3 ERP package in April 1998 in their new manufacturing units. * 1999 – Arvind Mills sets a two-month deadline for hiving off its garments division into a separate company and sale of its real estate in Delhi. * 2000 – CRISIL downgrades the debenture issues of Arvind, indicating that the instruments were in default. 2001 – Arvind Mills defaults on a $125  million floating rate note issue and puts forward a debt restructuring proposal that could significantly reduce its debt burden and sharply improve its financial health. * Arvind Mills posts a net loss of Rs 44. 59 crore for the quarter ended September 30, 2001. * 2003 â €“ For the fourth quarter, Arvind Mills witnesses 280% growth in the net profit * Arvind Mills Ltd is assigned a `P1+` rating by CRISIL, which indicates a very strong rating for their commercial paper. * 2004 – Company turns itself around showing remarkable improvement in financial performance. 2005 – For the fourth quarter in a row, Arvind Mills has managed to post a profit growth in excess of 80 per cent. Businesses * Fabric * Denim * Shirtings * Khakis * Knitwear * Voiles * Garment Exports * Shirts ; Jeans Own Brands 1. Main stream Excalibur Flying Machine 2. Popular Ruff ; Tuff New Port University 3. Premium Arrow USPA Sansa belt Izod Pier cardin Paris 4. Popular Cherooke 5. Bridge to luxury Gant , USA. 1949 Joint Venture Brands 1. Bridge to Luxury Tommy Hilfigure Nautica 2. Premium Lee Wrangler 3. Popular Wrangler hero Riders Financial restructuring In the mid 1990s, Arvind Mills undertook a massive expansion of its denim capacity even though other cotton f abrics were slowly replacing the demand for denim. The expansion plan was funded by loans from both Indian and overseas financial institutions. With the demand for denim slowing, Arvind Mills found it difficult to repay the loans, and thus the interest burden on the loans shot up. In the late 1990s, Arvind Mills ran into financial problems because of its debt burden, and it incurred huge losses in the late 1990s. The company came up with a massive debt-restructuring plan for the long-term debts being taken up in February 2001. This complex financial restructuring exercise, which involved several domestic and international lenders, is considered to be the benchmark and a case study in India. - Top of Form Raymond Group | | | | Raymond Limited| | Type| Public (NSE, BSE)| Industry| Textiles| Founded| 1925| Headquarters| Mumbai, India| Key people| Gautam Singhania Chairman Managing Director| Products| fabrics, designer wear, denim, cosmetics toiletries, engineering files tools, p rophylactics and air charter services| Website| www. raymondindia. com| The Raymond Group is one of Indias largest clothing and apparel companies, with over 60% market share in India. Established in 1925 it has a net earnings of Rs. 2,100 crores. It sells textiles, readymade garments, engineering tools, prophylactics and toiletries. Vijaypat Singhania is the chairman emeritus of the company and Gautam Singhania the Managing Director. Contents| Company Divisions * 1. Textile With a capacity of 35 million meters in wool wool-blended fabrics, Raymond commands over 60% market share in worsted suiting in India and ranks amongst the first three fully integrated manufacturers of worsted suiting in the world. 2. Engineering J. K. Files Tools and Ring Plus Aqua Ltd. are the group companies that are engaged in the manufacture of precision engineering products such as steel files, cutting tools, hand tools, agri tools and auto components. * 3. Aviation Raymond Ltd. is one of the first Cor porate House in India to launch Air Charter Services in India in 1996. Brands * Raymond Raymond manufactures worsted suiting fabric in fine grade wool. Raymonds domestic distribution is spread with more than 30,000 outlets that stock and sell Raymonds range of fabrics. * Manzoni Manzoni is a luxury lifestyle brand offering a range of formal wear and sportswear including shirts, suits, trousers, jackets, ties and leather accessories. * ColorPlus ColorPlus is one of Indias premium casual wear brands offering shirts, trousers, knits and survival gear. Some of the technological innovations it is well known for; include thermo-fused buttons, golf balls, rough jeans, wrinkle technology, stain-free fabric, and the cone dyed technique. [3]. * Zapp! Raymonds range of kids wear. The brand brings to 4–12 years a wide range of clothes, accessories, bed and bath linen and more. The first Zapp! store has been launched in Ahmedabad with ten more on their way. * Be: HOME Be: HOME is a specialty multi brand Home Retail Chain that present soft home furnishings accessories which are sourced from across the globe (private International). Spanning from a mid to premium pricing range, Be: HOME provides an assortment of quilts, blankets, robes, apparels, wall decor, vases, candles, gourmet cooking range. * Park Avenue Launched in 1986, Park Avenue is premium formal wear brand. The brand has received the Most Admired Menswear Brand for the year 2009. [4] * Parx Parx is a premium casual lifestyle brand bringing semi-formal and casual clothes for 22-30 year olds. Parx was launched in 1999. * Notting Hill This brand caters to popular price segment offering affordable choice to people transitioning from tailored clothing to readymade[5]. The brand collection features mens lifestyle products comprising suits, shirts, trousers, jeans, t-shirts and also accessories like ties, handkerchiefs and socks. * The Raymond Shop The Raymond Shop is a retail store offering complete w ardrobe solutions for men. - Top of Form Bottom of Form Bottom of Form | | | | | | | | |   Home Business Textiles| | | | | | Growth through Consumer ProductsReliance’s Manufacturing Division at Naroda, Ahmedabad is one of the largest and most modern textile complexes in the world. The Company’s flagship brand VIMAL is one of the most trusted brands of premium textiles in the country. Main growth drivers for VIMAL are retail presence across India, innovation and focus on premium products and men’s formal wear. RIL is distinctly known for shepherding a new era in fabrics. The flagship brand VIMAL, which was relaunched in the middle of 2007-08, is one of the most trusted brands of premium textiles in the Country. With the commissioning of new investments in design, modern weaving, state-of-the-art finishing equipments, RIL continues to operate one of the most modern textile complexes in Asia. Major growth drivers for VIMAL continued to be retail presence acr oss India, constant innovation in products, cost efficiency and improved customer service. The division continued adding clients in auto textiles and is now a significant supplier to major automobile manufacturers in India. The division continued its forays in the defence / police / paramilitary services by supplying specialised fabrics for their applications. New product initiatives included: * Fresca anti-microbial and anti-bacterial work-wear apparel fabrics * Home furnishing and auto-textiles * Silk-Amino suiting fabrics * Fire-retardant and water-repellent tent fabrics for defence/ police services * Insect ; mosquito repellent nets, as per WHO standards, which will find usage in several areas of the world affected by mosquitoes / insects| | | | | | | | | | |  © Reliance Industries Limited. | | | The Wadias first venture, over 250 years ago, was in the area of ship building, more than 355 ships were designed and built by the Wadias, including men-of-war for the British Navy . It was on one such ship that the American National Anthem was composed, and on another Wadia built deck that the Treaty of Nanking, ceding Hongkong to England, was signed. The Spring Mills began operations in 1903 Emerging opportunities : With the wave of industrialization in the 19th century, trading grew, and with it, opportunities for new areas of business. In 1879, Bombay was next only to New Orleans as the worlds largest cotton port. It was at this time that Nowrosjee Wadia set his sights on Indias mushrooming textile industry. On August 23rd, in a humble redbrick shed, he began a small operation. Here, cotton yarn spun in India was dip dyed by hand in three colors-turkey red, green and orange-and laid out in the sun to dry. Humble opportunities : The Bombay Dyeing Manufacturing Co. Ltd. had been born. A modest beginning for a company that was to grow in the following 115 yr. into one of Indias largest producer of textiles. Along the path of growth and diversification, Bombay Dyeing has spawned dozens of other companies. In technical and financial collaboration with world leaders, such companies have pioneered the manufacture of various chemicals and have grown to be leaders in their new fields. It was more than just a company that was born in 1879, a legacy was born. A legacy that would give rise to one of Indias most respected business houses. | Grasim Industries From Wikipedia, the free encyclopedia Jump to: navigation, search | This article is written like an advertisement. Please help rewrite this article from a neutral point of view. For blatant advertising that would require a fundamental rewrite to become encyclopedic, use {{db-spam}} to mark for speedy deletion. (November 2008)| | This article does not cite any references or sources. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. (September 2007)| Grasim Industries Limited is a Aditya Birla Group company t hat started in 1948 and which started as a textile manufacturer. Since then Grasim has successfully diversified into Viscose Staple Fiber (VSF), cement, sponge iron and chemicals [1] Contents[hide] * 1 Textile * 2 Grasim Industries Limited * 2. 1 Global footsteps * 2. 2 Focus of Growth Post MFA * 2. 3 Joint ventures * 2. Looking Forward * 3 Footnote * 4 External links| [edit] Textile Aditya Birla Group operates over 40 companies in 12 countries across 4 continents. Grasim is one of its flagship companies and It is the world’s second largest producer of Viscose Rayon Fiber with about 21% market share. Textile and related products contributes to 15% of the group turnover. [edit] Grasim Industries Limited Grasim Industries Limited was incorporated in 1948; Grasim is the largest exporter of Viscose Rayon Fiber in the country, with exports to over 50 countries. This, along with Aditya Birla Nuvo can be considered as companies of the AV Birla Group. Grasim is headquartered in Na gda (kharach) kosamba [edit] Global footsteps Indo-Thai Synthetics Company Ltd was incorporated in 1969 in Thailand, started operations in 1970, this was Aditya Birla Group’s first foray into international venture. Aditya Birla Group incorporated P. T. Elegant Textiles in 1973 in Indonesia. Thai Rayon incorporated in 1974, this was the second company in Thailand, operating in Viscose Rayon Staple Fiber. Century Textiles Co. Ltd. s taken over by Aditya Birla Group in 1974; this company is a weaving and dyeing plant manufacturing and exporting variety of synthetic fabrics. PT Sunrise Bumi Textiles incorporated in 1979, it produces yarn exported over 30 countries in 6 continents. P. T Indo Bharat Rayon incorporated in 1980 produces Viscose Staple Fiber in Indonesia to become a dominant player in the domestic market as well as export markets. Thai Polyphosphates and Chemicals was started in 1984 in Thailand to produce Sodium Phosphates, presently merged with Thai Epoxy and Allied Products Company Limited (1992), Thai Sulphites and Chemicals Company Limited (1995) to form Aditya Birla Chemicals Ltd. This company supplies to sectors such as food, textiles, electrical and electronics, composites, leather, plastics and automobiles. PT Indo Liberty Textiles was incorporated in 1995 to manufacture synthetic spun yarn. In 2004, the Staple Fibre Division of Grasim Industries Ltd was presented with the Stockholm Industry Water Award for the companys efforts to reduce water usage and improve their overall environmental impact. [citation needed] [edit] Focus of Growth Post MFA In late 1990s and later, the focus was the textile business because of the end of Multi-Fiber Arrangement (MFA) which opened a host of opportunities to Indian exporters. In this period, Aditya Birla Group took a three route strategy for growth. * Rapidly enhance existing capacities * Acquire and Build Garment brands for local and international markets Jayashree textiles was acquired by Adi tya Birla Nuvo (formerly Indian Rayon), is a leading producer and exporter of yarns and fabrics to 50 countries with a turnover of $413 million. It acquired Madura Garments in 2000 to enter the branded garments business. Has brands such as Louis Philippe, Van Heusen, Peter England, Allen Solly, SF Jeans among others and also a global supplier to global buyers such as Marks ; Spencer’s, Polo etc. * Vertical integration to get cost advantage AV Cell Inc. , a joint venture between Aditya Birla Group and Tembec, Canada, established operations in 1998 to produce softwood and hardwood pulp for the purpose of internal consumption among different units of the Group. Together, Aditya Birla Group and Tembec, Canada have acquired AV Nackawic Inc. , which produces dissolving pulp, as a further step to integrate. Grasim industries Ltd. is a leading player in the Viscose Staple Fiber (VSP). The Aditya Birla Groups VSF manufacturing plants straddle Thailand, Indonesia, India and China . At each of these locations, further capacity expansions are under way — in Thailand by 31 ktpa; in Indonesia by 37 ktpa; in India by 64 ktpa and in China by 30 ktpa. These brownfield expansions, slated to be completed by the second quarter of 2008, will further notch up the Groups VSF production from 566 ktpa to 727 ktpa and entail an investment close to US$ 260 million. Grasim wants to follow a strategy of backward integration, right from plantation stage to the final VSF stage. The Groups VSF business operates through its three companies — Grasim Industries in India, Thai Rayon Corporation in Thailand and Indo Bharat Rayon in Indonesia, which also oversees its Chinese operations at Birla Jingwei Fibres, China. [edit] Joint ventures Thai Rayon Promoted in 1974 by the Aditya Birla Group, Thai Rayon is the sole manufacturer of Viscose Rayon Staple Fibre (VSF) in Thailand. More than 50 per cent of Thai Rayons VSF throughput is directly exported to more than 20 count ries worldwide. The VSF meets the stringent quality expectations of customers in USA, Mexico, Europe, Turkey, Canada, Israel, Australia, South Korea, Philippines, Indonesia, Pakistan, Bangladesh and Sri Lanka. PT Indo Bharat Rayon Marketed under the brand name of Birla Cellulose, the company produces a wide range of VSF in engineered specifications for textiles and non-woven applications. The companys strong focus on environmental protection is reflected through its investments in a sophisticated state-of-the-art waste-water treatment plant and scientific waste disposal systems. [edit] Looking Forward They have recently acquired Pulp VSF Plants in Canada and China respectively. They have also initiated a Pulp Plantation Project in Laos | | | | ACC  Ã‚ · Bajaj  Ã‚ · Airtel  Ã‚ · BHEL  Ã‚ · Cipla  Ã‚ · DLF  Ã‚ · Grasim  Ã‚ · Gujarat Ambuja  Ã‚ · IDBI  Ã‚ · HDFC  Ã‚ · HDFC Bank  Ã‚ · Hero Honda  Ã‚ · Hindalco  Ã‚ · HUL (formerly HLL)  Ã‚ · ICICI Bank   Ã‚ · Infosys  Ã‚ · ITC  Ã‚ · LT  Ã‚ · Maruti  Ã‚ · NIIT  Ã‚ · NTPC  Ã‚ · ONGC  Ã‚ · Ranbaxy  Ã‚ · Reliance Comm.  · Reliance Energy  Ã‚ · RIL  Ã‚ · SBI  Ã‚ · Sun Pharmaceutical  Ã‚ · TCS  Ã‚ · Tata Motors  Ã‚ · Tata Steel  Ã‚ · Wipro| | | All-time BSE Sensex companies| | | | ABB  Ã‚ · ACC  Ã‚ · Bajaj Auto  Ã‚ · BHEL  Ã‚ · Bharat Petroleum  Ã‚ · Bharti Airtel  Ã‚ · Cipla  Ã‚ · Dabur  Ã‚ · Dr. Reddys Laboratories  Ã‚ · GAIL  Ã‚ · GlaxoSmithKline  Ã‚ · Grasim Industries  Ã‚ · Gujarat Ambuja Cements  Ã‚ · HCL Technologies  Ã‚ · HDFC  Ã‚ · HDFC Bank  Ã‚ · Hero Honda  Ã‚ · Hindalco Industries  Ã‚ · HLL  Ã‚ · Hindustan Petroleum  Ã‚ · ICICI Bank  Ã‚ · Indian Petrochemicals  Ã‚ · Infosys  Ã‚ · Jet Airways  Ã‚ · ITC Limited  Ã‚ · L;T  Ã‚ · MTNL  Ã‚ · Mahindra ; Mahindra  Ã‚ · Mahindra Satyam  Ã‚ · Maruti Udyog  Ã‚ · National Aluminium Company  Ã‚ · NIIT  Ã‚ · ONGC  Ã‚ · Oriental Bank of C ommerce  Ã‚ · PNB  Ã‚ · Ranbaxy Laboratories  Ã‚ · Reliance Communications  Ã‚ · Reliance Energy  Ã‚ · Reliance Industries  Ã‚ · Siemens  Ã‚ · SBI  Ã‚ · SAIL  Ã‚ · Sun Pharmaceutical  Ã‚ · Suzlon  Ã‚ · TCS  Ã‚ · Tata Motors  Ã‚ · Tata Power  Ã‚ · Tata Steel  Ã‚ · VSNL  Ã‚ · Wipro  Ã‚ · Zee| Top of Form Bottom of Form Don’t waste time! 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